Nestlé MENA’s Yasser Abdul Malak on its innovation-focused strategy

Nestlé has been a staple in our lives — a comforting, trusted presence, subtly intertwined into the fabric of our daily routines, memories, and even family traditions. From the robust and aromatic flavour of Nescafé and the quiet nostalgia of Nido to a hearty bowl of Maggi soup or noodles to the crispiness of a KitKat bar — the company’s offerings have nurtured generations across continents, through moments of joy and times of uncertainty, particularly in the Middle East. 

At the helm of Nestlé’s vast operations in the Middle East and North Africa (MENA) is Yasser Abdul Malak, a man whose own story is as deeply interwoven with the company’s journey as the brands it produces. “When I think of Nestlé, I think of a brand that people know and trust,” says the chairman and CEO with a reflective pause. 

Deep roots in the region 

For Abdul Malak, who has worked with the company for 25 years, Nestlé’s presence in the MENA region isn’t just about profitability or market share – it’s deeply personal. He recalls an encounter from one of his trips where he visited a family in Lebanon. “I walked into their home, and there it was, a can of Nido sitting on the kitchen counter. The can’s exterior had faded, but you could tell it had been there for decades. It was also home to a small plant,” Abdul Malak shares with a smile. “It was a touching reminder of how our products are more than just food on a shelf.” 

The importance of this personal connection isn’t lost on him. Having worked his way up through the ranks at Nestlé, Abdul Malak’s leadership is rooted in a deep understanding of the region’s people, cultures and values. “When I travel across the region (which could be any of the 19 countries he oversees), I am constantly reminded of how integral Nestlé is to families. We’ve been here for over 120 years, adapting and evolving with the people we serve. And that’s what keeps me passionate about what I do.” 

Abdul Malak carries the weight of not just corporate aspirations, but also a deep responsibility towards consumers that have relied on  

the brand for more than a century. It’s a legacy that runs deep. “We don’t just operate here – we belong here. We’re part of these communities,” he says emphatically. His excitement is palpable, as he explains: “Nestlé has had a presence in the region since 1900, with Egypt and Lebanon being some of the first countries to sell the brand. We’ve adapted and stayed relevant by focusing on what our consumers want while maintaining our core values of quality, trust and innovation. Nestlé’s global scale, combined with our local presence, allows us to create tailored offerings such as Nescafé Arabiana – our branded Arabic coffee – and other region-specific products like shawarma and falafel mixes.” 

He adds: “Over time, we’ve made significant changes internally, shifting to a more localised leadership structure to ensure we are closer to our consumers and can make decisions faster. Adaptation is key, and we understand that to stay relevant, we must constantly evolve.” 

Nestlé’s strategy is clear, Abdul Malak says. “The key to success in the MENA region is staying connected to the local consumer. Understanding their needs, pain points and aspirations is vital. Nestlé’s strength lies in our ability to adapt our global offerings to local tastes while maintaining our commitment to quality. As long as we continue to build on that foundation — with a focus on sustainability, innovation and local engagement — we will continue to thrive in this dynamic region.” 

This approach has served Nestlé well; its presence across the region is by no standards modest. The food and beverage giant operates 24 factories across the MENA region, providing direct employment to more than 12,000 people. The portfolio of its brands – over 60 and counting – encompasses everything from dairy products to infant nutrition, coffee and creamers, confectionery, bottled water, breakfast cereals, culinary products, health science and pet care. 

Creating shared value 

What underscores this growth is the commitment to creating shared value for the global brand that cherishes its local connections. Abdul Malak says, “We’ve made substantial investments in the MENA region. Over the past decade, we’ve invested over $1.1bn in manufacturing across the region. For example, in Dubai, we have state-of-the-art factories that export products to around 30 countries such as Australia, the US and Canada, and some Asian markets.” 

The UAE is a key market for Nestle’s operations, with Dubai serving as the regional head office for the MENA region. The company’s office, currently based in Dubai South, will move to Expo City shortly. The company locally produces confectionery, dairy and culinary products, and coffee at two food and beverages factories in Dubai. It also operates two water manufacturing sites, one in Dubai and the other in Abu Dhabi. 

Saudi Arabia is also a focus market for Nestlé. The company has committed to investing SAR7bn over the next decade in the kingdom, focusing on human capital, local sourcing, and research and development. 

Abdul Malak says, “We are deeply committed to advancing scientific research in Saudi Arabia, collaborating with the government to explore locally sourced ingredients with future potential.” 

A core principle at Nestlé is sourcing locally, not only to strengthen the economy but to build resilience against global supply chain disruptions. “Our new, state-of-the-art factory, with a capacity of 15,000 tonnes annually, is set to open in 2025 in Saudi Arabia. It will initially focus on infant food production and contribute significantly to local needs and food security. A major R&D focus for us is fortifying products for children, especially addressing widespread nutrient deficiencies such as iron, through products like Cerelac. We believe supporting children’s health is key to building stronger communities.” 

Showcasing Nestle’s operations across other markets in the region, Abdul Malak adds: “In Egypt, we have a strong manufacturing presence and continue to invest in expanding capacity and growth. Egypt remains a key strategic market for us, alongside our facilities in Morocco, Lebanon, Qatar, and Bahrain. Our footprint across the region has made a significant impact, and in the coming years, we are committed to increasing our investments. The Middle East represents a region of immense opportunity, with over half a billion consumers driving demand.” 

Investing in youth 

Investing in human capital though is a priority for the leader. Abdul Malak understands that nurturing the next generation of talent is key to both Nestlé’s future and the region’s prosperity. “The youth in MENA are our greatest asset. The region has one of the youngest populations in the world, and they bring an incredible amount of energy, ideas, and innovation,” he says, his voice filled with enthusiasm. 

The company’s youth initiatives, like the Nestlé Academy in Saudi Arabia, are designed to equip young people with the skills they need to thrive in an ever-evolving job market. “Our Nestlé Academy is not just about upskilling – it’s about empowering young people to take ownership of their careers and their futures. In a region where youth make up such a large portion of the population, we must invest in their potential. We are also investing in the local startup ecosystem, working with partners like Monsha’at to foster innovation in the food service industry. 

In addition to the academy, Nestlé MENA has also been actively involved in programmes that focus on entrepreneurship and business leadership. Another initiative that has been pivotal to Abdul Malak’s vision for youth engagement is Next Level (NxL). Launched in 2022 in partnership with L’Oréal, the virtual training programme equips young people with essential skills crucial to thrive in today’s dynamic and rapidly changing workforce, particularly in artificial intelligence (AI) and digitalisation. Since its inception in 2022, the programme has impacted more than 23,000 young individuals across the region. The recently launched Season 3 introduces new key partners, offering modules on AI, digital skills, green skills, entrepreneurship and more. 

In December 2024, Nestlé MENA launched the ‘Sustainability Heroes’ initiative in the UAE and Kuwait in collaboration with key partners from the government and private sectors, aiming to empower 200 university students in each country with essential business and entrepreneurship skills. “Another initiative we’re proud of is NesTalent, where we bring 15-20 fresh graduates into the organisation each year. This programme is vital because we not only offer them opportunities for professional growth but also listen to their ideas and encourage them to contribute,” shares Abdul Malak. 

The company’s priority on nurturing and developing talent is deeply integrated into its values, says Abdul Malak. “Our commitment to creating a positive work environment is something we take very seriously — it’s not just a slogan, it’s demonstrated in everything we do. External recognitions like being named a ‘Great Place to Work’ in the UAE, Saudi and Egypt, the ‘Best Place to Work’ in Morocco, and being recognised as a ‘Great Place to Work for Women’ in the GCC, are a testament to our efforts. 

“At Nestlé, respect for oneself, respect for others and respect for our community are core values that guide every decision. It’s not just about policies or HR initiatives; it’s about living these values every day. We believe that everyone in the organisation is responsible for HR. Everyone has a role in fostering a positive work environment. Our culture is built on trust, transparency, and collaboration. We also foster a deep connection to our people — there’s no hierarchy here that prevents us from connecting and learning from each other. Moreover, we’re pushing to become the most ‘fascinating’ organisation in MENA, and we’ve set up a MENA Council to gather insights from young employees to help make that happen. The idea is to continually evolve and make the workplace a place where people feel engaged, respected, and valued.” 

This collaborative approach has helped the company stay strong in the face of challenges, both geopolitical crises and economic pressures affecting the region. 

 Resilience and response 

“The year 2024 has been another challenging one, but we’ve seen some great achievements. First and foremost, I’m proud of the exceptional team we have. Despite the intensity of challenges — global and local — the team has not only met our commitments but also had a positive impact on the community,” says the resolute leader. 

 He adds: “We’ve continued investing in our brands, people, and sustainability initiatives. One of the standout moments was our ability to keep key products in stock throughout the global supply chain crisis. We did not have a single day of stockouts on essential products, which speaks to the agility and resilience of the team.” 

Reflecting on the lessons recently learned, Abdul Malak shares a candid perspective on the importance of humility and realignment. “We’ve made our mistakes, but what’s crucial is how we respond. At Nestlé, we don’t shy away from our challenges. We acknowledge them, learn from them, and then adapt. The key to sustained success is agility — the ability to pivot, to realign our efforts in the face of changing dynamics.” 

In an industry as competitive and dynamic as food and beverage, where consumer tastes evolve constantly, the ability to course-correct and stay ahead of the curve is vital. 

Abdul Malak emphasises that Nestlé’s success in the MENA region stems from its constant self-assessment and willingness to change when necessary. “I often tell my team that perfection is a process. We can’t afford to get comfortable. Every setback is an opportunity to refine our approach and come back stronger. The companies that endure are those that are not afraid to rethink their strategies, even when things seem to be going well.” 

Planning, strategy and teamwork were also key factors driving the company’s response to the crises in Gaza and Lebanon, highlighting the human side of Nestlé’s operations, which are often not public knowledge. “When the crisis in Gaza unfolded, we had to act quickly. Our number one priority was the safety and wellbeing of our people. But we didn’t stop there. We also stepped in to provide essential supplies to those in need,” he recalls. 

“Our employees in Lebanon, Egypt, Jordan, and beyond were quick to mobilise, providing aid and offering support to those affected. It was a moment of solidarity that showed us  

what it truly means to be a global company with a heart for local communities.” 

Nestlé has actively supported humanitarian efforts with a total donation of approximately $1.5m for medical assistance extended to Gaza. As part of the support for Gaza, Nestlé enabled the treatment of more than 1,000 children in Egypt in collaboration with the Ministry of Health and the Terous Foundation. Additionally, the company facilitated the air evacuation of 32 critically ill incubated infants from Gaza to Egypt for urgent care. Recognising the urgency, Nestlé also donated a fully equipped mobile hospital to the Jordanian Armed Forces to support medical relief efforts. 

“In Lebanon, we have contributed half a million dollars in partnership with local organisations such as the Lebanese Food Bank and Beit El Baraka, ensuring the distribution of one million meals to those in need,” shares Abdul Malak. The company also provided 1.5 million litres of water to those affected, recognising the scarcity and urgency of resources.  

“We supported the Lebanese Red Cross, which was in dire need, especially for critical emergency medical services. Internally, we encouraged our people to volunteer and donate, through our Helping Hands initiative, and the response was overwhelming. Whether it was in Egypt, Jordan, Lebanon, or Dubai, we saw incredible solidarity. It’s heartening to see how our teams rallied around the cause — what we call a ‘helping hand to Gaza, a helping hand to Lebanon’. 

“At the same time, we focused on ensuring that the team felt supported in these tough times. Acknowledging the emotional strain at the same time, we focused on ensuring that the team felt supported during this tough period. Considering the challenges was important, but we emphasised how, together, we were making a tangible impact.” 

This sense of solidarity is at the core of Abdul Malak’s leadership philosophy. He emphasises transparency, authenticity and a deep commitment to people — not just employees, but communities at large. 

A new direction 

Undeterred by the challenges, Nestlé MENA’s chairman and CEO remains hopeful and optimistic about the future. Nestlé, under the guidance of its new global CEO Laurent Freixe, is entering a new era, one defined by greater efficiency, innovation, and a more sustainable approach to growth. Abdul Malak, along with his team in the MENA region, is fully aligned with this vision. 

“The appointment of Laurent as CEO has ignited a fresh energy within the company,” Abdul Malak reflects.  

“His vision for Nestlé is clear: Invest more in our brands, our people, and the communities we serve. And in the MENA region, we are fully aligned with this direction. Nestlé MENA is one of the top 10 geographies for the group and will continue to play a key role in driving growth for the company. We are committed to innovation, to being a partner to our local communities, and to ensuring that our growth is not just financial but meaningful.” One of the key areas where Nestlé is focused is sustainability. From reducing the environmental impact of its manufacturing processes to investing in local sourcing, the company is dedicated to making a positive impact in the region. 

“Sustainability is not just a buzzword for us. It’s a core part of our strategy. Whether it’s through our work with local farmers in Egypt or our commitment to reducing plastic waste across the region, we’re making tangible changes that will benefit generations to come,” says Abdul Malak. 

Hope for 2025 and beyond 

As the MENA region continues to evolve, so too does Nestlé. “The future is bright,” says Abdul Malak with conviction. “The MENA region is home to one of the youngest, most dynamic populations in the world. With Nestlé’s unwavering commitment to innovation, sustainability, and youth development, we are perfectly positioned to grow alongside this region and make a meaningful impact.” 

He elaborates: “I’m fortunate to be surrounded by some of the brightest minds — people who are passionate, creative and dedicated to pushing Nestlé to the forefront of innovation. That’s how we drive change.” 

Looking ahead, the company is primed to address emerging trends and challenges head-on. One of the most significant shifts is the rising demand for convenience, accelerated by Covid-19 and evolving lifestyles. More dual-income households, coupled with an increasingly fast-paced world, have made ultra-convenient products a necessity. Nestlé is responding by innovating products that cater to this need while maintaining its commitment to health and quality. Another key trend is the growing focus on nutrition and preventive health. As consumers become more health-conscious and aware of the role food plays in wellbeing, Nestlé remains dedicated to providing affordable, nutritious options. “Food plays a crucial role in preventive health, and as a nutrition, health and wellness company, we’re committed to addressing malnutrition in the region with fortified products,” says Abdul Malak.  

This focus will continue to guide Nestlé’s strategy, ensuring that it meets the nutritional needs of a rapidly growing and evolving population. The rise of e-commerce and omni-shopping also presents new opportunities.  

Abdul Malak re-emphasises that Nestlé’s success in the MENA region is driven by more than just market trends. “Our focus on nutrition, sustainability and innovation helps us address the challenges that families face every day. It’s not just about selling products — it’s about improving lives. And that’s why we invest so heavily in the region, from our manufacturing facilities to our community programmes.  

We’re here for the long haul, and that’s what matters,” affirms the leader.   

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Leadership lessons: Yasser Abdul Malak 

Nestlé MENA’s chairman and CEO shares his mantras for leadership and management 

• Leading through challenging times has taught me a valuable lesson: As leaders, we face two choices — either we allow the situation to overwhelm us, or we take ownership and keep delivering, regardless of the obstacles. A true leader focuses on finding solutions and closing gaps, rather than justifying delays or setbacks. 
•  The second lesson is the importance of straight talk. In difficult times, sugarcoating only wastes time. Clear, direct communication is essential — it’s not about impressing others but about making progress together. 
•  Another critical lesson is balancing talent management. While it’s important to nurture and hold onto high performers, addressing low performers is equally crucial. A team thrives when it’s made up of people who elevate one another. Throughout my career, I’ve been fortunate to surround myself with incredible leaders and mentors. I’ve always sought to learn from people who are smarter, more experienced, or even older than me. 
• Transformation is a constant journey. Change is inevitable and, especially in today’s world, it has no endpoint. At Nestlé, we’re unapologetically committed to continuous transformation – to becoming more relevant, stronger, and having a greater impact on our communities and people. 
• One key aspect of change is speed and agility. We strive to move quickly, but we never compromise on quality or compliance. Speed is critical but so is getting the details right. Leadership at every level understands this balance,  and I encourage my team to make decisions confidently. 
• Mistakes will happen, but what matters is how we respond. Acknowledging mistakes quickly and learning from them is vital. I always tell my team that I won’t blame you for making a mistake, but I will hold you accountable if you don’t make a decision when it is needed. 
• I believe leadership is about continuous learning, and I’ve always sought to learn from those around me, whether it’s a mentor, my team, or even friends. It’s important to remain self-reflective and acknowledge areas where you can grow. 
• Staying fit is crucial, especially in leadership roles. I’ve always believed in the idea of “fit to grow”. If I’m not physically and mentally fit, how can I expect my team to be? I make health a priority. 
  
• I also encourage my team to prioritise wellbeing, as it’s important for long-term performance. You can’t sustain leadership effectiveness without taking care of that yourself.