Accountability and Impacts

Increase the effectiveness of our mandate to vulnerable populations, by actively involving Nutriset, the PlumpyField Network and all of our partners (suppliers and subcontractors) in an overall responsible entrepreneurship approach. Corporate Social and Environmental Responsability is an interesting approach when it is a global performance tool and a continuous performance system, deeply connected to the way of managing. This is our way to envisage it.

Thus for Nutriset CSR should be built on 4 axis of responsibility:

Nutriset, CSR


1. To remain loyal to our initial commitment: Innovate and produce high-performance nutritional solutions to fight malnutrition for children.


2. To initiate new ideas to Promote social progress throughout the network (Minimize the environmental impact of our business (Equalitarian social policy, relationships with suppliers, development of networks).



3. To give sense to our activity and develop an efficient Company (To give access to intellectual property and create wealth in Southern countries, to develop joint and several financing, to allow participative management, to develop multilevel networks, etc.).


4. To feed and share a system of values among all actors involved: Conceptualize, write and publish about our economic model.

This is why Nutriset founded in 2005 the PlumpyField® Network, a network of local producers who answers in a multidimensional way the stakes in the sustainable development.
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Limiting our impacts

With over 500 employees in network companies, Nutriset asked the NGO “Planète d’Entrepreneurs” to evaluate the social impact of the PlumpyField® Network.

Planète d'entrepreneurs, HEC et NutrisetAn initial study based on analysis of the company’s stakeholders was conducted at Hilina Enriched Food, our Ethiopian partner, according to the SROI method (Social Return On Investment). One outcome of the study was to adjust the pertinence and scope of this type of evaluation.

Initial results are very promising and show that Hilina’s joining the network has, for example, increased capacity (mean annual growth of 43% between 2007 and 2010) as well as the employees’standard of living, who earn an average of 23% more than in their previous jobs. This initial evaluation will be broadened and other studies are planned to be conducted in 2012.

An internal SR assessment was carried out according to the voluntary International Standard, ISO 26000. Seven core subjects were studied in order to develop performance indicators and objectives to be achieved.