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30 October 2025

Luigi Lavazza S.p.A. “A Goal in Every Cup”

Authors: Mario Cerutti, Enrico D’Onofrio, Veronica Rossi                                                                                                                                                                                                                                                                                                                                                                                                              Abstract: “In un mondo che distrugge i beni della natura, io non ci sto”. This was the purposeful statement – originally from Mr. Luigi Lavazza back in 1935 – that came to the mind of Mr. Antonio Baravalle – Lavazza Group CEO – on April 1st, 2021, when leaving the recently built headquarters Nuvola in Borgata Aurora (Turin), after another intense and fulfilling day of work. Lavazza had just released the 2020 financial results: Revenues of € 2.1billion, slightly down on the 2019 figure of € 2.2 € billion, Ebitda of € 253.0 million – against € 291.0 million in 2019 – and Net Profit of € 73.0 million versus € 127.4 million the year earlier. Net Financial Position was positive and had reached € 102.0 million, improving from the previous year of € 82.1 million. The reported results were confirming the strong financial solidity of the Company and had been achieved in a complex and difficult year, that had seen the outbreak of COVID-19 pandemic deeply changing consumers’ behaviours. However, even more remarkable was the continued commitment to Sustainability. After internalising the SDG Goals into Lavazza’s Strategy, focusing on 4 goals and launching the GOAL ZERO (an innovative idea of Lavazza), the Company was moving forward with another daunting challenge: the “Roadmap to Zero”. ESG criteria were increasingly integrated in the Group strategy, the first milestone reached with the Roadmap to Zero, for which about 50 million euro had been invested in for the period 2020-2021. Goal was to work to reach Lavazza Group’s carbon neutrality by the end of 2030. The question was how deep Lavazza could embed all its sustainability values inside the Company and outside as well, to foster a positive transformation across the whole industry? What kind of activities could be done to accelerate this strategy? The fact that Lavazza was still owned by an enlightened family could help? How this would compare with the financial pressure that other listed multinationals and smaller private companies would feel, where quarterly profit reviews and/or overall economic results would put pressure on the single bottom line profitability versus the triple bottom line profitability that Lavazza could pursue? Could this fully purpose-driven approach become a disadvantage in the short run for Lavazza? Conversely, might the outbreak of covid-19 pandemic reinforce Lavazza’s conscious business and responsible leadership? Download Case Study Request Teaching Notes

Case Studies

30 October 2025

What about a non-profit platform?Bringing the right sides togetheragainst food waste and hunger

Authors: Antonio Daood, Cinzia Calluso                                                                                                                                                                                                                                                                                                                                                                                                              Abstract: The donation of surplus food has been developing significantly in Italy during the last two decades, but it still represents a smaller fraction of the total amount of food devoted to food aid as compared to the larger amount of food produced exclusively for the purpose – financed through national and communitarian programs (i.e., PEAD1 from 1987 to 2013, FEAD2 since 2014) targeting the Sustainable Development Goals (hereafter, SDG) number 1 (i.e., no poverty) and 2 (i.e., zero hunger). Indeed, these programs provide food aid to the most deprived, along with other basic material assistance (e.g., clothing, and hygiene products) and social inclusion measures (e.g., job assistance). These programs are approved by the Europen Commission and then managed by national authorities. After the production of food is assigned through calls for tender, products are transferred to food banks, from which they are distributed across frontline charities that deliver food aid to the poor. Over time, thanks to the increased attention to the problem of food waste (SDG 12.3), gradual regulatory advances have increased surplus food donation, making it available for providing food aid to people in need (SDG 2). Download Case Study Request Teaching Notes

Case Studies