Nestle
Global food and beverage company
Coffee Specialist Intern - Boutique
About the job
- Be seeking a training and development opportunity compatible with an ongoing course of study.
- Be interested in understanding the dynamics of a complex company.
- Focus on and achieve results, with energy and initiative.
- Enjoy interacting with people, remain curious, and learn quickly.
- Welcome customers in the Boutique.
- Offer customers tastings of the latest coffee products.
- Help customers choose coffee blends, accessories, and the most suitable machine.
- Work toward objectives and monitor key performance indicators.
- Manage relationships with customers, Boutique colleagues, teams across company departments, and managers.
About the company
Global food and beverage leader with a diverse portfolio that includes dairy, coffee, bottled water, infant nutrition, pet care, frozen foods, and confectionery. It develops, manufactures, and sells products at scale and distributes them through supermarkets, online platforms, and direct-to-consumer channels, supported by an extensive distribution network and ongoing R&D. Its breadth and scale, combined with brand variety and a focus on nutrition and sustainability, help it reach a wide range of markets and customers. The goal is to provide tasty, nutritious foods and beverages to people worldwide while advancing health, well-being, and sustainable practices across its operations.
Company Size
10,001+
Company Stage
IPO
Headquarters
Vevey, Switzerland
Founded
1866
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Simplify's Take
What believers are saying
- Thailand's CHF 157 million Rayong expansion adds Purina capacity for Asia, Oceania, and Africa.
- WPP's September 22, 2026 China deal automates 35,000 annual assets, improving marketing efficiency.
- Nestlé sourced 20.7% key ingredients from regenerative farms in 2025, targeting 50% by 2030.
What critics are saying
- India's FSSAI filed three September 18, 2026 cases against Nestlé infant nutrition products.
- Kremlin control over Nestlé's Russian subsidiaries threatens roughly 1% of sales and stranded assets.
- GLP-1 weight-loss adoption is crushing snack demand, forcing reformulation or share loss by 2027.
What makes Nestle unique
- Nestlé sells one billion products daily across 188 markets, unmatched distribution depth.
- Its portfolio spans coffee, petcare, infant nutrition, and medical nutrition, reducing category dependence.
- Long-running farmer programs and regenerative sourcing embedded into supply chains create switching costs.
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Benefits
Health Insurance
Flexible Work Hours
401(k) Retirement Plan
401(k) Company Match
Mental Health Support
Company News
Climate Week NYC: building resilient food supply chains. September 25, 2026 As ongoing climate events start impacting the food supply chain, leaders from Nestlé, Fair Trade and more convened at the Food Forum at Climate Week NYC Food is an incredibly important resource, but it is also facing growing risk. Despite its critical nature, it can be overlooked when discussing climate action and the impact of climate change. At Climate Week New York, senior leaders took to The Food Forum to explore the food supply chain and where businesses can improve traceability. Speakers took part in a meaningful discussion, looking at where collaboration can make a difference. A critical period. In recent years, external shocks have made their impact on food supply chains around the world. An increase in extreme weather events has put pressure on food production in various ways. Floods and unseasonable rainfall have resulted in food rot, crops have been ruined due to fires and drought and early harvests have been a result of higher temperatures. The UK Government has declared food security as a national security issue, and other governments around the world are beginning to explore their own strategies. The food supply chain covers agriculture, manufacturing, storage, distribution, wholesale and retail. As a highly interconnected system, it is incredibly complex, relying on time-sensitive deliveries, temperature-controlled storage, managing supply and demand and picking crops at the exact right time. Agriculture timelines need to be planned years in advance, but recent weather disturbances have meant crops are ready to harvest earlier than expected, or yields are at a much lower intake. This has led to the growing disruption to food supply chains, with no signs of return to normal production. As a result, business leaders around the world are looking to strengthen resilience and do their part to minimise environmental impact. Through improving traceability and reducing waste, leaders are working to make a food supply chain that lasts. Key numbers * The agri-food sector supported 4.1 million jobs across Great Britain in 2025 (National Audit Office) * 17% of GHG emissions come from agriculture * UK farmers are preparing for price increases of up to 70% * Nestle now sources 30% of its raw materials from farmers using regenerative agriculture practices * Nestle is committed to sourcing 50% of raw materials from regenerative agriculture practises by 2030 * Fair Trade has mobilised more than US$1.4bn directly in fair trade premiums to community development funds in the past 30 years * 75% of nitrous oxide emissions comes from agriculture Responsible farming. The Food Forum at Climate Week NYC hosted leaders from a range of organisations over a series of panels. The recurring topics were traceability, expense and governmental policy. Suzanne Sengelmann, CEO of Lundberg Family Farms, explained that moving to organic or regenerative organic farming is a risk for the farmer, as large-scale transitions can take more than three years before they are fully in place. At this time, there is a lack of profitability, as there is no official seal demonstrating these farmers are using these practises. As a result, they are enduring the added costs without seeing the benefit. "For any farmer trying to start making the transition, it's expensive and a huge risk. So they need capital and they need secured demand," Suzanne says. However, conversation on regenerative farming and other sustainable changes continues, exploring the long-term benefits of making this change. Though the initial cost is significantly higher, it is both better for the environment and for establishing long term resilience. Yann Wyass, Global Head of Public Affairs at Nestlé looks at developing resilience from a global organisation's perspective. Nestlé sells one billion products a day, around the world, showing the immense scale of the company. "We are working very hard on regenerative agriculture and there are two main reasons for that," he explains. "The first reason is for climate resilience, but the second is for business resilience. Fertiliser price hikes, for example, have impacted a lot of farmers recently. "We are very mindful that the transition from conventional or traditional farming to regenerative agriculture farming is and can be a risk to farmers. So we also combine what we do on Regen Ag with income, living income activities." By doing this, Nestlé has seen a 4% improvement in productivity among Cocoa farmers in West Africa. Alongside this, they have seen a 14% increase to their income. This demonstrates that regenerative agriculture, when properly supported, can have positive economic results. Traceability is key to any claim. If you don't know where your food has come from, any claim you make about it is nonsense. Chris Ninnes, CEO, Aquaculture Stewardship Council Policy concerns. Despite this, many consumers and businesses around the world are limited. There are so many external factors which go into determining how people shop, or what they prioritise in their farming. "You can't just say it's an individual consumer choice because people's choices are shaped by policy. They're shaped by how poor they are or the markets they have exposure to, the products that are marketed at them," explains Paloma Lopez, Chief Sustainability and Communications Officer, North America Bel Group. "There's no room to blame or shame individuals into making better choices for the planet. Our job is to figure out how we enable those consumer choices that are going to reshape our food production systems." The world is currently facing a super El Niño, meaning food security is going to get worse in the approaching years. As a food supply chain is years in the making, the impact is a long-term issue. This year, vulnerabilities in the food chain have been exposed, unveiling where organisations have dependencies on certain products or processes, or where they have crucial data points missing. The global food supply chain is at a crucial stage, with opportunities to become more domestic and more sustainable. Traceability is crucial in this step. A leader can only make a positive impact with their supply chain, if they can track their supply chain. Every part needs to be visible, allowing leaders to fully understand their product and its impact. The forum points to data visibility and technology as a core driver to change, but small organisations are limited without thoughtful policy and large-scale backing. Climate change impacts every part of the food system, from the growth of the product, to how it is delivered or the way the consumer receives the product. Resilience in this industry is not just about ensuring quantity, but also nutritional value and diversity of food sources. Key companies. * CEO: Philipp Navratil * HQ: Vevey, Switzerland Global food and beverage leader with one billion products sold daily worldwide. The company sources 30% of raw materials from regenerative agriculture practices and aims for 50% by 2030, investing in farmer income programs and climate resilience initiatives across global supply chains. Lundberg Family Farms * CEO: Suzanne Sengelmann * HQ: California, US Organic rice producer pioneering regenerative agriculture transitions. The family-owned company focuses on supporting farmers through the costly three-year transition period to organic certification, providing both capital and secured demand commitments to reduce financial risk. Fair Trade * CEO: Felipe Arango * HQ: California, US Global certification organization mobilizing US$1.4bn in community development funds over 30 years. The organization connects farmers with premium pricing structures and ensures ethical sourcing standards while supporting sustainable agricultural practices and farmer livelihoods. Aquaculture Stewardship Council * CEO: Chris Ninnes * HQ: Utrecht, Netherlands Leading certification body for responsible aquaculture. The organization establishes traceability standards across seafood supply chains, ensuring environmental sustainability and social responsibility while enabling transparent claims verification for consumers and businesses. Executives. * Chris Ninnes CEO * Paloma Lopez Chief Sustainability and Communications Officer, North America * Suzanne Sengelmann Chief Executive Officer * Yann Wyss Global Head, Public Affairs Company Portals
Smart manufacturing: Mars opens Pringles hub in Thailand. September 25, 2026 Gabriel Fernandez, President at Mars Snacking AMEA, says the new digital Pringles plant in Thailand will protect its supply network against delays Mars has officially unveiled its first Pringles manufacturing facility in Thailand following a THB 7bn (US$209.8m) investment. The company has also opened the plant's second production line, creating more than 170 direct jobs. Through the investment, Mars aims to expand production capacity to meet growing demand across the region. "Thailand's strong infrastructure, skilled talent and connectivity to regional markets make it a critical part of how we are building the Pringles business across AMEA and serving consumers across the region," says Gabriel Fernandez, President of AMEA at Mars Snacking. Mars' Thailand Expansion * Mars has officially opened its first Pringles manufacturing facility in Thailand * The investment exceeds THB 7bn (US$209.8m) and has created more than 170 direct jobs * Close to 50% of the plant's procurement spend goes to local suppliers * Women hold approximately 50% of leadership positions at the site * A third production line is planned for the facility by the end of 2027 Mars' expansion in Thailand. Located within Thailand's Eastern Economic Corridor, the 73,800-square-metre Chonburi facility aims to boost export capacity to major markets including India, Hong Kong and Taiwan. The fully digitalised smart plant will use real time monitoring dashboards and continuous equipment tracking to maximise uptime and operational efficiency. According to Mars, the facility directs nearly 50% of procurement spend to local suppliers, and achieves strong gender balance with women holding roughly 50% of site leadership roles. Continued expansion is expected to continue past 2026, as a third production line is scheduled for late 2027. "By establishing localised smart production hubs, we protect our supply network against external delays while accelerating our responsiveness to regional consumer demand," Gabriel says. Regionalisation and digitalisation strategy. Mars' heavy investment in localised smart manufacturing follows an increasing trend across global supply networks, with the company describing it as a "fully digitalised smart manufacturing facility". Procter & Gamble is expanding automation across its global plants as part of its Supply Chain 3.0 initiative. The company leverages AI vision systems, industrial internet-of-things sensors and smart robotics to run continuous manufacturing shifts without manual intervention. By establishing localised smart production hubs, Manufacturing Digital protect its supply network against external delays Gabriel Fernandez, President of AMEA at Mars Snacking Gartner predicts that by 2028, 70% of companies will adopt regionally diversified supply chain models to improve network resiliency in the face of ongoing global disruptions. Nestlé secured approval for a US$688 million investment to build an AI-driven, automated regional coffee manufacturing hub in Samut Prakan, Thailand in July 2026. It is scheduled to open in 2028 and combine local raw material sourcing with advanced logistics to serve as Nestlé's production and export hub for Southeast Asia. Key companies. Headquarters: Virginia, US CEO: Poul Weihrauch Mars, Incorporated is a global family-owned leader in snacking, food, and pet care brands. Operating across over 80 countries, the business drives sustainable supply chain innovation and advanced digital manufacturing to serve millions of consumers daily. CEO: Shailesh Jejurikar Headquarters: Ohio, US Procter & Gamble is one of the world's largest consumer goods companies, with brands including Tide, Pampers, Gillette and Always sold in approximately 70 countries. The company has 110 manufacturing plants and 200 distribution centres worldwide. Headquarters: Vevey, Switzerland CEO: Laurent Freixe Nestlé is the world's largest food and beverage company, offering a wide portfolio of nutrition, coffee and health brands. The corporation actively reshapes its global operations through high-tech regional production investments, automated processing and localised raw material sourcing. Company Portals
Nestlé appoints Manuela Bernasconi as Group General Counsel; Leanne Geale to retire at year end. September 24, 2026 12:15 ET | Source: Nestlé S.A. [Ad hoc announcement pursuant to Art. 53 LR] Nestlé's Board of Directors has appointed Manuela Bernasconi, currently General Counsel for Zone Americas, as Group General Counsel and a member of the Group Executive Board, effective 1 January 2027. After seven years as Nestlé's Group General Counsel, Leanne Geale will retire. Manuela Bernasconi joined Nestlé in 2007 as Legal Counsel in Corporate & Group Compliance and has since held a series of increasingly senior legal leadership roles across the company. After serving in roles within Zone Europe and Nestlé Switzerland, she joined Nespresso in 2017 and was appointed General Counsel for Nespresso in 2020. She subsequently served as General Counsel for Zone Latin America before being appointed General Counsel for Zone Americas in January 2025. Philipp Navratil, Nestlé CEO, said: "With nearly 20 years of experience at Nestlé, Manuela combines deep legal expertise with a strong understanding of our company. She is a trusted adviser with a proven ability to navigate complex legal, regulatory and compliance matters. Her leadership and strategic perspective make her ideally placed to lead our Legal & Compliance function into its next chapter." "During her tenure, Leanne further strengthened and professionalized Nestlé's Legal & Compliance function, including our approach to human rights. On behalf of her colleagues across Nestlé, I thank her warmly for her leadership and many contributions to the company. We wish her every success and happiness for the future," Philipp Navratil added. Contacts: Media: Christoph Meier Tel.: +41 21 924 2200 [email protected] Investors: David Hancock Tel.: +41 21 924 3509 [email protected]
From lab to market SPACE-F Batch 7 key takeaways at Techsauce Global Summit 2026. At Techsauce Global Summit 2026, the FoodTech Summit by SPACE-F brought together policymakers, researchers, global food companies, investors and founders to examine one shared challenge: how can promising food innovation move beyond the laboratory and create measurable impact in the market? The discussions ranged from Thailand's national FoodTech direction and the rise of the Wellness Economy to consumer-led product development, startup investment, industrial scale-up and the technologies presented by SPACE-F Batch 7. Together, the sessions offered a practical view of what the future of food requires, and why collaboration is becoming as important as the technology itself. What is SPACE-F? SPACE-F is Thailand's first global FoodTech startup incubator and accelerator. Founded through the collaboration of the National Innovation Agency (NIA), Thai Union Group and Mahidol University, with partners including Thai Beverage, Nestlé and Foodland Ventures, the equity-free programme connects startups with researchers, corporations, investors, mentors and industrial infrastructure. Since its launch, SPACE-F has supported more than 100 startups from 18 countries. The programme is built around a practical objective: helping founders turn promising science and prototypes into products that can be tested, manufactured, regulated and commercialised in real markets. What does FoodTech mean today? FoodTech is the application of science, engineering, biotechnology and digital technology across the food system, from agriculture and ingredient development to manufacturing, safety, logistics, retail and consumer experience. The sessions at Techsauce Global Summit 2026 showed why the sector requires more than a strong invention. Food is physical, highly regulated and deeply cultural. A solution must work in the laboratory, survive factory-scale production, meet safety and regulatory requirements, make economic sense and, ultimately, taste good enough for consumers to choose it again. The 2026 theme: Wellness, resilience and the path to market. SPACE-F Batch 7 brought the programme's long-standing mission, "Feeding the World Through Innovation," into the context of the Wellness Economy. The central question was how Thailand can build on its strengths in food production, biodiversity, research and culinary culture to create higher-value innovations for health, sustainability and food security. Across the programme, one message appeared repeatedly: the next generation of FoodTech will be judged by evidence of demand, viable unit economics, regulatory readiness and the ability to scale through partnerships. Innovation matters, but commercial execution determines whether it reaches consumers. Key takeaways from the sessions. Thailand's FoodTech blueprint: from kitchen of the World to innovation hub of asia. Dr. Krithpaka Boonfueng, Executive Director of NIA, positioned Thailand's next opportunity as a shift from exporting raw materials and processed food to exporting higher-value solutions. SPACE-F provides a working model by bringing government, academia, corporations and investors into the same process, giving startups access to real customers, facilities and feedback. Batch 7 attracted 204 applications from 57 countries, reflecting Thailand's growing role as a launchpad for global FoodTech innovation. FoodTech as national policy: the Wellness Economy and Thailand's next economic engine. Dr. Sriyada Palimaphan, Advisor to the Minister of Higher Education, Science, Research and Innovation, connected FoodTech with three national priorities: better health, food security and economic growth. Thailand already has agricultural resources, biodiversity and a strong export base. The opportunity is to combine these assets with science, technology and entrepreneurial speed to move research out of the laboratory and into high-value products for health-conscious consumers. Consumer-Centric innovation to impact: startup agility meets FMCG scale. Dr. Allan Lim, Head of Open Innovation at Nestlé R&D Center Singapore, stressed that food innovation must begin with consumer needs rather than a technology searching for a use case. Taste remains the first test, followed by nutrition, sustainability, convenience and accessibility. Scaling then adds another layer of difficulty, including raw-material supply, quality systems, shelf life, regulation and production economics. Startups bring agility and differentiated technology, while established food companies can contribute infrastructure, market access and manufacturing experience. Navigating the next wave of food innovation. Dr. Tunyawat Kasemsuwan described a FoodTech investment market that has moved away from capital-intensive promises and towards disciplined commercial progress. Founders need to understand unit economics, generate early revenue where possible and consider modular paths to market. Partnerships with corporations, contract manufacturers and other players in the value chain can preserve capital and reduce scale-up risk. His core advice was clear: do not build everything alone, and approach partners with a precise understanding of the value the startup can create for them. SPACE-F Batch 7 accelerator Demo Day. Nine Accelerator Track startups demonstrated how broad FoodTech has become: * ComexSoft uses AI-powered retail intelligence to analyse products, pricing and market trends. * PROTINOS develops high-protein noodles designed for preventive nutrition and muscle health. * KINAVA converts organic waste into bioenergy and higher-value materials through hydrothermal carbonisation. * BeNatureBioLab applies nano and microencapsulation to improve the taste, solubility and absorption of bioactive ingredients. * Terra Bioindustries upcycles brewers' spent grain into protein, fibre, malt extract and other food ingredients. * Kresko RNAtech develops stable, ready-to-formulate bioactive RNA ingredients for wellness applications. * SicPama connects restaurant ordering and customer relationship data to identify diners who influence repeat visits and group spending. * NUCAPS uses protein-based microencapsulation to improve the stability and absorption of functional ingredients. * AGRIFREEZE uses electromagnetic-field freezing technology to reduce food damage and preserve quality closer to fresh products. The cohort showed that FoodTech now extends beyond new foods. It includes ingredient science, preventive nutrition, circular production, food preservation, market intelligence and digital consumer services. AGRIFREEZE received the Feeding the Future Award in the Accelerator Track, while PROTINOS won the People's Choice Award. From proof of concept to market: what SPACE-F partners are actually building with startups. Chris Aurand, PhD, Rahul Colaco, Victor Chen and Dr. Allan Lim, moderated by Sean Mak, explained that one successful laboratory test is rarely enough. Commercialisation usually requires a series of proof-of-concept stages covering technical performance, product integration, quality, regulation, factory trials and consumer response. The panel identified several conditions that improve the chance of success: a clear business need, an internal corporate champion, founders who listen and adapt, evidence of demand, realistic cost and volume assumptions, and a controlled sandbox where both sides can test and learn. Many promising technologies stall because of regulation, cost or scale rather than scientific failure. Strong collaboration must therefore include clear ownership, patience and a shared path to deployment. Programme recap and awards ceremony. Assoc. Prof. Dr. Pasit Pakawatpanurut of Mahidol University closed the programme by describing the particular difficulty of scaling FoodTech. Software can be updated instantly, but food innovation must operate within biology, chemistry, thermodynamics, supply chains, regulation and human taste. Over five months, Batch 7 founders tested more than their technologies. They examined unit economics, intellectual property, fundraising structures, Thai business culture and industrial production. Factory visits, business matching, proof-of-concept discussions and partner negotiations turned the accelerator into preparation for the conditions startups will face after Demo Day. The combined takeaway. The FoodTech Summit by SPACE-F presented Thailand's opportunity in practical terms. The country has the ingredients, production base, research capacity and culinary credibility to become a regional FoodTech hub. Capturing that opportunity depends on connecting those strengths to founders who can solve real problems and partners who can help them validate, manufacture and enter the market. The next wave of FoodTech will not be defined by novelty alone. The strongest solutions will combine consumer relevance, scientific evidence, commercial discipline and collaboration. That is the role SPACE-F is building: a launchpad where innovation is tested against the realities of the food industry before it scales to the world. Follow SPACE-F for programme updates, startup stories and future opportunities:
WPP to lead Nestlé's end-to-end content operations across Greater China. Following a competitive multi-agency pitch, WPP will build an AI-powered content engine producing over 35,000 assets annually for Nestlé's brands. WPP has been selected by Nestlé to architect and operate a new end-to-end content operating model across all its brands in Greater China. The partnership was secured following a highly competitive, multi-agency pitch process, WPP announced on September 22. The new operational setup integrates social, content, KOL, commerce, media and production capabilities through what WPP describes as a "robust, AI-powered spoke-and-hub model." The aim is to develop tens of thousands of campaign assets and platform-specific end-to-end content for all of Nestlé's brands in the region. WPP will work closely with Nestlé's existing creative Agencies of Record and media partners to ensure cohesive branding and messaging across the marketing ecosystem while driving sales conversion on key platforms. The initiative marks Nestlé's first truly integrated end-to-end content operating model globally. At the core of the solution is WPP Open | China, WPP's agentic marketing platform built for China's digital, media, social and commerce landscape, bringing together WPP's talent, technology and AI-powered workflows to enable collaboration and creative output. The model will draw on WPP's Operations and Delivery Hub in Wuxi, Jiangsu Province, as its engine. Through this hub, WPP will manage content creation and scaled production for major Nestlé brands including Nescafé and Purina, as well as its Food, Nutrition and Confectionery lines, among others. The model is designed to produce and deploy over 35,000 pieces of content annually. Allen Cai, CMO, Nestlé Greater China, said, "Navigating the intersection of AI, scale and customisation is critical to fostering compelling brand experience for our consumers at China speed. This marks a new chapter in our partnership with WPP and an opportunity to jointly shape the future of content operations. Together, we are setting new benchmarks that will future-proof our brand-building capabilities and support our continued success in this vibrant region." Chris Reitermann, CEO, WPP Greater China, added, "Nestlé's brands touch the daily lives of millions of consumers, and supporting a portfolio of that magnitude requires a completely new way of working. By combining our social, creative, production and media teams with advanced AI technology and a centralised production hub, we can now deliver content at the scale and speed that simply wasn't possible in the past. We also believe that in a world with an abundance of content, it is even more critical to develop meaningful connections with consumers, build brands while driving performance, and stand out from the clutter. We share a clear vision with Nestlé for how this integrated model will drive real business value while reaching consumers in more engaging ways."