DEFINING SUCCESS

Management Strategy and Analysis

Our Mission: Together we will build the world's most extraordinary food company by nourishing people's lives everywhere, every day.

Campbell's mission statement clearly expresses our company's purpose. It inspires us not only to produce high-quality wholesome products that are trusted the world over, but also to make a positive difference in the world we live in, for the stakeholders with whom we interact every day. Campbell's Success Model, core business strategies, and balanced scorecard expressly incorporate and reinforce our commitment to corporate social responsibility and sustainability.

Our Success Model defines the way that we pursue our mission:

Defining CSR and Sustainability Strategy

Every year we conduct a formal strategic planning process in which we reassess and refine our core business strategies. Since 2008, advancing a powerful commitment to sustainability and corporate social responsibility has been expressly identified as one of Campbell's seven core business strategies.

Our strategic planning process begins with a broad situation assessment. As part of this first step, we examine the key internal and external drivers of our CSR and sustainability strategy, including key trends in the area of sustainability and the evolving expectations of our stakeholders with respect to responsible corporate citizenship.

Our strategic plan for CSR and sustainability rests on four key pillars: environmental stewardship (Nourishing Our Planet); our interactions with customers and consumers (Nourishing Our Consumers); community service (Nourishing Our Neighbors); and building an extraordinary workplace (Nourishing Our Employees). As part of our annual situation assessment, we review our performance in each of these areas, and external trends and drivers in the marketplace and among our stakeholders, through a multifaceted lens that is depicted graphically below. In conjunction with our materiality assessment, we analyze our strengths, weaknesses, opportunities, and threats to help us fine-tune our goals, strategies, and operational priorities in each of our four primary CSR platforms.

In 2009, we set the groundwork for Campbell's first formal CSR strategy, identifying several characteristics that are important to long-term success. They included, for example, a shared perspective on CSR across the company, definition of core metrics and long-term performance goals, and the recognition that our business executives and employees require specific resources and tools to activate our strategy. We declared that our strategy should provide for active stakeholder engagement; that our practices, performance, and results should be transparent; and most important, that our efforts should be shaped by a focus that is unique to Campbell Soup Company and the impact we can have.