183677

About the Cover
We believe each and every one of us has a role to play in protecting

our future. Whatever your age, race, or background-together, we can
all make a difference. Both today and for generations to come.
CONTENTS
02 04 12 13 14 16
OUR PURPOSE DIRECTORS’ ANNEXURE TO REVIEW REPORT BY COMPANY STATEMENT
AND AMBITION REPORT TO THE DIRECTORS’ REPORT THE CHAIRMAN PERFORMANCE OF WEALTH
SHAREHOLDERS ON CORPORATE 2021 CREATION AND ITS
GOVERNANCE DISTRIBUTION
17 18 19 20 21 23
KEY FINANCIAL PATTERN OF CLASSIFICATION KEY SHAREHOLDING STATEMENT OF INDEPENDENT
DATA (SIX YEARS SHAREHOLDING OF SHARES AND SHARES COMPLIANCE AUDITOR’S
AT A GLANCE) BY CATEGORIES TRADED WITH THE CODE REVIEW REPORT
OF CORPORATE
GOVERNANCE
24 25 26 30 32 34
BOARD OF COMPANY NOTICE OF ANNUAL ABOUT MANAGEMENT HUMAN
DIRECTORS DIRECTORY GENERAL MEETING NESTLÉ COMMITTEE RESOURCES
36 38 42 44 46 48
SUPPLY TECHNICAL AGRICULTURE SALES CONSUMER NUTRITION, HEALTH
CHAIN SERVICES COMMUNICATIONS AND WELLNESS
& MARKETING
SERVICES
49 50 62 66 68 69
FINANCE & CONTROL OUR INDEPENDENT STATEMENT OF STATEMENT OF STATEMENT OF
AND INFORMATION BRANDS AUDITOR’S REPORT FINANCIAL POSITION PROFIT OR LOSS COMPREHENSIVE
TECHNOLOGY TO THE MEMBERS INCOME
OF COMPANY
70 71 73 125
STATEMENT OF STATEMENT OF NOTES TO THE FORM OF
CHANGES IN EQUITY CASH FLOWS FINANCIAL PROXY
STATEMENTS
Be a force for good MANAGEMENT REPORT 2021

01
OUR PURPOSE
Unlocking the power of food to enhance quality of life for everyone, today
and for generations to come.
OUR AMBITION
Globally, we have defined three overarching ambitions for 2030 which
guide our work and support the achievement of the United Nations
Sustainable Development Goals:
Help
50 million
children live healthier lives
Help to improve
30 million
livelihoods in communities directly
connected to our business activities
Strive for
Zero
environmental impact in
our operations
Safoora Bibi, our apple farmer in Hunza, supplies high quality apples to
Nestlé Pakistan.
DIRECTORS’
“
REPORT
To the Shareholders
The Directors of Nestlé Pakistan

Limited (the “Company”) are
pleased to submit the Annual
Report along with the audited
financial statements of the
Company for the year ended
December 31, 2021.
Financial Performance
The country observed multiple waves of COVID-19, which led to intermittent micro lockdowns to limit the infection rate while
permitting economic activities to continue. This resulted in real GDP growth of 3.9% for FY 21 from a contraction of 0.5 percent in
FY20.
Despite the challenges caused by the pandemic, the company continued its journey towards recovery, recording a revenue growth
of 12.2% versus 2020. This was achieved through undisrupted supply and availability of products, numeric distribution expansion
and innovation and renovation initiatives supported by investments behind the brands. Volume growth, cost savings initiatives
across the value chain and portfolio and pricing management contributed to the improvement in profitability.
Nestlé is a Good Food, Good Life company, and our Purpose – to unlock the power of food to enhance quality of life, today and
for generations to come – is embedded in everything we do. Despite the pandemic, we drove innovation to create products that
are right for consumers and positively contribute to public health and the environment. We adapted quickly and worked diligently
across the company which helped us stand out from the competition.
In 2021, we launched a number of products across various categories. We introduced a range of innovative coffee products in RTD
and 3in1, new sparkling drinks under our premium NESTLÉ FRUITA VITALS brand, and introduced a new PET single-serve format
for the premium Gold Range. Dairy brought in an exciting new launch in the form of EVERYDAY KASHMIRI CHAI and in Waters,
we added NESTLÉ PURE LIFE ACTIVE into 5-gallon format, owing to the encouraging response on ACTIVE 230ml SKU launch.
We introduced a breakthrough solution in NIDO GUFs Nutritods with No Added Sucrose along with affordable nutrition offerings in
growing-up formula and baby food categories. We also had a wide range of launches by Nestlé Professional, across the portfolio,
addressing the needs of our OOH customers.
We aim to continue driving category innovations that fulfill our consumer needs and desires.
PKR Million 2021 2020 Change
Sales 133,295 118,781 +12.2%

Gross Profit margin 30.4% 29.3% +110 bps
Operating Profit margin 16.2% 13.5% +270 bps
Net Profit after tax 9.6% 7.5% +210 bps
Net Profit after tax 12,768 8,885 +43.7%
Earnings per share 281.6 195.9 +43.7%
Dividends:
In view of the financial performance of the company, the Board of Directors has recommended to pay final cash dividend of
Rs.90 per share, in addition to the interim cash dividend already paid of Rs. 195 per share, which brings the total dividend for the
year to Rs. 285 per share for 2021 compared to Rs. 194 per share in 2020.

05
DIRECTORS’ REPORT
To the Shareholders
Investment Projects e) The system of internal control is sound in design and has
been effectively implemented and monitored
Nestlé Pakistan made investments of PKR 2.6 billion, including
f) There are no significant doubts upon the company’s ability
expansion projects, in 2021. Highlights are hereunder:
to continue as a going concern
g) There has been no material departure from the best
1,181 Rs. in Million 485 Rs. in Million practices of corporate governance, as detailed in the
Sheikhupura Factory Kabirwala Factory listing regulations
h) Statements regarding the following are annexed or
57 Rs. in Million 496 Rs. in Million disclosed in the notes to the accounts:
Water Plants Distribution and Sales
(i) Key financial data for the last six years
383 Rs. in Million (ii) Pattern of shareholdings
Others (iii) Trading in shares of the company by its Directors,
CEO, CFO, and Company Secretary
Investments of approximately PKR 3 billion, are planned for (iv) Number of Board meetings held during the year and
2022, primarily in respect of operational reliability and capacity attendance by each director
increase in order to meet consumer demands.
Corporate & Financial Reporting Remuneration Policy of Non-

Framework Executive Directors and
Nestlé Pakistan is committed to maintaining high standards Disclosure of Remuneration of
of corporate governance without any exception. The Directors
are pleased to state that the company is compliant with the
Directors
provisions of the Code of Corporate Governance as required by The fee of the Non-Executive and Independent Directors for
SECP and formed as part of stock exchange listing regulations. attending the Board and Committee meetings of the company
Statement of Compliance with Code of Corporate Governance is determined by the Board. The detail of the remuneration,
is as under. including other benefits paid during the year 2021, to the
Chief Executive Officer, Executive Directors, and Non-Executive
Directors of the company, are described in Note 41 of the
The Directors confirm that:
financial statements.
a) The financial statements prepared by the management of
the company present fairly its state of affairs, the results of
its operations, cash flow and changes in equity External Auditors
b) Proper books of accounts of the company have been Messrs. Ernst & Young Ford Rhodes, Chartered Accountants
maintained have completed their assignment for the year 2021 and retired
at the conclusion of the 44th Annual General Meeting. Being
c) Appropriate accounting policies have been consistently
eligible, they have offered themselves for re-appointment.
applied in the preparation of financial statements and
accounting estimates are based on reasonable and
prudent judgement Holding Company and Principal
d) International Financial Reporting Standards, as applicable
in Pakistan and the requirements of Companies Act,
Activity
2017 have been followed in preparation of the financial Société des Produits Nestlé SA (SPN), a company
statements; and any departure thereof has been incorporated in Switzerland (the holding company), holds
adequately disclosed and explained 27,936,173 ordinary shares representing 61.6% equity
interest in the company. The principal activity of the company
is manufacturing, processing, and sale of food products
including imported products. No change has occurred during
the financial year relating to the nature of the business of the
company.
06
Human Resources Management year, equipping them with the knowledge, skills and experience
required for a successful career.
& Employee Relations Nestlé Pakistan is committed to give fair employment
Though 2021 was yet another year with partial lockdowns, it opportunities to differently-abled people by increasing their
was marked by resilience where our offices returned to a hybrid employability through our program ‘Hai Tum Pe Yakeen’. A
way of working while maintaining 50% office occupancy. batch of 15 differently-abled people was hired on one-year
We engaged, motivated, onboarded, and grew our teams contract, and 4 associates from the previous year were moved
to ensure an uninterrupted supply of quality products to our to permanent roles at Nestlé Pakistan. The remaining are now
consumers nationwide. HR processes shifted to digital and part of our talent pipeline, in consideration for permanent
virtual spaces, with a greater focus on Talent Acquisition, positions.
Employee Engagement, Employee Health & Wellness, and
Learning & Capability Building.
Creating Shared Value (CSV)
Nestlé Pakistan’s priority is the well-being of its workforce.
Our focused initiatives around Mental & Physical Well-being and Community Work
and Inoculation and its benefits played a vital role in shaping At Nestlé, we believe in the philosophy of CSV. It is our
behavioral changes that ensured the health, safety and belief that for a company to be able to create value for its
well-being of our teams. We also facilitated our employees shareholders, it must also create value for society. Nestlé
by providing on-site vaccination camps at our factories and Pakistan, as part of its global and local obligations, believes in
currently 97% of our employees are fully vaccinated. CSV for the communities in which it works and operates. The
health of our company is intrinsically linked to the health and
In 2021, we leveraged our iLearn platform to encourage resilience of the society we operate in.
self-paced learning amongst employees, which resulted in
the completion of 56,569 eLearning sessions. In order to Our global focus areas are firmly embedded in our purpose.
strengthen leadership competencies line managers were Individuals and Families, Our Communities, and The Planet as
trained as 360 Feedback Coaches and Everyday Coaches. We a whole are interconnected, and our efforts in each of these
are also proud to be the market to pilot the “People Managers areas are supported through our 36 specific commitments.
Development Assessment Center” (PMDAC) that will develop These commitments will, in turn, enable us to meet our
line managers through differentiated action plans. Two online ambitions for 2030 in line with the timescale of the Sustainable
academies, Nestlé Leaders Academy and Nestlé People Development Goals (SDGs).
Academy were launched to further strengthen leadership traits.
These programs resulted in creating strong feedback and The key CSV initiatives of 2021 include:
coaching culture.
• Finalization of our Market Sustainability Roadmap to
People development and performance management activities 2025 as part of our global commitment to become a Net
were carried out to support employees to enable them to Zero company by 2050. In 2021, we started a number
nurture their careers based on individual aspirations and of projects in our fresh milk value chain that helped us
succession plans. Career Coaching, 3-Party PDPs and reduce more than 13,000 tons of carbon emissions in that
Corporate & Functional Mentoring remained some of our key area alone
activities. A virtual Employee Engagement plan, including
virtual cooking and fitness drives, was launched to engage our • Reduction of 224 tons of plastic by eliminating plastic
employees as we worked in a hybrid environment. straws throughout our RTD range
• Collection of more than 200 tons of waste under our
We continued to build on our global commitments to provide waste management project “Clean Gilgit and Hunza
employment and employability opportunities to youth by Project” to encourage waste collection and management
engaging more than 40,000 youth around the year through in Gilgit and Hunza districts in alignment with our vision of
our flagship Management Trainee Program, Career Drives, a waste-free future
Webinars, and Job Fairs. We provided 303 internships, both
• Multiple awareness and capability building trainings
virtual and on ground. Our initiative focusing on diversity, Karo
for the hospitality sector under ‘Travel Responsibly for
Aitemad, continued to engage, motivate and inspire young
Experiencing Eco-tourism in Khyber Pakhtunkhwa’
female professionals. We inducted a pool of 37 women for a
(TREK) – a collaboration between Government of Khyber
Pakhtunkhwa, World Bank Group and Nestlé Pakistan

07
DIRECTORS’ REPORT
To the Shareholders
• Nutrition awareness for another 35,000 school children

in the rural, suburban and urban areas under Nestlé for
Future Outlook
Healthier Kids (N4HK), extending the overall outreach to We foresee that the current record-high commodity prices and
more than 285,000 kids and 1,500 teachers on nutrition global supply chain disruptions will continue in 2022, which
in 340 schools in the country is likely to keep inflation at an elevated level. This, coupled
with recently imposed taxation measures, are likely to have an
• Overall enrollment of more than 1,900 women as Nestlé
adverse impact on the already deteriorating purchasing power
BISP Rural Women Sales Agents, a program that we run
of the consumers.
in partnership with Benazir Income Support Program
(BISP) as part of Ehsaas Kifalat program
Despite all the challenges, the company remains cautiously
• Provision of Clean and Safe Drinking Water to more than optimistic about staying on course on its recovery journey
60,000 people on a daily basis through facilities in our in the coming year capitalizing on strong brand equity and
operational areas a highly committed workforce supported by continuous
• An estimated water saving of more than 380,000 m3 as initiatives for operational excellence.
a result of working with farmers and partners including
Agriculture Department Punjab, Lahore University of
Management Sciences and Pakistan Agriculture Research
Acknowledgements
Council to help reduce water wastage in agriculture We take this opportunity to thank our valued consumers who
have trust in our products and continue to provide sustained
• Continued support for programs involving dairy farmers
support in ensuring the progress of the company. Our people
and rural women for skill enhancement related to dairy
are our greatest strength and they have demonstrated their
and livestock sector
commitment once again throughout the pandemic by ensuring
• Continued product support through Nutrition Support timely supply and availability of our products. We are guided
Program for the underprivileged institutions and to the by our strong values rooted in respect. Our purpose and our
areas affected by natural calamities values are the reasons why we all work for Nestlé’s success.
• Continuation of Chaunsa Project with integration of They are fundamental to everything we do, particularly in times
Mango farmers in our value chain of significant changes in the external environment.
• Support for Driver Training Facility at the National Nestlé Pakistan, whilst bringing international expertise and
Highways & Motorway Police Training Institute, standards into its products, processes, and manufacturing
Sheikhupura and Road Safety Institute, Karachi sites, remains a “Har Dam Pakistani” company, very proud of
• Plantation of 35,000 trees at different locations near our its achievements in Pakistan.
factories
FOR AND ON BEHALF OF THE
BOARD OF DIRECTORS
Subsequent Events
• No material changes and commitments affecting the
financial position of the company have occurred between
the end of the financial year to which this Balance Sheet
relates and the date of the Directors’ Report.
Samer Chedid Syed Yawar Ali

Principal Risk & Uncertainty Chief Executive
February 17, 2022
Chairman
• Increase in input cost due to rising inflation and likely Lahore

further devaluation of the currency
• Macro-economic uncertainties which might affect
consumer demand
• Increase in existing sales tax rates and levy of new taxes/
duties
08
09
10
11
ANNEXURE TO
DIRECTORS’ REPORT
On Corporate Governance
Board of Directors’ Meetings Role and Responsibilities of the

During the year under review, the Board of Directors had the
following meetings:
Chairman and the Chief Executive
The role of the Chairman and the Chief Executive are segregated
Number of Board Meetings held for the financial year = 4 and they have distinct responsibilities. The Chairman of the Board
has responsibilities and powers vested in him by law and the
Articles of Association of the company, as well as duties assigned
to him by the Board. In particular, the Chairman coordinates the
Date of Meeting Date of Meeting activities of the Board and presides over the meetings of the Board
of Directors and Shareholders.
Time Time
The Managing Director is the Chief Executive Officer of the

company and is responsible for the day-to-day operations and
conduct of its business in accordance with the powers vested
25-Feb-21 27-Apr-21 in him by law, the Articles of Association of the company and
11:00 A.M 10:10 A.M authority delegated to him through the Board of Directors’
resolutions from time to time. The Managing Director recommends
policy and strategic direction and annual business plans for the
Board of Directors’ approval and is responsible for exercising the
overall control, discretion, administration, and supervision for
sound and efficient management and conduct of the business of
Date of Meeting Date of Meeting the company.
Time Time
Audit Committee
The Audit Committee comprises three members including the
29-Jul-21 26-Oct-21 Chairman of the Committee, who is an Independent Director. Two
members are Non-Executive Directors. The terms of reference
11:00 A.M 10:30 A.M
of the Committee, which is in line with the Code of Corporate
Governance, has been presented and approved by the Board of
Directors.
Detail of attendance of Directors at Board Meetings is summarized
The Audit Committee held four meetings in 2021. The Chief
below:
Financial Officer, Internal Auditors as well as External Auditors were
invited to the meetings.
Date of No. of Meetings
Name of Director
appointment Attended
Mr. Syed Yawar Ali 17.07.2019 4 Human Resources and

Mr. Samer Chedid 01.08.2019 4
Remuneration Committee
Mr. Syed Babar Ali 17.07.2019 4
The company has established this Committee in accordance with
Mr. Syed Hyder Ali 17.07.2019 3 requirements of the Code of Corporate Governance. All issues of
remuneration are fully disclosed, deliberated, and decided at the
Mr. Syed Saiful Islam 17.07.2019 4 meetings of the Directors.
Mr. Bernhard Stefan 17.07.2019 4
Mr. Amr Rehan 17.07.2019 2 Strategic Planning

Mr. Osman Khalid Waheed 17.07.2019 4 The company’s strategic direction was reviewed at the meeting
of the Directors. A process has been put in place whereby long
Ms. Rabia Sultan 17.07.2019 3
term Market Business Strategies and Annual Operational Plans
Mr. David A. Carpenter 17.07.2019 4 established by the Management are regularly reviewed by the
Directors in line with the company’s overall business objectives.
Part of the process involves the setting of measurable Key
Performance Indicators (KPls).
12
REVIEW REPORT
BY THE CHAIRMAN
It gives me immense pleasure to present this report to the Shareholders of Nestlé Pakistan
Limited pertaining to the overall performance of the Board and the effectiveness of its role in
attaining the company’s aims and objectives.
The company has implemented a strong governance framework supportive of an effective and prudent management of business
matters, which is regarded as instrumental in achieving long-term success of the company.
During the year, the Board Committees continued to work with a great measure of proficiency. The Board as a whole has reviewed
the Annual Report and Financial Statements, and is pleased to confirm that in its view the report and financial statements, taken as
a whole, are fair, balanced, and understandable.
The Board carries out a review of its effectiveness and performance each year on a self-assessment basis. The Board Performance
assessment for the year was based on an evaluation of the integral components i.e. Strategic Planning, Board Composition, Board
Committees, Board Procedures, Board Interactions, Board and CEO’s Compensation, Board Information and Board & CEO’s
Effectiveness.
The Board of Directors of the company received agendas and supporting written material including follow up materials in
sufficient time prior to the Board and its Committee meetings. The Board meets frequently enough to adequately discharge its
responsibilities. The Non-Executive and Independent Directors are equally involved in important decisions.
Syed Yawar Ali

Chairman

13
COMPANY
PERFORMANCE 2021
SALES EARNING PER SHARE
Rupees in million Rupees in million
140,000 133,295 450
118,553 120,701 118,781 400

120,000 115,962
108,959
350
322.87
100,000
300 281.55
261.24 256.05
80,000 250
195.91
200
60,000
162.17
150
40,000
100
20,000 50
0 0
2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021
MARKET CAPITALIZATION RETURN ON EQUITY

14,000
600,000 316% 350%
521,520
288.8%
12,000
300%
500,000
10,000 236.3%
225.9% 250%
365,064 8,812 212%
400,000
408,146 408,146
8,000
302,255 200%
300,000 259,626
6,000 5,403
150%
134.4% 4,634
4,020 4,190
200,000 4,000 3,256 100%
100,000 2,000 50%
0
0%
0 2016 2017 2018 2019 2020 2021
2016 2017 2018 2019 2020 2021
Equity Return on Equity
MARKET PRICE PER SHARE VS. DIVIDEND PAYOUT RATIO

NET ASSETS PER SHARE Rupees in million
Rupees in million
12,000 11,500
20000
700 18,593 180%
18000
160%
10,000 600 15,646
9,000
16000
9,000 140%
8,050 14000 127%
8,000 500
132% 120%
12,018 11,609
12000 107%
6,665
400 103% 89% 100%
6,000 5,725 10000
91%
7,845 7,936 80%
300 8000
4,000 6000 60%
194.3
200
4000 40%
2,000 102.2 92.4 119.1
88.6 71.8 100 2000 20%
0 0
0 0%
2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021
Market Price Net asset per share Dividend Dividend Payout Ratio
14
NET FIXED ASSETS, FIXED CAPITAL OPERATING PROFIT
EXPENDITURE AND DEPRECIATION Rupees in million
Rupees in million
40,000
24,000 23,607
30%
3,711 4,005 21,578
3,375
3,496 4,147 3,859 20,080
20,000 19,148
5,457 4,533 3,804 25%
30,000 4,080 3,157 2,603
16,061
16,000 19.9% 15,025
20%
16.6% 16.2%
20,000 17.6%
12,000
15%
13.5%
13.0%
,8000 10%
28,046 28,735 30,363 30,333 28,680 29,275
10,000
4,000 5%
0 0
0%
2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021
Net fixed assets Capital expenditure Depreciation Operating Profit % of Sales
PROFIT BEFORE TAX PROFIT AFTER TAX

14,642
24,000 15,000
40% 25%
20,989 12,768
21,000
35% 12,500 11,847 11,612
17,954
20%
18,000 17,020 16,967
30%
10,000
15,000 8,885
25%
12,591 15%
7,354
12,000 10,716
7,500 12.4%
17.7% 20%
9,000 10.9% 9.6% 9.6% 10%

15.6% 14.1% 15%
13.5% 5,000
6,000 7.5%
10.6% 10%
9.2% 6.3% 5%
2,500
3,000 5%
0 0
0% 0%
2016 2017 2018 2019 2020 2021 2016 2017 2018 2019 2020 2021
Profit Before Tax % of Sales Profit After Tax % of Sales

15
STATEMENT OF
WEALTH CREATION
AND ITS DISTRIBUTION
(PKR in 000) 2021 2020
Wealth Generated / Value Added:

Net turnover including sales tax 158,080,250 142,294,759
Purchased materials and services (102,145,460) (90,293,859)
Value Added 55,934,790 52,000,900
Other Income 295,578 354,830
Wealth Created 56,230,368 100% 52,355,730 100%
Weath Distribution:
To Employees:
Salaries, benefits and other costs 12,250,791 21.8% 12,689,533 24.2%
To Government:
Income tax, sales tax, excise & custom duty, WWF, WPPF 26,531,667 47.2% 24,581,638 47.0%
To Society and Development Initatives:

Donations and CSR Projects 4,840 0.0% 61,800 0.1%
*Dairy Development (Non-business returns) 134,613 0.2% 126,933 0.2%
To Providers of Capital:
Dividend to Shareholders 11,609,493 20.6% 7,936,180 15.2%
Mark-up / interest expenses on borrowed funds 1,840,228 3.3% 2,805,015 5.4%
To Company:
Depreciation and amortisation 3,858,736 6.9% 4,154,631 7.9%
56,230,368 100.0% 52,355,730 100.0%
* This represents contribution of the company towards development of the society and dairy sector in Pakistan.
16
KEY FINANCIAL DATA
Six Years at a Glance
(Rupees in million) 2021 2020 2019 2018 2017 2016
Operating performance
- Sales 133,295 118,781 115,962 120,701 118,553 108,959
- Gross profit 40,492 34,765 33,349 38,814 41,094 36,349
- Operating profit 21,578 16,061 15,025 20,080 23,607 19,148
- Profit before tax 17,954 12,591 10,716 16,967 20,989 17,020
- Profit after tax 12,768 8,885 7,354 11,612 14,642 11,847
Balance Sheet
- Net assets 5,403 4,190 3,256 4,020 4,634 8,812
- Reserves 4,950 3,737 2,802 3,567 4,181 8,359
- Operating fixed assets 29,275 28,680 30,333 30,363 28,735 28,046
- Net working capital 9,193 8,464 18,708 16,099 15,026 13,460
- Long term liabilities* 16,864 20,302 12,057 14,244 13,562 8,942
Investor information for six years

- Gross profit ratio 30.4% 29.3% 28.8% 32.2% 34.7% 33.4%
- Operating profit ratio 16.2% 13.5% 13.0% 16.6% 19.9% 17.6%
- Profit before tax ratio 13.5% 10.6% 9.2% 14.1% 17.7% 15.6%
- Profit after tax ratio 9.6% 7.5% 6.3% 9.6% 12.4% 10.9%
- Inventory turnover ratio 5.3 : 1 4.8 : 1 4.3 : 1 4.7 : 1 5.8 : 1 7.0 : 1
- Total assets turnover ratio 2.1 : 1 1.9 : 1 1.8 : 1 1.9 : 1 2.2 : 1 2.2 : 1
- Price earning ratio 20.3 34.0 49.6 35.1 35.6 34.5
- Return on capital employed 101% 88% 97% 129% 153% 122%
- Market value per share 5,725 6,665 8,050 9,000 11,500 9,000
- Debt equity ratio 81 : 19 85 : 15 90 : 10 87 : 13 82 : 18 58 : 42
- Current ratio 0.8 : 1 0.7 : 1 0.6 : 1 0.7 : 1 0.6 : 1 0.6 : 1
- Interest cover ratio 10.8 : 1 5.5 : 1 4.4 : 1 10.1 : 1 20.2 : 1 18.7 : 1
* Long term liabilities include current portion classified under current liabilities.

17
PATTERN OF
SHAREHOLDING
As at December 31, 2021
No. of Shareholdings Total Shares

Shareholders From To Held
689 1 to 100 20,998
238 101 to 500 62,261
81 501 to 1000 61,812
93 1001 to 5000 195,141
16 5001 to 10000 130,417
6 10001 to 15000 74,045
2 15001 to 20000 35,847
4 20001 to 25000 93,541
2 30001 to 35000 63,950
1 35001 to 40000 38,137
1 40001 to 45000 40,023
1 50001 to 55000 54,910
1 55001 to 60000 56,807
1 60001 to 65000 64,932
1 65001 to 70000 66,707
1 100001 to 105000 100,556
1 110001 to 115000 110,439
1 120001 to 125000 120,916
1 155001 to 160000 157,461
1 170001 to 175000 170,745
1 210001 to 215000 210,865
1 220001 to 225000 224,720
1 365001 to 370000 370,000
1 370001 to 375000 375,000
1 385001 to 390000 387,334
1 425001 to 430000 429,852
1 430001 to 435000 430,551
1 535001 to 540000 538,235
1 830001 to 835000 830,467
1 1195001 to 1200000 1,195,211
1 1290001 to 1295000 1,294,334
1 1330001 to 1335000 1,334,283
1 3645001 to 3650000 3,649,248
1 4425001 to 4430000 4,423,666
1 27935001 to 27940000 27,936,173
1157 45,349,584
18
CLASSIFICATION OF SHARES
BY CATEGORIES
Categories of Shareholders Shareholders Shares Held Percentage

Directors, Chief Executive Officer and their spouse(s)
and minor children 8 1,859,270 4.10
Executives 6 796 0.00
Associated Companies, Undertakings and Related parties 9 36,965,332 81.51
NIT and ICP 1 1,480 0.00
Banks Development Financial Institutions, Non-Banking Financial
Institutions, Public Sector Companies & Corporation 4 506,099 1.12
Insurance Companies 6 22,706 0.05

Modarabas and Mutual Funds 4 101,823 0.22
General Public
a) Local Individuals 1,006 5,781,216 12.75
b) Foreign Individuals 19 884 0.00
c) Foreign Companies 5 33,563 0.07
Others 89 76,415 0.17
Totals 1,157 45,349,584 100.00
Shareholders holding 5% or above Shares Held Percentage
SOCIETE DES PRODUITS NESTLÉ S.A. 27,936,173 61.60

IGI INVESTMENTS (PVT) LIMITED 4,423,666 9.75
PACKAGES LIMITED 3,649,248 8.05

19
KEY SHAREHOLDING
AND SHARES TRADED
Name of Shareholder Number of shares Percentage

Associated Companies, Undertakings and Related parties
GURMANI FOUNDATION 538,235 1.19
NATIONAL MANAGEMENT FOUNDATION 224,720 0.50
BABAR ALI FOUNDATION 170,745 0.38
INDUSTRIAL TECHNICAL & EDUCATIONAL INSTITUTE 21,666 0.05
TRUSTEES NESTLÉ PAKISTAN LTD EMPLOYEES PROVIDENT FUND 878 0.00
IGI FINEX SECURITIES LIMITED 1 0.00
9 36,965,332 81.51
Directors, Chief Executive Officer and their spouse(s) and minor children
SYED BABAR ALI 1,195,211 2.64
SYED HYDER ALI 429,852 0.95
SYED YAWAR ALI 23,220 0.05
OSMAN KHALID WAHEED 60 0.00
DAVID ALEXANDER CARPENTER 1 0.00
RABIA SULTAN 1 0.00
PERWIN BABAR ALI (W/O Syed Babar Ali) 210,865 0.46
SYEDA NIGHAT ALI (W/O Syed Yawar Ali) 60 0.00
8 1,859,270 4.10
Executives/ Officers of the Company

6 796 0.00
Banks, Development Financial Institutions, Non-Banking Financial Institutions, Public Sector Companies &
Corporations
ZARAI TARAQIATI BANK LIMITED 430,551 0.95
MCB BANK LIMITED - TREASURY 64,932 0.14
EMPLOYEES OLD AGE BENEFITS INSTITUTION 10,560 0.02
NATIONAL BANK OF PAKISTAN 56 0.00
4 506,099 1.12
Modarabas and Mutual Funds
CDC - TRUSTEE NATIONAL INVESTMENT (UNIT) TRUST 100,556 0.22
CDC - TRUSTEE NIT-EQUITY MARKET OPPORTUNITY FUND 720 0.00
CDC - TRUSTEE AKD INDEX TRACKER FUND 534 0.00
CDC - TRUSTEE MCB PAKISTAN STOCK MARKET FUND 13 0.00
4 101,823 0.22
Shareholders holding 5% or above Number of shares Percentage

There was no Purchase / Sale of shares by Directors, Company Secretary, Executives, and their Spouses, Minor Children during
the year 2021.
20
STATEMENT OF COMPLIANCE
With the Listed Companies (Code of Corporate Governance)
Regulations, 2019 for the Year ended December 31, 2021
Nestlé Pakistan Limited (‘Company’) has 7. The meetings of the Board were presided over by the
complied with the requirements of the Chairman and, in his absence, by a director elected by
the Board for this purpose. The Board has complied
Regulations in the following manner: with the requirements of Companies Act, 2017 and the
Regulations with respect to frequency, recording and
1. The total number of Directors is 10 as per the following:
circulating minutes of meeting of the Board;
i. Male: 09
8. The Board has a formal policy and transparent procedures
ii. Female: 01
for remuneration of Directors in accordance with the
Companies Act, 2017 and these Regulations;
2. The composition of the Board is as follows:
9. The complete Board of the company has attended
Independent Directors: Directors’ Training program;
i. Mr. Osman Khalid Waheed
ii. Mr. David A. Carpenter 10. The Board has approved appointment of the Chief
Financial Officer, company Secretary and Head of Internal
Audit, including their remuneration and terms and
Female Independent Director:
conditions of employment and complied with relevant
iii. Ms. Rabia Sultan requirements of the Regulations;
Non-Executive Directors: 11. Chief Financial Officer and Chief Executive Officer duly
endorsed the Financial Statements before approval of the
i. Mr. Syed Yawar Ali
Board;
ii. Mr. Syed Babar Ali
iii. Mr. Syed Hyder Ali
12. The Board has formed committees comprising of
iv. Mr. Bernhard Stefan
members given below:
Executive Directors:
Board Audit Committee
i. Mr. Samer Chedid
ii. Mr. Syed Saiful Islam Name of the Committee Member Designation
iii. Mr. Amr Rehan Mr. Osman Khalid Waheed Chairman / Independent Director
3. The Directors have confirmed that none of them is serving Mr. Syed Babar Ali Member / Non-Executive Director
as a director on more than seven listed companies, Mr. Syed Hyder Ali Member / Non-Executive Director
including this company;
Mr. Osama Bin Zafar Secretary / Head of Internal Audit
4. The company has prepared a Code of Conduct and

has ensured that appropriate steps have been taken to
Human Resources and
disseminate it throughout the company along with its Remuneration Committee
supporting policies and procedures; Name of the Committee Member Designation
5. The Board has developed a vision/mission statement, Ms. Rabia Sultan Chairperson / Independent Director
overall corporate strategy and significant policies of the Mr. Samer Chedid Member / Chief Executive Officer
company. The Board has ensured that complete record of
particulars of the significant policies along with their date Mr. Syed Hyder Ali Member
of approval or updating is maintained by the company; Secretary / Head of Human

Ms. Hajra Omer Resources
6. All the powers of the Board have been duly exercised

and decisions on relevant matters have been taken by
the Board/ shareholders as empowered by the relevant
provisions of the Companies Act, 2017 and these
Regulations;

21
13. The ‘Terms of Reference’ of the aforesaid Committees 17. The statutory auditors or the persons associated with
have been formed, documented and advised to the them have not been appointed to provide other services
Committee for compliance; except in accordance with the Act, these Regulations or
any other regulatory requirement and the Auditors have
14. The frequency of meetings of the Committee were as confirmed that they have observed IFAC guidelines in this
follows: regard;
i. Audit Committee: 04 18. We confirm that all requirements of regulations 3, 6, 7, 8,

ii. HR and Remuneration Committee: 02 27,32, 33 and 36 of the Regulations have been complied
with.
15. The Board has set up an effective Internal Audit Function
which is considered suitably qualified and experienced 19. Regulation 6 (1) of the Listed Companies (Code of
for the purpose and are conversant with the policies and Corporate Governance) Regulations, 2019 (CoCG-2019),
procedures of the company; requires that “each listed company shall have at least two
or one third members of the Board, whichever is higher,
16. The statutory auditors of the company have confirmed as independent directors”. However, at the time of the
that they have been given a satisfactory rating under last election of Directors i.e. July 17, 2019, the company
the Quality Control Review program of the Institute of assessed its compliance with the applicable Listed
Chartered Accountants of Pakistan and registered with Companies (Code of Corporate Governance) Regulations,
Audit Oversight Board of Pakistan, that they and all their 2017 (CoCG-2017) which was “the independent directors
partners are in compliance with International Federation of each listed company shall not be less than two
of Accountants (IFAC) guidelines on Code of Ethics members or one third of the total members of the board,
as adopted by the Institute of Chartered Accountants whichever is higher”. The company’s total number of
of Pakistan and that they and the partners of the firm directors results in a fractional number (i.e. 3.33) and the
involved in the audit are not a close relative (spouse, fraction had not been rounded up to one and therefore,
parent, dependent and non-dependent children) of the the Board currently has 3 Independent Directors. The
Chief Executive Officer, Chief Financial Officer, Head company considers that existing composition of the Board
of Internal Audit, company Secretary or Director of the of Directors is in compliance with CoCG-2017 regulations
company; which were applicable at the time of its election, and
company considers that the existing composition of the
Board of Directors brings in the relevant experience and
valuable contributions to the Board.
Samer Chedid Syed Yawar Ali

Chief Executive Officer Chairman
22
INDEPENDENT AUDITOR’S
REVIEW REPORT
To the members of Nestlé Pakistan Limited
Review Report on the Statement of Compliance Contained in the Listed Companies
(Code of Corporate Governance) Regulations, 2019
We have reviewed the enclosed Statement of Compliance contained in the Listed Companies (Code of Corporate Governance)
Regulations, 2019 (“the Regulations”), prepared by the Board of Directors of Nestlé Pakistan Limited (“the Company”) for the year
ended December 31, 2021 in accordance with the requirements of regulation 36 of the Regulations.
The responsibility for compliance with the Regulations is that of the Board of Directors of the Company. Our responsibility is
to review whether the Statement of Compliance reflects the status of the Company’s compliance with the provisions of the
Regulations and report if it does not and to highlight any non-compliance with the requirements of the Regulations. A review is
limited primarily to inquiries of the Company’s personnel and review of various documents prepared by the Company to comply
with the Regulations.
As a part of our audit of the financial statements we are required to obtain an understanding of the accounting and internal control
systems sufficient to plan the audit and develop an effective audit approach. We are not required to consider whether the Board
of Directors’ statement on internal control covers all risks and controls or to form an opinion on the effectiveness of such internal
controls, the Company’s corporate governance procedures and risks.
The Regulations require the Company to place before the Audit Committee, and upon recommendation of the Audit Committee,
place before the Board of Directors for their review and approval, its related party transactions. We are only required and have
ensured compliance of this requirement to the extent of the approval of the related party transactions by the Board of Directors
upon recommendation of the Audit Committee. We have not carried out procedures to assess and determine the Company’s
process for identification of related parties and that whether the related party transactions were undertaken at arm’s length price or
not.
Based on our review, nothing has come to our attention which causes us to believe that the Statement of Compliance does not
appropriately reflect the Company’s compliance, in all material respects, with the requirements contained in the Regulations as
applicable to the Company for the year ended 31 December 2021.
EY Ford Rhodes
Chartered Accountants
Engagement Partner: Abdullah Fahad Masood
Lahore: 10 March 2022
UDIN: CR202110177uY9wUV7TD

23
BOARD OF DIRECTORS
AS ON DECEMBER 31, 2021
Officers
Samer Chedid
Chief Executive Officer
Syed Saiful Islam

Chief Financial Officer
Ali Sadozai
Company Secretary
Syed Yawar Ali Samer Chedid Syed Babar Ali
Chairman Chief Executive Officer Non-Executive Director Osama Bin Zafar
Non Executive Director (Nominee of Nestlé S.A.) Head of Internal Audit
Audit Committee
Osman Khalid Waheed
Chairman/ Independent Director
Syed Hyder Ali

Member/Non-Executive Director
Syed Babar Ali

Osama Bin Zafar

Syed Hyder Ali Osman Khalid Bernhard Stefan Secretary/Head of Internal Audit
Non-Executive Director Waheed Non-Executive Director
Independent Director
(Nominee of Nestlé S.A.)
Human Resource
and Remuneration
Committee
Rabia Sultan
Chairperson/ Independent Director
Syed Hyder Ali

Samer Chedid
David Alexander Syed Saiful Islam Amr Rehan Member/Executive Director
Carpenter Executive Director Executive Director Hajra Omer

(Nominee of Nestlé S.A.) (Nominee of Nestlé S.A.)
Independent Director Secretary/Head of Human Resources
Rabia Sultan
Independent Director
24
COMPANY
DIRECTORY
Registered and Legal Advisors Regional Sales

Corporate Office Chima & Ibrahim. Offices
Advocates
Nestlé Pakistan Limited Corporate Counsel South Zone
308 – Upper Mall,
Lahore - 54000, Pakistan.
QUETTA
PABX: (042) 111 637 853 Bankers Ground Floor, Serena Bazar
Fax: (042) 35789303-4 Serena Hotel, Zarghoon Road
• Standard Chartered Bank Quetta, Pakistan.
Corporate Office Annex (Pakistan) Limited Phone: (081)-2834887, (081)-2821543,
• Habib Bank Limited. (081)-2823946
• 304 – Upper Mall,
• MCB Bank Limited
Lahore, Pakistan.
• Deutsche Bank AG. HYDERABAD
• 309 – Upper Mall, • Citibank, N.A.
Fortune Arcade, Plot No.79, Block-H,
Lahore, Pakistan. • United Bank Limited
Commercial Premises No.2, Main
• Meezan Bank Limited
Jamshoro Road, Hyderabad, Sindh,
• Telenor Microfinance Bank Limited
Resident Pakistan.
Phone: (022)-2100725 -8
Corporate Office Factories Centre Zone
Tenancy # 2, 4th Floor,
SHEIKHUPURA GUJRANWALA
Corporate Office Block
Dolmen City, Pakistan. 29-km Lahore - Sheikhupura Road, 3rd Floor, State Life Building
Plot No. HC-3 Block 4 Clifton Sheikhupura, Pakistan. G.T Road Gujranwala, Pakistan.
Karachi, Pakistan. Phone: (056) 3406615-29 Phone: (0553)-251801-2
Phone: (021)-35291571-5
FAISALABAD
KABIRWALA
Auditors
6/C, Al Fahad Plaza, Koh-e-Noor City,
10-km, Khanewal Road, Kabirwala,
Jaranwala Road, Faisalabad, Pakistan.
District Khanewal, Pakistan.
Phone: (041)-8719131 -2
EY Ford Rhodes Phone: (021) 38402086
Chartered Accountants Fax: (065) 2411432 MULTAN
ISLAMABAD Office No. 507, 5th Floor, United Mall,
Share Registrar/ Plot No. 32, Street No. 3, Sector I-10/3,

Industrial Area Islamabad, Pakistan.
Abdali Road, Cantt Multan, Pakistan.
Phone: 061-6212902-3
Transfer Agent Phone: (051) 4445991-3

North Zone
KARACHI
Central Depository Company Share
Registrar Services Limited (CDCSRSL) Plot No. A23, North Western ISLAMABAD
CDC House, 99-B, Block ‘B’ Industrial Area, Port Qasim Karachi, Plot 102, Street 7, Chambeli Road,
S.M.C.H.S. Main Shahra-e-Faisal Pakistan. Industrial Area, I-10/3, Islamabad,
Karachi, Pakistan. - 74400 Phone: (021) 34720152-4 Pakistan.
Phone: 0800-23275 Phone: (051)-4104400
PABX: (021) 111-111-500
Fax: (021) 34326053 PESHAWAR
Email: info@cdcsrsl.com
Website: www.cdcsrsl.com Office No. 302, Block A, 2nd Floor, JB
Towers, University Road, Peshawar,
Pakistan.
Phone: 091-5703017

25
NOTICE OF ANNUAL
GENERAL MEETING
Notice is hereby given that the 44th Annual General Meeting of Nestlé Pakistan Limited
(“Company”); will be held at 10:00 am on Thursday, April 07, 2022 to transact the following
business at Lahore.
In wake of the outbreak of COVID-19 (Omicron Variant) shareholders are encouraged to attend
the Meeting online as per the instructions given in Notes.
ORDINARY BUSINESS: NOTES

i) Share Transfer Books of Nestlé Pakistan Limited
1- To receive, consider and adopt the Audited Accounts (“Company”) shall remain closed from March 31, 2022
of the company for the year ended December 31, 2021 to April 07, 2022 (both days inclusive) and no transfer
together with the Directors’ and Auditors’ reports thereon. will be registered during that time. Share transfer deeds
received in order with the Share Registrar of the company,
2- To appoint Auditors for the term ending at the conclusion i.e. CDC Share Registrar Services Limited (CDCSRSL),
of the next Annual General Meeting and to fix their CDC House, 99-B, Block ‘B’, S.M.C.H.S., Main Shahra-e-
remuneration. The retiring Auditors M/s. EY Ford Rhodes Faisal, Karachi-74400 at the close of business on March
(“EY”) being eligible have offered themselves for re- 30,2022 will be treated in time for entitlement of payment
appointment. of Final Cash Dividend.
3- To approve payment of Final Cash Dividend of Rs. 90 per ii) A member entitled to attend and vote at the Annual
share i.e. 900% to those who are Shareholders as at the General Meeting (“Meeting”) is entitled to appoint another
close of business on March 30, 2022, in addition to the member as a proxy to attend and vote on his/her behalf. In
1950 % Interim Cash Dividend (i.e. Rs. 195 per share) case of a corporate entity, being a member, may appoint
already paid during the year 2021, as recommended by as its proxy any of its official or any other person whether
the Directors. a member of the company or through Board Resolution/
Power of Attorney.
Any Other Business: iii) The instrument appointing a proxy duly stamped/signed
and witnessed and must be received at the Registered
4- To transact any other business with the permission of the Office of the company at 308-Upper Mall, Lahore, or
Chair. email scanned copies of the same at investor.relations@
pk.nestle.com not later than forty-eight (48) hours before
the Meeting.
iv) Shareholders whose shares are registered in their

BY ORDER OF THE BOARD account/sub-account with Central Depository System
(CDS) are requested to e-mail copy of the CNIC along with
their account number in CDS and participants ID number
for verification. In case of appointment of proxy by such
account holders it must be accompanied with participants’
ID number and Account/Sub-account number along
with attested photocopies of CNIC or the Passport of the
Ali Sadozai
beneficial owner. Representatives of Corporate Members
Company Secretary
should e-mail the usual documents required for such
purposes through the e-mail address, investor.relations@
pk.nestle.com through which they are appointed as Proxy
Dated: March 15, 2022
of the respective Shareholder.
26
v) Members should quote their Folio/CDS Account number The current withholding tax rates are as under:
in all correspondence with the company and at the time of
attending the Annual General Meeting. (a) For Filers of Income Tax Returns: 15%
(b) For Non-Filers of Income Tax Returns: 30%
vi) Shareholders are requested to notify the change of
address, Zakat Declaration and Tax Exemption Status To enable the company to make tax deduction on the
with its valid certificate, if any, immediately to our Share amount of Cash Dividend at the rate 15% instead of 30%,
Registrar. all the shareholders whose names are not entered into
the Active Tax-payers List (ATL) provided on the website
vii) In case of joint holders, only one member whose of the Federal Board of Revenue (“FBR”), despite the fact
name will appear as main title shareholder in our list that they are Filers, are advised to make sure that their
of shareholders, will be allowed to attend the General names are entered into ATL before the date of issuance of
Meeting. Dividend Warrants, otherwise tax on their Cash Dividend
will be deducted at the rate 30%.
viii) There was no investment made by the company in its
Associated Companies/ undertaking during the year 2021, The Corporate Shareholders having CDC account are
hence no update is required to be made as part of the required to have their National Tax Number (NTN) updated
Annual Report which is required under Regulations 4 and with their respective participants, whereas corporate
6 of the Companies (Investment in Associated Companies physical shareholders should send a copy of their NTN
or Associated Undertakings) Regulations, 2019. certificates to the company or company’s Share Registrar
and Share Transfer Agent, CDCSRSL.
SPECIAL NOTES TO THE SHAREHOLDERS:
The shareholders while sending NTN or NTN certificates,
ix) WITHHOLDING OF PAYMENT OF DIVIDEND - as the case may be, must quote company name and their
SUBMISSION OF COPIES OF CNIC (URGENT & respective Folio Numbers.
MANDATORY):
As per FBR’s clarification, the valid Tax Exemption
As per SECP directives the dividend of shareholders Certificate under Section 159 of the Ordinance is
whose valid CNICs, are not available with the Share mandatory to claim exemption of withholding tax
Registrar could be withheld. All shareholders having under Clause 47B of Part-IV of Second Schedule to the
physical shareholding are therefore advised to submit a Ordinance. Those who fall in the category mentioned in
photocopy of their valid CNICs immediately, if already not above Clause must provide valid Tax Exemption Certificate
provided, to the Share Registrar, M/s. CDC Share Registrar to our Shares Registrar; otherwise, tax will be deducted on
Services Limited (CDCSRSL), CDC House 99-B, Block ‘B’, dividend amount as per rates prescribed in Section 150 of
Sindhi Muslim Cooperative Housing Society (S.M.C.H.S), the Ordinance.
Main Shahra-e-Faisal, Karachi – 74400 without any further
delay. For shareholders holding their shares jointly as per the
clarification issued by the FBR, withholding tax will be
x) DEDUCTION OF INCOME TAX FROM DIVIDEND determined separately on “Filer/ Non-Filer” status of
UNDER SECTION 150 OF INCOME TAX ORDINANCE Principal shareholder as well as Joint-holder(s) based on
2001: their shareholding proportions. Therefore, all shareholders
who hold shares jointly are required to provide
As per the provisions of Section 150 of the Income Tax shareholding proportions of Principal Shareholder and
Ordinance, 2001 (“Ordinance”), whereby, different rates Joint-holder(s) in respect of shares held by them to the
are prescribed for deduction of withholding tax on the company’s Share Registrar and Share Transfer Agent in
amount of dividend paid by the Companies. writing as follows:

27
FOLIO PRINCIPAL SHAREHOLDER JOINT SHAREHOLDER(S) In case of non-receipt of IBAN detail, the company will
/ CDC
ACCOUNT
TOTAL
SHARES NAME AND
SHAREHOLDING SHAREHOLDING be constrained to withhold payment of dividend under
PROPORTION NAME AND CNIC NO. PROPORTION
NO. CNIC NO.
(NO. OF SHARES) (NO. OF SHARES) Companies (Distribution of Dividends) Regulations,
2017.
xii) UNCLAIMED DIVIDENDS AND SHARES (IMPORTANT

xi) PAYMENT OF CASH DIVIDEND THROUGH & MANDATORY)
ELECTRONIC MODE: (MANDATORY)
Shareholders of the company are hereby informed that
Under the provisions of Section 242 of the Companies as per the record, there are some unclaimed/uncollected /
Act, 2017, it is mandatory for a listed company including unpaid dividends and shares. Shareholders who could not
Nestlé Pakistan Limited to pay cash dividend to its collect their dividends/shares are advised to contact Nestlé
shareholders ONLY through electronic mode directly into Share Registrar, CDCSRSL to collect/enquire about their
bank account designated by the entitled shareholders. In unclaimed dividend or shares, if any. In compliance with
order to receive dividend directly into their bank account, Section 244 (2) of the Companies Act, 2017, after having
shareholders are requested to fill in ELECTRONIC completed the stipulated procedure, of three (3) years or
CREDIT MANDATE FORM (Form) available at company’s more from the date due and payable, shall be deposited
website and send form duly signed along with a copy of to the credit of Federal Government in case of unclaimed
CNIC to the Share Registrar (CDCSRSL) of the company dividend and in case of shares, shall be delivered to SECP.
in case of physical shares. In case of shares held in CDC
then ELECTRONIC CREDIT MANDATE FORM (Form) xiii) TRANSMISSION OF ANNUAL REPORT:
must be submitted directly to shareholder’s broker/
participant/ CDC account services. The Audited Financial Statements of the company for
the year ended December 31, 2021 have been made
ELECTRONIC CREDIT MANDATE FORM: available on the company’s website (https://www.nestle.
pk/) in addition to the Annual and Quarterly financial
Folio Number statements for the previous years.
Name of Shareholder Further, Annual Report of the company for the year ended
December 31, 2021 has been e-mailed to the respective
Title of Bank Account
shareholders who have provided their valid e-mail IDs
Name of Bank to the Share Registrar of the company (CDCSRSL), and
dispatched DVDs to those who have not updated their
Name of Bank Branch and Address
e-mail IDs yet.
International Bank Account Number (IBAN)
However, if a shareholder, requests for a hard copy of the
Cellular and Landline Number of Shareholder Annual Audited Financial Statements, the same shall be
E-mail Address provided free of cost within seven (07) days of receipt
of such request. For convenience of shareholders, a
CNIC/NTN number (Attach copy) “Standard Request Form for provision of Annual Audited
Accounts” has also been made available at the company’s
Signature of Shareholder
website (https://www.nestle.pk/).
28
xiv) CONVERSION OF PHYSICAL SHARES IN TO CDC location after completing all the formalities required for the
ACCOUNT: verification and identification of the shareholders.
The Shareholders having physical shareholding are The shareholders’ who have already updated their valid
encouraged to place their physical shares into scripless e-mail addresses with the company or its Share Registrar
form as defined in Section 72(2) of the Act i.e., “Every (CDCSRSL) and are interested to attend AGM may send
existing company shall be required to replace its physical below information at investor.relations@pk.nestle.com for
shares with book-entry form in a manner as may be the shareholders/ appointed proxy’s verification from their
specified and from the date notified by SECP, within a duly registered valid e-mail address for the registration
period not exceeding four years from the commencement purposes latest by March 30, 2022.
of the Act.” (i.e., May 31, 2017)
The Shareholders having physical shareholding may REGISTERED

NAME OF THE FOLIO
open CDC sub-account with any of the broker or investor SR. NO.
SHAREHOLDER
CNIC NUMBER
NUMBER
CELL NUMBER E-MAIL
ADDRESS
account directly with CDC to place their physical share
into scripless form, this will facilitate them in many forms
including safe custody, and trade in shares anytime they
want, as the trading of physical shares is not permitted as In case of appointment of a proxy, please communicate
per existing regulations of the Stock Exchange. above information for the individual who has been
appointed as proxy of the Shareholder to participate and
xiv) PARTICIPATION IN AGM PROCEEDINGS VIA VIDEO vote on behalf of the respective shareholder along with the
CONFERENCE FACILITY: duly signed proxy form.
Due to the increase in COVID-19 Omicron variant cases In accordance with Section 132(2) of the Companies Act,
and to avoid large public gatherings at one place to 2017, if the companies receive consent from members
control the spread of the virus and in compliance with holding in aggregate 10% or more shareholding residing
the precautionary measures suggested by the National in a geographical location to participate in the meeting
Command and Operations Centre (NCOC), the company through video conference at least 7 days prior to the
shall hold its AGM through video conference facility. date of Annual General Meeting, the company will
arrange video conference facility in that city subject to the
The shareholders will be able to login and participate availability of such facility in that city.
in the AGM proceedings through their smartphones or
computer devices from their homes or any convenient

29
ABOUT NESTLÉ PAKISTAN
We are the Good food, Good life company.
Nestlé Pakistan is a leading food & beverage company in Pakistan, reaching out to the remotest areas,
offering products and services for all stages of life, every moment of the day. We are headquartered in
Lahore, with four production facilities across the country. We started our operations in Pakistan in 1988
under a joint-venture with Milk Pak Ltd, whose management we took over in 1992.
For the last several years, Nestlé Pakistan has been consistently placed among the top companies of the
Pakistan Stock Exchange.
As we enter 2022, we will continue to make our operations more sustainable. We are working hard to
achieve a waste-free future by ensuring that 100% of our packaging is recyclable or reusable by 2025.
Similarly, we will halve our greenhouse gas emissions by 2030 and achieve net zero by 2050.
MANAGEMENT
COMMITTEE
Head of Communication &

Standing – From Left to Right Faisal Akhtar Rana Marketing Services
Business Executive Officer - Business Executive Officer -

Abdullah Jawaid Ahmad Nestlé Waters Khurram Zia Dairy
Amr Rehan Head of Technical
Babar Hussain Khan Head of Sales Sitting – From Left to Right
Ali Akbar Head of Supply Chain Hajra Omer Head of Human Resources
General Counsel & Company Business Executive Officer -

Muhammad Ali Sadozai Secretary
Masam Abbas Juices
32
Head of Strategy & Business
Samra Maqbool Development
Samer Chedid Chief Executive Officer
Syed Saiful Islam Head of Finance & Controls
Business Manager, Coffee &

Muhammad Fahad CPW
Business Executive Officer -

Nausheen Jaffery
Nestlé Professional
Sheikh Waqar Ahmad
Business Executive Officer -
Ahmad Jamal Khan Infant Nutrition
Head of Corporate Affairs & Sustainability

33
“
HUMAN RESOURCES
2021 was yet another year with partial In 2021, to build employees as ambassadors for Nestlé,
lockdowns however, we saw a lot of transparency and effective communication played a key role
in understanding our commitment to Nutrition, Health &
resilience where the offices returned to a Wellness. In response to the pandemic lockdowns and new
hybrid way of working while maintaining working realities, the HR processes shifted to digital and virtual
50% office occupancy. We worked in spaces, with a greater focus on Talent Acquisition, Employee
the new normal to engage, motivate, Engagement, Employee Health & Wellness, and Learning &
onboard and grow our teams to ensure an Capability Building.
uninterrupted supply of quality products to Nestlé Pakistan’s priority is the well-being of its workforce.
our consumers nationwide. We saw a quick Healthy employees are more resilient, happier, engaged, and
adaptation of innovative digital solutions deliver better under any circumstances. This year we rolled out
to engage our employees virtually through focused initiatives around Mental & Physical Well-being along
coffee connects, trainings, townhalls, with inoculation and its benefits awareness campaigns.
and conferences. Nestlé Pakistan worked This played a vital role in shaping behavioral changes to ensure
as ONE team to deliver our purpose of the health, safety, and well-being of our teams. Bringing our
‘unlocking the power of food to enhance commitment to life, we facilitated our employees by providing
quality of life for everyone, today and for on-site vaccination camps for Factories. Additionally, webinars
generations to come’ were held with top consultants focused on topics varying
from Mental Health in an Unequal World, extended pandemic
& its impact on Physical and Mental well-being, Work-life
balance, Diabetes Mellitus, Hepatitis/Typhoid Awareness,
Chronic Abdominal pain etc. These sessions were available
to employees across the market. The webinars received high
40,000+
YOUTH engaged through
engagement and positive feedback. Our passion for Health has
never been clearer and hence we continue to keep connected
with our employees regularly.
Campus Drives & Job Fairs
2021 was a year where we geared up special focus to fully
leverage our iLearn platform, to encourage self-paced digital
303
learning. Resulting in overall achievement of 56,569 eLearning
completed this year. In order to strengthen leadership
competencies, first line managers were trained as 360
Internships were offered
feedback coaches and Everyday Coaches. In addition, NPL
also bears the flag to pilot the “People Managers Development
Assessment Center” (PMDAC) to develop first line managers
52
Apprentices were
through differentiated action plans. ‘Nestlé Leaders Academy’
and “Nestlé People Academy” are two on-line academies
that were launched to encourage self-paced learning to
taken onboard further strengthen leadership traits. These programs resulted
in creating strong feedback and coaching culture for high-
performing teams.
19
Management
Responding to the new ways of learning, Rive Reine trainings
also went virtual, and to equip our leaders to embrace change,
Trainees were inducted we offered decentralized Rive Reine training “Mobilizing
People to Implement Change”. The learning journey for leaders
spanned to cover topics around Innovative Culture, Agile
13%
Females in the
Stories, Gamification & the Future of Work, Journey to Digital
Fitness in liaison with Zone AOA COC team.
workforce
34
Nestlé LEAD Program is coaching future leaders by equipping them with strong
business acumen and relevant leadership and functional competencies.
People development and performance management activities virtual and on ground to provide corporate exposure to
were carried out with the spirit of providing challenging students and graduates. Our diversity initiative of Karo Aitemad
opportunities to people which can support them to nurture and is aimed to engage, motivate and inspire young female
grow their careers based on individual aspirations, succession professionals by equipping them with the knowledge, skills
plans and sustained performance. & experience required for a successful career. This year we
inducted a pool of 37 females for one year.
Career Coaching and 3 Party PDPs remained the key activities
to unlock the potential of our people through coaches in Nestlé Pakistan is committed to giving fair employment
crafting robust development plans for driving future success. opportunities to differently-abled people and help them in
increasing their employability in the job market through our
Since we have adopted the hybrid ways of working, therefore program “Hai Tum Pe Yakeen”. A batch of 15 differently-abled
it has become more essential to engage people differently. people was hired on a year contract, and 4 associates from
Hence, a virtual Employee Engagement plan was rolled the previous year’s batch have been successfully moved to
out comprising of a variety of activities including virtual permanent roles at Nestlé Pakistan. The remaining pool of the
cooking and fitness drive, and much more. Inspirational NiM batch is now part of the talent pipeline, in consideration for
and female connects continued to hold across functions permanent positions. Four sessions of corporate onboarding
throughout the year 2021. program for new joiners “Spirit of Nestlé” were conducted
virtually where exposure of entire value chain was given to
We focused on our global commitments to provide new hires by subject matter experts from across various
employment & employability opportunities to youth by departments. To make the sessions engaging and interactive
engaging 40,000 plus youth around the year through our live virtual factory and site visits were included to create a
flagship Management Trainee Program, Career Drives, connect.
Webinars, and Job Fairs. We provided 303 internships both

35
SUPPLY CHAIN
“
The Supply Chain team fosters a culture
of inclusivity & diversity and remains fully
geared towards developing strong cross-
functional collaboration to drive company
growth, shareholder value, and community
trust.
In 2021, despite the challenges faced due to global supply

chain disruptions, the COVID-19 crisis, and a depreciating
currency, we were able to ensure on-shelf availability for all our
SKUs while promoting cost-cutting initiatives to minimize the
impact on consumers.
As the uncertainties around COVID-19 continued into 2021,

the team redefined many benchmarks of success in the face of
unprecedented cost and forex headwinds. Even as the supply
chain crisis was exacerbated by the Suez Canal incident,
we were successful in ensuring uninterrupted supplies and has given us the flexibility to venture into diverse offerings while
served our customers’ demands to achieve a Customer Order avoiding extensive CAPEX investment. Building on our strong
Fulfillment rate of 99.7% for the year. fruit-based credentials, we co-manufactured and launched our
sparkling fruit drink range which has been a great addition to
Supply Chain continues to enhance its advanced analytics our portfolio.
capabilities and leverage its expertise in causal modeling to
further improve the accuracy and effectiveness of our business We believe that the key to unlocking potential lies in innovation
planning process. We continue to leverage advanced statistical and collaboration with our partners, within and outside the
forecasting tools such as SAS to improve our core demand organization. We have been working closely with our Technical
forecasting capabilities. As a result, we achieved a forecasting team and suppliers to optimize raw & packaging material
accuracy of more than 90%. specifications to achieve cost reductions of PKR 1 Bio.
Overall, through various initiatives and cost-centric sourcing
To ensure cost optimization and timely supply, we remained strategies, the procurement team ensured reliable supplies
focused on localization and alternative sourcing for direct and while delivering savings of PKR 4 billion which mitigated
indirect materials. Scaling up our Self-Pulping initiative, along cost pressures brought on by a depreciating currency and an
with our Agri Services team, was a major win that helped inflationary environment. The department closed with a perfect
us develop a new pulp sourcing model that brings further responsible sourcing score for the year.
upstream visibility of our pulps value chain. We expect to reap
more benefits in the coming years as we continue to scale up In our ongoing journey on customer centricity, our focus has
this model. Our procurement team also played a leading role been on improving On-Time Delivery (OTD) to customers. By
in building co-manufacturing capabilities for the market which leveraging our Track & Trace dashboard, and through strong
36
cross-functional coordination, we were able to improve our We are also on track in our journey towards creating a more
OTD by 680 bps in 2021, improving product availability and environmentally friendly and sustainable supply chain. Some
service to the customers. of the biggest achievements in this regard have been the
induction of 20,000 recycled plastic pallets and 70,000
Furthermore, through our projects under Logistics Call To Arms recycled plastic yogurt trays in our operations, made possible
(LC2A) and the first virtual Logistics Excellence Review (LER), by recycling factory-generated scrap. These pallets are
we have also reduced our fixed distribution expenses as a more durable, sustainable and significantly contribute to our
percentage of NNS by 8.6% over the last year and we aim to zero-waste journey. Recycled plastic pallets will also help
continue this momentum with more projects in the pipeline for us to eventually eliminate the use of wooden pallets across
2022. our network. Furthermore, we have successfully completed
the transition of our RTD portfolio to paper straws, thereby
We also conducted our first Customer Logistics Excellence delivering a major milestone of our sustainability roadmap.
Review with key customers in traditional trade. By jointly Supply Chain team remains committed to further scaling
reviewing the end-to-end process flow with the Customers recycling solutions and reducing its overall carbon footprint.
and Sales teams, Customer Supply Chain team was able to
identify key areas of improvement by incorporating the voice Moving forward, 2022 is going to be a challenging year due
of the customer and benchmarking against best practices. We to inflationary pressures, a depreciating local currency as well
also improved On-Shelf availability and vehicle arrival time for as shifting consumer trends. However, we remain focused on
key account customers such as Metro through the delivery ensuring safe, efficient, and reliable operations and playing our
window project which also enabled a substantial reduction in part in making Nestlé a partner of choice in the market.
vehicle offloading delays at customer sites.

37
TECHNICAL
“
Safety
Technical Division is the guardian
of Nestlé’s core, which is rooted in
respect
Respect for the employees and stakeholders

safety. Sustainable machine safety, improvement in road safety
in sales, and sustainability of road safety in fresh milk and
finished goods transport as well as improving safe behaviors
will be the top lines for next year.
We aim to promote a safe working environment for our
employees. We identified some safety gaps, prioritized them
based on severity, and closed them. Machine safety is one Quality
of our safety priorities and by performing five mode-specific
assessments we provided safe work equipment to our Passion for the best consumer experience
workers. Quality and food safety are the cornerstones of Nestlé’s
Corporate Business Principles. We are continuously striving
By implementing Nestlé Life Saving rules and capability to ensure high-quality raw materials by actively engaging
building of our people we nourished the concept of ‘Safety farmers and raw & packaging material suppliers by sharing
is everyone’s responsibility’. The training and refreshers of all best practices. We strongly believe in sustainability hence all
Safety topics were conducted online due to COVID-19. We our trainings and future developments are based on the same
developed the competency of all safety teams by identifying concept.
positive and negative behaviors to address the root causes of
unsafe behaviors. We proactively shared our experience with farmers and
suppliers regarding potential quality and food safety challenges
Live monitoring of fresh milk vehicles and defensive driving and developed their competency on the elimination of key
refreshers resulted in zero accidents in fresh milk vehicles and defects.
we achieved a significant reduction in accidents of finished
goods vehicles. In 2021, keeping the spirit of everyday During COVID-19, we continued our journey of capability
audit readiness, we have achieved multi-site international building by using digital tools to provide training and coaching
certifications like ISO 45001 and ISO 14001 for our factories, to not only our Nestlé Sales staff but also to our distributors
Head Office, Sales, Supply Chain and Agriculture Services. and suppliers. Physical assessment of our distribution partners
All four factories of Nestlé Pakistan successfully maintained and suppliers was also performed as and when possible.
Alliance for Water Stewardship certification.
Our strong Quality and Food Safety culture helped us to deliver
Our efforts to bridge identified gaps on distribution sites and safe food for our consumers. Our factories were re-certified
sales are in progress and will keep the focus on warehouse for ISO 22000 and 9001. Our factory laboratories are ISO
accredited by PNAIC (Pakistan National Accreditation Council).
Our products are Halal certified.
38
Our factories and milk collection centers are continuously Reduction of waste at source
monitored and verified for quality by different local food
As a contribution to our global commitment to tackling
regulatory authorities.
packaging waste, we have taken initiatives focusing on the
most preferred techniques of waste management i.e. reduction
Environmental Sustainability and recycling of our plastic waste. We have eliminated single-
use plastic across all sites of Nestlé Pakistan. We ensure that
Respect for future generation waste from our sites is disposed off on the principals of recycle,
One of the key priorities of Nestlé Pakistan is to reduce the reuse, and reduce.
number of greenhouse gas emissions. By 2025 we target
to reduce 12.5% of greenhouse gases per ton of product as Planting Trees
compared to 2015. Water conservation, energy optimization,
Nestlé Pakistan planted a total of 95,000 trees during 2021.
controlling greenhouse gas emissions, reduction in waste
These include 35,000 trees around our sites and 60,000
at source, reduction in packaging material, and proper
moringa trees with farmers in Agriculture Services.
disposal of waste are the key environmental indicators for any
“
manufacturing facility. Nestlé takes care of these indicators in
its operations and is committed to improving its performance
on a yearly basis.
In 2021, we invested our time and efforts in identifying

opportunities for energy optimization across operations. We
successfully executed a number of projects and saved 19,800
tCO2e greenhouse gas emissions in absolute numbers in our
operations (Manufacturing and Agri Services) despite various
challenges.
Plans for 2022
Water operational efficiency Focus areas for 2022 will be exploring opportunities
for renewable energy sources, waste reduction at
Water withdrawal per ton of product was reduced by 14.05%
source, exploring more opportunities for water and
as compared to 2015 across our manufacturing units. This
energy conservation, reduction of greenhouse gases
water-saving is based on initiatives taken under Alliance for
as well as R&D for packaging optimization.
Water Stewardship Standard.

39
Manufacturing & Renovation journey was kept at the forefront with the
successful launch of PET Single Serve SKUs (NESTLÉ FRUITA
Sheikhupura Factory VITAL FALSA, NESTLÉ’ FRUITA VITAL KANDHARI ANAAR,
Keeping its tradition alive, Sheikhupura Factory further NESCAFÉ CHILLED LATTÉ & MOCHA LATTÉ), NAN’s local
enhanced rigorous measures to ensure that we continue to production, CERELAC ESSENTIAL, LACTOGROW ESSENTIAL
provide our consumers with nutritious products. and other Nestlé Nutrition products.
Sheikhupura Factory continued to pioneer the implementation Major CAPEX projects were successfully completed despite
of ‘Air Borne Covid-19 Prevention Guidelines’ to make the tough challenges from the COVID-19 pandemic including
working environment safe for our employees. installation of new roller dryer and conversion of dairy plants to
direct steam injection.
Sheikhupura Factory exhibited its high potential by continuing
its journey towards excellence and closed 2021 as one of We continued to strengthen our community presence through
the lowest unplanned stoppages and line losses, making consistent engagement with key stakeholders throughout the
manufacturing process more reliable and agile while optimizing year. Keeping environmental sustainability as a top priority we
the Total Delivered costs. worked on reducing plastic waste by introducing paper straws
along with a reduction in GHG/ton, water withdrawal/ton and
Our commitment to quality and compliance remained the improving energy efficiency/ton.
primary focus throughout the year. In 2021, our factory
continued to sustain certifications for FSSC 22000, ISO Our drive on Diversity & Inclusivity continued to be our focus
9001, PNAC on ISO 17025 and ‘Halal certification’ by Islamic approach in making the factory a preferred choice for female
Food and Nutrition Council of America. Sheikhupura Factory professionals and differently-abled people, which has fostered
got Excellent rating in SQMS audit on the new version and a more inclusive culture at Sheikhupura Factory.
achieved excellent p-test rating in 165 parameters and got
100% score in Compliance Surveillance Plan. Ammonia Safety Kabirwala Factory
Audit and Zurich Assessment were also passed with highest Impactful measures were taken to drive operational efficiency
ratings. whereby the Kabirwala Factory strived consistently to achieve
high Asset Intensity with a significant improvement in Total
The successful implementation of Digital Manufacturing Delivered Cost.
Operations module was also an integral part of our journey.
In the current pandemic, our topmost priority was people’s
Leveraging our entrepreneurial mindset in 2021, Innovation
40
safety and their wellbeing. We are immensely proud of our initiatives in making the factory a preferred choice for female
employees who swiftly adapted to new ways of working. professionals. This was done through female engagement
programs, female mentorship programs, connect sessions,
Kabirwala Factory also reduced consumer complaints and etc.
was re-certified by Bureau Veritas, SGS & IFANCA. Moreover,
the factory has sustained an Excellent rating since 2000 in Islamabad Factory
Laboratory Proficiency Test.
Islamabad Factory adopted a holistic approach towards
achieving operational efficiency, quality, safety and contributed
Our team put in their best efforts towards environmental
positively towards environmental sustainability in 2021.
sustainability through multiple projects on water and energy
which helped counter immense headwinds in operations. In
Leveraging NCE advanced practices, the factory delivered
addition, under Fit For Purpose project, the team successfully
improved results in all dimensions in Manufacturing Excellence.
completed head space optimization project under the
The factory was also been successful in sustaining the lowest
packaging umbrella in line with the Zone Plastic Reduction
unplanned stoppages in HOD lines of Nestlé Waters Pakistan
Road map.
Market.
We continued to strengthen our community presence through
Islamabad Factory achieved a rating of satisfactory in Nestlé
consistent engagement with key stakeholders. Our drive on
Internal Audit. By adhering to high standards for sustaining
Diversity & Inclusivity make the factory a preferred choice for
its core, the factory has successfully acquired Alliance for
female professionals and differently-abled people, which has
Water Stewardship recertification. It also successfully cleared
fostered a more inclusive culture. We are committed as a site
all third-party audits including ISO 45001, ISO 14001, FSSC
to delight our consumers and positively enhance the quality
22000 and the ‘Halal Certification’ by Islamic Food and
of life of people by offering them Nutrition, Health & Wellness
Nutrition Council of America, thus maintaining the trust of our
products.
consumers. We conducted extensive trainings on food safety,
foreign body & hygiene and organized various events including
Port Qasim Factory 5S week, global handwashing day, food safety and quality
The Port Qasim team derives its strength from teamwork and week to enhance the quality culture.
synergy. The factory demonstrated its agilities in an excellent
manner and delivered production volumes with improved In this new era of work-life with COVID-19, we ensured the
factory controllable MSA. safety of all employees as well as the product safety by
developing and implementing cleaning, disinfection, and
Being brilliant at basics as well as using TPM methodologies, precautionary regimes.
the team delivered significant reduction in foreign bodies
complaints and closed the year with improved Asset Intensity Nestlé Cares, the Global Employee Volunteer Program, is
and reduction in operational losses resulting in TDC savings. aimed at enhancing volunteer activities under one global
concept. We contributed towards the Government’s vision of
Continuing the journey of environment sustainability and a ‘Clean & Green Pakistan’. Islamabad Factory planted 2,000
reduction in its environmental footprint, the site successfully trees in Islamabad with Metropolitan Corporation of Islamabad
retained Alliance for Water Stewardship certification, as well (MCI), Ministry of Climate Change & Pakistan Environmental
as entitled as ‘zero waste to landfill’ using reduce, re-use and Protection Agency.
recycling approach for solid waste disposal. PQF team has
successfully commissioned waste water management system We also successfully completed the installation of rainwater
and managed factory in compliance with legal norms. harvesting unit installation in a girls’ school in Islamabad, which
provides harvested water for WASH and gardening purposes.
People development was a prime focus throughout the year.
Leadership at shop floor and trainings enabled improved The factory kept a focus on functional capability building and
functional competencies among the team, making them developed 12 new trainers and coaches at a site.
autonomous to contribute better in reduction of operational
losses and to identify opportunities for delivering even better in
all dimensions of manufacturing excellence in 2021.
Our drive on Diversity & Inclusivity continued through various

41
Azra Sheikh, our Women Agripreneur, Bahawalpur is being provided technical
assistance in farm constructions and awareness in good farm practices.
42
“
AGRICULTURE
SERVICES
Agriculture Services is one of the integral pillars of Nestlé Pakistan,

which is contributing towards improvement in socioeconomic
conditions and livelihood of the farmers. Nestlé provides innovative
solutions on dairy and agriculture to farmers through its trained
team of professionals, specialized in agriculture and dairy farming.
Sustainability agenda is at the heart of the company. Nestlé Pakistan is supporting farmers in
replacing low-yield cows with high yield for sustainable dairy farming. In addition to cows, our
trained and highly motivated team provided technical assistance in farm constructions and
awareness of good farm practices.
Nestlé Pakistan keeps on exploring opportunities for the socio-economic benefits of the farmers
and minimizing the impact of climate change. We have been promoting alternate energy sources,
particularly amongst the dairy farmers. During 2021, Nestlé has contributed to installation of
solar systems at 10 dairy farms to introduce renewable energy for reducing greenhouse gas
emissions and energy costs. If not handled properly, cow dung can also increase GHG emissions.
However, proper treatment of cow-dung through biodigester not only provides alternate energy
as biogas but also provides a good source of organic matter to our agricultural land. In 2021, we
supported 10 biogas digesters installation at various supplier farms. With cost and environmental
benefits, these farms with solar and biogas installations are also serving as a lighthouse in their
surrounding areas.
Pakistan is amongst the countries which have started facing adversities of climate change. Nestlé
Pakistan is not ignoring this challenge and contributing through innovation and partnerships with
key stakeholders. Nestlé together with its partners has developed a low-cost soil moisture sensor
that helps farmers to decide when, and when not to irrigate their crops. Our initial field estimates
have shown considerable water saving in irrigation with crop yield improvement. Until 2021,
we have installed 107 soil moisture sensors at various locations in the agriculture value chain.
These are not only helping farmers in saving irrigation but also serving as a lighthouse of efficient
irrigation system. Similarly, Nestlé Pakistan continued its support to farmers in drip irrigation. Until
2021, we have helped installation of drip irrigation at 198 acres of land in North Punjab.
While reducing the impact of greenhouse gases impact, we also explored ways for carbon
sequestration. This is an important element to aim net zero in the food value chain. Tree
plantation is one of the best ways to sequester carbon in the environment. For this, we have
donated around 60,000 moringa plants to our farmers. This will serve as a carbon sink as well as
provide a source of high-quality nutrition for cows. To further strengthen our knowledge, Nestlé
Pakistan has signed an understanding with the University of Agriculture, Faisalabad to conduct
various studies on regenerative agriculture practices.
Nestlé is committed towards zero carbon. For an effective action plan, we need to gain
experience of various interventions implemented to reduce greenhouse gases under local
conditions. For this purpose, we are developing a dairy farm with maximum possible interventions
with aims to make it carbon neutral in the next few years.
While continuing our fruit and rice sourcing from Punjab, the Nestlé team is now working with
farmers in heavenly valleys of Gilgit Baltistan for fruit sourcing. During 2021, Nestlé Pakistan
sourced high-quality apples from Hunza, Nagar, and Ghizer valleys which are renowned for being
natural and where fruit trees are nourished with water from glaciers. The initiative is helping
farmers in reducing fruit waste, hence converting waste to value for farmers.

43
SALES
“
2021 was an eventful year as people
and businesses learnt to live and
adapt to the new normal of COVID-19.
Despite challenges in trade disruptions
and route to market, especially during
the first half of the year, Our sales
team showed great resilience and
resolve to come up with solutions to
ensure Nestlé’s products remained
available to our customers without any
inconvenience or delay while ensuring
team safety.
The team took full advantage of the rapidly evolving trade and completion of this deployment, Sales & Distribution teams can
channel landscape with strong customer collaboration and reap benefits with respect to salesforce effectiveness, daily
came up with new and innovative offline and online channel sales planning, improved service to trade and on-demand
solutions. analytics for many years to come.
The Sales team continued to leverage our Rural Deep Reach Winning with shoppers – Commercial
Program in order to ensure the reach of Nestlé products. The
Development Team
program recorded sales of PKR 1.5 billion in 2021. Moreover,
door-to-door sampling and selling was conducted in the Our Commercial Development Team (CDT) drives the
covered villages of Punjab which increased the product commercial function by playing an instrumental role in
awareness along with maximum number of consumer translating channel category and shopper insights into
interactions under the scope of rural development. customized trade plans to enhance the shopper experience
and help grow our categories in respective channels.
We completed the upgrade of our Sales & Distribution
Management System where a new cloud-based system This was another strong year for commercial development
was deployed at various distribution sites across Pakistan with a focus on creating engaging shopper activations and
to accelerate Retail Evolution by ensuring visibility, stronger strong visibility for Nestlé Pakistan in trade. Innovative in-
control, data integrity, and operational efficiency. With the
44
store displays of our portfolio were created to leverage high Delighting shoppers through execution
consumption events like Ramzan, town storming in 150 towns excellence – Key Accounts Team
across the country, strong tourist engagement drive during the
summer in northern parts of the country and participation in Driven by innovative new launches and a strong portfolio,
more than 100 small and large Ramzan Bazars were highlights Nestlé continued to be among the most preferred brands for
of the year. Best in class execution of consumer promotions our shoppers in the modern trade. The Key Accounts Team
and new launches were carried out at modern trade channels executed a series of activities in 2021 including Ramzan
to engage with shoppers and improve purchase consideration promotions, Ramzan & COVID relief hampers, Dairy, Juices,
at trade level. The pharmacy channel continued as a strong and Nutrition events. Pakistan continues to see a rapid rise
engine of growth for our portfolio where availability and visibility in e-commerce and in 2021 a change of shopper preference
of the portfolio was ensured. from physical stores to online for their daily needs accelerated
further. Triggered by the onset of COVID-19 e-commerce
The journey of custom-made corporate Choose Quality Choose witnessed a rapid rise in new startups, offering a strong
Nestlé themed hangers’ deployment at the marketplace portfolio and great service to the shoppers. The e-commerce
continued in 2021. This initiative further strengthened our PPP team was at the forefront of this and ensured best-in-class
portfolio in terms of visibility and best possible utilization of availability at various e-commerce players coupled with
space of critical traditional trade channels. improved content and promotions to drive conversion to online
sales.

45
CONSUMER COMMUNICATIONS
& MARKETING SERVICES
Driving Human Centricity Connecting With Our

in the New Normal Consumers
Consumer & Marketplace Insights Consumer Engagement Services
The Consumer Engagement Services (CES) team remains
The COVID-19 pandemic has fundamentally changed the pivotal in building trust in Nestlé and its products through our
world. People are living differently, buying differently and in 24/7 toll-free Nestlé NAATA hotline and creating engaging
many ways, thinking differently. This is a unique moment experiences for our consumers across all social media
in time during which we can understand behavioral and platforms. CES is now further strengthening our relationship
attitudinal shifts to position our brands better for the new with the consumers through WhatsApp in order to deliver
normal. And it all starts with knowing our consumers deeply. personalized consumer experiences through a consumer
preferred channel.
Consumer & Marketplace Insight (CMI) team helped the
brands stay ahead through insights, trends, and thought- CES continued to delight all consumers contacting us through
starters, to understand the business environment and identify any medium and addressing their queries amicably. Each
strategic opportunities. A robust testing rigor was reinforced contact is an opportunity to not only collect consumer insights
around innovation, which helped fine-tune concepts based on but also to delight the consumer and create brand loyalty, drive
locally rooted insights. We stayed closely connected with the trust, and advocacy. The unit continues to handle thousands of
consumer through direct and indirect consumer immersions to consumer contacts every year.
truly understand the consumer value propositions.
As we continue to adapt to a very dynamic world around us, Creating Engaging Brand
the CMI function evolved and adapted internally to new digital
ways of working by exploring digital/DIY solutions to help Experiences
brands leverage quick, cost-effective, and more robust ways of On-Ground Brand Activations
reaching the consumer as well as unearth answers to changing
consumer behavior questions swiftly. Moving forward, we are Consumer Activation creates a valuable connection with
adapting to a new vision of experimentation with new tools and the consumers by delivering effective and engaging brand
data and evolving from traditional to digital ways of working. experiences helping brands in achieving trial and conversion.
The unit helps brands in creating experiences aligned with
46
the brand vision and reaching out to the maximum number of community. Marketing Competency Framework helped in
consumers. Consumer activations also started collaborating identifying and planning to acquire the necessary function-
with prominent e-tailers to enhance reach for product sampling specific knowledge, skills, and behaviors to help delight
along with exploring digital solutions for getting consumer consumers, enhance lives, and build great brands.
feedback. This gives the opportunity to our brands to stay
top of mind with our consumers by creating the best brand
experiences for them. Media & Digital Acceleration
2021 marked the beginning of the ‘mixed’ normal and was a
Creating Expertise in challenging year across the media landscape. TV viewership
Brand Building continued to stay volatile but it looked to be rebounding

especially thanks to sports-related audience build-up.
Consumers across all social strata continue their trajectory both
Marketing Excellence
in terms of reach and time spent on digital media.
Excellence is at the core of everything we do at Nestlé and to
support this idea for our Commercial team, Brand Building the We continued to monitor and adjust our ways of working to
Nestlé Way (BBNW) is our proprietary approach for helping win in this ever-changing new reality. From working ever closer
us achieve great brand building results. This year BBNW 4.0 with key digital platform partners, to creating new partnerships,
was launched across the marketing function. We facilitate and from identifying new opportunities across TV to Out-of-
in improving the way Commercial Teams work by adapting, Home media for improving efficiencies and adopting best
introducing, and enhancing systems, processes, and tools practices, 2021 was a year that saw a marked improvement
so that the team remains more agile, innovative, and efficient across various metrics. Our media pitch in 2021 marked the
in an ever-changing business environment. The offerings first change in media agency partner in many years.
are even strengthened by robustly following the Education
& Training (E&T) model for commercial teams, with many We look forward to strong savings and efficiencies and to
capability building interventions with internal & external experts advance our data and analytics, effectiveness and improve our
and trainers, both local and international. It adds directly by advantage in creating engaging brand experiences. In addition,
contributing to competence development for all our marketing we are also putting into practice the brand new BBNW 4.0 with
several enhancements and tools that will enable our marketers
to win with our consumers in 2022.

47
NUTRITION, HEALTH
AND WELLNESS
“
Nutrition, Health & Wellness (NHW) -
Enhancing the quality of people’s lives
by offering tastier and healthier food and
beverage choices and encouraging an
active lifestyle
We at Nestlé always strive to make our portfolio even healthier

and tastier, to inspire consumers to lead healthier lives and
lifestyle and a strong commitment to addressing micronutrient
deficiencies with relevant product fortifications. Our belief and
purpose reflect our ambition to help parents raise healthier
kids.
The Nutritional Compass on all our packs guides consumers

with transparent information to guide them on their NHW
journey. We have also implemented Guideline Daily Amount
(GDA) on our products to provide information on the
percentage of daily important nutrients and calories.
We continue with our extensive Nutrition, Health and Wellness

develop a shared understanding of the connection between showcasing by creating awareness on how to build strong
nutrition and health. At Nestlé, we want to create tastier and immunity, contributing to improved quality of life, promoting
healthier food choices that nourish and delight the senses, a healthy lifestyle and activities in order to stay active and fit.
respect the planet and protect resources for future generations. Nestlé’s strong NHW footprint has been further strengthened
Products that are right for the consumers and right for the by providing our consumers with healthy recipes, information,
planet make good business sense. and relevant health benefits. Competence-building workshops
across all marketing teams were also conducted to solidify
Providing transparent and meaningful information to our Nestlé’s vision of offering tasty and healthier food products to
consumers for making informed dietary and lifestyle choices our valued consumers.
is a key priority for us, along with encouraging an active
48
FINANCE & CONTROL AND
“
INFORMATION TECHNOLOGY
The Finance and Control function

Building Effective Teams
primarily aims to provide the financial Building highly engaged and effective teams has always been
information to support business planning a key focus area for us at Nestlé Pakistan. We continuously
and decision making by various business support our employees, at all levels, to reach their full potential
through training and offering additional development programs
functions. We embrace the role of change to build upon their experience and enhance their competencies
agents to drive value creation and ensure for future roles. We empower them to make decisions and
high standards for stewardship and to handle complexities of their role enabling them to realize
governance throughout the company. high levels of job satisfaction and deliver superior productivity.
We are focused on building a diverse finance organization by
promoting a culture of inclusivity and diversity in line with the
key priorities of the organization.
Digital Transformation Information Technology

Roadmap After a year long COVID-19 pandemic learning during 2020,
IT ‘Information Technology’ worked with all functions &
COVID-19 has set the tone to focus heavily on digital initiatives businesses to improve and strengthen our Business Continuity
supporting enterprise priorities and optimizing the finance response. 2021 started with a #newnormal. This new
function. At Nestlé, the digitalization initiatives included environment demanded fundamental and innovative changes
advanced data analytics tools in finance, process and workflow to our ways of working. IT accelerated the implementation of
automation and accelerating digital skills. The implementation the new operating model #Vision2Life that is transitioning IT
of digital initiatives not only helped in the continuity of from a function to a business and from a project driven to a
operations but also resulted in improved and efficient ways of product-oriented organization.
working.
As part of the new operating model, the J2C (‘Journey to
Governance and Risk Cloud’) program is in progress. During 2021, our major data
centers moved to cloud to get advantages of cloud computing.
Management J2C will reduce capital investment and operating costs. It
will increase speed and agility to upgrade and deploy new
Strong internal controls in any organization play a pivotal role in business solutions.
ensuring efficiency and effectiveness of operations and delivery
of services. In addition, it ensures accuracy and reliability of IT completed network transformation that brought 3 times
financial and management information and compliance with all increased internet bandwidth and PKR 42 million saving
regulatory and operational requirements. Furthermore, sound annually. The increased bandwidth is enabling cloud-based
internal controls systems assist in achieving the company’s computing transition flawlessly.
objectives and delivery of its services by managing risk
exposure, including, safeguarding of its assets, prevention and The third important initiative was Digital Acceleration with
detection of frauds and errors. In 2021, we completed End-to- a special focus on robotics, IoT, Business Analytics and
End (E2E) internal control assessment of all key processes with eBusiness.
an objective to review that all possible controls are in place,
hence, ensuring that the governance structure is sound in These IT initiatives are strengthening Nestlé’s existing business
design and has been effectively implemented and monitored. models and enabling us to innovate new business models in
the new normal.

49
HOUSE OF NESTLÉ MILKPAK
NESTLÉ MILKPAK NESTLÉ MILKPAK WHIPPING

Nature’s gift of dairy has a fascinating taste and with over three
and a half decades of dairy expertise and leadership in Pakistan,
CREAM
NESTLÉ MILKPAK has perfected the processes that allow it to
As Pakistan’s first dairy whipping cream in retail, NESTLÉ MILKPAK
capture this smooth, rich and creamy experience, the way nature
WHIPPING CREAM is the perfect solution for decorating and
meant it to be.
layering your desserts. It gives the perfect texture to create flawless
swirls.
Guaranteed by Nestlé’s quality systems and dairy expertise,
NESTLÉ MILKPAK provides wholesome nourishment. Whether it
is a glass of milk for your children, a creamy cup of tea with your
loved ones or a dairy dessert for your family, NESTLÉ MILKPAK NESTLÉ MILKPAK YOGURT
makes you fall in love with the taste of dairy goodness and
enhances the quality of life of the people of Pakistan. Whether you are cooking delicious korma or making
mouth¬watering lassi, NESTLÉ MILKPAK YOGURT is the perfect
partner in the kitchen. With NESTLÉ MILKPAK YOGURT, we bring
NESTLÉ MILKPAK CREAM the authentic taste of traditional yogurt that you are accustomed
to. Its richness and creaminess balance the spices in cooked food
while delivering a signature mouth-watering taste for you and your
As Pakistan’s pioneer and favorite cream brand, NESTLÉ MILKPAK
loved ones every time.
CREAM encapsulates a strong heritage as well as contemporary
usage of this rich dairy product. NESTLÉ MILKPAK CREAM
believes in inspiring its consumers to weave their culinary magic
and create delicious meals and desserts by igniting the spark of NESTLÉ MILKPAK BUTTER
creativity through delicious easy-to-make recipes.
Churned from natural milk, NESTLÉ MILKPAK DAIRY BUTTER aims
to make your breakfast special with its smooth texture and ease
NESTLÉ MILKPAK BREAKFAST to spread along with a rich and creamy taste. It is available in both
salted and unsalted flavors to complement all your cooking and
CREAM
baking creations.
Leveraging the heritage of NESTLÉ MILKPAK CREAM, NESTLÉ

MILKPAK BREAKFAST CREAM is specifically designed to cater
to the needs of regional consumers. It is slightly sweetened and
provides the milky taste of cream with a nutritious start to the day.
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NESTLÉ DAIRY CULINARY
SOLUTIONS & CHILLED DAIRY
NESTLÉ ORIGINAL SWEET ‘N’ TASTY YOGURT

NESTLÉ ORIGINAL SWEET ‘n’ TASTY YOGURT is your daily dose of delight that makes your everyday experiences more exciting
through its irresistible rich creamy taste of pure dairy goodness. Packed by Nestlé, it guarantees consistent delicious taste, nutritional
goodness and hygiene. So whether you are looking for quick hunger relief or making your breakfast more scrumptious and healthy by
adding cereals and nuts, NESTLÉ ORIGINAL SWEET ‘n’ TASTY YOGURT is your partner.
NESTLÉ PODINA & ZEERA RAITA

Sometimes you need to enhance your food experience, whether it is your dining table or an outdoor grill. NESTLÉ RAITA with Zeera
and Podina have unique mouth-watering flavors, guaranteed hygiene and simple convenience, promising to treat your taste buds and
transform your meal into a culinary delight.
NESTLÉ FRUIT YOGURT

Guilt free indulgence is a struggle we all go through every day of our lives. The creamy NESTLÉ FRUIT YOGURT, with fruit chunks,
resolves this struggle by providing a yummy treat, which is healthy and delicious at the same time. This heavenly blend of yogurt and
fruits is available in two variants: strawberry and peach and you can snack on them without feeling guilty at any hour of the day.
NESTLÉ NESVITA
Pakistani women are resilient, passionate and an important pillar of
every household. Whether at home or beyond the four walls of the
house, these women exhibit strength and character daily. NESTLÉ
NESVITA is a high calcium low fat milk that believes that women
can truly reach the height of their potential when they combine their
emotional strength with their physical strength by adopting a proactive
and healthy lifestyle with MOVE+.
MOVE+ is a unique blend of nutrients that contribute not only to the

maintenance or function of normal bones and joints but also help
maintain your body’s immune system so you stay healthy and active.
NESTLÉ NESVITA switched to 100% paper straws from plastic straws

for its 200ml packs in line with our sustainability commitments.

51
TEA CREAMING
NESTLÉ EVERYDAY
NESTLÉ EVERYDAY, with its heritage of 30 years, has established itself as the best partner of tea, delivering superior tasting cups
consistently and hence stands as a market leader in the tea creaming category. It is also recognized for its golden brown color and
rich creamy taste.
With a wide portfolio ranging from powder in sachets and large pouches to liquid variants, the recipe is specially formulated that
performs great whether separate tea is prepared or mixed. NESTLÉ EVERYDAY guarantees a perfect cup of tea every time.
Leveraging the latest health trends, we now also have the low fat and no added sugar version called NESTLÉ EVERYDAY LITE. The
product is additionally suitable for diabetic patients as well.
With the launch of our Instant Tea Mix range, we have now also entered the tea specialty category that allows you to indulge in
special flavored teas. The mixes are available in three delicious variants; Kashmiri, Cardamom, and Karak which gives you an instant
kick.
52
DAIRY NUTRITION SOLUTIONS
NESTLÉ NIDO FORTIGROW

NIDO FORTGROW believes in the purpose of supporting every mother’s love to nurture a healthy future for her child. A mother goes
the extra mile to ensure her child’s growth and development for a happy and successful life. Backed by Nestlé’s global experience
of 150 years in child nutrition, Nestlé has developed NESTLÉ NIDO FORTIGROW; a specialized formula to meet specific needs of
school-going children between 5-12 years of age. Special combination of macro and micronutrients in NESTLÉ NIDO FORTIGROW
helps maintain the immunity of school-going children as well as supports their learning and growth.
NESTLÉ MILO NESTLÉ BUNYAD

Made from natural ingredients, (Malt, Milk and Cocoa) with NESTLÉ BUNYAD believes that no child deserves to be left
added vitamins and minerals, NESTLÉ MILO is a unique drink behind because of nutritional deficiencies. One in every two
with its signature cocoa-malt taste that stands for wholesome children in Pakistan is suffering from iron deficiency (National
and balanced nutrition. NESTLÉ MILO aims to nourish the Nutritional Survey 2018) resulting in kids being tired and
ambitions of Pakistani mothers for their children in ensuring lacking concentration. Such deficiencies can hold them back,
they grow up as successful, well-balanced individuals by especially during their formative years. NESTLÉ BUNYAD is a
providing healthy energy, great taste and nourishment that specialized formula fortified with iron that provides the perfect
help them succeed in life. affordable solution for school-going children. It also has added
vitamin C, which helps in iron absorption. NESTLÉ BUNYAD is
NESTLÉ MILO believes that sports is a great teacher and has working with a long-term mission to help fight iron deficiency
qualities that build children of substance and shape the person to strengthen Pakistani children for a better life. NESTLÉ
they will be in the future. There is an intrinsic linkage between BUNYAD - striving to provide ‘Behtar Zindagi ki Mazboot
the life values learned from sports and successful, happy and Bunyad’.
well-balanced children, MILO’s nutrition and energy gives
children the ‘Energy to go further’.
To help protect our planet and environment, NESTLÉ MILO

made the monumental shift of switching to 100% paper
straws from plastic straws for its 180ml packs.

53
NESTLÉ BEVERAGES
NESTLÉ FRUITA VITALS

NESTLÉ FRUITA VITALS is the flagship brand within the NESTLÉ beverages range, made from the highest quality fruits
sourced from around the world. Our mission is to provide our consumers with delicious and healthy refreshments.
Moreover, NESTLÉ FRUITA VITALS is the pioneer in bringing innovations to the category. This year we launched the
sparkling range, bringing the delightful fusion of Soda and Fruit Juice for consumers to enjoy in Lime & Peach flavors.
NESTLÉ FRUITA VITALS embodies the spirit of optimism, inspiring youth to look at life through the lens of positivity, making
it one of the favorite beverage brands for millions of consumers across Pakistan.
NESTLÉ NESFRUTA
NESTLÉ NESFRUTA is the flagship mainstream still drinks
brand reaching out to Gen-Z masses, who aspire to live for
the moment.
NESTLÉ NESFRUTA stands for the ultimate expression

of breaking the usual boring routine, which is manifested
through the brand’s ‘NEWISM’ positioning. ‘NEWISM’
encourages youth to add a flair of unique creativity in
everything they do.
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“
NESCAFÉ
Satisfy your love of great experiences and delicious coffee, and discover a world of quality
coffee moments in the comfort of your own home with NESCAFÉ. Whether you like yours
simply black or creamy rich, piping hot or ice cold, there’s a NESCAFÉ coffee to suit whatever
mood you’re in.
NESCAFÉ ORIGINAL
Perfectly roasted for your morning moment.
Whatever the day ahead has in store, NESCAFÉ Original gives a perfect start to
every morning. To make our signature NESCAFÉ instant coffee, carefully selected
coffee beans are expertly roasted. The perfect coffee flavour is extracted and locked
in every granule. So, no matter what you have planned, grab a mug and begin
NESCAFÉ CHILLED RTD

Perfectly blended to be your afternoon pick-me-up. Sip and take a
moment to reboot, or share it with your friends on hot afternoons.
This range of delicious cold coffees come in a convenient ready-to-
drink (RTD) format.
NESCAFÉ ICE
Now café style iced coffee comes home! A ready-to-drink coffee solution.
Just add cold milk and be your own barista with the range of NESCAFÉ ICE.
NESCAFÉ GOLD
Crafted with care for the moments that matter.
NESCAFÉ GOLD coffee is carefully crafted for great taste. With
a range of flavours to choose from, there’s something to suit
everyone. So, sit back, relax and savour a quality coffee moment
with someone special.

55
NESTLÉ WATERS
CHAMPIONING WATER FOR HEALTHIER GENERATIONS

NESTLÉ PURE LIFE was born in Pakistan in 1998 and, as a trusted brand, it continues to champion water for healthier generations.
GOING A STEP FURTHER FOR A BRIGHTER FUTURE

Healthy hydration contributes to the well-being of our body and the functioning of our vital organs. Drinking water enhances body
performance and helps us stay hydrated in our daily routine.
NESTLÉ PURE LIFE takes ownership in driving the healthy hydration agenda for its consumers through new innovations and
launches. The brand does this through different pack-sizes for different occasions as well as innovations like NESTLÉ PURE LIFE
ACTIVE, pH8 alkaline water with electrolytes.
Electrolytes are essential for basic life functions, such as muscle movement and active hydration of body cells. We also expanded
NESTLÉ PURE LIFE ACTIVE in a convenient 18.9 liter format for home consumption in Lahore.
We are driving water stewardship by helping farmers save water through the introduction of drip irrigation techniques in
collaboration with key public and private partners including Punjab Agriculture Department, Pakistan Agriculture Research Council
(PARC), Sustainable Development Policy Institute (SDPI) and Lahore University of Management Sciences (LUMS).
In addition to this, with the new design for retail bottles, we are ensuring that our consumers experience quality drinking water for
daily hydration in a bottle that can be recycled.
56
“
NESTLÉ BREAKFAST CEREALS
NESTLÉ Breakfast Cereals provide you and your family with wholesome breakfast nutrition.
They are a convenient, tasty and nutritious way to start the day!
NESTLÉ KOKO KRUNCH

NESTLÉ KOKO KRUNCH is the flagship brand in the kids’ breakfast cereals range.
The crunchy bear-shaped petals are made with whole grain and are rich in fiber,
vitamins and minerals. KOKO KRUNCH serves as a nutritious and tasty start to the day
providing school-going kids the energy they need.
They might just be the best tasting chocolate cereals you’ll get.
Kids love them and mums trust them.
NESTLÉ MILO CEREAL

NESTLÉ MILO CEREAL is a nutritious and delicious breakfast cereal with chocolate
and malt flavor. It contains the goodness of wholegrain, is high in iron, vitamins and
calcium to help kids lead an active and healthy lifestyle.
Breakfast is always better with NESTLÉ MILO CEREAL!
NESTLÉ TRIX
NESTLÉ TRIX is a delicious fruit-flavored corn puff breakfast cereal. TRIX contains
FRUITY FLAVOR of six exciting fruits including blueberry, orange, watermelon, grape,
lemon and raspberry.
With wholegrain as the main ingredient, TRIX is high in Vitamins, Calcium, and Zinc.
TRIX is the perfect start of the day making breakfast a whole lot of fun!
NESTLÉ GOLD CORNFLAKES

NESTLÉ GOLD CORN FLAKES is a light nutritious cereal made with whole grain
and a crunchy texture. It contains essential vitamins and minerals for a healthy
breakfast for the whole family.
Great tasting crunchy GOLD CORNFLAKES gives your mornings the right start
with the perfect combination of taste and nutrition.

57
NUTRITION
NESTLÉ CERELAC – Together, are grown locally, hence helping to develop local farmers
to international standards while improving their standard of
Passionately Nourishing Babies to

livelihood.
In 2021, in order to remain relevant to the evolving needs of

Blossom! millennial mothers, we launched our breakthrough innovation
of NESTLÉ CERELAC Nature’s Selection, a new range that
brings nutritious grains like oats and quinoa to the NESTLÉ
With its long history in Pakistan, NESTLÉ CERELAC is now CERELAC portfolio along with exotic fruits like pomegranate &
with its second generation of users and is a household name, dates, for the first time.
trusted by mothers and endorsed by doctors.
This new introduction, along with our parent range trusted for
Introduced in Pakistan, positioned as the ‘First step to solid generations, helps to keep the NESTLÉ CERELAC brand true
food’, after 6 months of age it has over time, come to be to its purpose of ‘Together, passionately nourishing babies to
perceived as the trusted partner of the Pakistani mother. blossom’.
Each stage of a baby’s growth is different, and their nutritional

needs evolve as they grow. Accordingly, NESTLÉ CERELAC
portfolio is grouped into stages based on the age of the
baby, providing the appropriate nutrition as per the changing
nutritional needs of a growing child.
NESTLÉ CERELAC recipes are prepared with Rice or Wheat

and contain Iron, Vitamins, and Probiotics, that help in the
cognitive development of babies from 6 months onwards,
along with their healthy physical growth. Today we serve over
half a billion affordable and fortified iron-rich bowls every
year. Moreover, a variety of NESTLÉ CERELAC raw materials
58
NESTLÉ NIDO - Keep Exploring
The growing-up formulae, NESTLÉ NIDO 1+ and NESTLÉ
NIDO 3+, offer the advantage of the protection for children
between 1-5 years of age.
The TRIPLE PROTECTION FORMULAE consist of a

combination of pre-biotic, pro-biotic strain & essential nutrients
that support the healthy development of your child’s gut,
immune and respiratory defenses.
The objective of the NESTLÉ NIDO brand is to nurture a

mother’s love by giving extra protection, so her toddler can
embark on a beautiful journey of self-discovery.
NESTLÉ NANGROW-Nourishing NESTLÉ LACTOGROW-

Together Every Possible in Your Child Grow Happy!
The NESTLÉ NANGROW story is one of the pioneering A child’s physical growth is very important when it comes to
innovations backed by over 150 years of NESTLÉ’s expertise in a happy childhood. Hence, at NESTLÉ LACTOGROW we are
child nutrition. staunch supporters of Growing Happy!
Possibilities are physical and intellectual capabilities and skills

that children have in themselves. Beyond possibilities, EVERY We know that a healthy tummy is vital for happy growth which
POSSIBLE captures the world of opportunities children will is why NESTLÉ LACTOGROW 3 & 4 have been designed with
have to become the best they can be at every stage. COMFORTIS GROW to look after a child’s Gut Comfort, aid
in digestion, and provide gut defenses to ensure healthy and
Human Milk Oligosaccharides (HMOs) like 2’FL are naturally happy growth in children aged 1 to 5 years.
present in breast milk and contribute to innate immunity by
enhancing the growth of beneficial bacteria and modulating 2021 was an exciting year for the portfolio, with the launch of
the immune system. In the absence of breastmilk, NESTLÉ NESTLÉ LACTOGROW ESSENTIALS! Fortified with Iron, Zinc,
NANGROW with its unique formulation containing 2’FL HMO Vitamin A and D, NESTLÉ LACTOGROW ESSENTIALS aims to
can support children’s immune system, thus helping them fulfill a significant amount of a child’s Dietary Reference Intakes
build a strong foundation for their future. (DRI) and help prevent micronutrient deficiencies.
In 2021, to provide customers with more options and to have So, here’s to Growing Happy with NESTLÉ LACTOGROW!
a premium offering at a more accessible price, Nestlé Pakistan
introduced NAN Bag-In-Box (BIB) in two new sizes and in
recyclable packaging. With its successful launch this year, the
aim is to grow the brand even further in 2022 with the same
zeal.

59
NESTLÉ PROFESSIONAL
Nestlé Professional Pakistan continuously strives to become

an inspirational and trusted partner for our Out-of-Home BRANDED BEVERAGES:
customers. We see it as our mission to utilize our expertise in
providing efficient, innovative food and beverage solutions to all 1. Hot Beverage Solutions
our business partners and helping them win by Making More A range of hot beverages that add the perfect touch to all
Possible. menus, with a variety of delicious options. All restaurants
get to serve a complete range of hot drinks, be it a
At Nestlé Professional, we continuously invest in advancing temptingly hot NESCAFÉ Cappuccino, a creamy mug
our understanding of customer and consumer tastes; of NESCAFÉ Latte, a richly intense taste of NESCAFÉ
experimenting and innovating to enhance product Espresso, or a strongly aromatic NESCAFÉ Long Black.
performance; and relentlessly developing solutions to the latest The hot drinks range also comprises of teas including
nutritional and sustainability challenges. This is the expertise NESTEA Karak Chai, NESTEA Cardamom Chai & NESTEA
we put in the hands of chefs, operators, restaurants and Kashmiri Chai along with NESTLÉ Hot Chocolate are some
entrepreneurs across the Out-of-Home sector of the most sought-after hot drinks!
as part of our dedication to making it more possible for their
business, every day. The list does not end there! NESTLÉ Roast and Ground
Coffee beans give a distinctive flavor and aroma to
The Product Portfolio is divided into two Categories: every cup, providing baristas with a perfect blend to
create a masterpiece, available in variants like NESCAFÉ
BRANDED FOOD:
EXCELLENTE (100% Arabica beans) and NESCAFÉ
AROMATICO (a blend of Arabica and Robusta beans) to
cater to different taste preferences.
1. Dessert Solutions
With our dairy and non-dairy creams and our Professional 2. Cold Beverage Solutions
Desserts & Confectionery range, Nestlé Professional Nestlé Professional offers a complete range of powder
ensures its place at the center of the desserts plate in drinks that can be enjoyed in liquid format through their
Pakistan. machines or consumed in slush format using blenders.
The range includes MANGO ICE, LEMON ICE, ORANGE
2. Meal Compliments & Chilled Dairy ICE, NESTEA PEACH & MINT MARGARITA which can be
enjoyed across the year.
Nestlé Professional also offers chilled dairy solutions
including bulk butter, cooking butter and unsweetened
MILKPAK YOGURT which are tailor-made for Out-of- Out of Home Channels:
Home customers. Nestlé Professional Pakistan serves both commercial &
institutional channels through its specialized food & beverage
solutions and services.
60
FINANCIAL
STATEMENTS
For the year ended December 31, 2021
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF NESTLÉ PAKISTAN LIMITED
Report on the Audit of the Financial Statements as at 31 December 2021
Opinion
We have audited the annexed financial statements of Nestlé Pakistan Limited (“the Company”), which comprise the
statement of financial position as at 31 December 2021, and the statement of profit or loss, the statement of comprehensive
income, the statement of changes in equity, the statement of cash flows for the year then ended, and notes to the financial
statements, including a summary of significant accounting policies and other explanatory information, and we state that
we have obtained all the information and explanations which, to the best of our knowledge and belief, were necessary for
the purposes of the audit.
In our opinion and to the best of our information and according to the explanations given to us, the statement of financial
position, statement of profit or loss, the statement of comprehensive income, the statement of changes in equity and the
statement of cash flows together with the notes forming part thereof conform with the accounting and reporting standards
as applicable in Pakistan and give the information required by the Companies Act, 2017 (XIX of 2017), in the manner so
required and respectively give a true and fair view of the state of the Company’s affairs as at 31 December 2021 and of the
profit, total comprehensive income, the changes in equity and its cash flows for the year then ended.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs) as applicable in Pakistan. Our
responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial
Statements section of our report. We are independent of the Company in accordance with the International Ethics Standards
Board for Accountants’ Code of Ethics for Professional Accountants as adopted by the Institute of Chartered Accountants
of Pakistan (the Code) and we have fulfilled our other ethical responsibilities in accordance with the Code. We believe that
the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the current period. These matters were addressed in the context of our audit of the financial statements as a
whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
Following are the key audit matters:
S. No. Key audit matters How the matter was addressed in our audit
1 Revenue Recognition
During the year ended 31 December 2021, the Our audit procedures, amongst others, included the
Company recognized net revenue of Rs. 133 billion from following:
sale of goods as disclosed in Note 26 and according to
Understood the Company’s sales processes for various
the accounting policy described in Note 2.4.16 to the
sales types, including the processes for agreeing trade
financial statements (2020: Rs. 119 billion).
spend deductions and the design and implementation
The Company generates revenue from a wide range of relevant internal controls.
of products which are sold through different sales
Understood the Company’s revenue recognition
channels.
policies and procedures to assess compliance with
The Company also offers various discounts/allowances International Financial Reporting Standards (“IFRS”) as
and incurs trade-spend from time to time on several applicable in Pakistan.
product categories for the various types of customers.
Performed substantive analytical procedures using
dis-aggregated data in order to gain assurance over
the revenue recognized and focused our testing on
outliers and unusual trends.
62
S. No. Key audit matters How the matter was addressed in our audit
Due to the above factors requiring significant Performed analytical review of sales by various
auditor attention on occurrence and considering the product and customer categories in order to identify
significance of revenue as a key performance indicator any inconsistencies with key performance indicators,
for users of financial statements, we have considered operational activities of the Company and overall
revenue recognition as a key audit matter. external economic environment.
Understood the significance of trade spend
deductions, the diversity of arrangements by cluster of
customers, the process flow by nature of arrangement
and the timing of accounting for estimates considering
any conditionality inherent in the trade spend
arrangements.
Performed trend analysis and correlation between
revenue and total trade spend and assessed the
reasonableness in the context of local environment
along with relating the same to movement in
receivables and cash.
Performed procedures to identify and review any manual
adjustments at year end impacting revenue and total
trade spend estimates to identify significant or unusual
items and reviewed underlying documentation.
Tested supporting evidence in relation to a sample of
sales transactions including but not limited to dispatch
documentation, correspondence / acknowledgment by
customers and performing other tests of details.
Ensured that revenue items are correctly classified
with reference to guidance in International Financial
Reporting Standard 15 (“IFRS 15”).
Performed procedures around the cut off of revenue.
Reviewed credit notes and other transactions
subsequent to the year end to identify whether any
events causing reversal of revenue occur after year
end including transactions related to trade spend to
address the completeness and reasonableness of
accruals as at year end.
We considered the accuracy and the adequacy of
the disclosure provided in Note 26 to the financial
statements in relation to the relevant accounting
standards.
63
Information Other than the Financial Statements and Auditor’s Report Thereon
Management is responsible for the other information. The other information comprises the annual report for the year ended
31 December 2021, but does not include the financial statements and our auditor’s report thereon.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance
conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing
so, consider whether the other information is materially inconsistent with the unconsolidated financial statements or our
knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed,
we conclude that there is a material misstatement of this other information, we are required to report that fact. We have
nothing to report in this regard.
Responsibilities of Management and the Board of Directors for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with the
accounting and reporting standards as applicable in Pakistan and the requirements of Companies Act, 2017(XIX of 2017)
and for such internal control as management determines is necessary to enable the preparation of financial statements that
are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Company’s ability to continue as a
going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting
unless management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to
do so.
Board of directors are responsible for overseeing the Company’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs as applicable
in Pakistan will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with ISAs as applicable in Pakistan, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design
and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to
provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than
for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the
override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal
control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
64
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the
audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant
doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we
are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such
disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditor’s report. However, future events or conditions may cause the Company to cease to continue as
a going concern.
• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
presentation.
We communicate with the Board of Directors regarding, among other matters, the planned scope and timing of the audit
and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide to the Board of Directors with a statement that we have complied with relevant ethical requirements
regarding independence, and to communicate with them all relationships and other matters that may reasonably be
thought to bear on our independence, and where applicable, related safeguards.
From the matters communicated with the Board of Directors, we determine those matters that were of most significance in
the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters
in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences
of doing so would reasonably be expected to outweigh the public interest benefits of such communication.
Report on Other Legal and Regulatory Requirements
Based on our audit, we further report that in our opinion:

a) proper books of account have been kept by the Company as required by the Companies Act, 2017(XIX of 2017);
b) the statement of financial position, the statement of profit or loss, the statement of comprehensive income, the
statement of changes in equity and the statement of cash flows together with the notes thereon have been drawn
up in conformity with the Companies Act, 2017 (XIX of 2017) and are in agreement with the books of account and
returns;
c) investments made, expenditure incurred and guarantees extended during the year were for the purpose of the
Company’s business; and
d) zakat deductible at source under the Zakat and Ushr Ordinance, 1980 (XVIII of 1980), was deducted by the Company
and deposited in the Central Zakat Fund established under section 7 of that Ordinance.
The engagement partner on the audit resulting in this independent auditor’s report is Abdullah Fahad Masood.
EY Ford Rhodes
Chartered Accountants
Lahore: 10 March 2022
UDIN: AR202110177p2IPBVNOh
65
STATEMENT OF FINANCIAL POSITION
AS AT DECEMBER 31, 2021
(Rupees in 000) Note 2021 2020
EQUITY AND LIABILITIES

Share capital and reserves
Authorized capital
75,000,000 (2020: 75,000,000) ordinary shares of PKR 10 each 750,000 750,000
Issued, subscribed and paid up capital 4 453,496 453,496

Share premium 5 249,527 249,527
General reserve 280,000 280,000
Cash flow hedge reserve (2,537) –
Accumulated profits 4,422,786 3,207,419
5,403,272 4,190,442
Non-current liabilities
Long term finances - secured 6 12,000,000 12,081,975
Lease liabilities 7 115,479 34,682
Deferred taxation 8 1,241,580 1,332,919
Retirement benefits 9 3,376,097 3,117,661
16,733,156 16,567,237
Current liabilities
Current portion of long-term liabilities 10 130,869 3,734,310
Short-term borrowings - secured 11 6,000,000 6,417,473
Running finance under mark-up arrangements - secured 12 4,226,529 830,245
Customer security deposits - interest free 13 195,890 222,166
Unclaimed dividend 71,894 72,121
Unpaid dividend 2,011,404 –
Trade and other payables 14 28,023,293 26,563,482
Contract liabilities 682,065 562,263
Income tax payable 1,444,883 1,443,443
Interest and mark-up accrued 15 480,643 303,183
43,267,470 40,148,686
Contingencies and commitments 16
65,403,898 60,906,365
The annexed notes 1 to 46 form an integral part of these financial statements.
SYED SAIFUL ISLAM SAMER CHEDID SYED YAWAR ALI

Chief Financial Officer Chief Executive Officer Chairman / Director
66
STATEMENT OF FINANCIAL POSITION
AS AT DECEMBER 31, 2021
ASSETS
Non-current assets
Property, plant and equipment 17 29,274,553 28,679,851
Capital work-in-progress 18 2,026,307 4,097,316
Intangible assets 19 – –
Long-term loans 20 159,848 179,191
31,460,708 32,956,358
Current assets
Stores and spares 21 3,045,805 2,670,279
Stock-in-trade 22 18,600,718 16,252,021
Trade debts 23 923,484 1,930,333
Current portion of long-term loans 20 116,810 134,078
Sales tax refundable - net 7,059,231 4,324,260
Advances, deposits, prepayments and other receivables 24 3,453,222 1,849,981
Cash and bank balances 25 743,920 789,055
33,943,190 27,950,007

65,403,898 60,906,365

67
STATEMENT OF PROFIT OR LOSS
FOR THE YEAR ENDED DECEMBER 31, 2021
Revenue from contracts with customers 26 133,295,472 118,781,274

Cost of goods sold 27 (92,803,347) (84,016,549)
Gross profit 40,492,125 34,764,725
Distribution and selling expenses 28 (14,897,747) (14,256,719)

Administration expenses 29 (4,016,767) (4,447,506)
Operating profit 21,577,611 16,060,500
Finance cost 30 (1,840,228) (2,805,015)

Other expenses 31 (2,079,361) (1,019,221)
(3,919,589) (3,824,236)
Other income 32 295,578 354,830

Profit before taxation 17,953,600 12,591,094
Taxation 33 (5,185,499) (3,706,499)
Profit after taxation 12,768,101 8,884,595
Earnings per share basic and diluted (Rupees) 34 281.55 195.91

68
STATEMENT OF COMPREHENSIVE INCOME
2021
(Rupees in 000) 2020
Other comprehensive income
Items that may be reclassified subsequently to profit or loss (net of tax)

Remeasurement loss of cash flow hedges - effective portion (3,551) –
Related tax 1,014 –
(2,537) –
Items that will not be reclassified subsequently to profit or loss (net of tax)
Rememeasurement gain / (loss) on
net retirement benefit liability 79,942 (19,647)
Related tax (23,183) 5,708
56,759 (13,939)
Total other comprehensive income / (loss) 54,222 (13,939)
Total comprehensive income for the year 12,822,323 8,870,656

69
STATEMENT OF CHANGES IN EQUITY
Capital Revenue
reserves reserves
Share Share General Cashflow Accumulated
(Rupees in 000) capital premium reserve hedge reserve profit Total
Balance as at January 01, 2020 453,496 249,527 280,000 – 2,272,943 3,255,966
Total comprehensive income for the

year ended December 31, 2020
Profit after taxation – – – – 8,884,595 8,884,595
Other comprehensive income – – – – (13,939) (13,939)
– – – – 8,870,656 8,870,656
Transaction with owners directly
recognized in equity
Final dividend for the year ended
December 31, 2019 (Rs. 42 per share) – – – – (1,904,683) (1,904,683)
Interim dividend for the six months period
June 30, 2020 (Rs. 83 per share) – – – – (3,764,017) (3,764,017)
Interim dividend for the nine months period
ended September 30, 2020 (Rs. 50 per share) – – – – (2,267,480) (2,267,480)
Balance as at December 31, 2020 453,496 249,527 280,000 – 3,207,419 4,190,442
Total comprehensive income for the

year ended December 31, 2021
Profit after taxation – – – – 12,768,101 12,768,101
Other comprehensive income – – – (2,537) 56,759 54,222
– – – (2,537) 12,824,860 12,822,323
Transaction with owners directly
recognized in equity
Final dividend for the year ended
December 31, 2020 (Rs. 61 per share) – – – – (2,766,324) (2,766,324)
Interim dividend for the six months period
June 30, 2021 (Rs. 115 per share) – – – – (5,215,202) (5,215,202)
Interim dividend for the nine months period
ended September 30, 2021 (Rs. 80 per share) – – – – (3,627,967) (3,627,967)
Balance as at December 31, 2021 453,496 249,527 280,000 (2,537) 4,422,786 5,403,272

70
STATEMENT OF CASH FLOWS
Cash flow from operating activities

Profit before taxation 17,953,600 12,591,094
Adjustment for non-cash charges and other items:
Depreciation on property, plant and equipment 17.3 3,858,736 4,147,235
Amortization of intangible assets 19 – 7,396
Impairment charge / (reversal) of impairment 31 389,042 (87,761)
Gain on disposal of property, plant and equipment 32 (119,680) (74,561)
Provision for workers’ profit participation fund 31 915,146 645,011
Provision for workers’ welfare fund 31 349,316 312,410
Reversal of provision against doubtful debts / expected credit loss 32 (7,717) (1,884)
Increase in provision for stores and spares 21.1 35,621 108,919
Exchange rate loss / (gain) 31 & 32 408,136 (24,881)
(Reversal) / increase in provision for stock in trade (30,976) 33,841
Provision for defined benefits plans 793,124 797,831
Finance cost 30 1,840,228 2,805,015
Profit before working capital changes 26,384,576 21,259,665
Effect on cash flow due to working capital changes:

(Increase) / decrease in current assets:
Stores and spares (411,147) (403,141)
Stock-in-trade (2,317,721) 2,590,579
Trade debts 1,014,566 236,439
Advances, deposits, prepayments and other receivables (4,338,212) 1,049,176
Increase / (decrease) in current liabilities:

Trade and other payables 398,514 1,088,898
Contract liabilities 119,802 180,117
(5,534,198) 4,742,068
Cash generated from operations 20,850,378 26,001,733
Decrease in long term loans - net 36,611 58,275

(Decrease) / increase in customer security deposits - interest free (26,276) 29,442
Contributions by the Company - net (454,746) (477,319)
Workers’ profit participation fund paid (655,032) (596,268)
Finance cost paid (1,641,295) (2,967,670)
Income taxes paid (5,297,567) (3,147,715)
Net cash generated from operating activities 12,812,073 18,900,478
71
STATEMENT OF CASH FLOWS
Cash flow from investing activities

Fixed capital expenditure (2,602,970) (3,156,983)
Sale proceeds from disposal of property, plant and equipment 17.5 202,186 171,615
Net cash used in investing activities (2,400,784) (2,985,368)
Cash flow from financing activities

Long-term loans obtained – 12,000,000
Long-term loans repaid (3,698,319) (3,198,319)
Short-term borrowings obtained 9,000,000 10,417,473
Short-term borrowings repaid (11,917,473) (14,617,473)
Short term borrowings - net (less than 90 days) 2,500,000 (6,600,000)
Repayment of lease liabilities (138,600) (250,742)
Dividends paid (9,598,316) (7,884,667)
Net cash used in financing activities (13,852,708) (10,133,728)
Net (decrease) / increase in cash and cash equivalents (3,441,419) 5,781,382

Cash and cash equivalents at beginning of the year (41,190) (5,822,572)
Cash and cash equivalents at end of the year 36 (3,482,609) (41,190)


72
NOTES TO THE FINANCIAL STATEMENTS
1 Legal status and nature of business

Nestlé Pakistan Limited (“the Company”) is a public limited company incorporated in Pakistan - under the repealed
Companies Ordinance 1984 (now Companies Act 2017) - and its shares are quoted on Pakistan Stock Exchange. The
Company is a subsidiary of Société des Produits Nestlé S.A. (SPN), the Holding Company, which in turn is a wholly
owned subsidiary of Nestlé S.A., the Ultimate Parent Company, incorporated in Switzerland. In 2021, Nestlé S.A.
transferred its entire shareholding in the Company to SPN.
The Company is principally engaged in manufacturing, processing and sale of dairy, nutrition, beverages and food
products including imported products. Registered office (which is also the Head Office) of the Company is situated
at Babar Ali Foundation Building, 308-Upper Mall, Lahore. The Company has four manufacturing facilities located at
Sheikhupura, Kabirwala, Port Qasim Karachi and Islamabad.
2 Basis of preparation and summary of significant accounting policies

2.1 Statement of compliance
These financial statements have been prepared in accordance with the accounting and reporting standards as
applicable in Pakistan. The accounting and reporting standards applicable in Pakistan comprise of:
– International Financial Reporting Standards (“IFRS”) issued by the International Accounting Standards
Board (“IASB”) and Islamic Financial Accounting Standards (“IFAS”) issued by the Institute of Chartered
Accountants of Pakistan as notified under the Companies Act 2017;
– Provisions of and directives issued under the Companies Act, 2017.
Where provisions of and directives issued under the Companies Act, 2017 differ from the IFRS or IFAS, the
provisions of and directives issued under the Companies Act, 2017 have been followed.
2.2 Accounting convention

These financial statements have been prepared under the historical cost convention, except for recognition of
certain employee benefits on the basis mentioned in note 2.4.6 and cash flow hedges that have been measured
at fair value.
2.3 Significant estimates and judgements

The preparation of financial statements in conformity with approved accounting standards requires management
to make judgments, estimates and assumptions that affect the application of policies and reported amounts
of assets and liabilities, income and expenses. The estimates and associated assumptions and judgments
are based on historical experience and various other factors that are believed to be reasonable under the
circumstances, the result of which form the basis of making the judgments about carrying values of assets and
liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revision to accounting estimates
are recognized in the period in which the estimate is revised if the revision affects only that period, or in
the period of revision and future periods if the revision affects both current and future periods. The areas
where various assumptions and estimates that have a significant risk and result in material adjustments to the
Company’s financial statements or where judgments, that had the significant effect on the amounts that have
been recognized in the period, were exercised in application of accounting policies are as follows:
2.3.1 Judgements
Lease term
The Company determines the lease term as the non-cancellable term of the lease, together with any periods
covered by an option to extend the lease if it is reasonably certain to be exercised, or any periods covered by an
option to terminate the lease, if it is reasonably certain not to be exercised.
The Company has several lease options that include extension and termination options. The Company applies
judgements in evaluating whether it is reasonably certain whether to exercise the option to renew or terminate
the lease. That is, it considers all relevant factors that create an economic incentive for it to exercise the renewal
73
or termination. After the commencement period, the Company reassesses the lease term if there is a significant
event or change in circumstances that is within its control and affects the ability to exercise or not to exercise
the option to renew or to terminate.
2.3.2 Significant estimates and assumptions

Company applies the estimates in following areas to determine the amounts in financial statements:
– Defined benefit plans 2.4.6

– Discounts, allowances and promotional rebates 2.4.16
Other areas, where estimates are involved to determine the amounts, are mentioned in their respective notes.
2.4 Summary of significant accounting policies

The significant accounting policies adopted in preparation of these financial statements are set out below and
have been applied consistently to all periods presented in these financial statements.
2.4.1 Financial instruments

2.4.1.1 Financial assets
Classification, recognition and measurement
On initial recognition, a financial asset is classified as:

– measured at amortized cost
– fair value through other comprehensive income (FVOCI) and
– fair value through profit or loss (FVTPL)
All financial assets or financial liabilities are initially recognized when the Company becomes a party to the
contractual provisions of the instrument.
A financial asset (unless it is a trade receivable without a significant financing component) or financial liability
is initially measured at fair value. For an item not at FVTPL, transaction costs that are directly attributable to its
acquisition or issue are added to its fair value. A receivable without a significant financing component is initially
measured at the transaction price.
Financial assets are not reclassified subsequent to their initial recognition unless the Company changes its
business model for managing financial assets, in which case all affected financial assets are reclassified on the
first day of the first reporting period following the change in the business model.
Amortized cost
A financial asset is measured at amortized cost if it meets both of the following conditions and is not designated
as at FVTPL:
– it is held within a business model whose objective is to hold assets to collect contractual cash flows; and
– its contractual terms give rise on specified dates to cash flows that are solely payments of principal and
interest on the principal amount outstanding.
These assets are subsequently measured at amortized cost using the effective interest method. The amortized
cost is reduced by impairment losses, interest income, foreign exchange gains and losses. Any gain or loss on
derecognition is recognized in statement of profit or loss.
Financial assets measured at amortized cost comprise of trade debts, long term loans, cash margin withheld by
banks against imports, advances to employees against salaries, other deposits, receivables and bank balances.
74
Debt Instrument - FVOCI

A debt investment is measured at FVOCI if it meets both of the following conditions and is not designated as
at FVTPL:
– it is held within a business model whose objective is achieved by both collecting contractual cash flows
and selling financial assets; and
– its contractual terms give rise on specified dates to cash flows that are solely payments of principal and
interest on the principal amount outstanding.
These assets are subsequently measured at fair value. Interest income calculated using the effective interest
method, foreign exchange gains and losses and impairment are recognized in profit or loss. Other net gains
and losses are recognized in OCI. On derecognition, gains and losses accumulated in OCI are reclassified to
statement of profit or loss. However, the Company has no such instrument at the statement of financial position
date.
Equity Instrument - FVOCI

On initial recognition of an equity investment that is not held for trading, the Company may irrevocably elect to
present subsequent changes in the investment’s fair value in OCI. This election is made on an investment-by-
investment basis.
These assets are subsequently measured at fair value. Dividends are recognized as income in statement of
profit or loss unless the dividend clearly represents a recovery of part of the cost of the investment. Other net
gains and losses are recognized in OCI and are never reclassified to profit or loss. However, the Company has
no such instrument at the statement of financial position date.
Fair value through profit or loss (FVTPL)

All financial assets not classified as measured at amortized cost or FVOCI as described above are measured at
FVTPL.
On initial recognition, the Company may irrevocably designate a financial asset that otherwise meets the
requirements to be measured at amortized cost or at FVOCI as at FVTPL if doing so eliminates or significantly
reduces an accounting mismatch that would otherwise arise.
These assets are subsequently measured at fair value. Net gains and losses, including any interest or dividend
income, are recognized in statement of profit or loss. However, the Company has no such instrument at the
statement of financial position date.
Business model assessment

For the purposes of the assessment, ‘principal’ is defined as the fair value of the financial asset on initial
recognition. ‘Interest’ is defined as consideration for the time value of money and for the credit risk associated
with the principal amount outstanding during a particular period of time and for other basic lending risks and
costs (e.g. liquidity risk and administrative costs), as well as a profit margin.
In assessing whether the contractual cash flows are solely payments of principal and interest, the Company
considers the contractual terms of the instrument. This includes assessing whether the financial asset contains
a contractual term that could change the timing or amount of contractual cash flows such that it would not meet
this condition. In making this assessment, the Company considers:
– contingent events that would change the amount or timing of cash flows;
– terms that may adjust the contractual coupon rate, including variable-rate features;
– prepayment and extension features; and
– terms that limit the Company’s claim to cash flows from specified assets (e.g. non-recourse features).
75
Derecognition
The Company derecognizes a financial asset when the contractual rights to the cash flows from the financial
asset expire, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially
all of the risks and rewards of ownership of the financial asset are transferred or in which the Company neither
transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the
financial asset.
The Company might enter into transactions whereby it transfers assets recognized in its statement of financial
position, but retains either all or substantially all of the risks and rewards of the transferred assets. In these
cases, the transferred assets are not derecognized.
2.4.1.2 Financial liabilities

Classification, recognition and measurement
Financial liabilities are recognized initially and measured subsequently at amortized cost or FVTPL. A financial
liability is classified as at FVTPL if it is classified as held-for-trading, it is a derivative or it is designated as such
on initial recognition. Financial liabilities at FVTPL are measured at fair value and net gains and losses, including
any interest expense, are recognized in statement of profit or loss. Other financial liabilities are subsequently
measured at amortized cost using the effective interest method. Interest expense and foreign exchange gains
and losses are recognized in statement of profit or loss. Any gain or loss on derecognition is also recognized in
statement of profit or loss.
Financial liabilities comprise of: long term and short term financing, lease liabilities, customer security deposits,
unclaimed dividend, trade and other payables and interest and markup accrued, and all are recognized at
amortized cost.
Financial liabilities are recognized initially at amortized cost or FVTPL.
Derecognition
The Company derecognizes a financial liability when its contractual obligations are discharged or cancelled, or
expire. The Company also derecognizes a financial liability when its terms are modified and the cash flows of the
modified liability are substantially different, in which case a new financial liability based on the modified terms
is recognized at fair value. On derecognition of a financial liability, the difference between the carrying amount
extinguished and the consideration paid (including any non-cash assets transferred or liabilities assumed) is
recognized in statement of profit or loss.
2.4.2 Impairment losses

Financial assets
The Company recognizes an allowance for expected credit losses (“ECL”) for all debt instruments not held at
fair value through profit or loss. ECLs are based on the difference between the contractual cash flows due in
accordance with the contract and all the cash flows that the Company expects to receive. The shortfall is then
discounted at an approximation to the asset’s original effective interest rate.
ECLs are recognized in two stages. For credit exposures for which there has not been a significant increase in
credit risk since initial recognition, ECLs are provided for credit losses that result from default events that are
possible within the next 12-months (a 12-month ECL). For those credit exposures for which there has been a
significant increase in credit risk since initial recognition, a loss allowance is required for credit losses expected
over the remaining life of the exposure, irrespective of the timing of the default (a lifetime ECL). However,
in certain cases, the Company may also consider a financial asset to be in default when internal or external
information indicates that the Company is unlikely to receive the outstanding contractual amounts in full before
taking into account any credit enhancements held by the Company. A financial asset is written off when there
is no reasonable expectation of recovering the contractual cash flows.
76
For trade debts and other receivables, the Company applies a simplified approach in calculating ECLs based
on lifetime expected credit losses. The provision matrix is initially based on the Company’s historical observed
default rates. The Company will calibrate the matrix to adjust the historical credit loss experience with forward-
looking information. For instance, if forecast economic conditions (i.e., gross domestic product and inflation) are
expected to deteriorate over the next year which can lead to an increased number of defaults in the sector, the
historical default rates are adjusted. At every reporting date, the historical observed default rates are updated
and changes in the forward-looking estimates are analyzed. The expected credit losses are recognized in the
statement of profit or loss. For long term loans to employees, the Company applies simplification under IFRS
9 as these financial assets have low credit risk. At every reporting date, the Company evaluates whether this
financial instrument is considered to have low credit risk using all reasonable and supportable information that
is available without undue cost or effort. For bank balances and cash margin, the Company applies a simplified
approach in calculating ECLs based on lifetime expected credit losses. The Company reviews internal and
external information available for each bank balance to assess expected credit loss and the likelihood to receive
the outstanding contractual amount. The expected credit losses are recognized in the statement of profit or
loss.
Non-financial assets
The carrying amounts of the Company’s non-financial assets, other than inventories and deferred tax assets,
are reviewed at each reporting date to determine whether there is any indication of impairment. If any such
indication exists then the asset’s recoverable amount is estimated. For goodwill and intangible assets that have
indefinite lives or that are not yet available for use, recoverable amount is estimated at each reporting date.
An impairment loss is recognized if the carrying amount of an asset or its cash-generating unit exceeds its
recoverable amount. A cash-generating unit is the smallest identifiable asset group that generates cash flows
that largely are independent from other assets and groups.
Impairment losses are recognized in profit and loss. Impairment losses recognized in respect of cash-generating
units are allocated first to reduce the carrying amount of any goodwill allocated to the units and then to reduce
the carrying amount of the other assets of the unit on a pro-rata basis. Impairment losses on goodwill shall not
be reversed.
2.4.3 Offsetting of financial assets and financial liabilities

A financial asset and a financial liability is offset and the net amount is reported in the statement of financial
position if the Company has a legally enforceable right to set-off the recognized amounts and intends either to
settle on a net basis or to realize the asset and settle the liability simultaneously.
2.4.4 Derivative financial instruments and hedge accounting

Initial recognition and subsequent measurement
The Company uses derivative financial instruments, such as forward currency contracts to hedge its foreign
currency risks. Such derivative financial instruments are initially recognised at fair value on the date on which
a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as
financial assets when the fair value is positive and as financial liabilities when the fair value is negative.
For the purpose of hedge accounting, hedges are classified as:
– Fair value hedges when hedging the exposure to changes in the fair value of a recognised asset or
liability or an unrecognised firm commitment;
– Cash flow hedges when hedging the exposure to variability in cash flows that is either attributable to a
particular risk associated with a recognised asset or liability or a highly probable forecast transaction or
the foreign currency risk in an unrecognised firm commitment; and
– Hedges of a net investment in a foreign operation.
77
At the inception of a hedge relationship, the Company formally designates and documents the hedge
relationship to which it wishes to apply hedge accounting and the risk management objective and strategy for
undertaking the hedge.
The documentation includes identification of the hedging instrument, the hedged item, the nature of the
risk being hedged and how the Company will assess whether the hedging relationship meets the hedge
effectiveness reguirements (including the analysis of sources of hedge ineffectiveness and how the hedge ratio
is determined). A hedging relationship qualifies for hedge accounting if it meets all of the following effectiveness
requirements:
– There is ‘an economic relationship’ between the hedged item and the hedging instrument.
– The effect of credit risk does not ‘dominate the value changes’ that result from that economic
relationship.
– The hedge ratio of the hedging relationship is the same as that resulting from the quantity of the hedged
item that the Company actually hedges and the quantity of the hedging instrument that the Company
actually uses to hedge that quantity of hedged item.
Hedges that meet all the qualifying criteria for hedge accounting are accounted for, as described below:
Cash flow hedges

The effective portion of the gain or loss on the hedging instrument is recognised in OCI in the cash flow hedge
reserve, while any ineffective portion is recognised immediately in the statement of profit or loss. The cash
flow hedge reserve is adjusted to the lower of the cumulative gain or loss on the hedging instrument and the
cumulative change in fair value of the hedged item.
The Company uses forward currency contracts as hedges of its exposure to foreign currency risk in forecast
transactions and firm commitments. The ineffective portion relating to foreign currency contracts is recognised
as other expense.
The forward element is recognised in OCI and accumulated in a separate component of equity under cost of
hedging reserve.
The amounts accumulated in OCI are accounted for, depending on the nature of the underlying hedged
transaction. If the hedged transaction subsequently results in the recognition of a non-financial item, the
amount accumulated in equity is removed from the separate component of equity and included in the initial
cost or other carrying amount of the hedged asset or liability. This is not a reclassification adjustment and will
not be recognised in OCI for the period. This also applies where the hedged forecast transaction of a non-
financial asset or non-financial liability subsequently becomes a firm commitment for which fair value hedge
accounting is applied.
For any other cash flow hedges, the amount accumulated in OCI is reclassified to profit or loss as a reclassification
adjustment in the same period or periods during which the hedged cash flows affect profit or loss.
If cash flow hedge accounting is discontinued, the amount that has been accumulated in OCI must remain
in accumulated OCI if the hedged future cash flows are still expected to occur. Otherwise, the amount will
be immediately reclassified to profit or loss as a reclassification adjustment. After discontinuation, once the
hedged cash flow occurs, any amount remaining in accumulated OCI must be accounted for depending on the
nature of the underlying transaction as described above.
Fair value hedges

The Company uses fair value hedges to mitigate foreign currency risk of its recognized assets and liabilities,
being mostly financial debt. Changes in fair values of hedging instruments designated as fair value hedges
and the adjustments for the risks being hedged in the carrying amounts of the underlying transactions are
recognized in the income statement.
78
2.4.5 Taxation
Income tax on the profit or loss for the year comprises current and deferred tax.
2.4.5.1 Current
Provision of current tax is based on the taxable income for the year determined in accordance with the prevailing
law for taxation of income and the decisions of appellate authorities on certain cases issued in past. The charge
for current tax is calculated using prevailing tax rates or tax rates expected to apply to the profit for the year if
enacted after taking into account tax credits, rebates and exemptions, if any. The charge for current tax also
includes adjustments, where considered necessary, to provision for tax made in previous years arising from
assessments framed during the year for such years.
2.4.5.2 Deferred
Deferred tax is provided using the balance sheet method in respect of all temporary differences arising
from differences between the carrying amount of assets and liabilities in the financial statements and the
corresponding tax bases used in the computation of the taxable profit. Deferred tax liabilities are generally
recognized for all taxable temporary differences and deferred tax assets are recognized to the extent that it is
probable that taxable profits will be available against which the deductible temporary differences, unused tax
losses and tax credits can be utilized.
The carrying amount of deferred tax assets is reviewed at each reporting date and reduced to the extent that it
is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset to
be utilized. Unrecognized deferred tax assets are re-assessed at each reporting date and are recognized to the
extent that it has become probable that future taxable profits will allow the deferred tax asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the year when
the asset is realized or the liability is settled, based on tax rates (and tax laws) that have been enacted or
substantively enacted at the reporting date. Deferred tax relating to items recognized outside statement of
profit or loss is recognized outside statement of profit or loss. Deferred tax items are recognized in correlation
to the underlying transaction either in OCI or directly in equity.
2.4.6 Retirement benefits

2.4.6.1 Defined benefit plan
The Company’s net obligation in respect of defined benefit plans is calculated separately for each plan by
estimating the amount of future benefits that employees have earned in current and prior periods, discounting
that amount and deducting the fair value of any plan assets.
The calculation of defined benefit obligation is performed annually by a qualified actuary using the projected
unit credit method. When calculation results in potential assets for the Company, the recognized asset is limited
to the present value of economic benefits available in the form of any future refunds from the plan or reduction
in future contributions to the plan.
Remeasurement of net defined benefit liability, which comprise of actuarial gains and losses, the return on
plan assets (excluding interest) and the effect of the asset ceiling (if any, excluding interest) are recognized
immediately in other comprehensive income. The Company determines net interest expense / (income) on the
defined benefit obligation for the period by applying the discount rate used to measure the defined benefit
obligation at the beginning of the annual period to the then-net defined benefit, taking into account any change
in the net defined benefit obligation during the period as a result of contributions and benefit payments. Net
interest expense and other expenses related to defined benefit plans are recognized in statement of profit or
loss.
When the benefits of a plan are changed or when a plan is curtailed, the resulting change in benefit that relates
to past service or the gain or loss on curtailment is recognized immediately in statement of profit or loss.
The Company recognizes gains and losses on the settlement of a defined benefit plan when the settlement
occurs.
79
The parameter most subject to change is the discount rate. In determining the appropriate discount rate,
management considers the interest rates of government bonds, as set by Pakistan Society of Actuaries, and
interpolated linearly as needed along the yield curve to correspond with the expected term of the defined
benefit obligation.
2.4.6.2 Defined contribution plan

The Company operates a recognized provident fund for all its regular employees, excluding expatriates. Equal
monthly contributions are made to the fund both by the Company and the employees at the rate of 12%
of the basic salary plus cost of living allowance. All regular employees are eligible for provident fund upon
their confirmation. Obligation for contributions to defined contribution plan is recognized as an expense in the
statement of profit or loss as and when incurred.
2.4.7 Leases
The Company assesses whether a contract is or contains a lease at inception of the contract. This assessment
involves the exercise of judgement about whether it depends on a specified asset, whether the Company
obtains substantially all the economic benefits from the use of that asset, and whether the Company has the
right to direct the use of the asset.
The Company recognizes a right-of-use (ROU) asset and a lease liability at the lease commencement date,
except for short term leases of 12 months or less and leases of low value items, which are expensed in the
statement of profit or loss on a straight-line basis over the lease term.
The lease liability is initially measured at the present value of the lease payment that are not paid at the
commencement date, discounted using the interest rate implicit in the lease. If this rate cannot be readily
determined, the Company uses the incremental borrowing rate (IBR) applicable in the market for such leases.
The IBR is the rate of interest that the Company would have to pay to borrow over a similar term, and with a
similar security, the funds necessary to obtain an asset of a similar value to the right-of-use asset in a similar
economic environment. The IBR therefore reflects what the Company ‘would have to pay’, which requires
estimation when no observable rates are available or when they need to be adjusted to reflect the terms and
conditions of the lease. The Company estimates the IBR using observable inputs (such as market interest rates)
when available and is required to make certain entity-specific estimates.
The lease liability is subsequently measured at amortized cost using the effective interest rate method and
remeasured (with a corresponding adjustment to the related ROU asset) when there is a change in future lease
payments in case of renegotiation, changes of an index or rate or in case of reassessment of options.
At inception, the ROU asset comprises the initial lease liability, initial direct costs and the obligations to refurbish
the asset, less any incentives granted by the lessors. The ROU asset is depreciated over the shorter of the lease
term or the useful life of the underlying asset. The ROU asset is subject to testing for impairment if there is an
indicator for impairment, as for owned assets.
2.4.8 Trade and other payables

Trade and other payables are recognized initially at cost, which is the fair value of consideration to be paid in
the future for goods and services, whether or not billed to the Company. Exchange gains and losses arising
on translation in respect of liabilities in foreign currency are adjusted to the carrying amount of the respective
liabilities.
2.4.9 Contract liabilities

A contract liability is the obligation to transfer goods or services to a customer for which the Company
has received consideration (or an amount of consideration is due) from the customer. If a customer pays
consideration before the Company transfers goods or services to the customer, a contract liability is recognized
when the payment is made or the payment is due (whichever is earlier). Contract liabilities are recognized as
revenue when the Company performs under the contract.
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2.4.10 Dividend
Dividend distribution to the Company’s shareholders is recognized as a liability in the Company’s financial
statements in the period in which dividends are approved.
2.4.11 Provisions and contingencies

Provisions are recognized in the statement of financial position when the Company has a legal or constructive
obligation as a result of past events and it is probable that outflow of economic benefits will be required to
settle the obligation and a reliable estimate of the amount can be made. However, provisions are reviewed at
each reporting date and adjusted to reflect current best estimate. Where the outflow of resources embodying
economic benefits is not probable, a contingent liability is disclosed, unless the possibility of outflow is remote.
2.4.12 Fixed capital expenditure and depreciation/amortization

2.4.12.1 Property, plant and equipment
Property, plant and equipment, except freehold land, are stated at cost less accumulated depreciation and any
identified accumulated impairment loss. Freehold land is stated at cost less any identified impairment loss.
Cost in relation to self constructed assets includes direct cost of material, labor, applicable manufacturing
overheads and borrowing costs on qualifying assets.
Depreciation is charged to statement of profit or loss, unless it is included in the carrying amount of another
asset, on straight line method whereby cost of an asset is written off over its estimated useful life at the rates
given in note 17.
Residual value and the useful life of an asset are reviewed at least at each financial year-end.
Depreciation on additions is charged from the month in which asset is capitalized / available for use, while no
depreciation is charged for the month in which asset is disposed off. Where an impairment loss is recognized,
the depreciation charge is adjusted in the future periods to allocate the assets revised carrying amount over its
estimated useful life. The estimates with respect to depreciable lives and pattern of flow of economic benefits
are based on the analysis of the management of the Company based on similar transactions in the past.
Subsequent costs are included in the asset’s carrying amount or recognized as a separate asset, as appropriate,
only when it is probable that future economic benefits associated with the item will flow to the Company and
the cost of the item can be measured reliably. All other repair and maintenance costs are charged to statement
of profit or loss during the period in which they are incurred.
The gain or loss on disposal or retirement of an asset represented by the difference between the sale proceeds
and the carrying amount of the asset is recognized as an income or expense.
2.4.12.2 Capital work-in-progress

Capital work-in-progress is stated at cost less identified impairment loss, if any. It consists of all expenditure
and advances connected with specific assets incurred and made during installation and construction period.
These are transferred to relevant property, plant and equipment as and when assets are available for use.
2.4.12.3 Intangible assets

Intangible assets are stated at cost less accumulated amortization and any identified accumulated impairment
loss. These are amortized using the straight line method as disclosed in note 19. Amortization on additions
is charged from the month in which an intangible asset is acquired, while no amortization is charged for the
month in which the intangible asset is disposed off.
Subsequent expenditure on intangible assets is capitalized only when it increases the future economic benefits
embodied in the specific asset to which it relates. All other expenditures are charged to statement of profit or
loss as and when incurred.
81
2.4.13 Inventories
Inventories are valued as per below mentioned valuation basis:
2.4.13.1 Stores and spares

Useable stores and spares except for in-transit, are valued principally at moving average method, while items
considered obsolete are carried at nil value. Provision is made against slow moving or obsolete stores and
spares on a systematic basis.
2.4.13.2 Raw and packing material

Value in relation to raw and packing materials except for in-transit is arrived at using FIFO basis. Provision for
unusable raw and packing material is made on an estimated basis, wherever required.
2.4.13.3 Finished goods and work-in-process

Value of finished goods and work in process both manufactured and purchased, is determined on weighted
average basis, except for in-transit goods. In-transit goods and materials are valued at cost comprising invoice
value plus other charges thereon. Cost in relation to work-in-process and finished goods includes an appropriate
portion of production overheads. Finished goods are valued at cost or net realizable value, whichever is lower.
Net realizable value signifies the estimated selling price in the ordinary course of business less estimated costs
of completion and cost necessary to be incurred in order to make a sale.
2.4.13.4 Provision for obsolete spares and unusable raw and packing material
Provision for stores and spares and stock-in-trade is made on the basis of management’s estimate of net
realizable value and ageing analysis prepared on an item-by-item basis. Net realizable value calculations are
estimated based on last recently-held transactions and values expected to be recovered for sale in normal
course of business less an estimate for selling costs.
2.4.14 Trade debts and other receivables

Trade debts and other receivables are carried at original invoice amount. Provision is made for debts considered
doubtful of recovery based on ECL model of IFRS 9 and debts considered irrecoverable are written off as and
when identified.
2.4.15 Sales tax refundable

Sales tax refundable primarily includes input sales tax related to zero rated taxable supplies for prior years for
which refunds have been lodged with the Federal Board of Revenue. These arise in the usual trade cycle of the
Company and are settled accordingly.
2.4.16 Revenue recognition

Sales represent amounts received and receivable from third parties for goods supplied to the customers and
are recognized at point in time when a customer obtains control of the goods under the contract, usually when
the product is delivered to the customers.
Revenue is measured based on the consideration specified in a contract with a customer, net of returns,
amounts collected on behalf of third parties (sales taxes etc.), pricing allowances, other trade discounts, volume
rebates and couponing, price promotions to customers / consumers and any other consideration payable to
customers (referred as trade spend). The level of discounts, allowances and promotional rebates are recognized,
on estimated basis using historical experience and the specific terms of the arrangement, as a deduction from
revenue at the time that the related sales are recognized or when such incentives are offered to the customer /
consumer.
82
2.4.17 Foreign currencies

All monetary assets and liabilities in foreign currencies are translated into rupees at exchange rates prevailing at
the reporting date. Exchange gains and losses resulting from the settlement of such transactions and from the
translations at the year end exchange rates of monetary assets and liabilities denominated in foreign currencies
are taken to statement of profit or loss currently. Non-monetary assets and liabilities that are measured in terms
of historical cost in a foreign currency are translated into rupees at exchange rates prevailing at the date of
transactions and those stated at fair value are translated into rupees at exchange rates prevailing at the date
when the fair values are determined.
2.4.18 Borrowing cost

Borrowing costs are interest and other costs that the Company incurs in connection with the borrowing of
funds. The Company capitalizes borrowing costs that are directly attributable to the acquisition, construction or
production of qualifying assets as part of the cost of these assets. The Company recognizes other borrowing
costs as an expense in the period in which it incurs.
2.4.19 Cash and cash equivalents

Cash and cash equivalents are carried in the statement of financial position at cost. For the purpose of cash flow
statement, cash and cash equivalents comprise cash in hand, demand deposits, other short term highly liquid
investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk
of change in value and running finances that are repayable on demand.
2.4.20 Segment reporting

An operating segment is a component of the Company that engages in business activities from which it may
earn revenues and incur expenses. Chief Executive Officer has been identified as the chief operating decision
maker and is responsible for performance, allocation of resources and assessment of results.
2.4.21 Share based payments

The Holding Company operates an equity settled share-based scheme with cash alternative for certain
employees of the Holding Company and its subsidiaries, including the Company. The Holding Company
systematically invoices for cost recharge to the subsidiaries during the accounting period for related benefits
granted to the employees.
The Company neither grants the awards in its own equity instruments nor has the obligation to settle the share-
based payment transaction, accordingly, the cost charged by Holding Company is treated as cash-settled
transaction and charge is taken to statement of profit or loss.
2.5 Standards, interpretations and amendments to published approved accounting standards

The accounting policies adopted are consistent with those of the previous financial period, except for the
following new and amended standards and interpretations effective for annual period beginning on January 01,
2021, as listed below:
2.5.1 New Standards, Interpretations and Amendments effective in the reporting period
IFRS 16 COVID-19-Related Rent Concessions (Amendments)
IAS 39, IFRS 9, IFRS 7, Interest Rate Benchmark Reform - Phase 2 (Amendments)
IFRS 4 & IFRS 16
The adoption of above new ammendements applied for the first time in the period did not have any material
impact on the financial statements of the Company. The Company has not early-adopted any other standard,
interpretation or amendment that has been issued but is not yet effective.
83
2.5.2 Standards, interpretations and amendments to approved accounting standards that are not yet effective
The following revised standards, amendments and interpretations with respect to the approved accounting
standards as applicable in Pakistan would be effective from the dates mentioned below against the respective
standard or interpretation:
Effective date
(annual periods
Standard or Interpretation beginning on or after)
IFRS 3 Reference to conceptual framework — (Amendments) January 01, 2022
IAS 16 Property, plant and equipment: Proceeds before intended January 01, 2022
use — (Amendments)
IAS 37 Onerous contracts - costs of fulfilling a contract — January 01, 2022
(Amendments)
AIP IFRS 1 First-time Adoption of International Financial Reporting January 01, 2022
Standards - Subsidiary as a first-time adopter
AIP IFRS 9 Fees in the ‘10 per cent’ test for derecognition of January 01, 2022
financial liabilities
AIP IAS 41 Agriculture – Taxation in fair value measurements January 01, 2022
IAS 1 Classification of liabilities as current or non-current — January 01, 2023

(Amendments)
IAS 1 and IFRS Disclosure of Accounting Policies - Amendments to January 01, 2023
Practice Statement 2 IAS 1 and IFRS Practice Statement 2 - The amendments
aim to help entities provide accounting policy disclosures
that are more useful by
Replacing the requirement for entities to disclose

their ‘significant’ accounting policies with a requirement
to disclose their ‘material’ accounting policies; and
Adding guidance on how entities apply the concept

of materiality in making decisions about accounting
policy disclosures.
IAS 8 Definition of Accounting Estimates - Amendments to January 01, 2023

IAS 8 - The amendments clarify the distinction
between changes in accounting estimates and changes
in accounting policies and the correction of errors. Also,
they clarify how entities use measurement techniques
and inputs to develop accounting estimates.
IAS 12 Deferred Tax related to Assets and Liabilities arising January 01, 2023
from a Single Transaction - Amendments to IAS 12 - In
May 2021, the Board issued amendments to IAS 12,
which narrow the scope of the initial recognition
exception under IAS 12, so that it no longer applies
to transactions that give rise to equal taxable and
deductible temporary differences.
84
Effective date
(annual periods
IFRS 10 and Sale or Contribution of Assets between an Investor
IAS 28 and its associate or Joint Venture — (Amendments) Not yet finalized
The above amendments are not expected to have any material impact on the Company’s financial statements
in the period of initial application.
In addition to the above standards and amendments, improvements to various accounting standards and
conceptual framework have also been issued by the IASB. Such improvements are generally effective for
accounting periods beginning on or after January 01, 2022.
The Company expects that such improvements to the standards will not have any material impact on the
Company’s financial statements.
Further, following new standards have been issued by IASB which are yet to be notified by the SECP for the
purpose of applicability in Pakistan.
Effective date
(annual periods
IFRS 1 First Time Adoption of IFRS July 01, 2009
IFRS 17 Insurance Contracts January 01, 2023
The Company expects that above mentioned standards will not have any material impact on the Company’s
financial statements in the period of initial application.
3 Impact of COVID-19 on the financial statements

In light of ongoing COVID-19 pandemic, the Company has reviewed its exposure to business risks and has not
identified any risks that could materially impact the financial performance or position of the Company as at December
31, 2021. Consequently, there is no material impact on the recognition and measurement of assets and liabilities.
4 Issued, subscribed and paid up capital
2021 2020 2021 2020

(Number of shares) (Rupees in 000)
Ordinary shares of PKR 10 each as

29,787,058 29,787,058 fully paid in cash 297,870 297,870
Ordinary shares of PKR 10 each as
15,476,867 15,476,867 fully paid bonus shares 154,769 154,769
Ordinary shares of PKR 10 each issued
85,659 85,659 other than cash (under schemes of 857 857
arrangement for amalgamation)
45,349,584 45,349,584 453,496 453,496
As at December 31, 2021, Société des Produits Nestlé SA (SPN), Switzerland (“the Holding Company”), holds
27,936,173 (2020: 26,778,229) ordinary shares representing 61.60% (2020: 59.05% - previously owned by
Nestle S.A. which have been transferred to SPN during the year) equity interest in the Company. In addition,
9,029,159 (2020: 9,025,159) ordinary shares are held by the following related parties as at December 31,
2021:
85
2021
2020
Name of related party (Number of shares)

IGI Investments (Pvt.) Limited 4,423,666 4,419,666
Percentage of equity held 9.76% (2020: 9.75%)
Packages Limited 3,649,248 3,649,248
Gurmani Foundation 538,235 538,235
National Management Foundation 224,720 224,720
Babar Ali Foundation 170,745 170,745
Industrial Technical and Educational Institution 21,666 21,666
Nestlé Pakistan Limited Employees Provident Fund 878 878
IGI Finex Securities Limited 1 1
9,029,159 9,025,159
4.1 The holders of voting ordinary shares are entitled to receive dividends as declared (if any), and are entitled to
one vote per share at meetings of the Company.
5 Share premium
This reserve can be utilized by the Company only for the purposes specified in section 81(2) of the Companies Act,
2017.
6 Long-term finances - secured

Long-term finances utilized under mark-up arrangements:
Term Loan I 6.1 3,500,000 3,500,000

Term Loan II 6.2 2,500,000 2,500,000
Term Loan III 6.3 3,000,000 3,000,000
Term Loan IV 6.4 3,000,000 3,000,000
Term Loan V 6.5 – 3,500,000
12,000,000 15,500,000
Long-term financing facility 6.6 81,975 280,294
12,081,975 15,780,294
Interest and mark-up accrued 232,700 157,398
Amortised cost 12,314,675 15,937,692
Less: current maturity 10 (81,975) (3,698,319)

Less: interest and mark-up accrued 15 (232,700) (157,398)
12,000,000 12,081,975
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6.1 The term of the loan is 3 years with the principal repayment to take place in a single lump sum instalment in
December 2023. Mark-up is payable quarterly at a flat rate of 8.35% per annum.
August 2023. Mark-up is payable semi-annually on a rate of 6 months KIBOR+10 bps.
6.5 The term of the loan was 5 years and the principal has been repaid during the year in a single lump sum
instalment. Mark-up was payable quarterly at a flat rate of 8.00% per annum.
6.6 This facility has an aggregate credit limit of PKR 1,500 million and the term is 5 years with a grace period of 18
months from the date of each disbursement. Repayments to be made in 8 equal semi-annual instalments. This
facility carries mark-up at the rate of 3.65% payable quarterly.
6.7 All loans are obtained from commercial banks and are secured by first joint pari passu hypothecation charge
over fixed and current assets of the Company excluding land and building.
7 Lease liabilities
Present value of minimum lease payments 164,373 70,673
Less: current maturity 10 (48,894) (35,991)
115,479 34,682
7.1 The effective interest rate used as the discounting factor (i.e. incremental borrowing rate) ranges from 7.44% to
16.00% (2020: 7.44% to 16.00%). Minimum Lease Payments (MLP) and their Present Value (PV) are as follow:
31-Dec-21
MLP Future PV of
(Rupees in 000) Finance Charges MLP
Due not later than 1 year 68,719 (19,825) 48,894

Due later than 1 year but not later than 5 years 124,935 (25,477) 99,458
Due later than 5 years 80,213 (64,192) 16,021
273,867 (109,494) 164,373
31-Dec-20
MLP Future PV of
(Rupees in 000) Finance Charges MLP
Due not later than 1 year 43,050 (7,059) 35,991

Due later than 1 year but not later than 5 years 45,214 (14,870) 30,344
Due later than 5 years 12,077 (7,739) 4,338
100,341 (29,668) 70,673
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7.2 Set out below are the carrying amounts of lease liabilities and the movement during the year:
Opening balance 70,673 339,769

Lease liabilities acquired during the year 210,827 36,842
Markup on lease liabilities 21,473 20,880
Termination of leases – (76,076)
302,973 321,415
Less: Lease rentals paid (138,600) (250,742)
Closing balance 164,373 70,673
8 Deferred taxation
Deferred tax assets on deductible temporary differences
Provision for obsolete spares (258,784) (223,046)
Provision for unusable raw and packing material (13,395) (36,771)
Provision for doubtful debts / expected credit losses (33,305) (22,208)
Lease liability recognized under IFRS 16 (35,757) (20,020)
Remeasurement loss of cash flow hedges (1,014) –
Other provisions (1,722,915) (1,678,927)
(2,065,170) (1,980,972)
Deferred tax liability on taxable temporary differences
Accelerated tax depreciation 3,306,750 3,313,891
1,241,580 1,332,919
8.1 Movement in deferred tax liability is as follows:

Balance as at January 01 1,332,919 1,960,850
Charge to OCI related to cash flow hedges (1,014) –
Charge to statement of profit or loss 33 (90,325) (627,931)
Balance as at December 31 1,241,580 1,332,919
9 Retirement benefits
Gratuity fund 1,435,066 1,340,277
Pension fund 1,941,031 1,777,384
3,376,097 3,117,661
The Company contributes to following defined benefit plans.
– Gratuity plan comprises of two types i.e. A and B. Type A members are those who have joined the plan and
have not opted to become members of Type B. Type B members are those who joined the Type A and opted
to become members of Type B.
– Type A represents old Plan that entitles an eligible employee to receive a lump sum amount equal to last drawn
basic salary multiplied by number of completed years of service with the Company, at the time of cessation of
employment. An eligible employee means the employee who has successfully completed one year of service
with the Company. In case if the employee leaves the employment before successful completion of 10 years of
service than he / she shall be entitled to 50% of gratuity amount.
88
– Type B represents cash plan that entitles the members to have their gratuity balance calculated from their date
of joining till 31.12.2020 based on Type A formula. Thereafter the gratuity balance so calculated is locked and
profit is credited to employees’ account, annually based on performance of gratuity fund. The locked balance
of gratuity together with interest thereon will be paid to employee at the time of separation from the company.
Besides this, cash plan member is also entitled to a monthly cash allowance of 7.8% of basic salary.
– Pension plan comprise of two types i.e. A and B. Type A members are those members who have joined the plan
and who have not opted to become members of Type B. Type B members are those members who fulfill the
criteria and opted to become member of Type B.
– Type A members are required to make a contribution of 5% of pensionable salary whereas the Company makes
contribution based on actuarial recommendations. The annual benefit amount of a Type A member shall be
2.75% of his/ her pensionable salary at the time of retirement multiplied by number of years of pensionable
service subject to a maximum of 82.5% of pensionable salary.
– Type B member can make a contribution of 3% or 5% of his / her pensionable salary and the Company will make
a contribution equal to employee contribution +2%. In case of those members who are transferred from Type
A to Type B, such members are required to make a contribution of 5% of pensionable salary and the Company
will make a contribution of 11.4%. Type B member shall be entitled to 30% of employer benefit after successful
completion of three years of pensionable service and thereafter additional 10% for each successful year till 10th
year when they are entitled to 100% of the benefit.
Gratuity and pension plans are administered through separate funds that are legally separated from the
Company. The Trust of the funds comprises of seven and five employees for pension and gratuity fund
respectively, out of which one employee is the Chairman. The Trustees of the funds are required by law to act in
the best interests of the plan and are responsible for making all the investments and disbursements out of the
funds.
These defined benefit plans expose the Company to actuarial risks, such as longevity risk, interest rate risk
and market (investment) risk. As at reporting date, an actuarial valuation has been performed by M/s Nauman
Associates (Actuarial experts) for valuation of defined benefit obligation. The disclosure made in notes 9.1 to
9.13 are based on the information included in the actuarial report.
These defined benefit plans are fully funded by the Company. The funding requirements are evaluated by
the management using the funds’ actuarial measurement framework set out in the funding policies of the
plans. The funding of each plan is based on a separate actuarial valuation for funding purposes for which
the assumptions may differ from time to time. The investments out of provident fund and pension fund are
governed by and are compliant in all material aspects with the requirements of section 218 of the Companies
Act 2017.
The Company is responsible to manage the deficit in the defined benefit obligation towards fair value of the
plan assets. The Company has devised an effective periodic contribution plan to maintain sufficient level of
plan assets to meet its obligations. Further, the Company also performs regular maturity analysis of the defined
benefit obligation and manage its contributions accordingly.
89
Gratuity Pension
2021
(Rupees in 000) 2020 2021 2020
9.1 Present value of funded obligations

Amounts recognized in statement of
financial position are as follows:
Present value of defined benefit obligation 3,408,390 3,185,483 6,093,029 5,527,708
Fair value of plan assets (1,973,324) (1,845,206) (4,151,998) (3,750,324)
Net retirement benefit obligation 1,435,066 1,340,277 1,941,031 1,777,384
9.2 Movement in net obligation

Net liability as at January 01 1,340,277 1,370,227 1,777,384 1,407,275
Charge to statement of profit or loss 361,367 381,548 431,757 416,283
Charge to other comprehensive income (53,908) (174,361) (26,034) 194,008
Contribution made by employees – – 139,596 137,640
Contribution made by Company (212,670) (237,137) (381,672) (377,822)
Net liability as at December 31 1,435,066 1,340,277 1,941,031 1,777,384
9.3 Movement in the liability for funded

defined benefit obligations
Liability for defined benefit obligations
as at January 01 3,185,483 3,156,983 5,527,708 4,743,169
Benefits paid by the plan (260,747) (372,839) (325,098) (342,435)
Current service cost 234,151 263,868 407,098 409,264
Past service cost – (29,967) – –
Interest cost 313,149 349,041 549,929 537,205
Remeasurements on obligation:
Actuarial losses / (gains) due to:
- Changes in financial assumptions 6,407 (6,469) 104,399 296,184
- Experience adjustments (70,053) (175,134) (171,007) (115,679)
(63,646) (181,603) (66,608) 180,505
Liability for defined benefit obligations
as at December 31 3,408,390 3,185,483 6,093,029 5,527,708
9.4 Movement in fair value of plan assets

Fair value of plan assets as at January 01 1,845,206 1,786,756 3,750,324 3,335,894
Contributions paid into the plan 212,670 237,137 381,672 377,822
Benefits paid by the plan (260,747) (372,839) (325,098) (342,435)
Interest income on plan assets 186,670 201,971 387,308 394,047
Actuarial loss on plan assets (9,738) (7,242) (40,574) (13,503)
Other administrative expenses by fund (737) (577) (1,634) (1,501)
Fair value of plan assets as at December 31 1,973,324 1,845,206 4,151,998 3,750,324
90
Gratuity Pension
2021
(Rupees in 000) 2020 2021 2020
9.5 Plan assets consist of the following:

In terms of amount:
- Equity instruments 263,052 190,076 535,795 310,334
- Debt instruments 975,492 1,043,348 2,107,219 2,185,515
- Cash at bank and other deposits 734,780 611,782 1,508,984 1,254,475
1,973,324 1,845,206 4,151,998 3,750,324
9.5.1 Plan assets

Plan assets comprise:
Equity instruments by sector

Fertilizers 13,392 18,087 28,746 25,226
Oil and gas 25,502 28,029 65,557 45,199
Steel 6,490 – 11,691 –
Power 12,161 13,794 18,188 17,231
Financial institutions 47,701 46,718 94,746 66,133
Mutual funds 130,053 51,075 268,833 108,392
Cement 8,332 7,202 13,559 11,175
Chemicals 11,057 13,023 15,247 19,268
Automobile 4,543 6,527 10,163 9,820
Others 3,821 5,621 9,065 7,890
263,052 190,076 535,795 310,334
Debt instruments
Government bonds 975,492 956,081 2,107,219 2,072,582
Term Finance Certificates – 87,267 – 112,933
975,492 1,043,348 2,107,219 2,185,515
Cash and other deposits
Balance in saving bank accounts 56,528 3,430 106,482 20,943
Term deposit receipts 665,865 – 1,374,617 –
Treasury bills – 605,619 – 1,211,238
Others 12,387 2,733 27,885 22,294
734,780 611,782 1,508,984 1,254,475
1,973,324 1,845,206 4,151,998 3,750,324
The Trustees ensure that the investment positions are managed within an Asset-Liability Matching (ALM)
framework to ensure alignment with the obligations under the defined benefit plans. Risk analysis of each
category is done to analyze the impacts of the interest rate risk and longevity risk.
91
Gratuity Pension
2021
(Rupees in 000) 2020 2021 2020
9.6 Statement of profit or loss includes the

following in respect of retirement benefits:
Interest cost 313,149 349,041 549,929 537,205
Current service cost 234,151 263,868 407,098 409,264
Past service cost – (29,967) – –
Interest income on plan assets (186,670) (201,971) (387,308) (394,047)
Contributions made by the employees – – (139,596) (137,640)
Other administrative expense by Fund 737 577 1,634 1,501
361,367 381,548 431,757 416,283
9.7 Charge for the year has been

allocated as follows:
Cost of goods sold 165,975 185,842 193,735 194,979
Distribution and selling expenses 115,410 130,693 148,411 138,397
Administration expenses 79,982 65,013 89,611 82,907
361,367 381,548 431,757 416,283
9.8 Actuarial (gains) and losses recognized

directly in other comprehensive income
Cumulative amount as at January 01 811,470 985,831 1,599,637 1,405,629
Remeasurements on obligation
Actuarial losses / (gains) due to:
- Changes in financial assumptions 6,407 (6,469) 104,399 296,184
- Experience adjustments (70,053) (175,134) (171,007) (115,679)
(63,646) (181,603) (66,608) 180,505
Remeasurements on fair value of plan assets 9,738 7,242 40,574 13,503
(Gains) / losses recognized during the year (53,908) (174,361) (26,034) 194,008
Cumulative amount as at December 31 757,562 811,470 1,573,603 1,599,637
(Rupees in 000) 2021 2020 2019 2018 2017
9.9 Historical information for Gratuity plan

Present value of defined benefit obligation 3,408,390 3,185,483 3,156,983 2,999,495 2,692,633
Fair value of plan assets (1,973,324) (1,845,206) (1,786,756) (1,698,880) (1,707,766)
Deficit in the plan 1,435,066 1,340,277 1,370,227 1,300,615 984,867
Experience adjustments
arising on plan liabilities (70,053) (175,134) (121,984) 151,962 80,449
arising on plan assets (9,738) (7,242) (14,655) (77,233) (149,744)
92
(Rupees in 000) 2021 2020 2019 2018 2017
9.10 Historical information for Pension plan

Present value of defined benefit obligation 6,093,029 5,527,708 4,743,169 3,707,704 3,404,213
Fair value of plan assets (4,151,998) (3,750,325) (3,335,894) (2,910,299) (2,728,318)
Deficit in the plan 1,941,031 1,777,383 1,407,275 797,405 675,895
arising on plan liabilities (171,007) (115,679) 116,229 (11,280) (93,878)
arising on plan assets (40,574) (13,503) (29,080) (122,538) (213,478)
2021 2020
Gratuity fund Pension fund Gratuity fund Pension fund
per annum per annum per annum per annum
9.11 Significant actuarial assumptions used for

valuation of these plans are as follows:
Discount rate used for profit and loss charge 10.25% 10.25% 11.75% 11.75%
Discount rate used for year-end obligation 11.75% 11.75% 10.25% 10.25%
Expected rate of salary increase 11.75% 11.75% 10.25% 10.25%
Expected rate of return on plan assets 11.75% 11.75% 10.25% 10.25%
Mortality rate SLIC 2001-2005 SLIC 2001-2005 SLIC 2001-2005 SLIC 2001-2005
Setback 1 year Setback 1 year Setback 1 year Setback 1 year
9.12 Actuarial assumptions sensitivity analysis
The risks to which plan is exposed include salary, demogrophic, investment and discount risks. If the significant
actuarial assumptions (relating to major risks) used to estimate the defined benefit obligation at the reporting
date, had fluctuated by 50 bps with all other variables held constant, the impact on the present value of the
defined benefit obligation would have been as follows:
Gratuity Pension
Impact on present value of defined benefit

obligation as at December 31, 2021
(Rupees in 000) Change Increase Decrease Increase Decrease
Discount rate 50 bps (162,717) 176,008 (259,738) 279,919
Future salary increase 50 bps 177,388 (165,485) 83,415 (79,602)
Expected mortality rates 1 year (1,050) 1,128 (48,078) 47,111
The sensitivity analysis of the defined benefit obligation to the significant actuarial assumptions has been
performed using the same calculation techniques as applied for calculation of defined benefit obligation
reported in the statement of financial position.
9.13 Weighted average duration of the defined benefit obligation is 9.9 years for gratuity and 9 years for pension
plan.
93
10 Current portion of long term liabilities

Current maturity of long term finances 6 81,975 3,698,319
Current maturity of lease liabilities 7 48,894 35,991
130,869 3,734,310
11 Short-term borrowings - secured

Money market deals 11.1 6,000,000 5,500,000
Export refinance facility 11.2 – 917,473
6,000,000 6,417,473
Amortized cost 6,199,604 6,523,672
6,000,000 6,417,473
11.1 This represents money market deals obtained from various commercial banks having aggregate limit of PKR
6,000 million (2020: PKR 5,500 million) and carry mark-up ranging from 7.05% to 10.19% (2020: 6.47% to
13.49%) per annum. These deals are obtained for a period ranging from 30 to 300 days and are secured by a
hypothecation charge over fixed and current assets of the Company excluding land and building.
11.2 The Company has obtained export refinance facility from a commercial bank having an aggregate limit of PKR
1,000 million (2020: PKR 918 million). The mark-up on this facility is 2.40% (2020: 2.20%) per annum.
12 Running finance under mark-up arrangements - secured

Running finance under mark-up arrangements - secured 4,226,529 830,245
Amortized cost 4,274,868 869,831
4,226,529 830,245
The Company has obtained short term running finances from various commercial banks under mark-up arrangements
having an aggregate limit of PKR 31,487 million (2020: PKR 24,871 million). The mark-up on these facilities ranges
from 7.45% to 9.62% (2020: 7.31% to 13.85%) per annum. These facilities are secured by pari passu hypothecation
charge over present and future fixed and current assets of the Company excluding land and building and assignment
of receivables of the Company.
13 Customer security deposits - interest free
This represents security deposits obtained from customers and have been kept in a separate bank account. These
deposits are non-interest bearing and payable on the completion / termination of contract.
94
14 Trade and other payables

Trade creditors:
Related parties 2,255,467 3,523,418
Others 11,514,349 9,956,197
13,769,816 13,479,615
Accrued liabilities 11,064,660 11,228,821
General licensing fee payable 14.1 1,299,866 523,356
Workers’ profit participation fund 14.2 905,125 645,011
Workers’ welfare fund 349,316 294,812
Withholding taxes payable 396,917 261,918
Foreign exchange forward contracts
- designated as hedging instruments 14.3 3,551 –
Others 234,042 129,949
28,023,293 26,563,482
14.1 Licensing fee is payable to Société Des Produits Nestlé S.A. an associated undertaking having its registered
office at Avenue Nestlé 1800 Vevey, Switzerland. During the year, gross licensing fee amounting to PKR
3,424.14 million (2020: PKR 3,699.14 million) has been paid.
14.2 Workers’ Profit Participation Fund

Balance as at January 01 645,011 596,268
Provision for the year 31 915,146 645,011
1,560,157 1,241,279
Payments made during the year - net (655,032) (596,268)
Balance as at December 31 905,125 645,011
14.3 This reflects the negative change in fair value of foreign exchange forward contracts, designated as cash flow
hedges to hedge foreign currency trade payables and highly probable forecast purchases in foreign currencies.
14.3.1 Following are the foreign exchange forward contracts held by the Company along with their respective
maturities.
Less than 1 1 to 3
month month
Foreign exchange forward contracts (highly probable
forecast purchases)
USD Notional amount (Pak Rupees in ‘000) 24,976 11,662

Average forward rate (PKR/USD) 176.45 176.45
EUR Notional amount (Pak Rupees in ‘000) – 77,222

Average forward rate (PKR/EUR) – 199.49
CNY Notional amount (Pak Rupees in ‘000) – 60,423

Average forward rate (PKR/CNY) – 27.68
95
15 Interest and mark-up accrued

Long-term finances - secured 6 232,700 157,398
Short-term borrowings - secured 11 199,604 106,199
Running finance under mark-up arrangements - secured 12 48,339 39,586
480,643 303,183
16 Contingencies and commitments
16.1 By way of the decision of the Honorable Supreme Court of Pakistan in suo moto case no. 26 of 2018, the
Company is subject to a potential water charge of PKR 1/-per liter on water extraction. The Company is
contesting this decision of the Honorable Supreme Court of Pakistan and has filed a review petition. Keeping in
view subsequent developments and follow up court hearings and orders, and on the representations of various
affected companies, the Supreme Court vide its order dated June 10, 2019, ordered, as an interim measure,
the collection of charge of PKR 0.25/- per liter of water produced based on the sales tax data/return of each
company, on the basis whereof bills were to be issued by authorities (nationwide), till the framing of legislation
by all the federal and provincial authorities. During the year, the Company has recognized an expense of PKR
245.21 million (2020: PKR 166.99 million) in line with the Honorable Supreme Court’s interim order. However,
the remaining potential charge, amount of which cannot be quantified because the matter is subjudice, is
considered as a contingency.
2021
16.2 Guarantees
Outstanding guarantees 271,207 196,485
16.3 Commitments
16.3.1 Outstanding letters of credit 1,588,390 562,147
16.3.2 Commitments in respect of capital expenditure 224,444 352,943
16.3.3 The amount of future payments under Ijarah and the period in which these payments will become due are as
follows:
2021
Not later than one year – 8,714

Later than one year but not later than 5 years – –
– 8,714

16.3.4 Commitments in respect of forward foreign
currency contracts:
- USD 37,076 –
- EUR 79,806 –
- CNY 61,947 –
178,829 –
96
17 Property, plant and equipment

Assets including Right-of-Use assets
Land & Plant and Furniture Vehicles IT Right-of-use Total

Building machinery and Equipment assets
(on freehold fixtures (Note 17.2)
(Rupees in 000) land)
Cost
Balance as at January 01, 2021 9,820,257 47,354,892 917,594 460,946 1,851,836 1,228,376 61,633,901
Additions during the year 302,597 4,076,160 5,829 28,414 260,979 210,827 4,884,806
Disposals (20,420) (699,785) (76,103) (246,732) (39,511) – (1,082,551)
Terminations – – – – – (1,098,997) (1,098,997)
Balance as at December 31, 2021 10,102,434 50,731,267 847,320 242,628 2,073,304 340,206 64,337,159
Additions during the year 249,139 2,106,827 18,240 5,952 194,856 57,722 2,632,736
Disposals (10,011) (643,708) (8,388) (136,035) (73,980) – (872,122)
Terminations – – – – – (262,783) (262,783)
Balance as at December 31, 2020 9,820,257 47,354,892 917,594 460,946 1,851,836 1,228,376 61,633,901
Depreciation and impairment losses

Depreciation for the year 278,009 3,023,477 78,030 35,010 269,627 174,583 3,858,736
Net impairment charged during the year – 348,862 – – – – 348,862
Disposals (201) (646,564) (76,088) (237,705) (39,487) – (1,000,045)
Terminations – – – – – (1,098,997) (1,098,997)
Balance as at December 31, 2021 2,844,040 29,536,866 747,519 186,688 1,627,747 119,746 35,062,606
Balance as at January 01, 2020 2,293,798 24,314,722 661,086 428,481 1,233,037 871,825 29,802,949
Depreciation for the year 274,932 3,065,795 92,763 95,759 238,064 379,922 4,147,235
Net impairment reversed during the year – (13,479) – – – – (13,479)
Disposals (2,498) (555,947) (8,272) (134,857) (73,494) – (775,068)
Terminations – – – – – (207,587) (207,587)
Balance as at December 31, 2020 2,566,232 26,811,091 745,577 389,383 1,397,607 1,044,160 32,954,050
Net book value as at December 31, 2021 7,258,394 21,194,401 99,801 55,940 445,557 220,460 29,274,553
Net book value as at December 31, 2020 7,254,025 20,543,801 172,017 71,563 454,229 184,216 28,679,851
Rate of depreciation in % 2.5 - 4 4 - 33.3 20 20 10 - 33.3 2.5 - 33.3
17.1 Plant and machinery includes trade assets having cost and net book value of PKR 2,244.25 million and PKR
811.60 million respectively (2020: PKR 1,999.91 million and PKR 710.82 million) that are located at customers’
premises.
97
17.2 Property, plant and equipment contains the following in respect of Right-of-Use assets:
Building on Plant Furniture Total

lease hold and and
land machinery fixtures
Cost
Balance as at January 01, 2021 1,131,942 37,211 59,223 1,228,376
Additions during the year 142,961 67,866 – 210,827
Terminations (1,012,198) (33,073) (53,726) (1,098,997)
Balance as at December 31, 2021 262,705 72,004 5,497 340,206
Balance as at January 01, 2020 1,243,178 95,544 94,715 1,433,437

Additions during the year 20,511 37,211 – 57,722
Terminations (131,747) (95,544) (35,492) (262,783)
Balance as at December 31, 2020 1,131,942 37,211 59,223 1,228,376
Depreciation
Balance as at January 01, 2021 958,752 30,319 55,089 1,044,160
Depreciation for the year 148,507 21,942 4,134 174,583
Depreciation on terminations (1,012,198) (33,073) (53,726) (1,098,997)
Balance as at December 31, 2021 95,061 19,188 5,497 119,746
Balance as at January 01, 2020 762,154 44,097 65,574 871,825

Depreciation for the year 306,222 48,693 25,007 379,922
Depreciation on terminations (109,624) (62,471) (35,492) (207,587)
Balance as at December 31, 2020 958,752 30,319 55,089 1,044,160
Net book value as at December 31, 2021 167,644 52,816 – 220,460
Net book value as at December 31, 2020 173,190 6,892 4,134 184,216
17.3 Depreciation charge for the year has been allocated as follows:
Cost of goods sold 27 3,058,987 3,080,648
Distribution and selling expenses 28 545,263 526,722
Administration expenses 29 254,486 539,865
3,858,736 4,147,235
98
17.4 Particulars of immovable property i.e. land and buildings:
Description of asset Purpose Location / Address within Pakistan Area
Land and building Manufacturing facility Sheikhupura Factory 63.46 Acre

Land and building Manufacturing facility Kabirwala Factory 85.58 Acre
Land and building Manufacturing facility Port Qasim Factory 5 Acre
Land and building Manufacturing facility Islamabad Factory 8.72 Kanal
Land and building Milk collection center Bhawana, District Chiniot 1 Acre
Land and building Milk collection center Renala, District Okara 1 Acre
Land and building Milk collection center Pindi Bhattian, District Hafiz Abad 17.9 Kanal
Land and building Milk collection center Ludden, District Vehari 7.8 Kanal
Land and building Milk collection center More Mandi, District Jhang 2 Kanal
Land and building Milk collection center Kalowal, District Chiniot 1 Kanal
Land and building Sales office Korangi Industrial Area, Karachi 2.85 Kanal
Land General purpose Korangi Industrial Area, Karachi 1.6 Kanal
17.5 Detail of property, plant and equipment sold during the year is as follows:
Description Cost Book Sale Gain/ Mode of Particulars Relationship

(Rupees in 000) value proceeds (loss) disposal of purchasers with the company
Buildings
Master guest house installations 7,262 5,266 23 (5,243) Negotiation Third party None
Housing building installations 4,417 2,795 14 (2,781) Negotiation Third party None
NCE room installations 1,909 1,358 72 (1,286) Negotiation Third party None
Building for UHT reprocessing 1,466 732 5 (727) Negotiation Third party None
Building daycare center 1,373 1,020 4 (1,016) Negotiation Third party None
Extension of reprocessing lab 1,100 850 4 (847) Negotiation Third party None
Plant and Machinery

Steam sterilizer 7,533 1,004 602 (403) Negotiation Third party None
Boiler 6,650 4,925 1,500 (3,425) Negotiation Third party None
Cold air condensing unit 6,535 3,567 522 (3,045) Negotiation Third party None
Old metal detector 6,432 1,286 243 (1,043) Negotiation Third party None
Condenser for ice water system 5,501 1,513 439 (1,073) Negotiation Third party None
Upgradation of Rovema no.3 4,541 2,171 50 (2,121) Negotiation Third party None
Condenser BAC for ice water system 4,508 1,202 100 (1,102) Negotiation Third party None
Steam Boiler 16 bar descon 3,844 2,290 450 (1,840) Negotiation Third party None
Accumulator for ice water system 3,317 912 265 (647) Negotiation Third party None
Accumulator for ice water system 3,317 912 265 (647) Negotiation Third party None
Auto acid dosing system 2,475 743 94 (649) Negotiation Third party None
Upgrading of burner ignition system 2,000 713 300 (413) Negotiation Third party None
Milk chiller 5000 litres 1,880 836 40 (795) Negotiation Third party None
Milk chiller 5000 litres 1,880 898 1,300 402 Negotiation Third party None
99
Description Cost Book Sale Gain/ Mode of Particulars Relationship

(Rupees in 000) value proceeds (loss) disposal of purchasers with the company
Milk chiller 5000 litres 1,880 898 1,300 402 Negotiation Third party None
De-Capper - HOD line 1,768 651 141 (510) Negotiation Third party None
Fabrication of chiller and pipe line 1,456 583 116 (467) Negotiation Third party None
Ammonia (NH3) leak detection system 1,366 934 109 (825) Negotiation Third party None
Checkweigher (Ethernet card) 736 581 8 (573) Negotiation Third party None
Furniture and fixture

Workplace partitions - Multan office 17,464 6,986 4,912 (2,074) Negotiation Third party None
Flooring - Multan office 7,678 3,076 2,200 (876) Negotiation Third party None
Partition false ceiling - Multan office 2,381 952 750 (202) Negotiation Third party None
Vehicles
Toyota land cruiser V8 AXG 13,370 5,571 17,600 12,029 As per Company policy Employee
Toyota land cruiser V8 AXG 12,610 3,152 16,352 13,200 As per Company policy Employee
Assets with book value

less than PKR 500,000 940,142 22,698 152,326 129,628
2021 1,082,551 82,506 202,186 119,680

2020 872,122 97,054 171,615 74,561
18 Capital work-in-progress
Civil works 281,664 114,532
Plant and machinery 1,650,987 3,977,761
Others 682,583 553,770
2,615,234 4,646,063
Less: Provision for impairment loss 18.2 (588,927) (548,747)
2,026,307 4,097,316
18.1 Movement in capital work-in-progress

Balance as at January 01 4,097,316 3,441,066
Additions to capital work-in-progress during the year 2,602,970 3,156,983
Transfers to property, plant and equipment during the year (4,673,979) (2,500,733)
Balance as at December 31 2,026,307 4,097,316
18.2 Provision for impairment loss on

capital work-in-progress
Charged / (reversed) during the year 40,180 (74,282)
100
19 Intangible assets
Cost
Amortization
Charge for the year 28 – 7,396
Accumulated amortization as at December 31 272,655 272,655
Net book value as at December 31 – –
Amortization rate 20% 20%
Intangibles represents fully amortized software amounting to PKR 272.66 million.
2021
20 Long-term loans
To employees - considered good 276,658 313,269
Less: current portion shown under current assets (116,810) (134,078)
159,848 179,191
20.1 These represent long-term interest free loans to employees for the purchase of cars and motor cycles as per
the Company policy and are repayable within a period of 5 years. Loans are secured by the crossed cheques
from employees of the full loan amount in the name of the Company without mentioning any date as part of
collateral. The effect of discounting is considered immaterial.
20.2 No loan has been given to the Chief Executive Officer or any other Director of the Company.
20.3 The amount of loans to employees and the period in which these will become due are as follows:
Less than one year 116,810 134,078

More than one year but not more than 3 years 138,155 169,204
More than 3 years 21,693 9,987
276,658 313,269
21 Stores and spares

Stores 271,911 226,518
Spares, including in transit amounting to PKR 75.30
million (2020: PKR 28.13 million) 3,596,870 3,231,116
3,868,781 3,457,634
Less: Provision for obsolete spares 21.1 (822,976) (787,355)
3,045,805 2,670,279
21.1 Provision for obsolete spares

Provision charged during the year 35,621 108,919
101
22 Stock-in-trade
Raw and packing materials including in transit amounting
to PKR 3,182.64 million (2020: PKR 3,481.32 million) 13,118,188 11,973,619
Less: Provision for unusable materials 22.1 (83,338) (114,314)
13,034,850 11,859,305
Work-in-process 1,499,975 1,070,727
Finished goods 3,448,257 2,625,558
Goods purchased for resale including in transit amounting
to PKR 91.84 million (2020: PKR 52.83 million) 617,636 696,431
18,600,718 16,252,021
22.1 Provision for unusable raw and packing material

Provision during the year 83,338 114,314
Written off / adjusted during the year (114,314) (80,473)
23 Trade debts
Considered good - unsecured 920,431 1,927,045
Considered doubtful - unsecured 58,320 66,037
Less: Provision for doubtful debts / expected credit losses 23.1 (58,320) (66,037)
920,431 1,927,045
Related parties - considered good 23.2 3,053 3,288

923,484 1,930,333
23.1 Provision for doubtful debts / expected credit losses

Provision charged during the year – 4,500
Provision reversed during the year (7,717) (6,384)
Balances written off during the year – (7,550)
23.2 Trade debts include the following amounts due

from the given related parties:
Packages Convertors Limited 1,463 1,916
Lahore University of Management Sciences 1,082 784
Bulleh Shah Packaging (Pvt.) Limited 508 588
3,053 3,288
The maximum aggregate amount of receivable due from related parties at the end of any month during the year
was PKR 5.55 million (2020: PKR 7.28 million).
102
23.3 Aging of overdue balances for related parties is as follows:
Party name Balance Below 31 days

(Rupees in 000) overdue 30 days & above
Lahore University of Management Sciences 9 – 9

Total 9 – 9

-Restated-*
24 Advances, deposits, prepayments and other receivables
Advances to suppliers - unsecured - considered good 24.1 1,316,002 649,208
Due from related parties - unsecured - considered good 24.2 575,584 357,821
Cash margin held against imports 842,527 372,818
Deposits and prepayments 222,553 106,499
Other receivables 496,556 363,635
3,453,222 1,849,981
24.1 These arise from normal course of business of the Company and are interest free.
24.2 Due from related parties (including foreign affiliates on the basis of a common Holding Company) include the
following amounts, mainly on account of advances for purchases and shared services:
2021
Party name
Tetra Pak Pakistan Limited 390,549 296,000
(* previously included in other receivables)
Nestlé Suisse S.A. 36,468 1,140
Nestlé Philippines Inc. 29,859 8,820
Nestle Afghanistan Limited 28,569 –
Nestlé Operational Services Worldwide S.A. 13,858 4,726
Nestlé France S.A.S. 9,577 46
Nestrade S.A. 8,483 –
Nestlé Vietnam Ltd. 7,722 3
Nestle Zimbabwe (Private) Limited 6,922 –
Nestle Brasil Ltda. 6,377 –
Nestlé Middle East FZE 5,520 3,605
Nestle Dubai Manufacturing LLC 5,399 –
Nestle Regional Service Centre 4,883 –
Cereal Partners (Malaysia) Sdn Bhd 4,131 –
Societe des Produits Nestlé S.A. 2,814 56
Quality Coffee Products Ltd. 2,762 –
Nestlé Australia Ltd 2,080 2,097
Nestrade S.A. Malaysia Branch 1,818 3,958
Nestlé South Africa 1,576 4,626
Nestle Senegal 1,486 –
Nestlé Myanmar (Trading) Limited 856 1,181
Nestle Central And West Africa 761 –
Wyeth Nutritionals (Singapore) 695 –
103
2021
Nestle Gabon 679 –

Nestlé UAE L.L.C. 611 1,734
Nestle Singapore (Pte) Ltd 358 –
Nestle Nederland B.V. 349 –
Nestlé Egypt S.A.E. 234 733
Nestlé ROH (Thailand) Ltd. 188 503
Nestlé Bangladesh Limited – 8,552
Nestlé Asean (Malaysia) Sdn. Bhd. – 6,882
Nestlé Ghana Limited – 4,797
Nestlé Nigeria Plc – 4,122
Nestlé Manufacturing (Malaysia) – 3,183
Nestlé R&D Centre (Pte) Ltd – 657
Nestlé Middle East Manufacturing – 146
Nestlé Nederland B.V. – 126
Sofinol S.A. – 93
Nestlé Waters Management & Technology S.A.S. – 35
575,584 357,821
24.2.1 The maximum aggregate amount of receivable due from related parties at the end of any month during the year
was PKR 575.58 million (2020: PKR 357.82 million).
24.2.2 Aging of overdue balances for related parties is as follows:
Party name Balance Less than More than

(Rupees in 000) overdue 6 months 6 months
Nestlé Philippines Inc. 29,859 – 29,859

Nestlé Middle East FZE 5,520 5,520 –
Nestle Dubai Manufacturing LLC 5,399 – 5,399
Nestlé France 9,577 – 9,577
Total 50,355 5,520 44,835
25 Cash and bank balances

Cash in bank
- Local currency - current accounts 352,633 451,263
- Local currency - saving accounts 25.1 345,885 304,490
- Foreign currency - current accounts 38,730 27,133
737,248 782,886
Cash in hand 6,672 6,169
743,920 789,055
25.1 The balance in saving accounts carry rate of return ranging from 2.75% to 7.35% (2020: 2.75% to 11.35% ) per
annum.
25.2 The security deposits obtained from customers have been kept in saving accounts maintained by the Company.
104
2021
26 Revenue from contracts with customers

Own manufactured
- Local 151,224,179 135,608,371
- Export 1,842,257 1,997,136
153,066,436 137,605,507
Goods purchased for resale 5,013,814 4,689,252
Less :
- Sales tax (10,341,781) (10,172,713)
- Discounts, incentives, allowances and commissions (14,442,997) (13,340,772)
133,295,472 118,781,274
26.1 Revenue recognized during the reporting period which was included in the contract liabilities at the beginning
of the period amounted to PKR 562.26 million (2020: PKR 378.72 million).
27 Cost of goods sold

Raw and packing material consumed 68,877,004 59,569,412
Salaries, wages, amenities and training 27.1 5,919,554 6,189,585
General licensing fee (including related taxes) 4,656,733 4,276,098
Energy and power 4,220,057 3,052,625
Repairs, maintenance and vehicle running 3,144,313 3,242,952
Depreciation of property, plant and equipment 17.3 3,058,987 3,080,648
Communication and technology 603,932 694,987
Quality assurance and environmental expenses 306,376 339,186
Rent, rates, taxes and insurance 270,301 259,619
Legal and professional 15,756 17,365
Other expenses 297,478 286,211
91,370,491 81,008,688
Increase in work-in-process (429,248) (20,271)
Cost of goods manufactured 90,941,243 80,988,417
(Increase) / decrease in finished goods (854,124) 146,158
Cost of goods sold - own manufactured 90,087,119 81,134,575
Cost of goods sold - purchased for resale 2,716,228 2,881,974
92,803,347 84,016,549
27.1 Salaries, wages and amenities include PKR 165.98 million (2020: PKR 185.84 million) in respect of gratuity,
PKR 193.73 million (2020: PKR 194.98 million) in respect of pension and PKR 165.61 million (2020: PKR
167.29 million) in respect of provident fund.
105
28 Distribution and selling expenses

Marketing and promotion 5,051,395 5,054,207
Freight outward and handling charges 4,089,203 3,739,054
Depreciation of property, plant and equipment 17.3 545,263 526,722
Repairs, maintenance and vehicle running 234,835 168,685
Utilities and other office expenses 142,612 99,608
Legal and professional 53,121 108,954
Amortization of intangible assets 19 – 7,396
14,897,747 14,256,719
28.1 Salaries, wages and amenities include PKR 115.41 million (2020: PKR 130.69 million) in respect of gratuity,
PKR 148.41 million (2020: PKR 138.40 million) in respect of pension and PKR 123.44 million (2020: PKR
118.21 million) in respect of provident fund.
29 Administration expenses
Depreciation of property, plant and equipment 17.3 254,486 539,865
Legal and professional 29.2 494,593 267,687
Utilities and other office expenses 188,926 262,553
Repairs, maintenance and vehicle expenses 99,211 63,445
4,016,768 4,447,506
29.1 Salaries, wages and amenities include PKR 79.98 million (2020: PKR 65.01 million) in respect of gratuity, PKR
89.61 million (2020: PKR 82.91 million) in respect of pension and PKR 80.35 million (2020: PKR 79.51 million)
in respect of provident fund.
2021
29.2 Legal and professional charges include the following in

respect of auditor’s services for:
Statutory audit fee 4,310 1,510
Other certificates 1,540 420
Out of pocket expenses 250 220
6,100 2,150
106
30 Finance cost
Mark-up on long-term financing - secured 1,018,236 638,150
Mark-up on short-term borrowings - secured 611,875 1,644,746
Mark-up on short-term running finance - secured 171,201 478,397
Interest on finance leases 21,473 20,880
Bank charges 17,443 22,842
1,840,228 2,805,015
31 Other expenses
Workers’ profit participation fund 14.2 915,146 645,011
Workers’ welfare fund 349,316 312,410
Exchange rate loss 408,136 –
Donations and gifts 31.1 4,840 61,800
Impairment of property, plant and equipment and
capital work-in-progress 32.2 389,042 –
Others 12,881 –
2,079,361 1,019,221
31.1 Donations
Party wise breakup of donations where any director or his / her spouse has interest in the donee, is as follows:
2021
a) Dairy & Rural Development Foundation (DRDF), – 2,000

30-E/1, Gulberg III, Lahore - Pakistan
(Syed Yawar Ali, Director is also Governor of DRDF)
b) Lahore University of Management Sciences (LUMS), 3,000 3,000

Defense Housing Authority, Lahore
(Syed Babar Ali, Director is also Pro Chancellor
of LUMS)
(Syed Hyder Ali, Director is also a member of
Executive Committee of LUMS)
3,000 5,000
31.2 Impairment of plant and machinery and capital

work-in-progress
The Company charged impairment on certain plant and
machinery and capital work-in-progress after considering
the potential usage of these assets.
Segment-wise break-up of this impairment is as follows:
- Dairy and Nutrition Products 301,534 –

- Powdered and Liquid Beverages 87,508 –
389,042 –
107
32 Other income
Income from financial assets:
Return on bank accounts 21,411 25,269
Exchange rate gain – 24,881
Income from non - financial assets:
Sale of scrap 146,770 140,474
Gain on disposal of property, plant and equipment 17.5 119,680 74,561
Reversal of impairment – 87,761
Reversal of provision against doubtful debts / expected credit losses 23.1 7,717 1,884
295,578 354,830
33 Taxation
Current tax
For the year 5,268,838 4,371,187
Prior year 6,986 (36,757)
5,275,824 4,334,430
Deferred tax 8.1 (90,325) (627,931)
5,185,499 3,706,499
2021
% 2020
33.1 Average effective tax rate charged to

statement of profit or loss
Numerical reconciliation between the average

effective tax rate and the applicable tax rate:
Applicable tax rate 29.00 29.00
Tax effect of amounts that are:

- Tax impact related to prior year including super tax 0.08 0.73
- Tax impact of rate change 0.06 0.00
- Tax impact of final tax regime (0.30) (0.42)
- Others 0.04 0.13
(0.12) 0.44
Average effective tax rate charged to statement of profit or loss 28.88 29.44
108
2021
2020
34 Earnings per share
34.1 Basic earnings per share
Profit after taxation available for distribution

to ordinary shareholders Pak Rupees in ‘000’ 12,768,101 8,884,595
Weighted average number of ordinary shares Number in ‘000’ 45,350 45,350
Basic earnings per share Rupees 281.55 195.91
34.2 Diluted earnings per share
There is no dilution effect on the basic earnings per share as the Company has no such commitments.
35 Transactions with related parties
The related parties comprise of Holding Company, Associated Companies, other related Companies, key management
personnel and employees retirement benefit funds. The Company in the normal course of business carries out
transactions with various related parties. Amounts due from and to related parties are shown under receivables and
payables and remuneration to key management personnel is disclosed in note 40. Other significant transactions with
related parties are disclosed in note 35.1.
2021
35.1 Transactions during the year

Associated undertakings
General licensing fee 4,081,201 3,714,774
Dividends paid 7,247,979 6,265,718
Purchase of assets, goods, services and reimbursable expenses 17,439,917 13,531,744
Sale of goods 1,166,524 1,375,532
Sale of fixed assets – 100,448
Insurance premium paid 237,255 208,860
Insurance claims received 19,245 14,494
Donations 3,000 5,000
Other related parties

Contribution to staff retirement benefit plans 824,136 842,333
35.2 All transactions with related parties have been carried out on mutually agreed terms and conditions except for
donations.
109
35.3 Following is a list of foreign associated undertakings with whom the Company has entered into transactions
during the year. All foreign affiliates (except for Nestlé S.A. “the Holding Company”) are related to the Company
due to common holding of the Holding Company.
Name Country of Operations
Nestlé S.A. Switzerland

Nestrade S.A. Switzerland
Sofinol S.A. Switzerland
Nestec S.A. Switzerland
Nestle Philippines Inc. Philippines
Nestle Vietnam Ltd. Vietnam
Nestle Australia Ltd Australia
Nestle Egypt S.A.E. Egypt
Nestle Dubai Manufacturing Llc UAE
Nestle Middle East Manufacturing UAE
Nestle Middle East Manufacturing UAE
Nestlé Operational Services Switzerland
Nestle Singapore (Pte) Ltd Singapore
Nestle Waters Management & Issy Les Moulineaux France
Nestle Manufacturing (Malaysia) Malaysia
Nestle Business Services AOA, Inc. Philippines
Nestle Nederland B.V. Nederlands
Nestle R&D Centre (Pte) Ltd Singapore
PT Nestle Indonesia Indonesia
Nestlé France France
Nestle Brasil Ltda. Brasil
Nestle Regional Service Centre Malaysia
Nestle Nederland B.V. Nederland
Nestle USA Inc USA
Nestle Ghana Limited Ghana
Nestle Dubai Manufacturing LLC UAE
Nestle (Thai) Ltd. Thailand
Nestle Suisse S.A. Switzerland
Nestle Bangladesh Limited Bangladesh
Nestle UK Ltd. UK
35.4 Following is a list of local associated undertakings with whom the Company has entered into transactions
during the year:
110
Name Basis of Association
Associated undertakings
Babar Ali Foundation Common directorship
Bulleh Shah Packaging Private Limited Common directorship
Dairy and Rural Development Foundation Common directorship
Packages Convertors Limited Common directorship
Syed Maratib Ali Religious & Charitable Trust Society Common directorship
Syed Maratib Ali Religious and Charitable Trust Society Common directorship
Tetra Pak Pakistan Limited Common directorship
The Pakistan Business Council Common directorship
Tri-Pack Films Limited Common directorship
World Wide Fund for Nature Common directorship
Other related parties

Nestlé Pakistan Limited Employees’ Gratuity Fund Common management
Nestlé Pakistan Limited Employees’ Pension Fund Common management
Nestlé Pakistan Limited Employees’ Provident Fund Common management
36 Cash and cash equivalents

Cash and bank balances 25 743,920 789,055
Running finance under mark-up arrangements - secured 12 (4,226,529) (830,245)
(3,482,609) (41,190)
37 Number of employees
Average number of employees during the year 3,772 3,951
Number of employees as at December 31 3,767 3,784
Capacity Production
2021
(Rupees in 000) 2020 2021 2020
38 Capacity and production of industrial units

Sheikhupura factory
Liquid products - Liters in thousand 1,238,483 1,238,483 685,272 596,178
Non-liquid products - Kgs in thousand 84,444 77,127 45,627 45,392
Kabirwala factory
Liquid products - Liters in thousand 23,760 118,907 19,240 45,862
Port Qasim factory
Islamabad factory
Total
Liquid products - Liters in thousand 1,914,939 2,010,086 997,603 921,094
38.1 Utilization of capacity is in line with seasonal impact of products and demand conditions arising from overall
economic environment
111
39 Segment reporting
Segment information is presented in respect of how the Company’s chief decision maker allocates resources and
monitors performance based on business segments.
Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be
allocated on a reasonable basis.
Segment capital expenditure is the total cost incurred during the period to acquire segment assets that are expected
to be used for more than one year.
The Company’s operations comprise of the following main business segments and product categories:
i) Dairy and Nutrition Products
Milk based products and cereals
ii) Powdered and Liquid Beverages

Juices, drinking water and powdered drinks
iii) Other Products

Confectionery and other products
39.1 Segment analysis and reconciliation for the year ended and as at December 31
Dairy and Nutrition Products Powdered and Liquid Beverages Other Products Total
(Rupees in 000) 2021 2020 2021 2020 2021 2020 2021 2020
Revenue from contracts with customers 104,576,489 95,121,695 28,711,266 23,560,671 7,717 98,908 133,295,472 118,781,274
Depreciation and amortization 2,824,527 3,047,018 1,034,210 1,107,613 – – 3,858,737 4,154,631
Operating profit before tax and unallocated expenses 19,124,442 15,524,883 2,451,601 480,155 1,568 55,461 21,577,611 16,060,500
Unallocated corporate expenses:

Finance cost (1,840,228) (2,805,015)
Other expenses (2,079,361) (1,019,221)
Other income 295,578 354,830
Taxation (5,185,499) (3,706,499)
Segment assets 46,556,871 44,565,339 15,476,214 15,720,130 43,547 51,699 62,076,632 60,337,168
Unallocated assets 3,327,266 569,197
Total assets 65,403,898 60,906,365
Segment equity and liabilities 14,875,045 23,746,067 4,600,693 6,450,298 12,522 36,170 19,488,260 30,232,535
Unallocated equity and liabilities 45,915,638 30,673,830
Total equity and liabilities 65,403,898 60,906,365
Segment capital expenditure 1,540,266 2,143,828 988,091 1,010,337 127,675 2,817 2,656,032 3,156,982
112
2021
39.2 Geographical segments

Sales are made by the Company in the following countries:
Pakistan 131,453,215 116,784,137
Afghanistan 1,166,524 1,340,613
Other foreign countries 675,733 656,524
133,295,472 118,781,274
The Company manages and operates manufacturing facilities and sales offices in Pakistan only.
39.2.1 Export sales to foreign related parties
2021
Country Party Name

Afghanistan Nestlé Afghanistan Limited 1,109,603 1,340,613
Bangladesh Nestle Bangladesh Limited 35,280 –
Philippines Wyeth Philippines, INC. 21,641 –
40 Remuneration of Chief Executive Officer, Directors and Executives
The aggregate amounts charged in these financial statements during the year for remuneration, including certain
benefits, to the chief executive officer, executive directors, non-executive directors and executives of the Company are
as follows:
Chairman Chief Executive Officer Executive Directors Executives

(Rupees in 000) 2021 2020 2021 2020 2021 2020 2021 2020
Managerial remuneration / fee 6,966 7,021 69,214 62,755 79,488 72,457 2,082,920 1,979,038
Bonus – – 18,662 15,026 16,432 13,235 535,798 465,549
Retirement benefits – – – – – – 360,875 352,265
Housing – – 5,007 4,552 9,075 8,402 3,189 3,479
Reimbursable expenses 1,059 1,056 48,153 43,551 64,943 61,976 519,394 582,011
8,025 8,077 141,036 125,884 169,938 156,070 3,502,176 3,382,342
Number of persons 1 1 1 1 2 2 546 532
40.1 The chairman, chief executive, executive directors and certain executives of the Company are provided with use
of Company - maintained vehicles and residential telephones.
40.2 The aggregate amount charged in these financial statements in respect of contribution to provident fund of key
management personnel is PKR 155.59 million (2020: PKR 146.97 million).
40.3 Meeting fee amounting to PKR 3,075,000 (2020: PKR 2,700,000) was paid to 4 (2020: 4) non executive
directors during the year.
40.4 Remuneration to key management personnel includes PKR 154.10 million (2020: PKR 185.90 million) in
respect of share based payments made by the Holding Company and charged back to the Company.
113
41 Financial risk management
Financial risk factors
The Company’s activities expose it to a variety of financial risks, market risks (including currency risks, other price risks
and interest rate risks), credit risks and liquidity risks. The Company’s overall risk management program focuses on the
unpredictability of financial markets and seeks to minimize potential adverse effects on the financial performance.
The Company finances its operations through equity, borrowings and management of working capital with a view to
maintain an appropriate mix between various sources of finance to minimize risk. The Company follows an effective
cash management and planning policy and maintains flexibility in funding by keeping committed credit lines available.
Market risks are managed by the Company through the adoption of appropriate policies to cover currency risks and
interest rate risks. The Company applies credit limits to its customers and obtains advances from them.
41.1 Market risk
41.1.1 Currency Risk
Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because
of changes in foreign exchange rates. Currency risk arises mainly from future commercial transactions or
receivables and payables that exist due to transactions in foreign currencies.
The Company is exposed to currency risk arising from various currency exposures, primarily with respect to
various currencies. Currently, the Company’s foreign exchange risk exposure is restricted to the amounts
receivable from / payable to the foreign entities. The Company’s major exposure to currency risk is as follows:
Particulars Currency 2021 2020
Assets
Foreign currency bank accounts USD 438,783 60,452
Cash in hand USD 29,915 29,915
EUR 6,985 6,985
Receivables USD 162,896 243,411
EUR 42,468 –
CHF 144,936 33,965
Liabilities
Net payables / (advances) USD 14,222,115 18,488,264
EUR (2,487,691) (4,191,991)
CHF 7,492,148 2,641,230
GBP 81,275 39,547
CNY 4,163,325 583,109
AED (22,665) –
SGD 2,771,790 2,843,033
Forward foreign currency contracts USD 37,076 –

EUR 79,806 –
CNY 61,947 –
PKR (‘000) 3,847,455 2,922,988
114
41.1.1.1 The following significant exchange rates were applied during the year :
2021 2020
Average Reporting Average Reporting

(Rupees per currency unit) Rate date rate Rate date rate
US Dollar 162.53 176.45 161.44 160.20
Swiss Franc 187.48 194.10 172.24 181.87
Euro 192.08 199.49 184.35 197.01
Great Britain Pound 223.41 238.35 207.06 218.74
Chinese Renminbi 25.19 27.68 23.42 24.52
U.A.E Dirham 44.59 48.66 44.14 43.65
Singapore Dollar 121.32 130.68 117.41 121.27
Currency rate sensitivity analysis
If the functional currency, at reporting date, had increased by 10% against the foreign currencies with all other
variables held constant, the impact on profit before taxation would have been as follows:
2021
Effect on profit and loss:

US Dollar 240,459 290,835
Euro (48,175) (82,726)
Swiss Franc 142,609 47,418
Great Britain Pound 1,937 865
Chinese Renminbi 11,694 1,430
U.A.E Dirham (110) –
Singapore Dollar 36,222 34,477
384,635 292,299
The effect may be respectively lower / higher, mainly as a result of exchange gains / losses on translation of
foreign exchange denominated financial instruments.
Currency risk sensitivity to foreign exchange movements has been calculated on a symmetric basis.
41.1.2 Other price risk
Other price risk represents the risk that the fair value or future cash flows of a financial instrument will fluctuate
because of changes in market prices (other than those arising from interest rate risk or currency risk), whether
those changes are caused by factors specific to the individual financial instrument or its issuer, or factors
affecting all similar financial instruments traded in the market.
41.1.3 Interest rate risk
Interest rate risk represents the risk that the fair value or future cash flows of a financial instrument will fluctuate
because of changes in market interest rates. Significant interest rate risk exposures are primarily managed by
a mix of borrowings at fixed and variable interest rates.
115
At the reporting date, the interest rate profile of the Company’s interest bearing financial instruments is:
2021
Variable rate instruments

Liabilities
Long-term finances (3,000,000) (3,000,000)
Running finance under mark-up arrangements - secured (4,226,529) (830,245)
Lease liabilities (164,373) (70,673)
Assets
Bank balances - saving accounts 345,885 304,490
(7,045,017) (3,596,428)
Fair value sensitivity analysis for fixed rate instruments
The Company does not account for any fixed rate financial assets and liabilities at fair value through profit or
loss. Therefore, a change in interest rate at the reporting date would not affect profit or loss of the Company.
Cash flow sensitivity analysis for variable rate instruments
If interest rates on loans from borrowings from banks, at the year end date, fluctuate by 100 bps higher / lower
with all other variables, in particularly foreign exchange rates held constant, profit before taxation for the year
and 2020 would have been affected as follows:
2021
Effect on profit and loss of an increase (70,450) (35,964)
Effect on profit and loss of a decrease 70,450 35,964
The effect may be higher / lower, mainly as a result of higher / lower mark-up income on floating rate loans /
investments.
The sensitivity analysis prepared is not necessarily indicative of the effects on the profit for the year and assets
/ liabilities of the Company.
41.1.4 Fair value measurement of financial instruments
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date.
Underlying the definition of fair value is the presumption that the Company is a going concern and there is no
intention or requirement to curtail materially the scale of its operations or to undertake a transaction on adverse
terms.
A financial instrument is regarded as quoted in an active market if quoted prices are readily and regularly
available from an exchange dealer, broker, industry group, pricing service, or regulatory agency, and those
prices represent actual and regularly occurring market transactions on an arm’s length basis.
116
IFRS 13 ‘Fair Value Measurement’ requires the company to analyze assets carried at fair value by valuation
method. The different levels have been defined as follows:
– Quoted prices (unadjusted) in active markets for identical assets or liabilities (Level 1)
– Inputs other than quoted prices included within Level 1 that are observable for the asset either directly
(that is, as prices) or indirectly (that is derived from prices) (Level 2)
– Inputs for the asset or liability that are not based on observable market data (that is, unadjusted) inputs
(Level 3)
Transfer between levels of the fair value hierarchy are recognized at the end of the reporting period during
which the changes have occurred.
The following table shows the carrying amounts of financial assets and financial liabilities. None of them are
currently measured at fair value since their carrying amount is a reasonable approximation of their fair value
except for foreign exchange forward contracts.
Carrying Amount
Financial Financial Total
(Rupees in 000) assets liabilities
December 31, 2021

Financial assets - measured at fair value – – –
Financial assets - not measured at fair value

Trade debts 923,484 – 923,484
Long term loans 276,658 – 276,658
Advances, deposits, prepayments
and other receivables 1,729,632 – 1,729,632
Cash and bank balances 743,920 – 743,920
3,673,694 – 3,673,694
Financial liabilities - measured at fair value

Foreign exchange forward contracts
- designated as hedging instruments* – 3,551 3,551
Financial liabilities - not measured at fair value

Long term finances - secured – 12,081,975 12,081,975
Short term borrowings - secured – 6,000,000 6,000,000
Running finance under mark-up
arrangements - secured – 4,226,529 4,226,529
Customer security deposits – 195,890 195,890
Trade and other payables – 26,134,342 26,134,342
Unclaimed dividend – 71,894 71,894
Interest and mark-up accrued – 480,643 480,643
– 49,191,273 49,191,273
117
* The Company determines the fair value of these forward currency contracts as Level 2 of valuation method
defined above.
Carrying Amount
Financial Financial Total
(Rupees in 000) assets liabilities
December 31, 2020

Financial assets - measured at fair value – – –
Financial assets - not measured at fair value

Trade debts 1,930,333 – 1,930,333
Long term loans 313,269 – 313,269
Advances, deposits, prepayments
and other receivables 736,453 – 736,453
Cash and bank balances 789,055 – 789,055
3,769,110 – 3,769,110
Financial liabilities - measured at fair value – – –
Financial liabilities - not measured at fair value

Long term finances - secured – 15,780,294 15,780,294
Short term borrowings - secured – 6,417,473 6,417,473
arrangements - secured – 830,245 830,245
Customer security deposits – 222,166 222,166
Trade and other payables – 25,231,792 25,231,792
Unclaimed dividend – 72,121 72,121
Interest and mark-up accrued – 303,183 303,183
– 48,857,274 48,857,274
Fair values of financial assets and liabilities
The carrying values of all financial assets and liabilities reflected in the financial statements approximate their
fair values. Fair value is determined on the basis of objective evidence at each reporting date and is measured
in accordance with IFRS 13.
41.2 Credit risk
Credit risk represents the risk that one party to a financial instrument will cause a financial loss for the other
party by failing to discharge an obligation. Company’s credit risk is primarily attributable to its long term loans,
trade debts, advances, deposits and other receivables and balances at banks. The Company manages its credit
risk by the following methods:
– Monitoring of debts on a continuous basis
– Application of credit limits to its customers
– Obtaining adequate deposits / collateral where needed
118
The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to
credit risk at the reporting date is as follows:
2021
Particulars
Trade debts 923,484 1,930,333
Advances, deposits and other receivables 1,339,083 736,453
Long term loans 276,658 313,269
Bank balances 737,248 782,886
3,276,473 3,762,941
41.2.1 Trade debts
The aging of trade debts at the reporting date is:
Not yet due 912,846 1,912,411

Past due 0 - 30 days 7,392 14,200
Past due 30 days 3,246 3,722
923,484 1,930,333
The Company uses an allowance matrix to measure “Expected Credit Losses” (ECL) of trade debtors. Overdue
balances at the reporting date are immaterial and impact of application of ECL model, if any, is reflected in the
provision for doubtful debts recognized.
The Company does not believe it is exposed to major concentration of credit risk as its exposure is spread over
several institutions and customers. However to manage any possible exposure the Company applies approved
credit limits to its customers.
41.2.2 Loans to employees
The Company obtains crossed cheques from employees of the full loan amount in the name of the Company
without mentioning any date as part of collateral. The Company has assessed, based on historical experience
and available securities, that the expected credit loss associated with loans to employees is trivial and therefore
no impairment charge has been accounted for.
41.2.3 Advances and other receivables
Advances and other receivables mainly comprise of cash margin withheld by banks against imports and
other deposits. The Company has assessed, based on historical experience and available securities, that the
expected credit loss associated with these financial assets is trivial and therefore no impairment charge has
been accounted for.
119
41.2.4 Bank balances
The credit risk on liquid funds is limited because the counter parties are banks with reasonably high credit
ratings. The Company believes that it is not exposed to major concentration of credit risk as its exposure is
spread over a large number of counter parties The credit quality of cash and bank balances that are neither
past due nor impaired can be assessed by reference to external credit ratings or to historical information about
counterparty default rate:
Rating 2021 Rating 2020
Short Term Long Term Agency Short Term Long Term Agency
Habib Bank Limited A-1+ AAA VIS A-1+ AAA VIS

Standard Chartered Bank Limited A1+ AAA PACRA A1+ AAA PACRA
United Bank Limited A-1+ AAA VIS A-1+ AAA VIS
Citi Bank N.A F1 A+ Fitch P-1 Aa3 Moody’s
Deutsche Bank AG F2 BBB+ Fitch F2 BBB+ Fitch
Meezan Bank Limited A-1+ AAA VIS A-1+ AA+ VIS
Telenor Microfinance Bank Limited A1 A+ PACRA A1 A+ PACRA
Due to the Company’s long standing business relationships with these counterparties and after giving due
consideration to their strong financial standing, management does not expect non performance by these
counter parties on their obligations to the Company. Accordingly, the credit risk is minimal.
41.3 Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial
liabilities.
The Company’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient
liquidity to meet its liabilities when due, under both normal and stressed conditions. For this purpose the
Company has sufficient running finance facilities available from various commercial banks to meet its liquidity
requirements. Further, liquidity position of the Company is closely monitored through budgets, cash flow
projections and comparison with actual results by the Board.
41.3.1 The following are the contractual maturity analysis of financial liabilities as at December 31, 2021
Carrying Contractual Less than 6 to 12 1 year to Total

(Rupees in 000) value cash flows 6 months months 5 years
Financial liability
Long-term finances 12,081,975 12,314,675 314,675 – 12,000,000 12,314,675
Lease liabilities 164,373 273,867 34,360 34,360 205,148 273,867
Short-term borrowings - secured 6,000,000 6,199,604 6,199,604 – – 6,199,604
arrangements - secured 4,226,529 4,274,868 4,274,868 – – 4,274,868
Customer security deposits - interest free 195,890 195,890 195,890 – – 195,890
Unclaimed dividend 71,894 71,894 71,894 – – 71,894
Unpaid dividend 2,011,404 2,011,404 2,011,404 – – 2,011,404
Trade and other payables 26,134,342 26,134,342 26,134,342 – – 26,134,342
50,886,407 51,476,544 39,237,037 34,360 12,205,148 51,476,544
120
41.3.2 The following are the contractual maturity analysis of financial liabilities as at December 31, 2020
Carrying Contractual Less than 6 to 12 1 year to Total

(Rupees in 000) value cash flows 6 months months 5 years
Financial liability
Long-term finances 15,780,294 15,937,692 256,557 3,599,160 12,081,975 15,937,692
Lease liabilities 70,673 119,310 23,170 23,170 72,970 119,310
Short-term borrowings - secured 6,417,473 6,523,672 6,523,672 – – 6,523,672
arrangements - secured 830,245 869,831 869,831 – – 869,831
Customer security deposits - interest free 222,166 222,166 222,166 – – 222,166
Unclaimed dividend 72,121 72,121 72,121 – – 72,121
Trade and other payables 25,231,792 25,231,792 25,231,792 – – 25,231,792
48,624,764 48,976,584 33,199,309 3,622,330 12,154,945 48,976,584
42 Reconciliation of movement of liabilities to cash flows arising from financing activities
2021
Liabilities
Long-term Short-term Lease Interest and Unclaimed Total
finances borrowings liabilities mark-up dividend
(Rupees in 000) accrued
Balance as at January 01, 2021 15,780,294 6,417,473 70,673 303,183 72,121 22,643,744
Cash flows
Finance cost paid – – – (1,641,295) – (1,641,295)
Long-term finances repaid - net (3,698,319) – – – – (3,698,319)
Repayment of lease liabilities – – (138,600) – – (138,600)
Short-term borrowings repaid - net – (417,473) – – – (417,473)
Dividends paid – – – – (9,598,316) (9,598,316)
Changes from financing cash flows (3,698,319) (417,473) (138,600) (1,641,295) (9,598,316) (15,494,002)
Non-cash changes
Dividend approved – – – – 11,609,493 11,609,493
Finance cost – – 21,473 1,818,755 - 1,840,228
Addition to lease liabilities – – 210,827 – – 210,827
Non-cash changes – – 232,300 1,818,755 11,609,493 13,660,547
Balance as at December 31, 2021 12,081,975 6,000,000 164,373 480,643 2,083,298 20,810,289
121
2020
Liabilities
Long-term Short-term Lease Interest and Unclaimed Total
finances borrowings liabilities mark-up dividend
(Rupees in 000) accrued
Balance as at January 01, 2020 6,978,613 17,217,473 339,769 444,958 20,608 25,001,421
Cash flows
Finance cost paid – – – (2,967,670) – (2,967,670)
Long-term finances obtained - net 8,801,681 – – – – 8,801,681
Repayment of lease liabilities – – (250,742) – – (250,742)
Short-term borrowings repaid - net – (10,800,000) – – – (10,800,000)
Dividends paid – – – – (7,884,667) (7,884,667)
Changes from financing cash flows 8,801,681 (10,800,000) (250,742) (2,967,670) (7,884,667) (13,101,398)
Non-cash changes
Dividend approved – – – – 7,936,180 7,936,180
Finance cost – – 20,880 2,825,895 – 2,846,775
Termination of leases – – (76,076) – – (76,076)
Addition to lease liabilities – – 36,842 – – 36,842
Non-cash changes – – (18,354) 2,825,895 7,936,180 10,743,721
Balance as at December 31, 2020 15,780,294 6,417,473 70,673 303,183 72,121 22,643,744
43 Capital risk management
The Board’s policy is to maintain an efficient capital base so as to maintain investor, creditor and market confidence
and to sustain the future development of its business. The Board of Directors monitors the return on capital employed,
which the Company defines as operating income divided by total capital employed. The Board of Directors also
monitors the level of dividends to ordinary shareholders.
The Company’s objectives when managing capital are:
i) To safeguard the entity’s ability to continue as a going concern, so that it can continue to provide returns for
shareholders and benefits for other stakeholders, and
ii) To provide an adequate return to shareholders
The Company manages the capital structure in the context of economic conditions and the risk characteristics of
the underlying assets. In order to maintain or adjust the capital structure, the Company may, for example, adjust the
amount of dividends paid to shareholders, issue new shares, or sell assets to reduce debt.
The Company monitors capital on the basis of debt to equity ratio, calculated on the basis of total debt to equity.
122
2021
The debt to equity ratio as at December 31:
Total borrowings 22,308,504 23,028,012
Total equity 5,403,272 4,190,442

Total debt and equity 27,711,776 27,218,454
Debt to equity ratio 81:19 84:16
There were no major changes in the Company’s approach to capital management during the year and the Company
is not subject to externally imposed capital requirements.
44 Date of authorization for issue
These financial statements were authorized for issue on February 17, 2022 by the Board of Directors of the Company.
45 Subsequent event
The Board of Directors in their meeting held on February 17, 2022 have proposed a final cash dividend for the year
ended December 31, 2021 of PKR 90 (2020: PKR 61 per share), amounting to PKR 4081.46 million (2020: PKR
2,766.32 million) for approval of the members at the Annual General Meeting to be held on April 07, 2022. These
financial statements do not reflect this dividend.
46 General
These financial statements are presented in Pak Rupees, which is the Company’s functional and presentation
currency. Figures have been rounded off to the nearest of thousands of rupee unless otherwise stated in these financial
statements.

Chief Financial Officer Chief Executive Officer Chairman/Director
123
NOTES
124
FORM OF PROXY
Nestlé Pakistan Ltd.
308 – Upper Mall, Lahore, Pakistan.
I/We, ________________________________________________, of _______________________________________, being a
member of Nestlé Pakistan Ltd., holder of ________________________________ Ordinary Share(s) as per registered Folio No.
____________________________________ hereby appoint Mr. / Ms.______________________________________
Folio No. ___________ of ___________________________or failing him Mr. / Ms._____________________________
Folio No. _________________ of ____________________, who is also a member of Nestlé Pakistan Ltd., as my / our proxy in
my / our absence to attend and vote for me / us, and on my / our behalf at the 44th Annual General Meeting of the Company
to be held on April 07, 2022, at 10:00 am and at any adjournment thereof.
Signed under my / our hand this ________ day of _____________, 2022.
Signature across Rs. 5

Revenue Stamp
Signed in the presence of: Signature should agree with the

specimen signature registered
with the company
Signature of Witness No. 1 Signature of Witness No. 2
Name: _______________________________ Name: _______________________________
CNIC No.: ____________________________ CNIC No.: ____________________________
NOTES:
1. This instrument appointing a proxy shall be in writing under the hand of the appointer or his attorney duly authorised
in writing, or if the appointer is a corporation either under the common seal or under the hand of an official or attorney
so authorised. No person shall be appointed as proxy who is not a member of the Company qualified to vote except
that a corporation being a member may appoint a person who is not a member.
2. The instrument appointing a proxy and the power of attorney or other authority (if any), under which it is signed or a
notarially certified copy of that power of authority, shall be submitted at the office of the Company, 308 – Upper Mall,
Lahore or e-mail scanned copy of the same at investor.relations@pk.nestle.com not later than 48 (forty eight) hours
before the time for holding the meeting at which the person named in the instrument proposes to vote, and in default
the instrument of a proxy shall not be treated as valid.
125
AFFIX
CORRECT
POSTAGE
The Company Secretary

308 – Upper Mall, Lahore, Pakistan
Phone No. +92 42 111 637 853
Fax No. +92 42 3578 9303
www.nestle.pk
AFFIX
CORRECT
POSTAGE
The Company Secretary

308 – Upper Mall, Lahore, Pakistan
Phone No. +92 42 111 637 853
Fax No. +92 42 3578 9303
www.nestle.pk
Acronyms Used in Financial Statement
Sr.# Abbreviation Written Out Form
1 IAS International Accounting Standards

2 IFRS International Financial Reporting Standards
3 IFRIC International Financial Reporting Interpretations Committee
4 LIBOR London Inter-Bank Offer Rate
5 KIBOR Karachi Inter-Bank Offer Rate
6 FIFO First In First Out
7 OCI Other Comprehensive Income
Investors’ Education
In compliance with the Securities and Exchange Commission of Pakistan's SRO 924(1)/2015 dated September 9, 2015,
Investors' attention is invited to the following information message:
About the Cover
We’re striving to co-create a resilient future for our planet and
its people. That’s why we are making a promise to advance
regenerative food systems at scale.
CONTENTS
02 04 06 12 20
CEO’s Message Creating For Individuals For our For the
Shared Value & Families Communities Planet
“
While the world continued to
change in 2021, our belief in our
purpose – unlocking the power
of food to enhance quality of
life for everyone, today and for
generations to come – did not.
CEO’S MESSAGE
Our purpose doesn’t just inspire our product offerings but Our teams were able to help eliminate 224 tons of plastic by
also serves as the guiding star for our vision of sustainability. It switching to paper straws for our entire ready-to-drink range. A few
recognizes that we can generate economic value as a company other projects also brought us closer to our 2025 commitments: to
only if we play our part in addressing society’s biggest challenges. make all our packaging recyclable or reusable and to reduce virgin
That is why Creating Shared Value drives everything we do: we plastic usage by one-third. Through our Clean Gilgit and Hunza
become a force for good and enhance quality of life for everyone. Project, we facilitated the collection and recycling of more than
200 tons of plastic. By doing so, we ensured that waste did not
We were able to deliver value for our shareholders and the end up in a landfill or in the environment in line with our vision of a
communities in which we operate through our focus areas waste-free future. Nestlé is also proud to have continued to drive
– individuals and families, our communities and the planet. engagement with relevant stakeholders from the platform of CoRe
Continuation of our numerous projects allowed us to keep – an alliance formed with the vision to eliminate packaging waste.
contributing to the Sustainable Development Goals (SDGs).
We continued our efforts to reduce wastage of water, a resource
Through Nestlé for Healthier Kids, we were able to raise nutritional whose stewardship we have been working on for years. We
awareness among around 35,000 children this year, bringing maintained Alliance for Water Stewardship certification for all four
the total number of children to 285,000 that have been trained of our manufacturing sites. Our partnership with the government
along with 1,500 teachers in 340 schools across Pakistan. We continued to encourage farmers to adopt drip irrigation and
also served approximately 2.54 billion fortified servings across the reduce water volume used for irrigation in agriculture. Our biggest
country to help address the Big Four micronutrient deficiencies: achievement was the scaling up of smart soil sensors that our
Iron, Zinc, Iodine, and Vitamin A. This is in line with our strategic teams had developed in-house with the help of our research
direction of Nutrition, Health and Wellness as well as the partners. From a handful of sensors in 2020, we have been able
government’s agenda on nutrition and human development. to install 107 sensors. This collective action is expected to help
farmers save an estimated 380,000 m3 of water.
To date, more than 1,900 beneficiaries of the Benazir Income
Support Program (BISP) – as part of the Ehsaas Program – have The approach that we have taken with regards to scaling up the
been trained as Rural Sales Agents through the Nestlé BISP sensors represents our belief that “there is no ‘us’ or ‘them’ “– as
Rural Women Sales Program. In addition to providing livelihood our global CEO says – when it comes to addressing collective
opportunities, we also helped BISP beneficiaries expand their challenges, “as the environment doesn’t care who heals it”. Anyone
business through microloans through a grant to Akhuwat, the can come up with a solution and it is up to all of us to play our
world’s largest interest-free microfinance organization. part – from consumers who expect and demand environmentally
sustainable products to companies like us who must work hard to
In addition to retaining the portfolio of existing projects, I am meet those expectations and demands.
extremely proud of my team at Nestlé Pakistan for finalizing
our 2025 Sustainability Roadmap, which will help us meet the This means that the greatest societal changes are everyone’s
commitments we have made around climate action, sustainable responsibility: me, you, and our children. All of us equate a good
packaging and water regeneration. life with sustainability. All of us are part of a generation that
wants to do right by nature; we are all part of the Generation:
Our most ambitious commitment is to become a net zero company Regeneration.
by 2050. We will achieve that by reducing our carbon emissions
by 20% by 2025 and halving them by 2030 before we hit net zero
in 2050. It is a daunting target that we have set but it is what is
needed – both for the planet and the business. This year we laid
our foundation: from calculating the 2018 baseline to identifying
where our carbon emissions come from throughout the value
chain. This is going to help us determine which areas we need to
focus our efforts on to deliver impact and scale. Samer Chedid
Chief Executive Officer
Generation 03
ReGeneration NESTLÉ IN SOCIETY REPORT 2021
“
CREATING SHARED VALUE
Nestlé Pakistan, as part of its global and

local obligations, believes in Creating
Shared Value (CSV) for the communities in
which it works and operates. It is our belief
that for a company to be able to create
value for its shareholders, it must also
create value for society.
For Individuals For our For the
& Families Communities Planet
We are contributing positively to society by improving specific commitments. These commitments will, in turn,
lives and livelihoods and ensuring sustainable business enable us to meet our ambitions for 2030 in line with the
practices that are based on respect for our planet’s natural timescale of the Sustainable Development Goals (SDGs).
resources. Through our CSV initiatives, we are delivering on Additionally, ethical business practices, transparency
shareholder expectations while helping to address global and consumer trust-based on high-quality products with
societal challenges, including sustainability. a focus on Nutrition, Health and Wellness - remain the
hallmark of our core business. The company is committed
At Nestlé, social responsibility does not end with a few to the stakeholders and the communities for mutual growth
philanthropic activities. Instead, CSV is embedded in our and sustainability. Based on the strong foundations of
business model - where direct engagement and support compliance and sustainable business practices, this is
to communities is extended across the value chain. This the Nestlé way of doing business. As we move into a new
adds value to the business and supports socioeconomic period in our company’s history, we will continue to evolve
development for the communities. and strengthen our approach to Creating Shared Value
as the way we do business, ensuring that this approach
Our inspiration is governed by the Nestlé Corporate continues to inform all our behaviors, policies, and actions.
Business Principles. A signatory to the UN Global Compact
for Ethical Business, the company is committed to the Nestlé Pakistan is among the largest food and beverage
stakeholders and the communities for mutual growth and companies in Pakistan. We believe in continuing to
sustainability. From offering quality products to consumers enhance the quality of people’s lives throughout our value
and providing a fair and diverse work environment for chain.
our employees; from our partners and raw material
providers to implementing responsible sourcing models We at Nestlé touch billions of lives worldwide; from the
into our relationships; from supporting under privileged farmers we work with, to the individuals and families who
communities to working with small farmers; from enjoy our products, the communities where we live and
enhancing sustainability and environmental friendliness work, and the natural environment upon which we all
of our operations to embedding ethical and transparent depend. Their challenges are our challenges. Their success
business practices, CSV is entrenched in the entire value is success which we all share.
chain of Nestlé.
We are taking steps and introducing various initiatives in
Our global focus areas are firmly embedded in our our manufacturing units and beyond, to exhibit Respect for
purpose where we unlock the power of food to enhance the Future. Nestlé is striving towards zero environmental
the quality of life for everyone, today and for generations impact of our operations. This is both a local and global
to come. Individuals and families, our communities, and commitment.
the planet as a whole are interconnected, and our efforts
in each of these areas are supported through our 36
04
Sarhad, our apple farmer in Hunza, supplies high quality
apples to Nestlé Pakistan.
Generation 05
INDIVIDUALS AND FAMILIES
Enabling healthier and happier lives
2030 Global Ambition: Help 50 million children lead healthier lives
Food is not just a source of nutrition, it also brings us together as families or friends. The United Nations
believes the food industry has a vital role to play in helping enable healthier lives. At Nestlé, we believe this
with the aim to help shape a better and healthier world. This was how we started more than 150 years ago
when our founder Henri Nestlé created an infant cereal that saved the life of a child.
Nestlé is building, sharing and applying its nutritional knowledge, and contributing to a healthier future.
We firmly believe that nutrition and hydration have a role to play in helping manage and treat diseases and
we have teams of researchers focused on how to achieve this.
Nestlé for Healthier Kids
Pakistan has been reported to have one of the highest prevalences of child malnutrition compared to
other developing countries. A focus on the quality of diet and nutrition awareness is extremely essential to
prevent stunting, wasting and other forms of malnutrition.
This was the impetus behind the launch of Nestlé for Healthier Kids (N4HK) program in Pakistan in 2010.
Nestlé for Healthier Kids is a global initiative which empowers parents, caregivers, and educators to foster
healthier eating, drinking and lifestyle habits among school-age children. The program equips children
with nutrition education to enable them to make better nutrition decisions from an early age to promote a
healthier future.
The program supports public health objectives and empowers schools to improve nutrition knowledge and
promote healthy habits among children through teaching the importance of balancing good nutrition and
healthy hydration with an active lifestyle.
To date, the program in Pakistan has educated more than 285,000 children in rural, suburban and urban
areas, and has trained over 1,500 teachers on nutrition in 340 schools.
The program has partnerships nationwide and covers schools across Punjab, Islamabad Capital Territory,
Sindh, and Khyber Pakhtunkhwa and aspires to reach more areas. The program works in collaboration
with 10 educational partners from the development, private and public sectors, including Care Foundation,
Punjab Workers Welfare Board, Trust for Education and Development of Deserving Students (TEDDS),
and Zindagi Trust to name a few. Nestlé for Healthier Kids is a curriculum-based program, comprising of a
book designed by Oxford University Press (in both English and Urdu), which provides basic knowledge on
nutrition and encourages physical activity and the intake of a balanced diet.
Testimonial
“Education is a powerful tool for ensuring that children understand the value of nutrition and physical
activity and continue leading healthy lives as they grow older. It’s important to educate children about the
importance of healthy habits and an active lifestyle and raise awareness among those who are around
children.”
Dr. Suhail Mumtaz

(TEDDS Health Officer)
Reached out to Covered 340 school

Trained over 1500 teachers
285,000 students branches
08
In Commitment with
Worked with 10
Developed a special curriculum
partners
Generation 09
Nutrition Support Program
Under the Nutrition Support Program, Nestlé Pakistan
regularly provides milk, to approximately 20,000
children and underprivileged people who suffer from key
micronutrient deficiencies in urban, semi-urban and rural
areas. The children that attend the educational institutes
we support are poor and their parents cannot afford to
fulfill their nutritional needs. The schools are selected after
giving due consideration to the profile of the managing
organization to ensure that the benefits of this program
reach those who need it most. The initiative is geared
to support school-going children whose parents are
unable to provide them with a serving of milk to fulfill their
nutritional needs. The program also supports organizations
working with destitute women as well as social welfare
organizations for sports, culture, and differently-abled
children.
Fortified Products
Nestlé is committed to play its role to help reduce
micronutrient deficiencies on a global scale. In Pakistan,
we are fortifying products with essential micronutrients
that combat the impact of micronutrient deficiencies on
Pakistan’s population. In 2021, approximately 2.54 billion
fortified servings were served across the country.
10
In Commitment with
Generation 11
OUR COMMUNITIES
Helping develop thriving, resilient communities
2030 Global Ambition: Help to improve 30 million livelihoods in communities
directly connected to our business activities.
Nestlé began as a family business in a small town over 150 years ago. This local approach still informs
everything we do. We are part of the local communities where our factories and offices are based. But
being part of a community brings responsibility too. It means respecting the rights of those who work for
us and with us wherever we operate.
We believe in improving livelihoods and developing thriving communities. We do that by supporting

women and girls to be economically and socially active, so they can be successful and independent. So
we work particularly in rural areas, to support farmers and their families. We provide training for farmers,
both men and women to help them build a brighter future.
Khushi Muhammad, our dairy agripreneur in Renala Khurd, supplies milk to Nestlé.
We are supporting farmers by providing them technical assistance and awareness
of good farm practices.
Nestlé BISP Rural Women Sales Program:
Empowering the rural women of Pakistan
Nestlé Pakistan in partnership with Benazir Income Support Program (BISP),
as part of the Ehsaas Program, launched the Nestlé BISP Rural Women Sales
Program in 2017 to provide livelihood opportunities to BISP beneficiaries.
Launched in 2008, BISP is Pakistan’s unconditional cash transfer program
which provides a quarterly stipend of approximately PKR 6,000 to its
beneficiaries.
The main premise of Nestlé BISP Rural Women Sales Program was to work
for the upliftment of the rural women of Pakistan and put them on the path to
prosperity. There is no ‘magic bullet’ to women empowerment and central to
this tenet, is the acknowledgment that long-term prosperity is only possible
when women are provided a level playing field to achieve their potential.
To date, this program has enrolled over 1900 BISP beneficiaries as Sales
Agents. Nestlé Pakistan has also partnered with Akhuwat Pakistan (the
largest interest-free microfinance program) whereby, improving access to
finance, micro-loans worth PKR 2 million have been disbursed as part of this
program to many women looking to scale their business.
This program has shown that economic upliftment can lead to wider social
empowerment. Traditionally, women of rural Pakistan have been unable to
participate in any structured economic activity. This intervention has helped
these women get into the business of retail hence paving the way for
economic empowerment. Furthermore, this project is allowing for greater
financial inclusion, by improving financial access for these ‘poorest of the
poor’ women.
Launched in 24 Over 1900 BISP beneficiaries Total Sales to date of

districts of Pakistan enrolled as Sales Agents PKR 122 Mio
14
In Commitment with
Micro loans of average Average sales of PKR 5,000 – 10,000

PKR 10,000 – 20,000 disbursed each month
Generation 15
In Commitment with
Chaunsa Project
Nestlé Chaunsa Project aims to improve the livelihood of farmers within the Chaunsa mango sector by a strategic CSV
intervention through implementation and replication of best farm practices, resulting in the right quality pulp and improved
harvest. The project addresses limited access and opportunities for mango farmers to best farm practices and integrates
them into our business value chain.
The results of our endeavors have been quite fruitful, as the partner farms have shown considerable improvement both in
the quality and quantity of Chaunsa mangoes.
We have been procuring good quality pulp of Chaunsa mango from these farmers for past three years that is used for our
premium juices. It is our commitment to continue the project in the coming years to enhance the quality of the Chaunsa
mango in Pakistan, resulting in the socioeconomic upliftment of the small and medium mango farmers in the country.
16
In Commitment with
Agriculture Services
Pakistan is among the countries which are most vulnerable Sustainability is an agenda close to our heart and water
to the effects of climate change. Nestlé Pakistan is regeneration is something that we have been working on
cognizant of this challenge and is proud to have finalized for years. Nestlé, together with its partners, has developed
its 2025 Sustainability Roadmap. This will help us reduce a low-cost soil moisture sensor that helps farmers to decide
our carbon emissions by 20% by 2025, in line with our when or when not to irrigate their crops. Our initial field
commitment to become a net zero company by 2050. estimates showed considerable water saving in irrigation
with yield improvement. We are now in the phase of scaling
As part of the roadmap, Nestlé Pakistan supported farmers up this initiative. During 2021, we were able to install 107
in replacing low-yield cows with high yield varieties, which soil moisture sensors at various locations, which are helping
helped us reduce carbon emissions in our milk value farmers save water at the farm level.
chain. During 2021, Nestlé contributed to the installation
of solar energy systems at 10 dairy farms to encourage Nestlé Pakistan also continued its support to farmers in drip
farmers to switch to renewable energy. We also helped with irrigation. During 2021, Nestlé Pakistan helped install drip
the installation of 10 biogas digesters, which will reduce irrigation at a 42-acre farm located in north Punjab, which
greenhouse gas emissions resulting from cow dung. is co-owned by three sisters. This women-led initiative
Carbon sequestration is an important element of our net is expected to serve as a light-house farm for women
zero journey, for which we donated 60,000 moringa plants empowerment.
to farmers. These will serve as ‘carbon sink’ and will also
be a source of high quality nutrition for cows. To further Our team is also working with farmers in the heavenly
strengthen our actions, Nestlé Pakistan has signed an valleys of Gilgit Baltistan for fruit sourcing. During 2021,
understanding with the University of Agriculture, Faisalabad Nestlé Pakistan sourced high quality apples from Hunza,
to conduct various studies on regenerative agriculture Nagar, and Ghizer valleys, areas where fruit trees are
practices. nourished with water from glaciers. The initiative is helping
farmers in reducing fruit waste, hence converting waste to
value for farmers.
Generation 17
In Commitment with
Community Engagement Program

Nestlé Pakistan has an active and effective Community Engagement Program for the communities living around our
operational sites, which helps the company prioritize and plan services efficiently to meet community needs and aspirations.
It enables us and the community to work together to make balanced decisions. The initiative thus offers opportunities for
the communities to contribute to and influence outcomes that directly affect their lives. Some of the key projects carried out
under the Community Engagement Plan include:
Clean & Safe drinking water facilities Refurbishment and construction of schools
Vocational Training Centre for women Support for public sector projects
18
In Commitment with
Drivers Safety Training Program

The lack of proper knowledge and the absence of safe driving practices and procedures are among the major causes
of accidents on highways. Nestlé Pakistan in collaboration with the National Highways and Motorway Police (NH&MP),
established the first Drivers’ Training Institute near Sheikhupura with the objective of ensuring the safety and well-being
of the communities it operates in. The company developed the second driver training facility for the drivers in Karachi.
The Nestlé-NH&MP Drivers Training Institutes are fully equipped facilities that have been providing trainings, under the
supervision of experts, not just to the drivers of Nestlé Pakistan and NH&MP, but also drivers’ from other public and
corporate organizations of the country. The facilities feature driving safety training track, blocks comprising of classrooms
and also high-tech driving simulators. With state of art driver training facilities in Sheikhupura and Karachi, the Drivers Safety
Program has trained more than 29,800 drivers including over 6,900 drivers from Nestlé service providers. Apart from the
professional and economic impact, the Program has also created a positive social impact not only on the drivers themselves,
but also on their families and the communities that they live in.
29,800 drivers including over

6,900 drivers from Nestlé service providers
Generation 19
FOR THE PLANET
Stewarding resources for the future generations
2030 Global Ambition: Striving for zero environmental impact in our operations
We rely on raw materials to make our products. To continue doing so, we must use raw materials responsibly, safeguarding
these shared resources for the future. Our 2030 ambition is to strive for zero environmental impact in our operations, with a
special focus on reducing water withdrawals, increasing renewable energy use, achieving zero waste to landfill, and innovating
sustainable packaging solutions.
Alongside our 2030 operational ambition, in December 2020 we launched our Net Zero Roadmap, announcing our intention
to halve absolute emissions by 2030 and bring them to net zero by 2050. Achieving this will require addressing emissions
throughout our value chain, implementing regenerative agriculture and nature-based solutions such as agroforestry and land
restoration. The roadmap will transform the way we operate, helping us to inspire change and deliver impact.
Aliabad, Hunza District of Gilgit-Baltistan, Pakistan
SUSTAINABILITY
In Commitment with
Our work is guided by our three global ambitions, among which is the ambition to strive for zero environmental impact in our
operations by 2030. In order to do so, we will especially focus on reducing water withdrawals, increasing renewable energy
use, achieving zero waste to landfill, and innovating sustainable packaging solutions.
Alongside our 2030 operational ambition, in December 2020 Nestlé announced its intention to halve absolute emissions
by 2030 and bring them to net zero by 2050. To achieve this, we will need to address emissions throughout our value chain
and implement regenerative agriculture and nature-based solutions such as agroforestry and land restoration. We want to
use our scale and size to inspire change and create an impact.
To ensure that we have a clear roadmap to achieve the goal we have set ourselves, all Nestlé markets, including Nestlé
Pakistan, have finalized a 2025 Roadmap that will help us transform the way we operate, helping us to inspire change and
deliver impact.
2025 Roadmap
Our 2025 Roadmap has four pillars:
Climate Sustainable Caring for Responsible

Action Packaging Water Sourcing
In 2021, we either introduced or expanded projects related to Climate Action, Sustainable Packaging, and Water. We
worked on building our capability in the Responsible Sourcing pillar but will start actual work in the coming years.
22
• Protecting trees and landscapes that help absorb
carbon
• Working with farmers to shift to regenerative ways
Climate Action of growing ingredients for food, including for the
products we produce
Climate Action is one of society’s greatest challenges and • Ending deforestation in our primary supply chains
presents one of the greatest risks to the future of not just by 2022
our business but also our planet.
• Completing the transition to 100% renewable
All of us need to act with great urgency if we want to electricity
mitigate the effects of climate change. Nestlé may be
Nestlé Pakistan is among the markets within Nestlé where
only one player, but we have the size, scale and reach to
a major chunk of our brands (around 70%) are milk/dairy-
influence many more and to inspire collective action.
based. When Nestlé Pakistan started working on our 2025
Roadmap, we realized that most of our emissions come
By 2025, we will expand the work we have already from our extensive milk value chain.
undertaken to achieve a 20% reduction in emissions.
Between 2025 and 2030, we will achieve a 50% reduction Import of High-yield Cows
in emissions by transforming our operations. In the last leg
In Pakistan, a lot of the farmers get their milk supply from
of our net zero journey, from 2030 to 2050, we will balance
local cows, which are not efficient; the amount of resources
our emissions by offsetting any remaining emissions
and money that goes into feeding and maintaining them is
through high-quality carbon removal projects or innovation. disproportionately high when we compare it to the output the
farmers get from them. That is why we decided to help the
Because of the nature of our business, we are taking action farmers replace inefficient cows with efficient ones.
across agriculture, our operations, and products. These
include:
Generation 23
Our Agriculture Services team provides required training and
technical assistance to manage the herds of these exotic cows.
Nestlé Pakistan has also developed farm input suppliers for
high-quality feed/fodder, milking machines, cow importers,
farm sheds, etc and has connected them with farmers to fulfill
farm requirements.
This is helping us to develop successful business models

and attracting young farmers to adopt dairy farming as a
sustainable business.
Plantation of Moringa Trees

Moringa tree is considered a climate-friendly plant due to its
high carbon sequestration potential. Moringa plantation will
also help us introduce unique fodder which help farmers in
several ways, as a source of nutrition, rumen modifier and
improving conception rate in cows. This plant has one of the
highest biomass with its enhanced capacity to sequester
carbon. While studies are available on its benefits in several
markets, we are also going to conduct a local study with the
help of a partner university.
We will be planting 60,000 moringa trees every year till 2025 to

reduce our carbon emissions.
Biogas and Solar Units

Nestlé Pakistan contributed to the installation of solar energy
systems at 10 dairy farms to encourage farmers to switch to
renewable energy. We also helped with the installation of 10
biogas digesters, which will reduce greenhouse gas emissions
resulting from cow dung.
Packaging Transformation
While we are pursuing recycling options where feasible, we
know that 100% recyclability might not be enough to tackle
the plastics waste problem. Building on our commitment to
Sustainable Packaging making 100% of our packaging recyclable or reusable by 2025,
we aim to reduce our use of virgin plastics by one-third in the
Plastic waste continues to accumulate in landfills and in same timeframe. We will do so by transforming our packaging
our oceans, endangering wildlife. As a food and beverage and by accelerating the development of innovative packaging
company, tackling plastic waste is an urgent priority for us and solutions.
a responsibility we take seriously.
Our packaging innovations and renovations will help us
That is why in 2018, we announced our commitment to make improve the design for recycling and our overall environmental
100% of our packaging recyclable or reusable by 2025. In performance.
January 2019, we set out our broader vision for a waste-free
future and announced a series of specific actions to meet our As we deploy new solutions, we will never compromise the
commitment. health of our consumers. Plastic packaging plays an important
role in safely delivering food and drinks to consumers and
Our vision is that none of our packaging, including plastics, reducing food loss and waste, so we need to carefully consider
ends up in landfills or as litter, including in oceans, lakes, or
rivers.
24
In Commitment with
alternatives before making changes. The safety and quality of Shifting to Paper
our foods and beverages are non-negotiable.
In order to improve the environmental performance of our
packaging, we introduced paper straws across our entire
We will transform our packaging by phasing out packaging
ready-to-drink product range. This makes Nestlé Pakistan the
that is non-recyclable, shifting to paper, and fit for purpose
first food and beverage company in Pakistan to do so.
(reducing the weight and size of packaging materials) projects. The initiative has eliminated over 400 million plastic straws
in 2021 alone, marking a breakthrough in our sustainable
Designed for Recycling Packaging packaging transformation journey.
We are eliminating unnecessary packaging and phasing out
materials that are not recyclable or are hard to recycle. We Waste-Free Future
are investing more in the development of mono-material
Working towards our vision of a waste-free future, we
packaging, as well as alternative materials.
have partnered with external organizations for projects that
increase the volume of packaging waste that is collected and
As of 2021, 88% of Nestlé Pakistan’s packaging is designed
recycled. Another important aspect of our projects is to drive
for recycling.
new behavior by creating awareness amongst society about
everyone’s role in helping tackle plastic waste – from industry
to the consumers, from packaging manufacturers to the
government.
Generation 25
Clean Gilgit and Hunza Project
Gilgit and Hunza, located on Karakoram Highway, are two Clean Gilgit and Hunza Project focuses on waste
famous tourist destinations in Gilgit-Baltistan region. With a segregation and recycling systems for Gilgit and Hunza. We
combined population of approximately 400,000 plus, Gilgit have installed two baling machines, one in Hunza and the
and Hunza have become a popular attractions for local and other in Gilgit, that have encouraged waste management
foreign tourists with more than 1 million tourists visiting the of around 200,000 kgs of plastic and paper packaging
area annually. This influx of tourists has generated income waste in 2021, eventually leading up to 1000 tons by 2025
for the local community but on the other hand, it has to make the region waste-free and promote sustainable
become a reason for increased plastic waste in the region. tourism in the region. Under this project, we will install 24
The waste segregation and management system in the benches and waste bins at popular tourist locations in Gilgit
region is managed by Gilgit-Baltistan Waste Management and Hunza.
company (GBWMC) with the support of the respective
District Councils. An estimate indicates that more than We are in process of donating 15,000 reusable bags to
200,000 kgs of plastic and paper packaging waste is both the District Councils for further distribution among the
collected on a yearly basis in the region, which increases communities. KADO has extended support for different
in the tourist season. Among other factors of increase, the community awareness initiatives for communities and
tourists also bring a lot of packaged goods and eventually different stakeholders in the area. The project, which is the
leave this waste after consumption. first of its kind at such high altitude tourist locations, shall
make a positive environmental impact at both local and
In line with our global vision of a waste-free future, Nestlé national level.
Pakistan partnered with the respective District Councils,
Gilgit Baltistan Waste Management company (GBWMC),
and Karakoram Area Development Organization (KADO) to
launch the Clean Gilgit and Hunza Project. The initiative is
being supported by our leading brands; NESTLÉ FRUITA
VITALS and NESTLÉ PURE LIFE.
Collected 200
Donation of 15,000
tons of packaging
bags in process
waste in 2021
26
In Commitment with
Generation 27
In Commitment with
Travel Responsibly for Experiencing

Eco-Tourism in Khyber Pakhtunkhwa
In December 2020, Prime Minister Imran Khan unveiled the TREK activities include awareness campaigns for tourists
logo of ‘Travel Responsibly for Experiencing Eco-Tourism and training of local communities and businesses on waste
in Khyber Pakhtunkhwa’ (TREK) – a collaboration between minimization and collection.
the Government of Khyber Pakhtunkhwa (KP), World Bank
Group (WBG), and Nestlé Pakistan at a ceremony held in The partnership will assist the role of tourism in job creation
Islamabad. and Khyber Pakhtunkhwa’s efforts for facilitating tourists by
improving accessibility through roads, rescue services, and
TREK is an initiative under the Khyber Pakhtunkhwa planning of tourism zones.
Integrated Tourism Development (KITE) project being
implemented in partnership with the WBG and the KP As part of Nestlé’s vision for a waste-free future, our
Tourism Department. Its activities emphasize heritage partnership with WBG and KP Government is a step in
preservation, tourism infrastructure development, that direction. Nestlé will be driving new behavior and
and destination management while adhering to the enhancing the public’s understanding through community
fundamentals of responsible tourism. engagement, cleanup activities, conducting trainings,
and connecting waste recycling companies with the local
The partners will work together for the protection of administration.
ecosystem through solid waste management and plastics
recycling at tourism sites across Khyber Pakhtunkhwa.
28
In Commitment with
CoRe Alliance
In line with our commitments on Sustainable Packaging,
Nestlé Pakistan played a leading role in establishing an
alliance called CoRe (Collect and Recycle). We have joined
hands with other like-minded organizations that share
our vision of a waste-free future, which will be driven by
the reduction in plastics, innovation of new materials,
exploration of new and more sustainable business models
as well as helping move towards a circular economy.
The alliance is committed to make 100% of its packaging

recyclable or reusable by 2025 and is working to improve
its performance on a yearly basis.
CoRe comprises of Pakistan’s leading consumer goods and

packaging companies, recyclers and non-governmental
organizations. It is an alliance created with the mission to
eliminate packaging waste by enabling formal collection
and recycling. It envisions the creation of a circular
economy by reducing the packaging footprint and
encouraging sustainable and innovative practices.
In February 2021, the alliance held its first National

Stakeholder Convening on Collective Action to deal with
Plastic Packaging Waste in collaboration with Ministry of
Climate Change to encourage dialogue regarding shared
challenges of packaging waste and collection mechanisms
in the country.
CoRe also partnered with Capital Development Authority to

install 250 waste bins in Fatima Jinnah Park and Lake View
Park in Islamabad with the aim to encourage citizens to
dispose off waste responsibly.
Generation 29
Water
As a food and beverage company, all areas of our business
use water. Farmers need it to grow the crops that we use
to make the foods we produce. We also use water in our
factories.
We recognize the role that businesses can play in improving

water use efficiency. That is why we have committed to
regenerating the water used by our waters business and
have a net positive impact by 2025.
Since decades, water has been a key focus of our

sustainability efforts, especially for the operations across
our value chain. Preserving water resources is part of our
legacy. While building on this heritage, we launched our new Pakistan and the first Nestlé site worldwide to be awarded
commitment called the Water Pledge in 2021 which is water the AWS Certification in 2017. Following suit, our factories
business specific. in Islamabad, Kabirwala, and Karachi were certified in 2018,
2019, and 2020 respectively.
Even though our regeneration commitment is new, it builds
on our existing water stewardship efforts under the umbrella In-House Efficiencies
of Caring for Water-Pakistan (C4W-Pakistan) initiative
Our program to improve efficiencies, recycle and reuse water
launched in 2017. C4W is a blueprint for gauging collective
has enabled us to reduce water consumption per ton of
action and bringing different partners together to discuss
product by 14.05 % from 2015 versus 2021. We also treat
and find solutions for the existing water challenges faced
the wastewater resulting from our industrial processes, and
by the country. We have undertaken a number of activities
only discharge treated water that meets the standards set by
under three overarching pillars of the C4W-Paksitan
the environment authorities.
initiative; Factories, Communities, and Agriculture.
WASH Pledge
Factories We have committed to undertaking the WASH (Water,
AWS Certification Sanitation and Hygiene) Pledge as part of which companies
commit to implementing access to safe water, sanitation,
The Alliance for Water Stewardship (AWS) Standard is an and hygiene at the workplace at an appropriate level for
international standard for freshwater resources that guides all employees in all premises under their control. All of
organizations to manage water by taking site and catchment our four factories and other sites meet the WASH Pledge
initiatives through stakeholder inclusive processes. Nestlé requirements, covering more than 3,000 employees.
Pakistan’s Sheikhupura Factory became the first site in
30
In Commitment with
Communities (PARC) by showcasing High-efficiency Irrigation System

(HEIS). This site showcases best farm practices. In a similar
Clean and Safe Drinking Water Facilities partnership with the University of Veterinary and Animal
We have established 6 Clean and Safe Drinking Water Sciences (UVAS) Lahore, Nestlé Pakistan has established
Facilities providing access to clean and safe water to more another demonstration site.
than 60,000 people every day. Nestlé has also taken the
responsibility of maintaining these plants with strict quality In 2021, we helped farmers install drip irrigation on 198
controls and checks and balances in place. acres with an estimated water saving of up to 207,465 m3.
Water Education Smart Soil Moisture Sensors
Through our Water Education Program, we have reached Our team has developed low-cost smart soil moisture
out to 35,000 children and 200 teachers in schools in 2021. sensors in partnership with Center for Water Informatics and
Technology (WIT), LUMS, and Waziup (an organization based
in Italy). These sensors read the moisture level of the soil and
Agriculture send regular data updates to a cloud from where the farmer
receives information about which areas they should irrigate
Drip Irrigation
and how much. Moreover, a software has been developed
Nestlé Pakistan has worked with the Agriculture that enables the farmers and researchers to see the soil
Department, Government of Punjab to encourage local moisture level remotely on their computer screens.
farmers to take up drip irrigation. We cover 40% of the
farmer’s cost of putting up the equipment for drip irrigation In 2021, we saved an estimated 161,033 m3 of water by
while the Punjab government covers the remaining 60% of installing sensors on 455 acres. Our water savings are in the
the expense through a World Bank program. We are also process of being validated through a study.
working with Pakistan Agriculture and Research Council
Generation 31
In Commitment with
Nestlé Cares
Respect for the rights of the people we employ, do business with or otherwise
interact with is the fundamental way that Nestlé operates. This respect is at
the core of Nestlé’s Corporate Business Principles and is aligned with the UN
Guiding Principles Reporting Framework. Nestlé Cares provides our employees
the opportunity to engage and assist underprivileged communities through
their direct and indirect participation. The activities primarily support and
address the needs of local communities based on Nestlé Creating Shared
Value pillars. Employee participation, while encouraged, is voluntary and
remains an employee decision.
32
ENVIRONMENT
SUSTAINABILITY
“
IN 2021
We believe Nestlé is well placed to help address

the climate change challenge. We aim to ensure
the continuity of our own business and those
in our supply chain while protecting the wider
environment. Nestlé Pakistan is taking steps and
introducing various initiatives in its manufacturing
units and beyond, to exhibit Respect for the Future.
Energy GHG Water
Consumption Emissions Consumption
Reduction from 2015

3.2% 12.5% 14.05%
Positive Impact
Environmental Indicators Across projects and reduced 12.5% greenhouse gases Per ton of
Product from 2015 and 6.7% greenhouse gases Per Ton of
Our Factory Operations Product reduction from 2018 at our manufacturing sites,
despite challenges like production volumes and product
Energy, water and greenhouse gas emissions are the major mix ratio.
environmental indicators for any manufacturing facility.
Nestlé takes care of these indicators in its operations and
keeps on improving its performance on yearly basis. Water Operational Efficiency
Water withdrawal per ton of product was reduced by
Energy Conserving Proficiency 14.05% as compared to 2015 across our manufacturing
units. This water-saving is based on the initiatives that are
Energy optimization across operations resulted in the taken under Alliance for Water Stewardship and optimized
reduction of 3.2% GJ per ton from 2015 by optimizing the usage of water.
usage of energy across our manufacturing sites.
Total Tree Plantation in 2021

Greenhouse Gas Emissions
Nestlé Pakistan planted a total of 95,000 trees in 2021.
(GHG) These include 35,000 trees around our sites and 60,000
moringa trees with farmers in Agriculture Services.
In 2021, we invested our time and efforts in identifying
opportunities for greenhouse gases optimized usage across
the organization. We successfully executed a number of
Generation 33
In Commitment with
“
Total On-Site Energy Consumption
(GJ/ton)
1.85
1.80
Plan 2022
1.80
1.74
1.75
1.69
Focus areas for 2022 will be exploring opportunities 1.70
1.66 1.67
for more renewable energy sources and executing
1.65
the projects of renewable energy. Nestlé Pakistan 1.62
is targeting a 5% reduction in GJ ton of product 1.60 1.55

and 60,000 m3 of water-saving projects at our
1.55
manufacturing sites.
1.50
2015
2016
2017
2018
2019
2020
2021
Green House Gas Emissions Water consumption
(tons CO2e/ton) (m3/ton)
0.150 3.05 2.99 2.97

0.144 2.86
0.145 0.142 2.95
0.137 2.80
0.140 2.85
0.135
0.135
2.75
0.130
0.126 0.126
0.125 2.65
2.58 2.57
0.120 2.55 2.52
0.115
0.115 2.45
0.110
2.35
0.105
0.100 2.25
2015
2016
2017
2018
2019
2020
2021
2015
2016
2017
2018
2019
2020
2021
34
Generation 35
OUR PARTNERS
Individuals and
Families
Our
Communities
For The Planet
36

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About the Cover

We believe each and every one of us has a role to play in protecting

Be a force for good MANAGEMENT REPORT 2021

The Directors of Nestlé Pakistan

PKR Million 2021 2020 Change

Sales 133,295 118,781 +12.2%

Be a force for good MANAGEMENT REPORT 2021

Corporate & Financial Reporting Remuneration Policy of Non-

Be a force for good MANAGEMENT REPORT 2021

• Nutrition awareness for another 35,000 school children

Samer Chedid Syed Yawar Ali

• Increase in input cost due to rising inflation and likely Lahore

Board of Directors’ Meetings Role and Responsibilities of the

The Managing Director is the Chief Executive Officer of the

Mr. Syed Yawar Ali 17.07.2019 4 Human Resources and

Mr. Amr Rehan 17.07.2019 2 Strategic Planning

Syed Yawar Ali

Be a force for good MANAGEMENT REPORT 2021

140,000 133,295 450

118,553 120,701 118,781 400

MARKET CAPITALIZATION RETURN ON EQUITY

100,000 2,000 50%

MARKET PRICE PER SHARE VS. DIVIDEND PAYOUT RATIO

PROFIT BEFORE TAX PROFIT AFTER TAX

9,000 10.9% 9.6% 9.6% 10%

Be a force for good MANAGEMENT REPORT 2021

(PKR in 000) 2021 2020

Wealth Generated / Value Added:

To Society and Development Initatives:

Depreciation and amortisation 3,858,736 6.9% 4,154,631 7.9%

56,230,368 100.0% 52,355,730 100.0%

(Rupees in million) 2021 2020 2019 2018 2017 2016

Investor information for six years

Be a force for good MANAGEMENT REPORT 2021

No. of Shareholdings Total Shares

Categories of Shareholders Shareholders Shares Held Percentage

Shareholders holding 5% or above Shares Held Percentage

SOCIETE DES PRODUITS NESTLÉ S.A. 27,936,173 61.60

Be a force for good MANAGEMENT REPORT 2021

Name of Shareholder Number of shares Percentage

Executives/ Officers of the Company

Shareholders holding 5% or above Number of shares Percentage

4. The company has prepared a Code of Conduct and

of approval or updating is maintained by the company; Secretary / Head of Human

6. All the powers of the Board have been duly exercised

Be a force for good MANAGEMENT REPORT 2021

i. Audit Committee: 04 18. We confirm that all requirements of regulations 3, 6, 7, 8,

Samer Chedid Syed Yawar Ali

Be a force for good MANAGEMENT REPORT 2021

Syed Saiful Islam

Syed Hyder Ali

Syed Babar Ali

Osama Bin Zafar

Syed Hyder Ali

Carpenter Executive Director Executive Director Hajra Omer

Registered and Legal Advisors Regional Sales

Share Registrar/ Plot No. 32, Street No. 3, Sector I-10/3,

Transfer Agent Phone: (051) 4445991-3

Be a force for good MANAGEMENT REPORT 2021

ORDINARY BUSINESS: NOTES