research project on nestle

Welcome to the Research Center

At NNI we drive progress by sharing the breakthrough research conducted by Nestlé and world renowned experts, supporting the global scientific community and empowering healthcare professionals in their clinical practice.

There is over 50 years of continuous commitment to innovation, state of the art technology and expert thinking invested in Nestlé Research.

This has helped build the world's largest private food and nutrition research organisation, involving around 5,000 people located in around 30 R&D facilities worldwide.

Over 1,000 peer-reviewed papers on diverse topics - including nutrition and health, food science and analytical methods - have been published in the past five years.

Explore these publications and stay updated with the latest in nutrition science research in all the topics available to you in this section.

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Innovation, research and development

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By 2050, the world population will reach almost 10 billion making today’s food supply even more challenging. The lack of affordable nutritious foods accessible to everyone will be an even greater challenge than it is today.

Sustainability and environmental concerns are putting pressure on natural resources leading to consumers demanding food choices that are both, good for them and good for the planet. Many are moving to a more plant-based diet.

Right for you, right for the planet, right now

To keep up with the growing demand for sustainable, affordable, high-quality nutrition, we’ve adopted a multi-faceted approach to innovation.

Rapid prototyping and production facilities in our R&D centres for in-market testing help us to move from research to launch more quickly. We’ve also adopted a fast-track process to fund promising innovations outside of standard budget cycles. This gives us greater agility in responding to emerging trends.

We rely on a strong foundation of science, technology and expertise in confectionery, together with an agile innovation approach to capturing emerging trends and creating delicious confectionery experiences that can be part of a balanced diet.

In Nestlé Research & Development we push the boundaries of science, to develop innovative products and services that provide nutrition and health for people and pets everywhere across every stage of their lives. Watch the video to find out more about our function and our people.

How are we doing it?

How can we meet the growing demand?

How can we keep up with the changes?

+41 21 320 33 51 | [email protected]

Nestlé Foundation

For the study of problems of nutrition in the world.

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Types of Research Grants and Support

The Nestlé Foundation offers different award and grant categories, some of them using a modular approach, i.e. the Pilot Grant Program represents the starting grant module for a later Full Grant Research application. The eligibility criteria as well as the Research objectives and topics have to be fulfilled independently from the award category (for further details see section "Specific information for applications"):

A. Research Grants

The Foundation offers different research grant categories, some of them using a modular approach, i.e. the Pilot Grant Program represents actually the starting module for a later Full Grant Research Application. The eligibility criteria as well as the Research objectives and topics have to be fulfilled independently from the grant category.

• Training Grant
• Pilot Grant
• Full Grant (small / large)

Training Grants and Pilot Grants run usually over one year to 2 years. Re-Entry grants may run up to 3 years. However none of these awards are renewable. Hence, it is recommended that eligible investigators apply for other categories of awards before the completion of their projects (but with available results from earlier support) for continuing support from a full research grant to avoid any interruption of their research activities.

A previous award does not necessarily imply that a subsequent submission will be automatically accepted. All applications will be reviewed as new applications. A new application must be substantially different from one previously reviewed and have a different title in order to be accepted for review Replacement of the Principal Investigator on any of these awards is not normally permitted.

Further details see Specific information for applicants .

B. Institutional Support

Institutional support involves the support of research or educational projects in specific institutions in low- or lower-middle income countries which contribute to a focused development of capacity and know-how and human resource development in the corresponding institution.

C. enLINK Research grant program

The enLINK research grant program represents research projects initiated by the Nestlé Foundation. External researchers or institutions are invited by the Foundation to submit a research proposal in a specific area. All applications, including those of the enLINK research grant program will undergo internal and external reviewing.

The Nestlé Foundation does not support individual fees for attendance and travel to scientific meetings or courses except when presenting the of results of a research grant already funded by the Nestlé Foundation. We do not consider queries for support to attend a meeting if you are not a grant holder of the Nestle Foundation. The Foundation does in general not support the organization of meetings or conferences and discourages any solicitation of funds for these purposes.

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Nestlé Launches Global R&D Center in Ohio to Address Diverse Consumer Food Demands

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Nestlé today celebrated the grand opening of its new Nestlé Research & Development Center in Solon, Ohio, and marked the completion of a $50 million, two-year project to establish this global center dedicated to transforming the way the world enjoys frozen and chilled foods. In the new 144,000 square foot facility, Nestlé R&D Solon will balance consumer-centered innovation with technology leadership.

While the center’s mission is to sustain global needs, its location in Ohio reflects the growth in size and complexity of Nestlé’s frozen and chilled foods businesses in the United States, where well-known Nestlé brands lead in their various categories. That growth made an expanded and collaborative research and development effort necessary.

“Few areas of research are as complex as food research,” said Johannes Baensch, Head of Global Product & Technology Development, Nestec Ltd. “Nestlé has a long-standing reputation for excellence in research on food and nutrition and this Research Center is regarded as one of the world’s leading laboratories in food and life sciences. By creating Nestlé R&D Solon, we are transporting a significant piece of our global research expertise to the United States, our largest global market.”

Baensch continued: “Nestlé has been dedicated to enhancing people’s lives since Henri Nestlé founded the company nearly 150 years ago. Today, we’re still focused on offering good food that provides added health benefits, fulfills the highest safety standards and offers nutritional advantages. Food also must look and taste good, and offer convenience to consumers. Our Nestlé R&D Solon team will help to improve every aspect of the frozen and chilled foods we market with this vision in mind.”

In addition to developing R&D strategy for Nestlé’s worldwide frozen and chilled foods businesses, the experts at Nestlé R&D Solon will focus on product innovation and renovation that both meet Nestlé’s Nutrition Foundation requirements and balance taste with nutrition, by exploring ways to reduce sodium and saturated fat, eliminate partially hydrogenated oils, incorporate more vegetables, and create gluten free and high-protein options. The team will also provide expert technical assistance to Nestlé production facilities around the world, as well as guidance in the important areas of nutrition, food processing, food quality, and food safety. Incorporated into the design is a pilot plant where the latest technology advancements and new recipes can be evaluated and refined for introduction into the marketplace.

“We’re experiencing one of the most profound shifts in how people eat right now. To address the ever-changing landscape, we’re striving to make our products healthier and tastier using unmatched R&D capability, nutrition science and passion for quality in everything we do,” said Paul Grimwood, Chairman and CEO of Nestlé USA. “I’m pleased that Nestlé R&D Solon will enable us to better anticipate and provide consumers with the food choices they deserve and the quality they have come to expect from Nestlé.”

The launch of Nestlé R&D Solon is a significant expansion of the company’s already strong presence in Ohio and establishes Solon as the center of excellence for the largest frozen and chilled foods market in the world. The new center builds on a number of Nestlé businesses that either launched in Solon, such as Stouffer’s®, Lean Cuisine®, and Nestlé Toll House® cookie doughs, or have relocated there, including Hot Pockets® and Lean Pockets®, DiGiorno®, California Pizza Kitchen®, Tombstone® and Jack’s® pizza brands. Over time, the company’s U.S. frozen and chilled foods businesses have consolidated to this one large campus, also home to Nestlé Professional’s Culinary Innovation Center.    “It’s a great honor to expand our presence and partnership with the state of Ohio and the Solon community, which wouldn’t be possible without ongoing support from Governor John Kasich and his JobsOhio team, and Solon Mayor Susan Drucker and the city of Solon,” Grimwood commented.

Nestlé has long been a steady employer in the region. With the 2014 move of Nestlé Pizza to Solon and the opening of this facility, Nestlé now employs over 2,200 in the Cleveland area, 3,400 in Ohio and over 51,000 in the United States. Nestlé R&D Solon houses 120 chefs, consumer researchers, packaging specialists, designers, engineers and scientists; over 40 employees have joined the center since the project was announced in 2013.

“The new center is an invaluable addition to our R&D capabilities,” said Sean Westcott, Director of Nestlé R&D Solon. “We’ve truly created a community of experts to help fuel innovative ideas that offer consumers the frozen and chilled foods choices they want. Our leadership in the frozen and chilled foods categories and our focus on nutrition, health and wellness mean that Nestlé can improve what food options we provide to Americans and our consumers around the world. That’s good for business, good for consumers, and an achievement that makes us proud.”

Nestlé R&D Solon is one of 12 “centers of excellence” for global product and process development, opening it to the full breadth and depth of the world’s largest private food and nutrition research and development network and fostering information sharing for Nestlé businesses across the world, including factories in Germany, France and Italy.     About Nestlé in the United States Nestlé in the United States is committed to being a trusted leader in nutrition, health and wellness.  Our diverse portfolio of food and beverage products provide nutritious options for every member of the family, including infants, toddlers, teens and adults, mature adults, and dogs and cats. Nestlé in the U.S. consists of seven main businesses: Nestlé USA, Nestlé Purina PetCare Company, Nestlé Waters North America, Nestlé Nutrition, Nestlé Professional, Nespresso and Nestlé Health Science. Together, these companies operate in more than 120 locations in 47 states and employ over 51,000 people. The United States is Nestlé S.A.’s largest market with combined product sales in the United States totaling more than $26 billion in 2014.

At Nestlé, we believe that for our business to prosper in the long term, we must create value for our employees, customers, stakeholders, consumers and the communities where we live and work. Nestlé embeds Creating Shared Value (CSV) into every part of its business, from nutrition and wellness to environmental sustainability and responsible sourcing. For more information, visit: http://www.nestleusa.com/creating-shared-value .

About Nestlé Research & Development Nestlé operates the largest Research & Development network of any food company in the world.  Over 5,000 people are involved in Nestlé Research & Development either through our two fundamental research centres or the 39 research, development and technology facilities and 300 Application Groups around the world. Learn more at www.nestle.com/RandD .

In addition to Nestlé R&D Solon, Nestlé operates another research facility in Marysville, Ohio, which specializes in ready-to-drink beverage development, premium coffee and tea. Over 250 employees are based there, providing expertise in beverage science, packaging and technology.

The Nestlé Quality Assurance Center (NQAC) is located in nearby Dublin, Ohio, where 150 professional and technical staff – including chemists, microbiologists, food scientists, quality specialists and support staff – provide specialized laboratory services to Nestlé clients 24 hours a day, seven days a week. NQAC Dublin serves as the lead Quality Assurance Center for Nestlé in the Americas.

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Research Paper on Nestlé Company Sample

By: Max Malak

Writing a  research paper  is a common assignment for students of high schools, colleges, and universities, alongside  essays . Studybay has selected one of the food and beverage industry giants, Nestlé, and created a sample research paper for you to use as an inspiration and reference for your own written works. Read ahead for informative and well-structured research on the Nestlé Company.

Company Overview

Nestlé company swot analysis , interview results, survey takeaway.

The topic of this research is Nestlé Company, one of the most renowned food and beverage manufacturers in the world. The goal of this study was to get an overview of Nestlé's business model and see how some of its consumers perceive this brand. The report is based on the results of web research, a questionnaire, and a round of interviews.

The questionnaire and interview were conducted at  Tunku Abdul Rahman College  in Setapak. For the questionnaire, 50 second-year students from the Diploma in Business Administration (2DBU) program were selected, while only 10 of them participated in the interview.

The key findings of this research showed a very positive response to Nestlé products and the brand's image. The results demonstrated that 50 students trusted the Nestlé Company and have grown to be loyal consumers of the Nestlé products over time. Notably, the only exception was a student who was not interested in Maggi. However, she did like Nestlé's other products.

All in all, the research results showed a high level of consumer satisfaction in the target group and incredible loyalty to the brand throughout the years. 

Introduction

The history of Nestlé started out in 1866 when the  Anglo-Swiss Condensed Milk Company  was created in Cham, Switzerland, with the participation of Charles and George Page, brothers from the US. 

Henri Nestle was a pharmacist who was fascinated by the power of nutritious food supplements to overcome the challenge of malnutrition. In 1867, he created an infant formula for a baby who was struggling to accept mother's milk by using his product called Farine Lactee Nestlé. 

In 1905 Henri's company from Vevey merged with Anglo-Swiss, one of its biggest competitors, forming the foundation of what we know as the  Nestlé Group  today. Henri Nestlé used his surname, which means 'little nest', in both the company name and logo. Throughout the years, it has become a symbol of security, family, and the company's care and attitude to nutrition. 

Nestlé's high-quality products with outstanding taste, alongside the company's innovations, have shaped it into a leading Food Company, employing more than  273,000 people  worldwide.

The objective of this report is to study Nestlé Company's profile and get an overview of its food products and business strategy by retrieving data from reliable sources and conducting a SWOT (Strength, Weakness, Opportunities, Threats) analysis.

This study also aims to gather information on how some consumers perceive the company's brand and its products via the information received from interviews. This research also provides recommendations on what could be improved in Nestlé products and how the Nestlé Company could satisfy its customers' needs better.

The report investigates the general profile of Nestlé products preference by 50 Tunku Abdul Rahman College students of the Business Administration program (DBU 2) only. Other Tunku Abdul Rahman campus branches were not included in the research.

Key Findings

Here is a brief overview of the Nestlé Company in numbers according to its 2020  Annual Review :

• over 273,000 employees
• operating in 186 countries
• 14 billion total group salaries and social welfare expenses
• 2.6 billion corporate taxes paid in 2020
• over 1,210 products launched addressing special needs
• over 33 million kids received aid through Nestlé for Healthier Kids
• 354,900 farmers trained thanks to capacity-building programs
• 368 factories achieved zero waste for disposal

The company takes care of  multiple product lines  and brands, including:

• Baby foods - Cerelac, Gerber, NaturNes
• Bottled mineral water - Nestlé Pure Life, Perrier, S.Pellegrino
• Breakfast cereals - Cheerios, Fitness, Lion, Nesquik Cereal
• Chocolate & confectionery - Aero, Cailler, KitKat, Milkybar, Nestlé Les Recettes de l'Atelier, Orion, Quality Street, Smarties, Toll House
• Coffee - Nescafé, Nescafé 3 in 1, Nescafé Cappuccino, Nescafé Classic, Nescafé Decaff, Nescafé Dolce Gusto, Nescafé Gold, Nespresso
• Culinary, chilled and frozen food - Buitoni, Herta, Hot Pockets, Lean Cuisine, Maggi, Stouffer's, Thomy
• Milk products - Carnation, Coffee-Mate, La Laitière, Nido
• Drinks - Milo, Nesquik, Nestea
• Food service - Chef, Chef-Mate, Maggi, Milo, Minor's, Nescafé, Nestea, Sjora, Lean Cuisine, Stouffer's
• Healthcare nutrition - Boost, Nutren Junior, Peptamen, Resource
• Ice cream - Dreyer’s, Extrême, Häagen-Dazs, Mövenpick, Nestlé Ice Cream
• Petcare and pet food - Alpo, Bakers Complete, Beneful, Cat Chow, Chef Michael's Canine Creations, Dog Chow, Fancy Feast, Felix, Friskies, Gourmet, Purina, Purina ONE, Pro Plan

For such a large company, it is crucial to have a holistic approach to business, considering its vast market. Nestlé Company takes care of its customers' well-being beyond the products' distribution. For instance, it provides  wellness tools  such as the  BMI Calculator  and  Waist Hip Ratio  Calculator. Using these tools allows everyone to assess, control or sustain their body weight, avoid obesity, and come up with a healthier diet.

Besides, every Nestlé's product features a  Nutritional Compass . It provides all the essential nutritional information to the consumers to enable them to make healthier choices when buying their product.

Nestlé research and development adjust to the local consumer trends in lifestyle, culture, and purchasing power. Besides, the company also conducts research to boost the nutritional value and flavor of the products. 

Nestlé Company offers great job positions to thousands of people worldwide. Its organizational  principle  is all about Trust, Respect, Involvement, and Pride. Furthermore, Nestlé company also provides a Management Trainee program ( NMTP)  to develop the skills of its employees and provide them with growth opportunities. 

Conducting a SWOT analysis was an integral part of the current research, providing useful insights on Nestlé's operations.

• Reputation - the brand has over 150 years of history delivering top-quality products to the market
• Global brand - the company sells its products in over 186 countries and is #82 on the  Fortune Global 500  list.
• Diverse product portfolio - Nestlé Group consists of over  2,000 brands . 
• Large pool of employees - the brand has over 273,000 workers worldwide.
• Sustainable development - Nestlé has a goal of achieving  zero environmental impact  in its operations by 2030.
• Strong R&D organization - the brand has the largest  R&D organization  in the F&B industry, with over 3,900 employees at more than 23 locations.
• Water issues - in 2018, the company was accused of  illegally pumping water  in 6 countries lacking it.
• Misleading labeling - some of Nestlé's products were admittedly having  wrong nutritional claims  on their packaging.
• Failed testing - in 2017, Maggi failed  lab testing  in India, resulting in Nestlé's boycott. 
• Child and slave labor usage - the company has been  sued  multiple times for the exploitation of child and slave workers in chocolate production.

Opportunities

• Startup support - the company has a lot of potential in helping young F&B brands develop and grow.
• E-commerce - Nestlé can improve its online shopping offers for their clients worldwide.
• Labeling - the brand should focus on providing accurate labeling at all times.
• Partnerships - Nestlé can form partnerships with other giant multinational corporations.
• Product line expansion - the company can continue to diversify and expand its product line to suit every taste.
• Competition - Nestlé competes with such brands as Mondelez, Mars, Kraft Foods, Danone, and many others.
• Water resources - the company's manufacturing is highly reliant on water, which is a scarce resource in many regions.
• Government regulations - Nestlé has to adapt to the arising legislation at all its distribution locations.
• Price inflation - as some commodities become more expensive, the brand may need to resort to increasing the product prices. This can potentially make Nestlé become unaffordable for some of its target customer groups.

Ten students were selected to participate in an interview round to contribute to the purpose of this study. Based on the findings, most students have been using Maggi and Milo for a long time:

• 3 students - 19 years
• 4 students - 18 years
• 2 students - 15 years
• 1 student - 3 years 

Milo turned out to be the most purchased Nestlé product in the target group. The students claimed it was good to drink Milo for breakfast. Some of them also mentioned they have been consuming it since their childhood. 

Nescafé was the next purchased product among the interviewed, while the third place was taken by Kit Kat. Maggi was in the fourth position, and ice cream by Nestlé took the last place in the top-five list. 

Some students concur that the Nestlé product was quite good in comparison to other brands available in the market. Yet, most students admitted they wanted Nestlé to introduce new products to the local market. A few interviewees mentioned new flavors for yogurt and ice cream.

Out of the 50 respondents from the DBU second-year students who took the questionnaire, 49 were satisfied with Nestlé products and described Nestlé as a trusted company, as it has been producing high-quality products for over a century. 

The respondents claimed it is easy to buy Nestlé products at any store. Some students suggested doing more promotions to increase customer awareness and purchasing rate.

According to this research, there are two major issues faced by the consumers when it comes to purchasing Nestlé Company products. The first one is the controversy faced by the brand in recent years, including water, labeling, and child and slave labor scandals. The second issue was the idea of the bad health impact of the majority of Nestlé's products.

However, these problems do not prevent a large number of customers from purchasing Nestlé products due to its outstanding taste and affordable pricing. Besides, the company seems to be tackling a variety of issues, including sustainability and nutritional value improvement, which makes it attractive for its audience.

If you need help writing a research paper or any other  assignment  for your educational institution, our Studybay experts are happy to help.

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Nestlé: Corporate Rap Sheet

By Philip Mattera

Nestlé, the world's largest food company, is one of the most multinational of companies. With more than 450 manufacturing facilities in over 80 countries spread over six continents, the company seems determined to feed the entire human race. It likes to call itself the “world’s leading nutrition, health and wellness company.” It is also one of the world’s most controversial corporations. For more than two decades the Nestlé name was widely associated with a controversy, including a longstanding boycott, over its marketing of infant formula in poor countries. More recently, the company has been one of the primary targets of the global movement against the bottled water industry. The company’s hard-line labor relations practices in poor countries have made it a villain in the eyes of the international union movement.

Infant Formula Controversy  

During the mid-1970s Nestlé, then expanding steadily throughout the third world, was made the target of a campaign protesting the marketing of infant formula in poor countries. Activists from organizations such as INFACT and progressive religious groups charged that the aggressive marketing of formula by companies like Nestlé was causing health problems, in that poor mothers often had to combine the powder with unclean water and frequently diluted the expensive formula so much that babies remained malnourished.

Nestlé initially responded to the boycott of its products with a counter-campaign, which included donating money to a research center that funded Herman Nickel, a writer for Fortune magazine, to produce a critical report on the boycott campaign. That report was never written, but Nickel published an article in Fortune that served the same purpose. The piece, entitled “The Corporation Haters,” referred to the religious groups involved in the boycott as “Marxists marching under the banner of Christ.” Nickel was later pushed off the Fortune staff, but he was rewarded by the Reagan Administration by being named ambassador to apartheid South Africa.

Nestlé later changed its posture, agreeing to comply with a marketing code issued by the World Health Organization. As a result, the boycott was suspended in 1984. The protest campaign was, however, resumed in 1988 because of evidence that Nestlé was violating the WHO code by continuing to distribute large quantities of free samples to hospitals. In 1997 the Interagency Group on Breastfeeding Monitoring issued a report providing more evidence that Nestlé and other companies were violating the code.

In May 2007, the 30th anniversary of the original Nestlé boycott, the London Guardian published an investigation focusing on Bangladesh that found evidence that companies such as Nestlé were still engaging in questionable infant-formula marketing practices.

In April 2012 Nestlé deepened its involvement in the market by agreeing to purchase Pfizer’s infant formula business for more than $11 billion.

Environment and Product Safety 

Water Controversies. After entering the bottled water business by acquiring upscale brands such as Perrier and San Pellegrino, Nestlé began selling less expensive water in poor countries in the late 1990s. From the start, critics charged that the ready availability of bottled water, which the company sold under the name Nestlé Pure Life, would make the governments of those countries less inclined to invest in the infrastructure needed for reliable public water systems. A 2005 report published by the Swiss Coalition of Development Organisations and ActionAid raised questions about the purity of the Pure Life water sold by the company in Pakistan.

The company also faced challenges to its operations in the United States, including the Poland Spring, Arrowhead and Zephyrhills brands it acquired as part of the 1992 Perrier deal and the Deer Park brand it bought a year later.

For example, when Nestlé’s Ozarka subsidiary sought permission to extract water from Rohr Springs in the east Texas town of Eustace in 1995, local residents raised a stink. Eventually the company got permission from state agencies to proceed, but landowner Bart Sipriano, who charged that his well dried up after Ozarka began pumping nearby, took the company to court. The case went all the way to the state supreme court, which in 1999 ruled for Nestlé.

In 1998 the company found itself facing protests and a legal battle when it sought to increase the amount of water it was allowed to extract daily from the Crystal Springs Recreational Preserve in Florida (the source of Zephryhills) from 310,000 gallons to 2.6 million. Even after Nestlé sharply reduced the size of the increase, the local water district rejected the demand. Nestlé appealed but lost in court.

Nestlé again faced opposition when it sought a new water source in central Wisconsin. Residents of Coloma protested a plan to extract water from the Mecan River, and voters in two communities near an alternative location the company was considering voted overwhelmingly in 2000 against making their water available. When the opposition did not die down, the company finally announced in 2001 that it was giving up on the state.

The pattern repeated in 2001 when Nestlé sought permission to pump water and build a large bottling plant for its Ice Mountain brand in the central Michigan city of Big Rapids. The company got permission for the plant but opponents led by Michigan Citizens for Water Conservation mounted a legal battle over the water rights. In 2003 a county judge ruled against Nestlé and ordered that the operation be shut down, finding that it was causing environmental harm. The company appealed. As in Texas, the case went all the way to the state supreme court, which in 2007 ruled in favor of the company.

In 2003, Nestlé quietly negotiated a contract to extract water from three springs in the northern California town of McCloud near Mount Shasta. The company also planned to build the country’s largest water bottling plant in the area. The project was met with strong opposition which dragged on for years. In 2008 Nestlé offered to scale back it plans, but when that did not satisfy critics the company announced in 2009 that it was abandoning the project. An alternative site in Sacramento also faced active resistance .

The same was true in the Colorado town of Salida, where Nestlé proposed in 2007 to extract 65 million gallons of water per year to send to a bottling plant in Denver. In response to strong local resistance , the company took the unusual step of promising to replace the water extracted from Salida with water the company would obtain from the Denver suburb of Aurora. Chaffee County commissioners approved the Salida plan in 2009 but attached 44 conditions to the permit. Opponents vowed to keep up the fight.

An effort launched in 2009 by Nestlé to build a bottling plant in Oregon’s Columbia Gorge, drawing from a spring in the town of Cascade Locks, has faced opposition from local residents working with national groups such as Food and Water Watch and the Sierra Club.

In 2011 Nestlé abandoned plans to tap the headwaters of Florida’s Wacissa River in the face of opposition from local residents working with group such as Friends of the Wacissa. In 2012 the project remained in limbo.

Nestlé Waters Canada has faced opposition to its application for a renewal of a water-extracting permit for its bottling plant in Aberfoyle, Ontario. In October 2012 the company successfully pressured local officials in nearby Guelph to cancel a planned showing of the documentary film TAPPED , which is critical of the bottled water industry.

Nestlé’s water controversies have not all been at the local level. In 2003 a series of class-action lawsuits were filed against the company, charging it with false advertising for calling its Poland Spring brand natural spring water. Nestlé, apparently not eager to defend the integrity of its brand under oath, settled the disputes out of court for $12 million.

Nestlé has also been one of the prime targets of the Think Outside the Bottle Campaign launched in 2006 by Corporate Accountability International (which previously tangled with Nestlé on the infant formula issue when the group was known as INFACT).

Nestlé is so touchy about criticism of its water business in the United States that in 2008 it threatened to sue when Florida’s Miami-Dade County ran radio ads claiming that its tap water was cheaper, purer and safer than bottled water.

Product Safety. In June 2009 an outbreak of E.coli food poisoning in the United States was linked to Toll House refrigerated cookie dough produced by Nestlé at a plant in Danville, Virginia. The company recalled all Toll House products in the country, but it came to light that the plant had previously refused to give inspectors from the federal Food and Drug Administration (FDA) access to internal records relating to matters such as pest control and consumer complaints.

In December 2009 the FDA sent a warning letter to Nestlé alleging that the labels on some of the company's children's beverages contained unauthorized nutritional claims. In July 2010 the company, under pressure from the U.S. Federal Trade Commission over deceptive advertising, had to drop claims that its BOOST Kids Essentials drink prevented upper respiratory tract infections and protected against colds and the flu.

In 2011 thousands of consumers of Nestlé’s Poland Spring bottled water complained of an unpleasant taste and odor. The problem was traced to the company bottling plant in Framingham, Massachusetts, which was experiencing an elevated level of bacteria in its water source.  

In 2013 Nestlé had to remove beef products from sale in parts of Europe after it turned out they were adulterated with horse meat.

In 2021 Nestlé sold its North American bottled water business.

Palm Oil and Global Warming. In 2010 Greenpeace International began a campaign against Nestlé over the company's use of palm oil, the production of which the group linked to rainforest destruction in Indonesia and thus to the exacerbation of global warming. Greenpeace targeted Nestlé products such as Kit Kat bars (outside the U.S.). After two months the company caved in .

Nestlé has traditionally had good relations with unions representing its relatively small domestic workforce, but its foreign labor record is less harmonious. The company has had conflicts with unions in various countries, especially in the global South and the United States.

For example, during the late 1970s Nestlé's U.S. subsidiary Libby, McNeil, Libby was one of the targets of a campaign by migrant farmworkers in the Midwest. The workers, organized by the Farm Labor Organizing Committee (FLOC), were trying to win increased wages and improved working conditions from tomato growers operating under contract with companies like Libby and Campbell Soup. After conducting a campaign that ended up focusing mainly on Campbell Soup, FLOC managed to pressure the big food companies to be signatories to a set of unusual three-way collective bargaining agreements, thus putting significant pressure on the growers to treat the workers fairly.

Over the past decade, Nestlé has come under increasing criticism for its labor relations practices by the International Union of Food workers (IUF), a global federation of food-sector unions. In 2003 the IUF took the company to task for not observing consistently high standards in its labor practices around the world and accused it of taking advantage of countries with less rigorous regulations: “Where weak legislation sanctions union busting, Nestlé is not averse to busting unions.”

In 2006 the IUF charged that Nestlé was engaged in a “de-unionization” campaign in the Asia-Pacific region, through means such as increasing use of contingent labor and the “artificial promotion of workers into supervisory jobs that are classified as managerial positions and thereby excluded from union membership.” The IUF also accused the company of violating the OECD Guidelines for Multinational Enterprises in places such as South Korea and Britain by using the threat of moving plants offshore to intimidate unions during collective bargaining. In 2004 Nestlé sought to pressure French workers into accepting a downsizing plan by threatening to sell its Perrier water business or move it out of the country.

At a 2007 event sponsored by the International Labor Organization, IUF General Secretary Ron Oswald confronted Nestlé CEO Peter Brabeck over the company’s refusal to engage in a “structured relationship” with the federation, as other transnational companies have done.

Over the past few years, there have been disputes between Nestlé management and unions in various countries. For example, in 2008 Nestlé workers in Russia protested for months over the company’s effort (which was ultimately unsuccessful) to limit the ability of their union to negotiate wage increases.

Also in 2008, workers at a Nestlé ice cream operation in Hong Kong staged a three-day strike to protest the company’s use of contingent labor.

During the same period, workers at a Nestlé coffee plant in Indonesia held public protests in response to the company’s refusal to bargain over wages.

In January 2009 Nestlé India went to court to get a ban on union meetings and rallies at or near its four unionized plants in the country. It took the step in response to union protests over the company’s policy of not negotiating wage increases.

In December 2009 Nestlé workers in Tunisia went on strike to protest the company’s decision to close an ice cream plant without informing or negotiating with the union ahead of time. Nestlé faced another strike in Tunisia in August 2012.

The International Labor Rights Forum named Nestlé one of the “five worst companies for the right to associate” because of its abuses in countries such as the Philippines, Colombia, Peru, Russia and Pakistan. In 2012 food workers in several countries held demonstrations under the banner of STOP NESPRESSURE to protest Nestlé’s suppression of labor union rights in Pakistan and Indonesia.

In 2006 Nestlé agreed to pay $4 million in back pay and $400,000 in penalties to employees at its bottled water operation in New Jersey who had improperly been denied overtime pay.

Human Rights 

In 2005 the International Labor Rights Fund (ILRF) brought suit against Nestlé and several other companies in U.S. federal court under the Alien Tort Claims Act, charging that they were involved in the abuse and forced labor of child workers in the West African cocoa supply chain. (In December 2009 Nestlé announced that its Kit Kat chocolate products in Britain would start to be sold with certification from the Fairtrade Foundation.) A 2012 report by the Fair Labor Association found numerous serious violations of Nestlé’s own child labor policies among its suppliers. In 2021 the U.S. Supreme Court ruled that Nestlé could not be sued in American courts for child slavery on the African farms run by its suppliers. 

In 2006 ILRF sued Nestlé again in U.S. court, accusing the company with complicity in the torture and murder of a Colombian trade union leader by paramilitary forces with which it allegedly had a long-standing relationship. In 2012 the European Center for Constitutional and Human Rights and the Colombian trade union SINALTRAINAL filed a complaint with Swiss prosecutors charging that Nestlé failed to take steps that could have prevented the murder of another labor activist.

Spying on Critics  

In 2008 a Swiss investigative news program reported that five years earlier Nestlé had used a private security company to infiltrate the anti-globalization group Attac. The undercover agent reportedly monitored the group’s research work on the company that led to the 2004 publication of a critical book entitled Attac Contre L’Empire Nestlé.

Other Information Sources

Violation Tracker summary page

Watchdog Groups and Campaigns 

Nestlé Critics

International Attac Network

International Baby Food Action Network

Baby Milk Action

Corporate Accountability International

Food and Water Watch

Stop Nestlé Waters

Save Our Springs

Michigan Citizens for Water Conservation

Greenpeace International

IUF (International Union of Foodworkers)

NestleWatch

International Labor Rights Forum

Key Books and Reports 

Assessment of Nestlé Cocoa Supply Chain in Ivory Coast by Fair Labor Association (June 2012)

Attac Contre L’Empire Nestlé (Attac, 2004)

Dirty Profits 2: Report on Companies and Financial Institutions Benefiting from Violations of Human Rights (Facing Finance, 2013).

Drinking Water Crisis in Pakistan and the Issue of Bottled Water: The Case of Nestlé’s “Pure Life” by the Swiss Coalition of Development Organizations and ActionAid Pakistan (2005)

Caught Red-Handed (Greenpeace, 2010)

Nestlé: The Secrets of Food, Trust and Globalization by Friedhelm Schwarz (2002)

Transformational Challenge: Nestlé, 1990-2005 by Albert Pfiffner (published by the company in 2007)

Normal 0 false false false EN-US X-NONE X-NONE

Note: This page draws from a corporate profile originally prepared by the author for the Crocodyl website in December 2009.

Last updated June 29, 2021.

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A new concept for Nestle, this center features a cutting edge research lab, office, consumer and culinary space combined with an expansive pilot plant. It is sustainably designed and earned the One Green Globe rating. Office 3-Story: 49,000 SF open concept design with exposed ceilings and 2,100 SF meeting room on the third floor. Modular office space is utilized to supplement traditionally framed offices. Bench Top and Labs: 40,086 SF segregated spaces designed for specific lab functions serving the R&D process. The second floor of the lab houses the Microwave, Physical Chemistry, Sensory, and Cereal Science labs. Consumer and Culinary Center: 16,440 SF professional kitchen for interaction with food & beverage vendors and clients. Pilot Plant: 34,346 SF process line for testing “mass” produced recipes developed research lab including freezers and coolers. Engine Room: 7,270 SF with 700 TR Chiller (self-performed), mechanical, plumbing, and electrical equipment. Nestle uses all natural refrigerants.

Client Testimonial

Nestlé has had an ongoing business relationship with Stellar for approximately 10 years, and they have successfully completed several major industrial design-build construction projects in various locations ranging from $1 million to $140 million in value. The projects were executed in a professional manner and were delivered within the established schedule and budget. Stellar’s professionals have the experience, knowledge and skill sets necessary to properly design and execute large projects effectively.

Stellar's leadership has the expertise and understanding necessary to advise you, even on the most complex challenges.

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A Project On A Cooperative Study On CONSUMER PREFERENCE TOWARDS NESTLE AND CADBURY CHOCOLATES " SUBMITTED TOWARDS THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF " MASTERS OF BUSINESS ADMINISTRATION " Affiliated To

nestle and cabury chocolates

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Commerce, for giving us the opportunity to work on this project by providing us all the facilities we needed for the study. We are highly obliged to our project guide Dr. Ramanathan for giving us the wonderful opportunity to work on this project that helped us to learn the inner core meaning of research and guided us to undertake the same in a practical manner. We would also like to thank our fellow students who played a vital role in assisting, supporting and guiding us without which this project would not have been materialized.

Uluslararası İktisadi ve İdari İncelemeler Dergisi

Assoc. Prof. Dr. Duygu HIDIROGLU

This paper provides analysis on Cadbury, Inc and confectionery industry. The paper analyzes the external and internal forces affecting the company, the industry it operates and its business level strategy. Further, it gives detailed information about the SWOT analysis of the company. Considering the situational features such as opportunities and threats when designing the environmental analysis and making realistic marketing plan is very crucial because a company will benefit from its own strengths, eliminate its weaknesses, benefit from environmental opportunities and protect itself from environmental threats. On the simple basis of product quality and taste, Cadbury proves to be superior to other commercially available chocolate even with the seeming similarities in texture. This paper deals with two main research flows: environmental analysis and situational factors which allows organizations to compose a realistic and effective marketing plan. This study provides a framework that implement a common consensus on these research flows by specifiying some important issues for future research and by making effective strategy analysis in the confectionery industry. ŞEKERLEME ENDÜSTRİSİNE YÖNELİK STRATEJİK PLANLAMA SÜRECİNDE DURUM ANALİZİ UYGULAMASI: CADBURY, A.Ş. ÖRNEĞİ Ö z Bu çalışma, Cadbury A.Ş. ve şekerleme endüstrisi analizlerini kapsamaktadır. Çalışma, SWOT analizi yardımıyla Cadbury A.Ş.'nin içinde bulunduğu sektörü ve işletme düzeyinde stratejileri etkileyen dış ve iç kuvvetleri analiz etmektedir. Çevrenin analizi ve şirketin pazarlama planı tasarlanırken durumsal faktörler göz önünde bulundurulduğu gözlenmiştir. Cadbury A.Ş.'nin örgütsel bağlamda sahip olduğu güçlü yönlerden faydalanırken; zayıf yönlerin olumsuz etkilerini en aza indirgemeye yönelik çeşitli stratejiler kurduğu görülmüştür. Şirketin bu stratejileri, pazar fırsatlarından yararlanmasına ve herhangi bir tehditten kaçınmasına fayda sağlayacağı için oldukça önemlidir. Cadbury A.Ş.'nin ürünleri yüksek fiyatla ithal edilen atıştırmalık ve yiyeceklere kıyasla daha uygun fiyatlı ve eşit derecede rekabetçi bir alternatiftir. Cadbury A.Ş.'nin şirket stratejilerinin aynı sektörde yer alan diğer şirketlerden daha üstün ve başarılı olduğu sonucuna ulaşılmıştır. Çalışma, şirketi etkileyen dış güçleri, bulunduğu sektörü ve şirketin çevresini analiz etmektedir. Böylelikle şekerleme endüstrisinin geleceği hakkında gerçekçi öngörüler sunulmakta ve sektörün dinamikleri hakkında önemli bilgilere ulaşılmaktadır. Bu çalışma gelecekteki araştırmalara şekerleme endüstrisindeki firmaların çevresel analizi için önemli alanları vurgulayan kavramsal bir çerçeve sunmaktadır.

Angelica Berleze

Manish Dhakad

FELIZ ANN MIGUEL

This paper reviews the main marketing strategies applied by the European chocolate industry. It focuses on the role of country-of-origin, product diversification and scenarios, and provides a historical overview of the industry. This is followed by a discussion of the association between a brand and country-of-origin, before scrutinising the chocolate industry. The analysis of this study uses evidence gathered from the consumer chocolate ranking, company annual reports, consultant statistics, corporate websites and the newspaper archives. The analysis compares the marketing strategies of case studies selected; namely, Ferrero Rocher, Cadbury, Lindt and Sprüngli and Godiva. Moreover, emphasis is placed on the similarities and differences of these brands and other chocolate brands outside Europe. The study's existing literature and analysis suggests that historical context and business history play important roles over time.

Paul Harrison , Kathryn Chalmers

"Integrated Marketing Communication (IMC) is a relatively new concept in marketing and corporate strategy and is arguably the major communication development of the last decade of the 20th century. Until the late 1980s, promotion was mostly confined to advertising, sales promotions, direct marketing and public relations. IMC incorporates every form of communication to customers and includes the price of the product (that might create the perception of quality and exclusiveness), where the product is located or purchased, how attractively it is displayed, advertising across multiple platforms, how the product is labelled and packaged, direct marketing, sponsorship and public relations. It also includes what the company’s employees say about the product via sales pitches, telephone conversations, internal communications, and even what is said at parties. Rather than a single factor, it is the cumulative effect of IMC that works to persuade children to make particular brand choices. Three brands were investigated for this study viz., McDonald’s, Freddo Frog (Cadbury), and Nutri-Grain (Kellogg’s). Of the three brands in the study, McDonald’s have the most sophisticated, extensive, and integrated communication strategy targeted at children. In 2007, McDonald’s spent almost USD2.5 million a day on its marketing activities in the US market. They use a range of tactics to reinforce the brand amongst target markets, including outdoor advertising, sponsorship, menu design, store layout, visual shortcuts (e.g., Heart Foundation tick), characters, online promotions, interactive websites, brand associations and connections (e.g., Blue Ribbon Day, McHappy Day), product placement, and charities. Cadbury uses the visual image of the “friendly frog” (Freddo) as a means of recognition very early in a child’s cognitive development. Promotional characters act as cues that invoke visual brand recognition and are essential due to young children’s limited reading abilities, and they have also been shown to be associated with children’s positive attitudes towards food. The Freddo character is used as an alternative to showing the actual product in much promotion, as a means to reinforce the brand, without showing the chocolate. Freddo also use branded activities in their online interactive games targeted at young children. Nutri-Grain is a cereal targeted specifically at teenage boys, primarily with the use of sports themes. Nutri-Grain is positioned as an energy food for power, strength and performance. Nutri-Grain uses sophisticated visual imagery, and links with sportspeople and events to reinforce the sport theme. The IMC also targets mothers of teenage boys, tapping into anxiety around parenting and adolescence."

Morven McEachern

Businesses are increasingly embracing corporate citizenship strategies. However, the empirical literature surrounding consumer responses to such practices, features many contradictions concerning their impact. As a result, many businesses are uncertain about the extent to which they should commit resources to these activities to influence a positive response from consumers. Therefore, this paper seeks to address this gap by exploring consumers’ awareness of varying levels of corporate citizenship activities and assess their moral responses to such efforts. Using a combination of qualitative methods and projective techniques with a broad cross-section of twenty consumers, the results help to shed light on the impact of corporate citizenship activities upon moral recognition, consumer decision-making and choice.

Gabriela Küsters

The aim of this research is to provide a thorough understanding of children as consumers and their relationships towards brands. As children are still developing as social and economic actors, and due to the fact that most research on consumer behaviour is based on adults, it is important to contribute to the study of children’s consumer behaviour and relationships with brands, in order to understand the differences between consumer behaviour in children and adults. This dissertation contributes to the academic knowledge surrounding child psychology, branding and consumer behaviour, and provides a practical foundation for marketers and managers in the corporate world. The research is based on grounded theory, through which observations lead to the recognition of patterns, which are then processed and used in order to create a theory. Throughout the research, the following questions emerged: How do children act as consumers? How are children attracted to brands? How do children develop relationships towards brands?, and Child loyalty towards brands is a myth. This study combines qualitative research in the form of in-depth interviews and a focus group, with a questionnaire as quantitative research. The qualitative research was designed in order to observe children’s behaviour and gain insights into the rationale behind their thinking and decision-making. The quantitative research gathered data from parents regarding their opinions and observations of their child’s behaviour. After processing all data, the main findings were divided into four codes: brand, purchase decisions, source of information, and decision-making process. The major finding was that Brand Loyalty amongst children does not exist, as children proved to be eager to switch brands when opportunities presented themselves, even when Brand Preference and Brand Love existed. Other findings included that the main factors that influence children’s purchase decision-making are the curiosity to try something new, packaging, pricing, advertising and influences by others. The purchase process was found to consist of nagging, list writing, negotiation and persuasion, and online shipping. Finally, it was established that the main sources of information regarding brands and products are adverts, friends and family, and online research. The final recommendations to managers include not focusing solely on advertising, as more factors influence purchase decisions. Because repeat purchases are not secured through achieving Brand Loyalty, managers are recommended to continuously make an effort to provoke a reaction from the elements that determine the decision-making process, for only then can they build a strong and lasting relationship with children. Keywords: Child Consumer Behaviour, Child Branding, Brand Loyalty

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Nestlé Health Science signs agreement to acquire global rights to VOWST®

Nestlé Health Science has been commercializing VOWST ® since June 2023

Nestlé Health Science and Seres Therapeutics, Inc. (Nasdaq: MCRB), announced today that they have signed an agreement in which Nestlé Health Science will acquire the VOWST business.

Nestlé Health Science has been commercializing the VOWST (fecal microbiota spores, live-brpk) capsules since its launch in June 2023 in the United States. This transaction will allow Nestlé Health Science full control over the further development, commercialization, and manufacturing of VOWST in the US and worldwide.

“VOWST is a first of its kind, and we have been extremely pleased with its success over the past 14 months,” said Moreno Perugini, President of Medical Nutrition and Pharma, Nestlé Health Science. “With this transaction, we will further grow the business to make this medication available to more patients.”

VOWST is the first and only U.S. Food and Drug Administration (FDA)-approved orally administered microbiota-based therapeutic to prevent recurrence of Clostridioides difficile infection (CDI) in adults following antibacterial treatment for recurrent CDI (rCDI).

The transaction is subject to Seres shareholder approval. Closing is anticipated within 90 days.

VOWST (fecal microbiota spores, live-brpk) is indicated to prevent the recurrence of Clostridioides difficile infection (CDI) in individuals 18 years of age and older following antibacterial treatment for recurrent CDI.

Limitation of Use: VOWST is not indicated for treatment of CDI.

IMPORTANT SAFETY INFORMATION

WARNINGS AND PRECAUTIONS

Transmissible infectious agents: Because VOWST is manufactured from human fecal matter, it may carry a risk of transmitting infectious agents. Report any infection that is suspected to have been transmitted by VOWST to Aimmune Therapeutics, Inc. at 1-833-246-2566.

Potential presence of food allergens: VOWST may contain food allergens. The potential to cause adverse reactions due to food allergens is unknown.

ADVERSE REACTIONS

The most common adverse reactions (reported in ≥5% of participants) were abdominal distension (31.1%), fatigue (22.2%), constipation (14.4%), chills (11.1%), and diarrhea (10.0%).

To report SUSPECTED ADVERSE REACTIONS, contact Aimmune Therapeutics at 1-833-AIM-2KNO (1-833-246-2566), or the FDA at 1-800-FDA-1088, or visit www.fda.gov/MedWatch.

DRUG INTERACTIONS

Do not administer antibacterials concurrently with VOWST.

Please see Full Prescribing Information and Patient Information

About Recurrent C. difficile Infection (rCDI)

Recurrent C. difficile infection is a gastrointestinal infection caused by C. difficile bacteria. rCDI is linked to dysbiosis of the gastrointestinal microbiome and is associated with increased morbidity and mortality. CDI has been characterized as an Urgent Health Threat by the Centers for Disease Control and Prevention (CDC). rCDI results in a substantial burden on the healthcare system 1 with the average rCDI-related annual costs per patient at approximately $43K. 2

About Nestlé Health Science

Nestlé Health Science, a leader in the science of nutrition, is a globally managed business unit of Nestlé.  We are committed to redefining the management of health, offering an extensive portfolio of science-based consumer health, medical nutrition, pharmaceutical therapies, and vitamin and supplement brands. Our extensive research network provides the foundation for products that empower healthier lives through nutrition. Headquartered in Switzerland, we have more than 12,000 employees in 56 countries.

Rodrigues R, Barber GE, Ananthakrishnan AN. A Comprehensive Study of Costs Associated With Recurrent Clostridium difficile Infection. Infect Control Hosp Epidemiol. 2016;38:196-202. DOI: 10.1017/ice.2016.246

U.S. Bureau of Labor Statistics. CPI Inflation Calculator. U.S. Bureau of Labor Statistics. Published 2022. https://www.bls.gov/data/inflation_calculator.htm . CPI inflation adjusted to March 2023.

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• 06 August 2024

Our local research project put us on the global stage — here’s how you can do it, too

• Seyoon Lee 0 ,
• Hanjae Lee 1 ,
• Juhyun Kim 2 &
• Jong-Il Kim 3

Seyoon Lee is a PhD candidate at the Genomic Medicine Institute, Medical Research Center, Seoul National University, and in the Department of Biomedical Sciences, Seoul National University Graduate School, Seoul, South Korea.

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Hanjae Lee is a PhD candidate at the Genomic Medicine Institute, Department of Translational Medicine, and in the Department of Dermatology, Seoul National University College of Medicine, Seoul, South Korea.

Juhyun Kim is a PhD candidate at the Genomic Medicine Institute and in the Department of Biomedical Sciences, Seoul National University Graduate School, Seoul, South Korea.

Jong-Il Kim is director of the Genomic Medicine Institute, chair of the Department of Biomedical Sciences, Seoul National University Graduate School, Seoul, South Korea, and head principal investigator of the SCAID project.

You have full access to this article via your institution.

People travel from across South Korea to receive medical treatment in Seoul. Credit: Will & Deni McIntyre/Getty

Later this year, South Korea is expected to sign up to the European Union’s research-funding programme, Horizon Europe . It’s a good time to reflect on the nature of large collaborative projects — and, in particular, when cross-border collaboration is most beneficial and when a deeper dive into local issues can be more rewarding.

Large international collaborations have unquestionably produced great breakthroughs. Sequencing the human genome , for example, took 13 years of work by 20 institutions in 6 countries 1 . But large consortia such as these are almost always established in the same few countries: the United States, the United Kingdom and others in Europe. For scientists working elsewhere, setting up a large international project can seem unachievable, given the billion-dollar price tags and the networks of contacts required.

And, sometimes, it is not the best solution. Global projects spearheaded in a few countries can have biases — for example, people of Asian descent are often under-represented in international genetic studies initiated in the West. National laws on acquiring data can differ, meaning that researchers need to conduct experiments differently in different regions, introducing biases. And the logistical complexity of coordinating a project across multiple countries in different time zones and with different work cultures can be problematic when rapid data collection and analysis are crucial 2 .

There is an alternative — set up a large local consortium in one nation.

Cancer research needs a better map

We’ve done just that in Seoul. Our single-cell atlas of immune diseases (SCAID) consortium is a multi-institutional effort led by one of us (J.-I.K.), alongside 23 others. Running since April 2022, the project now involves 120 South Korean clinicians, immunologists, geneticists and bioinformaticians (including S.L., H.L. and J.K., who work in J.-I.K’s group).

We aim to map gene expression in millions of individual cells from people who have immune-related diseases , including (but not limited to) rheumatoid arthritis, inflammatory bowel disease, interstitial lung disease and alopecia areata. Systemic immune diseases are thought to affect at least 1 in 20 people 3 . They are often incurable and cause debilitating symptoms, from chronic skin rashes to skeletomuscular changes. They can be fatal if they are not managed appropriately. We hope that our research will reveal similarities between 16 diverse diseases that manifest across the body, and help to uncover ways to use treatments more effectively.

Our experiences have shown us that a regional consortium can be an efficient way to ask crucial research questions. Here, we share two broad lessons that we hope will help others to build effective regional consortia.

Find a niche

To compete in international circles, local consortia need to focus on addressing research questions that they are in a unique position to answer. This might be because of the particular mix of expertise of local researchers. It might be the regulatory environment in a country. Or it might be specific to the geography of the place where the research is done.

In our case, we were inspired to set up SCAID by an international consortium called the Human Cell Atlas (HCA) . Since 2016, it has been trying to map every single cell type in the human body using state-of-the art genomic technology. The next logical step is to create similar atlases for diseased cells. But this involves bringing in specialized clinicians for each disease and obtaining proper consent from a large number of people.

This can be hard to achieve in a global consortium, in which each country has distinct legislative frameworks, ethics committees and medical systems 4 . For instance, the International HapMap Project — a genome-sequencing project launched in 2002 with researchers from six countries — needed to spend months in community consultation in Nigeria before it was able to obtain ethics approvals 5 . It also faced concerns raised by community advisory groups in Japan and China around depositing biological samples in overseas repositories. Overcoming these obstacles took 18 months 6 .

For these reasons, most single-cell studies of disease data sets have focused on single diseases in single tissues, for simplicity. By contrast, restricting our study to a single country with one legislative framework has made it easier for us to gain ethics and individual approval, allowing us to study multiple diseases across multiple tissues.

Seoul National University Hospital is one of 56 general hospitals in the South Korean capital. Credit: Anthony Wallace/AFP via Getty

Seoul also has other benefits for such a project. First, it’s easy to enlist a diverse range of participants in the city. South Korea has a universal medical-insurance system that is mandatory for all residents 7 . This avoids biases that can arise when participants are part of a private health-insurance system. And people from across the country and all socio-economic classes travel to Seoul for treatment — the city’s cluster of 56 general hospitals can be reached from anywhere in South Korea in half a day.

The concentration of hospitals also makes it easy to transfer samples quickly from donors to our central laboratory for analysis — it is no more than two hours’ drive from any hospital. Such proximity is a great advantage in single-cell genomics, because RNA — which is analysed to ascertain gene expression — degrades within hours once a sample is collected. A US National Institutes of Health large-scale genetics project called the Genotype–Tissue Expression project, for instance, found variability in the quality of RNA in its samples, depending on the time between collection and processing. This variability could skew interpretations of gene-expression data, and the researchers had to develop ways to account for it in their analyses 8 .

Having a centralized hub prevents the problem of batch effects — undesired differences between samples — that can arise if samples are processed or analysed differently by different centres 9 , 10 . Handling batch effects is a big task for international consortia. The HCA, for instance, has a dedicated team of researchers to check for and minimize such effects 11 .

Exploiting this niche is already proving fruitful for us. So far, we’ve collected more than 500 samples from 334 donors. We have analysed more than two million cells — equivalent to the second-largest data set collected in the HCA project so far. Our early analysis hints at common features between diseases: although symptoms arise in different organs, we are identifying distinct immune profiles that group the diseases into a few major categories.

Unblock research bottlenecks with non-profit start-ups

Still, being small and nimble comes with challenges. Local consortia need to be aware that they might lack some expertise , and they need to be prepared to seek help. Our consortium faced obstacles in obtaining ethics approvals, because each hospital review board had different requirements and concerns. Getting approval from each board was arduous, and required persistence when asking for opinions of the boards themselves, along with those of the Korea National Institute for Bioethics Policy and Korean Bioinformation Center. Nonetheless, it was easier than grappling with multiple international rules around ethics and data collection.

To make this process smoother for others, it would help for institutions in a country to standardize their ethical-review processes and data-sharing agreements, ensuring that both comply with national regulations. Furthermore, institutions should establish collaborative networks to share best practices and discuss common challenges. These steps could ease the administrative burden on local consortia considerably, and accelerate their progress.

Not all countries will have the strong technical skills of the South Korean workforce, nor the established biobanking repositories for genetic and clinical data, which are essential in projects such as ours. For scientists in countries without this infrastructure, international consortia can be a valuable source of guidance. For instance, the HCA’s Equity Working Group specifically aims to engage diverse geographical and ethnic groups in its projects 12 . By participating in such initiatives, countries can gain access to expertise, resources and best practices, helping them to overcome technical challenges and build their capabilities.

Build in local benefits

Regional projects should reflect the needs of the local community, both for ethical reasons and to attract funding. Funders are more likely to invest in big projects that can benefit citizens. Researchers must make those benefits clear.

This might mean championing a field to governments and other funders. In South Korea, most research funding comes from the government — scientists propose broad topics that need funding, and the government selects those that align with its own goals and puts out funding calls, for which all researchers can apply. So genomicists, immunologists and bioinformaticians — not all of whom are members of the SCAID consortium — requested that the South Korean government fund a large-scale disease single-cell atlas. These scientists spelled out how the data could ultimately help researchers and clinicians to improve understanding of the disease predispositions that are unique to South Koreans. This will hopefully speed up the development of precision medicines tailored to the country’s own population.

South Korean scientists’ outcry over planned R&D budget cuts

In countries that do not have official channels for petitioning the government, raising the profile of a field might involve using networks of contacts to meet with funders, or publishing papers that outline a field’s potential. Persistence is key — scientists must keep voicing their needs and perspectives.

Researchers must also give careful thought to how their project will benefit local science. SCAID was designed to maximize the long-term benefits for the South Korean researchers and clinicians involved.

To develop researchers’ careers, we hold regular seminars and workshops focused on learning skills and network building. Cross-disciplinary collaborations are one focus. For example, bioinformaticians are working with clinicians on a strategy pinpointing the specialized data that should be collected for each disease — such as acquiring information on immune receptors for specific disorders. Bioinformaticians are also exploiting the expertise of clinicians to help interpret their analyses. This includes the identification of abnormal cell states, which can be hard to distinguish from artefacts in the data without a deep knowledge of disease. These networks of contacts will be useful for many projects long after SCAID is completed.

Once established, local consortia need not exist in isolation. They can complement existing global projects by adding diverse data, and can act as stepping stones for future global consortia. For instance, many scientists have approached us, intrigued by the scale and potential of our work, and enquired about possible collaborations.

We are keen for other regional groups to generate international databases from separate efforts led by those who understand their own local needs and niches best. We encourage them to start by seeking funding for a consortium to address the needs of their fellow citizens, and to eventually pool their knowledge.

Whatever the field, if a consortium is run well, it can cultivate a dynamic cluster of competent researchers, laying the groundwork for international recognition and collaboration.

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Much of what consumers buy is marked “sustainable,” “humane” or “green.” In the sugar cane fields of India, that papered over the worst abuses.

By Megha Rajagopalan

Megha Rajagopalan reported from villages across Maharashtra, India, and from London, the home of the sugar industry’s standards body.

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