Nutriset: Feeding hope, one belly at a time

As the subject of his university dissertation, Michel Lescanne chose malnutrition in South America. His interest in the subject was more than academic, however, and after becoming an agricultural engineer and cutting his teeth at French dairy products manufacturer Mamie Nova, he decided, following a trip to Senegal, to set up his own food company in 1986. Its goal? To no longer have to persuade companies of the importance of having an economic model which facilitates humanitarian objectives.

“My father went into private enterprise because it seemed to him to be the best way of fulfilling his vocation, which was to battle the scourge of malnutrition,” stated Adeline Lescanne-Gaultier, daughter of the founder and the current general manager of Nutriset Group.

A decade after launching Nutriset, Michel Lescanne teamed up with a leading research institution to develop what would go on to become his company’s flagship product, Plumpy’Nut – a peanut-based paste in a plastic wrapper with the ability to treat acute malnutrition.

Encouraged by the success of Plumpy’Nut, in 2006 the Plumpy range was born, which now includes Plumpy’Doz, a nutrient supplement for the extremely malnourished, and Plumpy’Mum, aimed at pregnant women.

Since then, the company’s range of products has expanded to include those designed to prevent and remedy different types of infant malnutrition, as well as supplements specifically crafted to meet the needs of the elderly, sufferers of malaria, tuberculosis and AIDS.

“The core principle driving Nutriset has not changed. We are not looking to replace a balanced diet as the main source of nutrition, but rather assist the most vulnerable by providing products rich in calories, proteins, minerals and vitamins,” stressed the Nutriset general manager.

Innovation mindset
The company’s innovation mindset does not stop at food, and even extends to the cardboard packaging it comes in, which doubles as a toy that, at no extra cost to the customer, helps contribute to the cognitive development of children in some of the world most disadvantaged nations.

Nutriset's policy of proximity has led to the establishment of plants in Nigeria, India, Ethopia and Madagascar, as well as the United States

The principal customers of the Normandy-headquartered company, which employs around 400, are major NGOs – including the United Nations and Unicef – governments and, more recently, retirement-home operators. In 2022, 10 million people consumed a product made by the group, and the company aims for that number to reach 18 million in 2023.

To attain this ambitious goal, Nutriset has been stepping up the pace of production. In 2005 it set up a system of franchising that included the transfer of technology. “Economic development is one of the best responses we can provide to the problem of malnutrition. We believe it is more logical from an environmental and impact point of view, to locate manufacturing sites close to where the products are most needed,” remarked Lescanne-Gaultier.

This policy of proximity has led to the establishment of plants in Nigeria, India, Ethopia and Madagascar, as well as the United States, where a facility in Rhode Island has been churning out Nutriset products since 2016.    

“Our activity is at the intersection of the pharma and agrifood industries. Even in trouble spots, the skills of our workforce and our production methods conform to the same norms as they do in France. Ours is a multinational business model.”

And Nutriset’s business model is highly effective one. In 2022, the company registered turnover of €160 million ─ €203 million if you include all the activities of the Nutriset Group. In 2020 the parent company’s turnover was €124 million.  

Despite its financial success, Nutriset does not worship at the altar of profit. The company was the first-ever French business to update its memorandum when, in 2015, it adopted an expanded corporate purpose, which essentially means the company operates as a hybrid of a strictly profit-making enterprise and one engaged in the social and solidarity economy.

The money it does make ensures the operation remains self-financing, with enough left over in the kitty to fund research and development, thus fulfilling the mission first outlined by Michel Lescanne nearly four decades ago.