Our commitments to trusted food, vibrant communities, thriving people, and a healthy environment are among the ways we deliver on the promise of our purpose: connecting people through food they love. Explore the progress we’ve made so far, our goals for the future, and the strategies, policies, and governance mechanisms that guide our work and decision making.
We’re proud of the progress we’ve made so far and look forward to reaching even more of our goals in the coming years.
We report on our external commitments annually, which have been approved by our senior leadership team and the Governance Committee of our Board of Directors.
We’re transparent about where we’re doing well and where we have opportunity to improve.
Our performance scorecard shows year-over-year data demonstrating our corporate responsibility performance and progress toward achieving our goals.
We consider corporate responsibility topics material when they influence or impact the judgment and decisions of our external stakeholders, internal stakeholders, or business.
These topics are considered material for us if they influence the judgment and decisions of our external and internal stakeholders, as well as having an impact on them and our business. In fiscal 2019, we conducted a robust assessment with internal and external stakeholders to understand where to focus as our company evolves and identified and prioritized our material corporate responsibility topics through a four-step assessment process where we identified the issues, surveyed stakeholders, surveyed leadership, and validated the results. The final results of this assessment are shared below.
We reviewed the material corporate responsibility topics reported publicly by our peers and assessed issues that are trending in the media and with Campbell’s investors, customers, suppliers and NGO partners. From this research, we added a few new topics to our list, including Risk and Crisis Management, Product Innovation, Supply Chain Resilience and Commodity Availability, Pesticides and Chemical Contaminants, Women’s Empowerment, and Responsible Use of Technology.
We surveyed internal and external stakeholders, including employees, suppliers, retail customers, NGOs, trade associations, etc. We also posted the survey on Twitter for consumer feedback, which we received. The survey asked stakeholders to rate the importance of 25 topics in four broad categories: Responsible Business Practices, Societal Impact and Labor Practices, Product Responsibility and Environmental Responsibility. Stakeholders were also asked, of the 17 United Nations Sustainable Development Goals, where Campbell could have the most impact. The responses reaffirmed our previous alignment with Goals 2, 3, 8, 10, 12 and 13. We received nearly 1,500 responses in total with employees accounting for 88% of responses.
We surveyed Campbell leadership to understand how the 25 topics might impact the business over the next five years. Leaders from across the business were asked to rate our ability to control potential impacts, the likelihood of such impacts and how these might impact our reputation, strategic plan, purpose and/or values.
The results of the assessment were shared with leaders across the business who provide feedback on the topics. These results were validated against the results of the research along with the feedback of our Campbell leaders. The results are shared below and are reevaluated throughout the year, as topics can shift in priority. We did see significant shifts in the rating of select topics compared to our last assessment in fiscal 2016, including the ranking of Transparency along with Health, Nutrition and Wellness, among others.
In fiscal 2020, oversight of ESG activities was formally delegated to the Governance Committee of the Board of Directors and is reflected in the Committee’s Charter. The Committee plans to take an active role in the continued evolution of Campbell’s ESG strategy and public reporting. To ensure that ESG is appropriately managed throughout the organization, we have designed the following governance structures:
2021 Corporate Responsibility Report (PDF)
2020 Corporate Responsibility Report (PDF)
2019 Corporate Responsibility Report (PDF)
2018 Corporate Responsibility Report (PDF)
2017 Corporate Responsibility Report (PDF)
2016 Corporate Responsibility Report (PDF)
2015 Update of the Corporate Social Responsibility Report (PDF)
2014 Corporate Social Responsibility Report (PDF
2013 Update of the Corporate Social Responsibility Report (PDF)
2012 Corporate Social Responsibility Report (PDF)
2011 Update of the Corporate Social Responsibility Report (PDF)
2010 Corporate Social Responsibility Report (PDF)
We take our responsibilities as a corporate citizen seriously, so we have policies in place to guide our decision making and hold us accountable.
To successfully execute our strategy and continue advancing our goals, it’s important for us to proactively and consistently engage with internal and external stakeholders.
Proactive and consistent engagement with both internal and external stakeholders is critical to effectively implementing our corporate responsibility strategy. Our approach to stakeholder engagement includes:
The following table summarizes our engagement with major stakeholder groups:
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