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Empowerment of Women As Hallmark of Nestlé’s Corporate Outlook

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By Eric Elezuo

The English dictionary defined empowerment as the state of giving power, authority or wherewithal to carry out specific assignments without recourse to another authority. It is taking charge legally or otherwise towards becoming independent, self reliant, self sustaining and capable to meet personal and communal responsibilities. These are the faces that Nigeria’s foremost food, beverage and other essential household makers, Nestlé Nigeria Limited have crowned itself with, empowering all and sundry, especially women, to become masters of their lives. And that explains why this year, 2022, the brand was recognised as a Top Employer in Nigeria, having remained in the business of teaching Nigerian women, and others how to fish.

The honour was bestowed by Top Employers Institute programme, which is saddled with the responsibilities of certifying organisations based on the participation and results of their HR Best Practices Survey. The survey covers six HR domains consisting of 20 topics including People Strategy, Work Environment, Talent Acquisition, Learning, Well-being, Diversity & Inclusion and more. It is worthy of that the more refers to the organisations social corporate responsibilities targeted at off office employees – the general public.

In the words of the brand “Our goal is to ensure women feel supported, valued and respected. We have been working to balance the gender makeup of our workforce, and are actively creating a gender-balanced leadership, by increasing the proportion of women in managerial positions, including in our most senior executive posts.

“Our Gender Balance Acceleration Plan aims to increase the proportion of women in our top 200+ senior executive posts. We carefully monitor our succession planning to ensure that we have the right pipeline for our most critical business roles and provide career support and guidance through our Senior Leader Development Roadmap (Corporate Mentoring Program, Senior Leaders Development Assessment Center and Senior Executive Program).

“Outside our own operations, in the agricultural communities that cultivate and process our raw materials, we are also working to change the economic, social and cultural outlook for women through a host of different programs that aim to teach the skills required to increase farms’ productivity, build better businesses and improve livelihoods.” This is a company that no doubt has women interest at heart.

Nestlé’s rise to assuming the top Employer status stem from its dedication to a ‘better world of work, exhibited through excellent Human Resource policies and people (oriented) practices’. These practices have transcended the four walls of the company to affect the general public, giving women the leverage to support their men, and in most cases become their own economic masters.

For starters, Nestlé’s efforts at empowering women are not limited to geo-location, but a worldwide endeavour. During the 2014 United Nations 6th Annual Women’s Empowerment Principles event, Nestlé shared its mind bulging efforts to empower women and girls worldwide, exhibiting its works in cooperation with almost 750,000 women to provide technical and business skills. Its aims are targeted at boosting education, training and opportunities, to encourage the professional development of women in the marketplace and community.

It is worthy of note that Nestle’s attention to elevating the status of women through veritable empowerment has not gone unnoticed, her modesty notwithstanding.  In August 2021, the brand launched “Nestlé Empowering Rural Women in Nigeria project”, the first of its kind, with the sole aim of helping rural women retailers within the company’s value chain scale up their businesses to increase their household incomes. The programme, which has so far assumed nationwide relevance, has been launched in Nsukka and Obolo-Afor, both in Enugu State to reach an additional 50 women retailers among other places including the suburb of the Federal Capital Territory and Osogbo for the first and second phases. The launch of the programme in the above locations brought the number of beneficiaries to 150, and today continues to count, integrating more Nigerian women, who are presently capable of holding their own. Nestle doesn’t settle for less in its quest to create a self reliant Nigerian woman. It is one of the Creating Shared Value initiatives that Nestlé deploys to help build thriving communities by improving livelihoods.

Wondering why the Nestlé Empowering Rural Women in Nigeria project? The answer is not far fetched. According to the brand’s corporate office, the programme is designed to equip female distributors at the end of the pyramid to scale up to three times the size of their existing business over Three months and to sustain the new level.

Mr. Khaled Ramadan is the Commercial Manager for Nestlé Nigeria, and while lending credence to Nestlé’s contributions to empowering women within her value chain, said, “At Nestlé, we believe that by contributing to the health and wellbeing of our communities, we create shared value for all stakeholders while contributing to the growth of our business.

“Nestlé Empowering Rural Women in Nigeria project” is our way of improving the livelihoods of women in the rural areas by helping them scale their businesses to three times its current volume within three months. Our ambition is to empower 300 of these women who are retailers within our distribution channel.

“We have received very positive feedback from the first 100 beneficiaries of the program who are based in the suburbs of Abuja and Osogbo. They are reporting faster turnover and increased revenue as well as stronger visibility of their business outlets within their locations. We are therefore confident that our intervention through training, mentorship and product grants are a right mix for success. By improving the household incomes of the rural women, Nestlé is helping to improve their access to adequate nutrition, good healthcare and good quality education for their families.”

With the zeal to make the women come out tops, Nestle involves the experts, and in this case, FDConsults, which delivers the implementation process. The beneficiaries therefore, receive grants by way of Nestlé products valued at 300% of their current monthly sales, participate in training and mentorship programs which equip them with the requisite skills to scale up and sustain their businesses. The Consult also render post implementation efforts, in the form of giving them three months post training to help them succeed. Each beneficiary retailer is linked to a one-on-one mentor for guidance and consistent support. At the end of the day, the beneficiaries come out grounded and rounded, gaining the ability to master the trade and remain relevant in the business for sustainability.

“It is a delight for me to see the progress already made by the beneficiaries of “Nestlé Empowering Rural Women in Nigeria project,” Mr. Phranklin Audu, Lead Trainer & Head of Partnerships at FDConsults, said, maintaining that reports of increase in turnover and profit are very encouraging.

In no distant time, the fourth phase followed in Port Harcourt to cover the south south region with 50 additional beneficiaries, and expanding the financial and security base of Nigerian rural women, and at the same time, improve their standard of living with.

The women enjoy the training and mentorship provided by Nestlé and her implementation partners – FDConsults, and have not failed to report faster turnover and increased revenue as well as stronger visibility of their outlets within their locations. Again, the brand has a track record of helping rural women-dwellers access information and skills to improve their standard of living. The most beautiful aspect is that each woman is linked to a mentor for one-on-one guidance and consistent support spanning three months or more.

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“I feel so happy about this opportunity. I still cannot believe that this is true, because it is just like a dream. I want to say a big thank you to Nestlé” – Mrs. Joyce Nwaiwo

“I am very happy to have been selected to benefit from this program. I am going home with good news. With what we were taught today, I now have the knowledge to support my business to grow. With the help of the goods that Nestlé is also giving to us, I have everything I need to make my business succeed. I thank Nestlé for this important initiative, it will help all the women benefiting from the program a lot” – Mrs. Peace Eze

“I am beyond happy and I do not know how to express myself for being one of the 50 women chosen to participate in this empowerment by Nestlé in Enugu State. The free goods and training we received will be particularly helpful in taking my business to the next level. I thank Nestlé for everything they have done for me and my family” – Mrs. Clementina Irandi

“I want to thank Nestlé for doing a lot for my family. I am so happy that I was selected to participate in this program. The grant will increase my business and income which will enable me to improve my standard of living and that of my family” – Mrs. Bashiru Hairat

Even in official work capacity, Nestlé has not toiled with the wellbeing of women, elevating the gender to high profile offices, recognising their strength and capabilities in a changing world. A typical example is the Corporate Communications and Public Affairs Manager, Mrs. Victoria Uwadoka, whose efforts have catapulted the brand to enviable heights.

Nestle is quite an all rounder in empowerment. It does not stop with women, but has gigantic hand in the pie of also giving youths, the children, the disabled and many others the desired platform to become what they could and reach for the stars.

Nestlé has gained recognition by the Bloomberg Gender Equality Index for its transparency in gender reporting and advancing women’s equality in the workplace for three consecutive years.

It is believed that when the women are empowered, the community is empowered, and Nestle takes cognizance of the fact.

Nestle and women empowerment; two of a kind!

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Superiority War: I’ve Exclusive Authority to Confer Titles Across Yorubaland, Says Alaafin

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The Alaafin of Oyo, Oba Abimbola Akeem Owoade I, has stated that only the throne of Oyo has the authority to confer chieftaincy titles that carry the name “Yorubaland.”

The monarch made this declaration during the installation of Senator Abdul-Aziz Yari as Obaloyin of Yorubaland and Barrister Seyi Tinubu as Okanlomo of Yorubaland on Sunday at Aganju Forecourt, Aafin Oyo.

Oba Owoade emphasised that chieftaincy in Yoruba culture is not a matter of favour or decoration but a duty that comes with responsibility.

He explained that the Oyo throne has historically served as a central coordinating authority for the Yoruba people, a role recognised both during colonial administration and in post-independence governance.

The Alaafin highlighted that titles bearing the name “Yorubaland” are collective titles representing the Yoruba people as a whole, not individual towns or kingdoms, and must therefore be conferred by an authority whose reach spans the entire region.

He noted that colonial records, post-independence councils, scholarly works, and the Supreme Court of Nigeria have all affirmed this historical authority.

Oba Owoade described the newly installed titles as positions of trust requiring courage, loyalty, and service to the Yoruba people.

He added that such honours are meant to bind recipients more closely to Yorubaland and reinforce that authority, tradition, and respect for boundaries are central to sustaining Yoruba culture.

He urged the new titleholders to serve with humility and to ensure that their honours contribute to unity, dignity, and the collective good of Yorubaland.

He said: “We are gathered here today for a purpose that goes beyond celebration. We are here to witness history and to place responsibility where tradition has long placed it. Chieftaincy, in our culture, is not an act of favour. It is not decoration. It is duty, conferred only when history, authority, and responsibility align.

“From the earliest organisation of the Yoruba people, authority was never vague. Our forebears understood structure. This understanding gave Yorubaland stability long before modern governance arrived.

“The throne of Oyo emerged in that history as a coordinating authority, by responsibility. When colonial administration came, it did not invent this reality; it encountered it and recorded it. By 1914, Oyo Province had become the largest province in Southern Nigeria, covering 14,381 square miles. It was bounded in the north by Ilorin and Kontagora, in the east by Ondo and Ijebu, in the south by Ijebu and Abeokuta, and in the west by French Dahomey. This reflected recognised leadership over a wide and diverse space.

“This history explains why certain chieftaincy titles are different in nature. Titles that bear the name “Yorubaland” are not local titles. They are collective titles. They speak not for one town or one kingdom, but for the Yoruba people as a whole. Such titles must therefore proceed from an authority whose reach, by history and by law, extends across Yorubaland.

“Today, I do not speak to provoke debate. I speak to state order. Among the Yoruba, authority has never been a matter of assumption or convenience. It has always been a matter of history, structure, and law. Thrones were not created equal in function, even though all are sacred in dignity. From the earliest organization of Yorubaland, the Alaafin of Oyo occupied a central and coordinating authority – an authority that extended beyond the walls of Oyo and into the collective political life of the Yoruba people. This was not self-declared. It was recognised, enforced, and sustained across generations.

“Colonial records acknowledged it. Post-independence councils preserved it. Scholars documented it.

“And finally, the Supreme Court of Nigeria affirmed it. The law is clear. History is settled. Chieftaincy titles that bear the name Yorubaland – titles whose meaning, influence, and obligation are not confined to a single town or kingdom – fall under a singular, established authority. That authority is the throne of Oyo.”

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Why I Visited Nnamdi Kanu in Prison – Alex Otti

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By Eric Elezuo

Governor Alex Otti of Abia State has explained the reasons behind his much talked about visit to the leader of the Indigenous Peoples of Biafra (IPOB), Mazi Nnamdi Kanu, in Sokoto Correctional Centre.

Nnamdi Kanu was found guilty of all the seven count charges of terrorism brought against him by the Federal Government, and sentenced to life imprisonment, by Justice James Omotosho of the Federal High Court, Abuja, on November 20.

The governor also declared his intention to retire from partisan politics after serving as governor of the state.

Governor made these remarks in Umuahia while reacting to a viral video in which an individual berated him for visiting the IPOB leader in Sokoto Correctional Centre recently and alleged that the visit was aimed at positioning him (Otti) for either the presidential or vice presidential ticket. Otti however, denied having any presidential or vice presidential ambition after his governorship role.

According to him, he would not even contest for the senatorial position after serving as governor of Abia State.

Criticisms, he said, are part of democracy, adding that everyone is free to hold an opinion, even as he acknowledged that some criticisms, especially undue ones, are far from being the truth.

His words, “In the first place, that is the beauty of democracy. So, people should hold their opinions, and we respect people’s opinions. And that you hold a different opinion doesn’t mean you are right.

“One of the things he talked about was my ambition after being governor. And I had said it before, and I want to say it again, that by the time I’m done with governorship, I will retire.

“So, I don’t have presidential ambition, nor vice-presidential ambition. I also don’t have senatorial ambition. So, when I finish with the governorship, I’ll retire.

“I came for a mission. And when I deliver that mission, I will give way to younger people. So, he was talking of Igbo presidency. I don’t even understand what that means.

“So, I think if his thesis is based on that assumption, the assumption has collapsed, because he won’t see me on the ballot.

The Abia governor argued that it is important for a political office holder to know when to quit, especially when the politician has done what he is asked to do.

“When you have done what you have been asked to do, you clear, give way for other people. We’ve seen people here, after being governor who went to serve as Local Government Chairman. That’s not what we are. We are not cut out for those kinds of things.

Otti used the forum to explain why he visited Mazi Nnamdi Kanu at the Sokoto prison.

He said, “The second point is about Nnamdi Kanu. And I don’t want to put this matter in the public space so that it doesn’t jeopardise the discussions that I’m having.

“The truth about it is that exactly 24 months ago, I opened up discussions at the highest level on Nnamdi Kanu.

“And going to see him is the right thing to do, because he comes from my state. In fact, he comes from this local government (Umuahia North – the state capital).

“And there are always ways to solve a problem. I don’t believe that the way to solve a problem is to ignore it. And I had written extensively, even about Nnamdi Kanu and Operation Python Dance, I think in 2017 or 2018. And I condemned it.

“And I still condemn it. And some of the recordings that the gentleman put in his video, I cannot vouch for the veracity of that recording.”

Governor Otti maintained that he knows that when an issue has been approached from the legal point of view, there is also another window called the administrative point of view, stressing that, that is where he (the governor) is coming from.

“I’m not a lawyer. And if the judiciary says the man has been condemned to life imprisonment, that is the judiciary. Even that is not the end, because that’s the court of first instance. There is still an opportunity to appeal and then an opportunity to even go to the Supreme Court.

“But what we are trying to do is to intervene. I’m not a supporter of the disintegration of Nigeria.

“So, my position is that it would be insensitive of me to sit here and say one of our own who has been convicted should die when we have an opportunity to discuss, negotiate, and sue for peace. So, that is my position,” he said.

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How Glo Network Became the Lifeline That Saved Two Lives: A True Story from Sallari

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By Dr. Sani Sa’idu Baba

It was one of those calm, bright mornings in Sallari, a town in Tarauni Local Government Area of Kano State. I had gone to visit my longtime friend and colleague, Dr. Muhammad Umar Abdullahi, at his private facility, Rauda Clinic and Maternity. We were in his office discussing research, the usual challenges of medical practice, and other issues when the sound of hurried footsteps and anxious voices broke the calm. A young man rushed in, calling for the doctor.

Without hesitation, Dr. Muhammad sprang into action. I followed him instinctively. Within moments, two people burst through the gate, one man carrying a weak, heavily pregnant woman in his arms. Her breathing was shallow and wheezy, her face pale, and her body trembling between labor contractions and an asthma crisis. The scene was intense, we both knew that every second counted.

The team quickly moved her to the emergency bed. The Chief Medical Director Dr. Muhammad and his nurses worked swiftly to stabilize her breathing and monitor the baby. Oxygen was connected, IV lines were set, and within minutes, her breathing began to steady. The baby’s heartbeat was strong. After a short but tense period, she delivered a healthy baby girl. Relief filled the room like a gentle wind.

At that moment, I couldn’t help but admire the efficiency and dedication of Rauda Clinic and Maternity. The facility operated with the precision and compassion of a modern hospital. Every member of the team knew their role, every piece of equipment was in place, and the environment radiated calm professionalism. It reminded me that quality healthcare is not only about infrastructure, but about commitment and readiness when it truly matters. Rauda Clinic stood out that day as a quiet pillar of excellence and hope for patients and families alike.

The following day, I placed a call to Dr. Muhammad to ask about the condition of the woman who had been brought in the previous morning. He sounded cheerful and relieved. “Both mother and baby are fine now,” he said. Then, with deep reflection in his voice, he narrated the extraordinary story behind their survival, a story that showed how a single phone call, made at the right moment, became the bridge between life and death. As I listened to him recount the events, I couldn’t help but marvel at how sometimes, survival depends not only on medicine but also on connection.

Her name was Amina, a mother of three. That morning, she was alone at home, her husband was in Dutse, the capital of Jigawa state where he works, and her children had already gone to school. The first wave of pain came suddenly, followed by a tightening in her chest. Within minutes, she was gasping for air, her asthma worsening with every breath. She reached for her phone to call her husband, but the call wouldn’t go through. She tried again and again, each time, “Network error.”

Her strength was fading fast. She tried to reach her neighbors, but again, no connection. Alone, frightened, and struggling to breathe, she said she felt her end was near. Then, a thought crossed her mind, her maid had left her phone in the sitting room that morning. Gathering the last of her strength, Amina crawled toward the television stand where the phone lay.

When she reached it, she noticed the green SIM icon, it was a Glo line. Hope flickered. But when she tried to make a call, she saw there was no airtime. That could have been the end until she remembered Glo’s Borrow Me Credit service. With trembling fingers, she dialed the Glo borrow me code and she got the credit instantly, and that small credit became her lifeline.

Her first attempt to reach her husband failed. Then she dialed her younger brother, Umar. This time, the call went through immediately. Interestingly, Umar is a Glo user too. Without delay, Umar and his wife rushed to her house, found her collapsed on the floor, and carried her into their car.

On their way, Umar called ahead to alert the doctor, and again, the call went through clearly. By a remarkable coincidence, Dr. Muhammad was also using a Glo line. That seamless connection meant the hospital team was fully prepared by the time they arrived. Within minutes, Amina was stabilized, and both she and her baby were safe.

The next morning, Dr. Muhammad told me that Amina had smiled faintly and said to him, “Doctor, when every other network failed me, Glo answered. If that call hadn’t gone through, I wouldn’t be here today.”

Her words carried a truth that stayed with me. It wasn’t just a patient’s gratitude, it was a testimony about the power of reliable connection. At that moment, Glo wasn’t just a telecommunications network, it was the bridge between life and death, between despair and hope.

In today’s world, a simple phone call can determine whether someone lives or dies. That day reminded me that technology, when dependable, is not just about data speed, it’s about human connection at its most critical. Glo proved to be that connection: steady, available, and trustworthy when it mattered most.

Before she was discharged, she laughed and told the doctor she had already chosen a nickname for her baby “Amira Glo.” They both laughed, but deep down, Dr. Muhammad understood the meaning behind that name. It symbolized gratitude, faith, and survival.

As I ended the call with Dr. Muhammad that day, I felt a quiet pride. I had witnessed not just the miracle of life, but the harmony of medicine, compassion, and reliable technology. Through Rauda Clinic and Maternity, I saw what true service means, dedication without boundaries, and connection that saves.

Amina’s story isn’t an advert, but living proof that sometimes, when every other signal fades, Glo stands firm, and when every other facility seems far away, Rauda Clinic and Maternity remains a beacon of care and excellence.

For patients, families, and health workers alike, Glo is proven to be a network of necessity. It connects life to hope, when every second truly counts…

Dr. Sani Sa’idu Baba writes from Kano, and can be reached via drssbaba@yahoo.com

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