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Abstract

This is part of a case series. In March 2019, Kais Marzouki, Chairman and CEO of Nestle Philippines Inc (NPI), wanted his company to reach plastic neutrality at the earliest possible time. Globally, including in the Philippines, more and more consumers, governments, NGOs and media were concerned by plastic waste and pollution. Mark Schneider, Nestle's global CEO, had recently stated his vision that none of Nestle's packaging, including plastics, would end up in landfill or as litter. A few weeks earlier, Schneider had announced internally the group's ambition to have all of Nestle packaging recyclable or reusable by 2025. How could NPI lead the way and mobilize all key stakeholders to achieve his objectives?

Time period

The events covered by this case took place in 2019-2021.

Geographical setting

Region:
Asia
Country:
Philippines

Featured company

Nestlé Philippines
Employees:
1001-5000
Turnover:
USD 3 Billion
Industry:
Food and beverage

About

Abstract

This is part of a case series. In March 2019, Kais Marzouki, Chairman and CEO of Nestle Philippines Inc (NPI), wanted his company to reach plastic neutrality at the earliest possible time. Globally, including in the Philippines, more and more consumers, governments, NGOs and media were concerned by plastic waste and pollution. Mark Schneider, Nestle's global CEO, had recently stated his vision that none of Nestle's packaging, including plastics, would end up in landfill or as litter. A few weeks earlier, Schneider had announced internally the group's ambition to have all of Nestle packaging recyclable or reusable by 2025. How could NPI lead the way and mobilize all key stakeholders to achieve his objectives?

Settings

Time period

The events covered by this case took place in 2019-2021.

Geographical setting

Region:
Asia
Country:
Philippines

Featured company

Nestlé Philippines
Employees:
1001-5000
Turnover:
USD 3 Billion
Industry:
Food and beverage

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