HomeResearch & Knowledgeback to HomeSustainabilityback to Research & KnowledgeSchool feeding program in Nigeria (A): Tetra Pak’s business and development goalback to Sustainability

Case Study

School feeding program in Nigeria (A): Tetra Pak’s business and development goal

By Ulrich Steger and Aileen Ionescu-Somers

15 pages

December 2006

Order this case study

Reference: IMD-2-0127

The case documents Tetra Pak’s ambitious efforts to collaborate with the governor of Nasarawa State in Nigeria in the setting up of a school feeding program based on a non-milk product that will eventually use local cereals; Nutrisip. This is a business, and not a philanthropic initiative that is also aimed at kick-starting local industry (thus relieving poverty) while improving child nutrition at the same time. It is engaging Tetra Pak in tackling many challenging business and development issues. The case shows the experience of Tetra Pak over the first two years of the program and illustrates the challenges and obstacles encountered by the company while trying to get this ambitious program off the ground, promote local production of Nutrisip and secure the supply and distribution chain for the product.

Learning Objective

1. Change traditional perceptions of the role of business in society 2. Show how innovation can be introduced in a sustainable manner and in a developing country 3. Understand the challenges of working in a developing world context at its most challenging 4. Understand the power of partnerships to reinforce corporate sustainability initiatives.

Keywords

Corporate Responsibility, Malnutrition, Poverty Alleviation, Food Processing, Corporate Sustainability Management

Settings

Nigeria
1996 with interventions in school feeding programs in developing countries, ends in Dec 2005

Type

Field Research

Available Languages

English

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

2007 EFMD AWARD WINNER (Corporate Social Responsibility)

This case study is part of a series

Keep reading

Article

Making good use of a blackout - Electricity Systems

The Spanish blackout of April 2025 is an opportunity to strengthen electricity systems that have higher shares of renewables and should not be used as an excuse to slow down the energy transition.

Sustainability

By Cédric Philibert

in I by IMD

Case Study

HP Amplify Impact A: Channeling partners for change

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Case Study

HP Amplify Impact B: From launch to legacy

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Article

How Lindström is Reframing Circular Workwear in Asia

Lindström advances circular workwear in Asia by extending textile life through laundering, repair, and reuse, but cultural barriers challenge expansion efforts.

Sustainability

By Julia Binder and Esther Salvi

in I by IMD

Article

The next competitive edge: Why A.I. and sustainability must evolve together

In today’s boardrooms, two themes dominate: rapid technological advancement and the growing urgency of environmental accountability. But a new source of competitive advantage is emerging, not from A.I. or sustainability alone, but from the deliber...

Artificial Intelligence Sustainability

By Michael R. Wade and Konstantinos Trantopoulos

in Observer

24 June 2025

Article

Healthcare Leader’s Approach to Sustainable Transformation

First-hand insights from a healthcare executive navigating sustainability in a tightly regulated sector, where progress is slow, but leadership makes it possible.

Sustainability

By Núria Ibáñez-García

in I by IMD

Article

L’Oréal Sustainability - Kiri Trier

L’Oréal Sustainability lead Kiri Trier shares how she’s shifting customer behavior to make recycling, refilling, and waste reduction a bathroom habit.

Competitiveness Sustainability

By Julia Binder and Esther Salvi

in I by IMD

Article

The ‘Cola Wars’ of sustainability: How corporate rivalries can accelerate sustainable business transformation - IbyIMD

As companies jostle for sustainability leadership, these competitive rivalries are proving unexpectedly powerful in accelerating environmental action, while strategic collaborations can amplify the impact.

Sustainability

By Goutam Challagalla and Knut Haanaes

in I by IMD

Book

Twin transformation: A gripping tale of how AI and sustainability converge, and the race to get it right

Have you ever wondered why AI and sustainability seem so promising, yet so often fail to take off inside traditional companies? Or why, despite their potential synergy, AI and sustainability are so rarely pursued together? Too often, companies tre...

Artificial Intelligence Sustainability Competitiveness Innovation Change Management

By Michael R. Wade and Konstantinos Trantopoulos

Article

Sustainability backsliding doesn’t have to mean back to square one

In President Trump’s second term, a variety of executive actions have reversed social progress. Withdrawing from the Paris Climate Agreement presents a significant challenge to bending the global emissions curve since it is one of the world’s larg...

Sustainability Diversity and Equity and Inclusion

By Amanda Williams, Lucrezia Nava and Gail Whiteman

in Stanford Social Innovation Review Online

2 June 2025

HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

HP Amplify Impact B: From launch to legacy

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2695 ©2025

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics