Could a New Zealand dairy trader have done more to prevent China's milk scandal? At press time, Sanlu Group milk products contaminated with the toxic chemical melamine had killed four babies, sickened 53,000 and triggered import bans and recalls worldwide. But 43 percent of Sanlu is owned by New Zealand cooperative Fonterra, the world's biggest dairy trader, and Fonterra has three people on the seven-member Sanlu board. Still, Fonterra executives were in the dark about the mass poisoning until August—eight months after their Sanlu partners found out. Once in the loop, they failed to persuade Sanlu to go public for six weeks. "Fonterra," says Paul French, chief China analyst for the Shanghai-based consultancy Access Asia, "apparently believed all the … books in which foreign executives are taught not to let their Chinese partners get offended or 'lose face'."Indeed, Fonterra took pride in its "trust-based" relationship with Sanlu, which became a joint-venture partner in 2005. That trust, evidently, was misplaced. Fonterra chief executive Andrew Ferrier says his people first learned about the melamine—which was added by independent milk collectors to disguise watered-down product—at a Sanlu board meeting Aug. 2. Instead of going public, Ferrier decided to try working "within the system" and reach a consensus with the Chinese about how to get the most tainted milk possible out of stores and homes. But local Chinese officials fretted that antigovernment anger might endanger "social stability" during the Aug. 8 to 24 Beijing Olympics. Sanlu chairwoman Tian Wenhua was a local Communist Party secretary, meaning she would have known about decrees that sensitive topics—especially food-safety concerns—were taboo during the Games. Fonterra executives told New Zealand Embassy diplomats about the poisoning on Aug. 14, and they informed the Kiwi government in Wellington, which in turn alerted Beijing on Sept. 9. The Chinese central government went public two days later.Ferrier told NEWSWEEK that Fonterra acted correctly and "it had nothing to do with face." But at the least, its executives were naive not to consider the possibility of a Sanlu cover-up, especially in light of so many recent Chinese export scandals. "We can all be sensitive about not letting Chinese partners feel offended," says French. "But when it's a matter of life and death, you have to draw the line."