World Food Programme: A Quarter a Day Keeps the

Hunger Away
Presented by: Presented to:
Moammil Zafar 2018-BBAE-042
Hamza Badar 2018-BBAE-048 Mr. Shehzad Ahmad
Javeria Tahir 2018-BBAE-027
Shahzaib Ali 2018-BBAE-028
Junaid Afzal 2018-BBAE-045
Introduction
• Established in 1961 by the United Nations and headquartered in Rome, Italy.
• The largest humanitarian organization dedicated to eliminating world hunger.
• WFP’s goal is to eliminate the need for food aid globally through poverty elimination.
• In 2009, the WFP direct aid brought 4.6 million metric tons of food
• 101.8 million people in 75 different countries.
• 84 million were women and children.
• Women are critical for food aid, because they are more likely to distribute to the family.

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• The WFP has 30 ships, 70 aircraft, and 5,000 trucks to
facilitate emergency relief.
• In 2009, the budget of the WFP was $4.2 billion.
• In 2009, WFP provided meals in schools for 21 million
children

“The right food to the right people at the right time.”

• In 2010, the WFP was able to obtain food valued at

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• In 2013, the WFP gave food assistance to 80.9 million people in 75 countries.
• Stabilized the undernutrition of 7.2 million children under the age of 5.
• In 2013, A total of 18.6 million school children received meals in school and/or were
given take-home food rations.
• The WFP provided 3.1 million metric tons of food to areas in need.
• WFP responded to four Level 3 emergencies in Syria, the Philippines, Central African
Republic, and South Sudan.
• In 2013, the WFP received $4.38 billion in aid from numerous countries

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WFP Initiatives
• In 2009, WFP focused on chronic malnutrition.
• “One size fits all” strategy
• Customized individual programs to serve the specific
nutritional needs in different parts of the world.
• On 2008, WFP developed the Purchase for Progress (P4P).
• Focused on WFP’s buying power to stimulate production
and support for small farmers.
• In 2009, WFP bought 30,000 metric tons of crops from 80
farming organizations located in 13 countries.

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Nutrition
• WFP has initiatives that enrich the nutritional value of
food, so it has higher calories and vitamins than usual.
• Approximately 200 million children under the age of 5
are stunted or undernourished in developing countries.
• WFP has developed micronutrient powders that can be
added to food or fluid.
• Micronutrient-enriched high-energy biscuits and
Supplementary Plumpy
• In Egypt, a program was set up that enriches all the
flour used to make the country’s basic bread with iron
and folic acid.

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 The 1,000 Days Plus Program
• Critical in a child’s development
• Undernourishment can cause permanent damage to mind and
body.
• Mothers who were undernourished as children are 40% more
likely to have children who die before the age of 5.
• Mothers with lower nutrition run a higher risk of death while
giving birth.
• An incentive to the child and the family; school meals and take
home rations
• In primary school, an increase of a girl’s pay by 10% to 20%
• In secondary school, each year adds 15% to 25%

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WFP, HIV/AIDS, and TB
• Terminal illnesses in developing countries are a great
challenge
• lack of food and nutrition can significantly negatively
affect HIV/AIDS victims.
• the mortality rate of an HIV/AIDS patient is two to six
times higher
• In 2010, the WFP supported 2.5 million people with
HIV/AIDs and TB in 44 countries.

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The Dangers of Providing Food
• In 2009, more than 600 security incidents were
noted, and included harassment, detention, theft,
kidnapping, and murder.
• In October 2009, a suicide bombing in Pakistan
killed 5 WFP staff.
• In 2009, 15 staff members were killed, and an
additional 35 staff members were injured.
• In February 2015, the WFP was alarmed to see
photographs of food parcels from the WFP given
out in Syria with Islamic State (ISIS) logos pasted
over the WFP logo.

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Providing Relief During Natural Disasters

• The WFP is one of the first responders to natural

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Financial Transparency
• In 2009, the WFP implemented the International Public Sector Accounting Standards
(IPSAS) to ensure financial transparency.
• The 26 standards evaluate the organization’s accountability, transparency, internal
controls, and organizational governance
• The 2008 financial statements have received a clean audit opinion from the external
auditors reviewing WFP’s financial statements.
• The financial statements that were reviewed by the auditors included:
• the statement of financial position,
• the statement of financial performance,
• the statement of changes in net assets/equity,
• the statement of cash flows,
• the statement that compares budgeted expenditures with actual expenditures

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Project Laser Beam
• With the help of corporate sponsors, the WFP
has developed the Project Laser Beam (PLB)
program.
• PLB focuses on a specific geographic location
to maximize the long-term impact of the
program.
• Focus is on food enrichment, and the
development of skills that can generate
future income including providing
microfinancing.

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Lessons Learned by the WFP
The Six Lessons Learned by the WPF are:
1. Innovation is vital for the long term effectiveness of food aid.
2. Innovation must be designed for the specific needs of the country and citizens.
3. Innovation needs champions and leaders and must have a long-term financial
commitment.
4. Free market systems are a powerful ally in implementing food assistance programs, but
not the only one.
5. Innovation is not a solo commitment but needs strong and progressive partners.
6. Globalization needs to be perceived as both a threat and an opportunity.

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QUESTION # 1: Role of Corporations
• Corporations can assist the WFP by assisting with initiatives that can help local communities
improve productivity by providing basic technology, skills, and financing, as well as partnering with
the WFP in providing a market for these producers.

• Putting innovation at the heart of humanitarian aid Corporations must also place innovation at the
heart of humanitarian response in order to contribute to WFP's mission.

• Many corporations do not or would not respond to every emergency, but a written strategy could
help them transition from individual decisions when a crisis strikes to sustained engagement
within the humanitarian community

• This can help the WFP achieve its mission of eradicating hunger. This is frequently due to the fact
that the strategy would aid in the transformation of the humanitarian sector into an innovative,
data-driven, results-oriented ecosystem
 
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QUESTION # 2: Stakeholders of WFP
• Communities that Participate in Vulnerability Assessments
• National Governments
• Non-Governmental Organizations (NGOs)
• Food and Agriculture Organization (FAO) and International Fund for Agricultural
Development (IFAD)
• Other UN Agencies:
• International Labour Organization (ILO)
• World Health Organization (WHO)
• United Nations Educational, Scientific and Cultural Organization UNESCO
• United Nations International Children's Fund (UNICEF)
• United Nations High Commissioner for Refugees (UNHCR)
• Business Associates

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QUESTION # 3: Village to Solve Problems Like Hunger
• WFP requires resources, expertise, knowledge, productive capacity, and so on to deal
with hunger situations that affect vulnerable communities around the world.
• Without the assistance of other NGOs, the WFP's effectiveness would be severely
harmed and insufficient for the type of response required in hunger emergencies and
crises.
• In order to respond to a specific hunger situation, WFP will require transportation,
storage, distribution, geographic information, technical advice, and other services that
cannot be provided by different specialized organizations in specific service areas.
• WFP may not be able to achieve its ultimate goal of ending hunger without the help of
others, and it recognizes this collaborative effort here.

"Without this collaboration, our efforts to bring much-needed assistance to more than 80 million
people in 80 countries would be jeopardized."

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QUESTION # 4: World Hunger on Corporate Agendas
• Humanitarian work should be prioritized on corporate agendas.
• Today's business ethics has evolved from a period of social unrest in the 1960s to the
current era, which has seen the emergence of Corporate Social Responsibility (CSR).
• With the advent of CSR, many organizations recognized the need to create a code of
ethics by which management and employees could live during the implementation of
CSR programs.
• Corporate involvement in humanitarian business is an evolving issue that has existed
since the dawn of commerce.

"As Arthur Jensen stated, corporations' role and influence over individuals is not new, but as old
as commerce itself"

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Any comments Thank you!
or questions?