The 4PG Framework

The 4PG framework links the MFI’s market systems thinking to the idea that fortification is a key qualitative mission for food processors. Its five components are levers that, when embedded within the operations of a food processor, can positively influence fortification and product quality.

The 4PG is an acronym representing:

• Personnel

• Production

• Procurement & Partnerships

• Public Engagement

• Governance

These components were identified through consultation with the food processing sector to identify existing impediments to fortification and opportunities to deeply entrench fortification in business activities, both in practice and in spirit.

This framework engages companies’ senior leadership on the issue of fortification, extending responsibility from the quality assurance function to the boardroom—a point that quality and production personnel will find very appealing. The approach also helps to better spread responsibility across business units and encourages firms to be deliberate and strategic about enacting policies and processes to support food fortification as part of a wider qualitative initiative.

The 4PG framework also serves as the basis for a set of standards that address both internal dynamics and external relationships, which set uniform expectations for fortification across the industry, regardless of the subsector.

The 4PG components are as follows:

Personnel: This indicator ensures that firms go through the rigor of sourcing and selecting the right staff members to drive their fortification efforts, as well as providing them the necessary motivation and management. Personnel are tasked with taking the firms’ strategies and investments in fortification and turning them into the desired outcomes, so the selection, training, compensation, discipline, and performance management of staff involved in the fortification process is critical to fortification results.

Production: This component assesses the effectiveness of actual fortification processes on the production line. This is traditionally where most of the fortification strategy has centered on in industry, but we have extended its coverage to give a holistic view of the fortification process, as well as clarifying expectations for it. The component addresses the standardization of fortification processes and inputs, documentation of quality management, production metrics and indicators, production equipment management, exception tracking, and reporting, and whistle-blowing systems.

Procurement & Partnerships: This component assesses quality management for micronutrient fortification inputs. This is a crucial element because, during early engagements, food processors were quick to blame poor-quality premixes as the main cause of poor fortification results. This indicator aims to ensure that food processors implement proactive measures to ensure the quality of the inputs they utilize, including supplier selection, supplier quality management, supplier reputation, supplier support, traceability, distribution channel management, and legal aspects of supplier relationships.

Public Engagement: This indicator assesses firms’ communications and relationships with various stakeholders related to their fortification efforts. It aims to strengthen the connection between food processors and the public to ensure that the businesses see an improvement in their image as a result of their fortification investments. It addresses aspects such as advertising and labeling, disclosures, sponsorship and advocacy, regulatory reporting, managing stakeholder expectations, and customer relationship management.

Governance: Effective leadership is acknowledged to be the key driver of effective outcomes in business, and this component assesses the commitment of the leadership of a firm—typically the board of directors—to fortification processes. It ensures that there is a clear fortification strategy, leadership sets the right tone for fortification efforts in firms, and the highest level of authority drives the mandate for fortification. This component takes account of effective board practice and deliberations, communication, the qualification of board members, board performance reporting, policy reviews, ethics, disclosures, and risk management.