Nestlé MENA chairman and CEO on an innovation-focused strategy tailored for local markets

Nestlé’s enduring presence in the Middle East and North Africa (MENA) is more than a business footprint; it is a deeply personal narrative shaped by decades of local engagement, cultural resonance, and built-to-last partnerships with communities across 19 countries. From the comforting rituals of Nescafé and Nido to the family-friendly staples of Maggi and the familiar crunch of KitKat, the company’s products have become woven into daily routines, celebrations, and moments of need across generations. At the helm of this vast operation is Yasser Abdul Malak, the chairman and chief executive whose own trajectory with Nestlé reflects the broader journey of the brand in the region. When he reflects on Nestlé, he speaks of a brand that people know, trust, and rely on—a sentiment born not only from products but from a long-standing relationship with the people and places Nestlé serves.

Deep roots in the region anchor Abdul Malak’s leadership. After 25 years with the company, he describes Nestlé’s MENA presence as more than a pursuit of market share or profitability; it is intensely personal. He recalls a poignant encounter from a trip to Lebanon, entering a home to find a faded Nido can on the kitchen counter, its exterior worn but its memory enduring. The can housed a small plant, a small detail that underscored for him how Nestlé products become part of a family’s life and lore—not merely items on a shelf. Such experiences reinforce his conviction that Nestlé’s impact is measured in relationships as much as revenues. Abdul Malak understands this region through its people, cultures, and values because his leadership has always been rooted in those connections. He travels across the region—overseeing operations in 19 countries—and is reminded that Nestlé has existed for more than a century in the MENA landscape, evolving with the communities it serves.

Over time, Abdul Malak’s journey within Nestlé translates into a leadership style that emphasizes proximity to consumers and a deeply ingrained sense of responsibility. He notes that the company has been in the region for more than 120 years, adapting to changing consumer needs while staying true to Nestlé’s core values of quality, trust, and innovation. This long arc has not only shaped business strategies but also reinforced a sense of belonging—Nestlé’s aim, as he puts it emphatically, is not simply to operate in the region but to belong to it, to be part of its communities. He highlights that Nestlé’s regional presence began early, with Egypt and Lebanon among the first markets to welcome the brand in 1900, and acknowledges that the company has continuously refined its approach to ensure relevance by aligning global capabilities with local preferences. The result is a portfolio that includes region-specific offerings like Nescafé Arabiana, a branded Arabic coffee, along with tailored culinary products such as shawarma and falafel mixes.

Abdul Malak emphasizes the strategic shift toward localization as a core organisational principle. He speaks about moving away from a centralized model toward a more localized leadership structure designed to shorten decision-making loops and deepen consumer understanding. The aim is to stay connected to local realities, to respond swiftly to shifts in taste, and to deliver products that address real needs. In his view, adaptation is not a one-off tactic; it is a process—an ongoing evolution that keeps Nestlé aligned with the communities it serves. He argues that the region’s diversity—encompassing 19 countries with distinct languages, cultures, and market dynamics—requires a dynamic, responsive approach. The goal, he explains, is to sustain Nestlé’s long-standing relevance by preserving core brand values while continuously exploring new local insights and opportunities.

The MENA strategy Abdul Malak articulates centers on sustaining a strong connection with local consumers. He notes that understanding their needs, pain points, and aspirations is essential to long-term success. This means translating global offerings into locally meaningful formats, while preserving unwavering commitments to quality, safety, and innovation. The strategy also encompasses a forward-looking emphasis on sustainability and local engagement, ensuring that Nestlé’s growth in the region remains both impactful and responsible. Abdul Malak asserts that ongoing engagement with communities will be the defining factor in navigating a dynamic market landscape. As long as Nestlé sustains its foundation of quality, trust, and innovation while expanding in sustainable, locally engaged ways, the company believes it will continue to thrive in the MENA region’s vibrant and evolving economy.

Nestlé’s regional footprint is expansive and purpose-driven. The company operates 24 factories across the MENA region, directly employing more than 12,000 people. Its brand portfolio exceeds 60 products, spanning dairy, infant nutrition, coffee, creamer, confectionery, bottled water, cereals, culinary ingredients, health science products, and pet care. This breadth illustrates how the company blends scale with local specificity, offering a wide range of products that align with regional tastes, dietary needs, and family traditions. The emphasis on shared value underscores Nestlé’s approach: substantial investments in the MENA region are designed to return benefits for both the business and the communities it serves. Abdul Malak notes that over the past decade, Nestlé has invested more than $1.1 billion in regional manufacturing, a figure that signals long-term commitment to local capacity, job creation, and value addition. In Dubai, for example, several state-of-the-art factories not only supply the Middle East but also export to as many as 30 countries, including Australia, the United States, Canada, and various Asian markets.

Dubai serves as the regional head office for Nestlé’s MENA operations, with the Dubai South facility acting as a pivotal hub before its relocation to Expo City. In addition to confectionery, dairy, and culinary products produced locally, Nestlé operates two water manufacturing sites in Dubai and Abu Dhabi, underscoring its diversified manufacturing footprint. Saudi Arabia also features prominently in the company’s growth plans, with an explicit commitment to investing SAR 7 billion over the next decade. The investments focus on human capital development, local sourcing, and research and development—areas Abdul Malak identifies as crucial for sustainable growth and competitiveness. The company’s approach in Saudi Arabia includes advancing scientific research, collaborating with government bodies to explore locally sourced ingredients with future potential, and building a robust local supply chain that supports broader food security objectives.

A core principle of Nestlé’s approach in the region is local sourcing, a practice that strengthens regional economies and enhances resilience against global supply chain disruptions. Abdul Malak highlights that a new, state-of-the-art factory with a capacity of 15,000 tonnes per year is scheduled to open in 2025 in Saudi Arabia, initially focusing on infant food production. This facility is expected to contribute to local needs and food security while representing a meaningful step in fortifying children’s nutrition. Cerelac, among other fortified products, is part of the company’s strategy to address micronutrient deficiencies and improve child health outcomes, ultimately supporting stronger communities. Expanding Nestlé’s footprint in Egypt, Morocco, Lebanon, Qatar, and Bahrain demonstrates the breadth of its regional commitments, with the broader MENA region presenting a substantial growth opportunity given its large and young consumer base.

Nestlé’s operations across the region extend beyond manufacturing to contribute to workforce development and innovation ecosystems. Abdul Malak notes the emphasis on youth and talent development as a strategic priority, recognizing that MENA’s youth represent the region’s greatest asset. The nest of initiatives, including the Nestlé Academy in Saudi Arabia, is designed to equip young people with the skills they need to thrive in a rapidly changing job market. The academy’s purpose goes beyond upskilling; it aims to empower young people to own their careers and futures. The region’s large youth demographic creates a unique opportunity to build a pipeline of skilled workers who can contribute to Nestlé’s growth while supporting broader economic development.

Partnerships with local ecosystems also play a central role in Nestlé MENA’s approach to youth development. The company collaborates with organizations such as Monsha’at to foster innovation in the food service sector, supporting entrepreneurship and business leadership through a variety of programs. In addition to the Nestlé Academy, the NxL (Next Level) initiative, launched in 2022 with L’Oréal, provides virtual training focused on essential skills relevant to today’s workforce, including artificial intelligence and digitalization. Since its inception, NxL has impacted more than 23,000 young individuals across the region, and the Season 3 expansion introduces new partners and 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, a collaboration with government and private sector partners to empower 200 university students in each country with essential business and entrepreneurship skills. The NesTalent program welcomes 15-20 fresh graduates into the organization each year, offering opportunities for professional growth while inviting fresh perspectives and ideas that help shape Nestlé’s regional strategy.

Nestlé MENA’s commitment to positive workplace culture is evident in external recognitions that underscore the region’s status as a great place to work. Abdul Malak points to awards such as being named a Great Place to Work in the UAE, Saudi Arabia, and Egypt, along with a Best Place to Work designation in Morocco, and recognition as a Great Place to Work for Women in the GCC. He frames these accolades as evidence that Nestlé’s internal culture—built on respect for oneself, respect for others, and respect for the community—drives performance and engagement. The leadership philosophy hinges on a collaborative, non-hierarchical approach that values transparency, trust, and continuous learning. Nestlé’s culture is designed to empower individuals at all levels to contribute, learn, and grow, and the company’s MENA Council is a vehicle for gathering insights from younger employees to guide ongoing evolution. The aim is to create a workplace where people feel engaged, respected, and valued, and where the organization continuously renews itself to stay relevant in a rapidly changing region.

Resilience and response to external pressures have been a defining feature of Nestlé MENA’s trajectory. Abdul Malak emphasizes the importance of teamwork and a proactive stance in the face of geopolitical crises and economic challenges. He notes that 2024 presented ongoing difficulties, but the team’s performance demonstrated resilience, commitment, and a positive impact on communities. Nestlé continued investing in brands, people, and sustainability initiatives, with a notable achievement being the company’s ability to sustain essential products in stock despite global supply chain disruptions, avoiding stockouts on key items. This capability reflects not only operational agility but a culture of proactive risk management and contingency planning that prioritizes consumer access to staples during uncertain times. The leadership’s reflections on humility and realignment speak to a company that embraces its mistakes, learns from them, and adapts quickly.

In addressing crises, Nestlé’s response extended beyond business continuity to humanitarian support in the region. Abdul Malak explains that Nestlé activated planning and coordination to safeguard its team while also delivering aid to affected communities. Employees across Lebanon, Egypt, Jordan, and neighboring countries mobilized to provide assistance, illustrating how Nestlé demonstrates corporate social responsibility in action when faced with emergencies. The organization has contributed approximately $1.5 million in medical assistance for Gaza, enabling treatment for more than 1,000 children in Egypt through collaboration with the Ministry of Health and the Terous Foundation, and facilitating the air evacuation of 32 critically ill incubated infants from Gaza to Egypt for urgent care. In Jordan, a fully equipped mobile hospital was donated to support medical relief efforts. In Lebanon, Nestlé contributed half a million dollars in partnership with local organizations such as the Lebanese Food Bank and Beit El Baraka, ensuring the distribution of one million meals and providing 1.5 million litres of water to those in need. The Helping Hands initiative encouraged employee volunteering and donations, reflecting a broader culture of solidarity that generalized across Egypt, Jordan, Lebanon, and Dubai. Abdul Malak highlights that this solidarity embodies the essence of Nestlé’s leadership—transparency, authenticity, and a commitment to people and communities beyond the corporate realm.

In addition to responding to crises, Nestlé MENA continues to pursue a new direction under the broader Nestlé corporate strategy led by Laurent Freixe, the group’s global chief executive. Abdul Malak describes Freixe’s appointment as a catalyst for renewed energy and clarity around Nestlé’s strategic priorities: invest more in brands, people, and communities. For MENA, this means aligning with the global vision while continuing to act as a top-10 geography within the Nestlé portfolio. The region’s leaders are committed to innovation, community partnerships, and sustainable and meaningful growth that extends beyond financial metrics. Sustainability remains a central pillar, with a focus on reducing manufacturing environmental impact, enhancing local sourcing, and delivering tangible improvements in waste reduction and resource efficiency. Abdul Malak emphasizes that sustainability is not a buzzword but an embedded strategy that manifests in concrete actions—working with local farmers in Egypt and reducing plastic waste across the region as part of a long-term commitment to future generations.

Looking ahead to 2025 and beyond, Abdul Malak expresses a confident, forward-looking view. The MENA region’s demographic profile—one of the youngest and most dynamic in the world—offers immense potential for Nestlé’s growth and impact. The leadership emphasizes that Nestlé’s ongoing investments in innovation, sustainability, and youth development position the company to grow in tandem with the region’s evolution. Abdul Malak speaks of surrounding himself with bright, passionate, and creative minds who are dedicated to pushing Nestlé to the forefront of innovation. The plan is to respond to emerging trends—namely the rising demand for convenience driven by changing lifestyles and the prevalence of dual-income households—without compromising health and quality. Nestlé’s approach includes developing ultra-convenient products that still align with health goals, nutrition priorities, and accessible pricing to ensure broad reach. Nutrition and preventive health also remain central, with a continued emphasis on fortification and addressing malnutrition through products designed for children, alongside broader wellness initiatives.

The e-commerce and omni-shopping landscape represents another frontier for Nestlé in the region. Abdul Malak notes that digital channels, online grocery platforms, and integrated shopping experiences are shaping how families access food and beverages. While channel shifts create opportunities, the core emphasis remains on nutrition, sustainability, and innovation to improve everyday lives. For Nestlé, the path to successful growth in the MENA region is not limited to selling products; it is about elevating lives, supporting families, and contributing meaningfully to communities. The regional leadership reiterates that the company’s long-term plan centers on sustainable growth that aligns with local needs and global standards, ensuring that Nestlé remains a trusted partner to families throughout the region as the landscape evolves.

This leadership ethos—rooted in humility, adaptability, accountability, and a relentless commitment to people—frames Abdul Malak’s view of Nestlé’s present and future. He has consistently emphasized that transformation is an ongoing journey, not a destination, and that speed must be balanced with quality and compliance. The region’s challenges, from geopolitical tensions to economic pressures, reinforce the necessity of agile strategy, continuous learning, and decisive action. Abdul Malak’s approach to leadership blends personal conviction with rigorous governance, ensuring that Nestlé’s MENA operations deliver consistent value while remaining deeply human at their core. His belief that “perfection is a process” guides a culture of ongoing refinement, where even setbacks become catalysts for improvement. The leadership message is clear: stay curious, stay connected to local realities, and keep investing in people—the foundation of Nestlé’s resilience and enduring relevance in the region.

Leadership lessons: Yasser Abdul Malak’s philosophy in practice
Nestlé MENA’s chairman and CEO has articulated a set of professional maxims that underpin his management approach. He identifies two pivotal choices for leaders during challenging times: either let the situation overwhelm the organization or take ownership and continue delivering despite obstacles. He argues that a true leader concentrates on solving problems and closing gaps rather than rationalizing delays or setbacks. The second lesson centers on forthright communication. In difficult periods, sugarcoating is counterproductive; clear, direct conversation fosters progress and collective action. He also highlights the importance of balancing talent management—cultivating high performers while addressing underperformance to ensure the team’s collective strength. A team thrives when members elevate one another, and Abdul Malak credits the supportive ecosystem of mentors and peers who have shaped his leadership journey.

Transformation is viewed as a constant, with change as an inevitability that has no endpoint. Nestlé’s leadership recognizes that rapid evolution is essential, and they are unapologetically committed to continuous transformation to remain relevant, stronger, and more impactful for communities and people. Speed and agility are critical, yet they must be weighed against quality and compliance. Decisions should be made decisively, but not at the expense of rigor or ethics. Mistakes are acknowledged and learned from; leaders are held accountable for decisions made in a timely fashion, while the organization’s culture remains forgiving of honest missteps that prompt growth.

Abdul Malak emphasizes lifelong learning and self-reflection as crucial elements of leadership. He notes that he has sought wisdom from mentors, colleagues, and even rivals, recognizing that surrounding oneself with smarter and more experienced individuals accelerates personal and organizational growth. The concept of “fit to grow”—ensuring that leaders and teams are physically, mentally, and emotionally capable of scaling—resonates strongly with his approach to sustaining high performance. He stresses well-being as a non-negotiable pillar for long-term effectiveness, arguing that sustainable leadership depends on keeping oneself healthy and promoting a culture of wellness among teams.

In maintaining a resilient organization, Abdul Malak’s leadership highlights a blend of humility, authenticity, and transparency. He sees corporate social responsibility not as a token gesture but as an embedded imperative that binds Nestlé to the communities it serves. The Gaza and Lebanon crises underscored this ethos—Nestlé’s actions demonstrated that the company is prepared to respond rapidly to human needs while protecting its employees. He frames leadership as a catalyst for both business success and social impact, with a commitment to openness about challenges and a strong focus on delivering tangible, positive outcomes for people.

Conclusion
Nestlé’s MENA story—a tale of deep regional roots, strategic localization, and a commitment to people and communities—offers a compelling blueprint for how a global enterprise can grow responsibly in a diverse and dynamic environment. Under Yasser Abdul Malak’s stewardship, the company has woven together a long-standing heritage with modern, locally attuned practices. From the development of local products that resonate with regional tastes to the creation of training programs, youth initiatives, and partnerships that nurture local talent, Nestlé MENA demonstrates that economic success and societal value can go hand in hand. The investments in manufacturing capacity, research and development, and sustainability initiatives illustrate a deliberate strategy to bring value not only to shareholders but to farmers, workers, students, families, and entire communities.

Looking forward, the region’s young, energetic population is seen as a catalyst for transformative growth—an opportunity Nestlé plans to leverage through continued innovation, local sourcing, and community engagement. The leadership team remains focused on delivering quality, nutrition, and sustainability while expanding access through digital channels and omni-shopping methods. The organization’s responses to regional crises, its contributions to humanitarian relief, and its ongoing commitment to local development underscore a holistic approach to business that prioritizes people as much as profits. As the global Nestlé network welcomes Laurent Freixe as chief executive and charts a future anchored in efficiency, innovation, and sustainable growth, Nestlé MENA stands prepared to advance with confidence, integrity, and a steadfast belief in its ability to influence lives for the better. The region’s prospects are strong, and the company is poised to continue shaping the future of food, nourishment, and community resilience across the Middle East and North Africa.