Forever Chocolate Progress Report 2021/22
1
Introduction
Sustainability is at the heart of Barry 
Callebaut, representing one of our 
four strategic pillars. In 2016, we 
launched Forever Chocolate, the next 
chapter in our long-standing com-
mitment to building a sustainable 
cocoa and chocolate supply chain.
Forever Chocolate is our plan to 
have more than 500,000 cocoa 
farmers in our supply chain lifted out 
of poverty, to eradicate child labor 
from our supply chain, to become 
carbon and forest positive, and to 
have 100% sustainable ingredients  
in all of our products. Every year,  
we report on the progress of these 
time-bound, measurable targets, 
which are assured by a third-party 
independent assurance provider.
Halfway through our Forever 
Chocolate timeline, we have used the 
past year to take stock of the impact 
we have generated since 2016. In 
addition, as the future requirements 
for a sustainable chocolate supply 
chain are constantly evolving and 
transforming, we have assessed 
where our targets need sharpening. 
Our conclusion? We want to add 
fresh ambition to our Forever Choco-
late Plan. In fiscal year 2022/23, we 
will present a set of sharpened 
targets, using our ongoing Forever 
Chocolate targets for 2025 as a 
springboard.
Our sixth Forever Chocolate Progress 
Report, covering fiscal year 2021/22, 
shows that we continue to scale  
up our activities by partnering with 
customers as well as societal and 
industry stakeholders to create 
tangible impact on the ground, while 
at the same time publicly advocating 
for policies to make sustainable 
chocolate the norm.
Our over 1,600 colleagues in 
cocoa origin countries give us  
a unique pool of expertise. As an  
early sustainability adopter in  
the cocoa and chocolate industry,  
we have developed strong sustain-
ability know-how and capabilities.
That is a key enabler of our robust 
program implementation and 
impact-driven solutions, and a point 
of differentiation for our customers. 
We continue to be the preferred 
partner to drive impact, delivering  
on our Forever Chocolate ambitions, 
and addressing customer needs. 
2021 / 22
FOREVER CHOCOLATE  
 PROGRESS  REPORT
 
Our springboard for fresh ambition 
“A fully sustainable 
cocoa and choco-
late sector can only 
be achieved with 
the  support of all  
 stakeholders .  We 
continued to scale 
up our activities 
with partners  
to create tangible  
impact on the 
ground, while also 
advocating for  
policies to  make  
 sustainable choco-  
 late the norm.” 
Nicolas Mounard 
VP Sustainability and Farming

Forever Chocolate Progress Report 2021/22
2
Our key achievements in 2021/22 
include:
	
z Prospering Farmers – Our Farm 
Services business continued to 
support 171,710 (+36.7%) farmers 
in 2021/22. In addition, programs 
to support subsidized soil inputs 
and paid labor teams were ramped 
up across 8,000 hectares in Côte 
d’Ivoire and Ghana. 
	
z Zero Child Labor – 80.6% of the 
farmer groups that are part of our 
direct supply chain¹ have systems 
in place to prevent, monitor and 
remediate child labor compared to 
61.4% in prior year.
	
z Thriving Nature – We launched  
our intensified agroforestry ap-
proach across 11,000 hectares in 
Ghana and Côte d’Ivoire with a 
focus on long-term success through 
training, extended monitoring  
and payment for ecosystem services. 
	
z Sustainable Chocolate – With the 
support of our customers, we 
increased the proportion of prod-
ucts sold containing 100% sustain-
able cocoa or chocolate to 49.4%  
in 2021/22, compared to 42.6% in 
prior year. This corresponds to  
one in two products.
More information on these and other 
achievements, as well as on our 
approach and measured impact, is 
given in the following sections on 
each pillar.
Shaping policy, regulations  
and norms
A fully sustainable cocoa and choco-
late sector can only be achieved when 
all supply chain actors are committed 
to supporting the development of  
an enabling environment. A cause  
for which Barry Callebaut has been  
a driving force from the start. In 
December 2019, Barry Callebaut 
partnered with industry associations, 
companies and NGOs, requesting 
that the European Union introduce 
legislation imposing due diligence 
obligations on all companies that sell 
cocoa or cocoa products in the EU 
market. We are happy to see that our 
vision and accompanying advocacy 
work are yielding results and are 
supporting the development of a 
level playing field for all companies – 
the proposed EU legislation on 
deforestation and human rights, and 
environmental due diligence will 
provide impetus to strengthen an 
enabling environment, as well as the 
market pull, for sustainable cocoa. In 
2021/22, we continued to actively 
participate in the EU Cocoa Talks, a 
multi-stakeholder dialogue on 
sustainable cocoa. In this forum, we 
contributed to the development of 
the EU-led Alliance on Sustainable 
Cocoa and its roadmap. In June 
2022, this roadmap, which aims to 
advance sustainability across the 
cocoa supply chain through collective 
action and partnerships, was en-
dorsed by the European Union, Côte 
d’Ivoire, Ghana, as well as industry 
associations. In addition, in July 2022, 
Barry Callebaut, together with other 
industry players, signed the Côte 
d’Ivoire-Ghana Cocoa Initiative 
(CIGCI) Economic Pact, joining forces 
with the Ivorian and Ghanaian 
governments to accelerate the 
transition to a living income for all 
farmers. 
Traceability – a key priority that can 
only be achieved through collabo-
ration
Traceability to farm level – knowing 
where the cocoa we source is grown – 
plays a crucial role in addressing 
some of the structural sustainability 
issues in the cocoa supply chain. 
Accurate insights into cocoa sourcing, 
gathered through polygon mapping 
and geo-localization based on satellite 
images, are imperative for us in our 
efforts to eliminate deforestation. 
Barry Callebaut has already achieved 
high levels of traceability in its direct 
supply chain. We have been publicly 
disclosing the geolocation of our 
direct suppliers in Côte d’Ivoire,  
Ghana and Cameroon since 2018/19 
and regularly update the map,  
most recently in February 2022. In 
2021/22, a total of 230,749 farms 
located within 25 kilometers of a 
protected forest area were mapped 
and monitored. This led to full  
traceability for beans originating  
from these farms. 
In order to achieve traceability in 
our indirect supply chain, developing 
a government-mandated, national 
traceability system is essential. In this 
respect, Barry Callebaut supported  
a cocoa and chocolate industry 
statement affirming a willingness to 
consolidate and share industry-­
gathered data with Ghanaian and 
Ivorian authorities. The data will be 
aggregated into a single database 
owned and driven by producing 
countries, with the aim of achieving 
robust national traceability systems. 
In addition, we are also in support  
of Ivorian and Ghanaian efforts to set  
up a cocoa farmer identification 
registry. In 2021/22, we partnered 
with the CCC (Le Conseil du Café-­
Cacao) on a traceability pilot project. 
This pilot was established to test  
data sharing between government 
agencies and industry to feed the 
learnings into the development of a 
consolidated national farm database, 
currently being built by the CCC.  
We are also actively working on 
transferring our traceability know-
how from our direct to our indirect 
supply chain. In 2021/22, we con-
ducted a pilot program with three key 
indirect suppliers in Côte d’Ivoire, 
training them on precise and timely 
data collection. Building on the 
insights, we have gained regarding 
current levels of traceability among 
local indirect suppliers and how we 
can best assist them, we plan to 
onboard additional suppliers, and the 
cooperatives they source from, to 
further improve and scale up their 
traceability efforts.
1	
According to the Agri-Logic report  
“FFB Côte d’Ivoire company report Barry  
Callebaut”, on the state of the cocoa 
sector in Côte d’Ivoire analyzing data 
collected between March 2020 and 
February 2021.

Forever Chocolate Progress Report 2021/22
3
Our commitment to reporting on 
Environmental, Social and Gover-
nance risks
Our values represent a mindset and 
way of doing business that is commit-
ted to generating sustainable returns 
over time and creating long-term 
value for all stakeholders. We are 
dedicated to running all our opera-
tions with transparency and integrity, 
which includes reporting on our 
Environmental, Social and Gover-
nance (ESG) policies and risks. Identi-
fying and addressing the key ESG 
issues facing our business and our 
approach to addressing these issues 
requires regular dialogue with our 
stakeholders. This principle underpins 
our approach to our non-financial 
reporting and our materiality assess-
ment practices. In addition, we 
publicly disclose our GRI Reports  
and CDP Reports and maintain  
a dedicated public website covering  
a range of key ESG topics that impact 
our operations and supply chain. 
External recognition of our prog-
ress and impact
In September 2022, Barry Callebaut 
was ranked #1 out of close to 600 
companies in the “Food Products” 
category by Sustainalytics, a leading 
player in assessing industry efforts  
to manage Environmental, Social and 
Governance (ESG) risks in supply 
chains. This is the fourth consecutive 
year that Barry Callebaut has been 
recognized as an industry leader in 
the management of the Environmen-
tal, Social and Governance risks in our 
supply chain. This result once again 
confirms our leadership position, not 
only in the cocoa and chocolate 
sector, but also in comparison to our 
peers in the broader food and bever-
age industry.
In addition, CDP, an independent 
organization that assesses the carbon 
reduction plans of over 14,000 
companies, awarded Barry Callebaut, 
for the first time, an A in global forest 
stewardship for 2021, along with  
23 other high-performing companies 
leading in corporate action and 
transparency on deforestation. We 
were also ranked  “CDP Leader”  
for the fourth consecutive year for our 
carbon reduction achievements  
and our supplier engagement efforts 
to reduce scope 3 emissions, which 
are emissions that extend beyond our 
direct supply chain.

Forever Chocolate Progress Report 2021/22
4
ment are the key challenge that  
must be addressed. In addition,  
Barry Callebaut is working alongside 
cus­tomers on several premium 
paying programs.
We are continuously exploring 
ways of innovating cocoa farming 
practices that are climate-smart and 
enhance farm profitability. In 2022, 
for example, Barry Callebaut estab-
lished the Farm of the Future in 
Ecuador to power cocoa farming 
research and innovation. This research 
and innovation farm represents our 
firm commitment to developing 
sustainable solutions that are impact-
ful beyond our own operations, 
encompassing the wider cocoa and 
chocolate industry. 
Besides such research, it is also 
critical to have an in-depth under-
standing of the conditions, challenges 
and potential of the farms and 
farmers we work with. At the end of 
fiscal year 2021/22, our unique and 
extensive farm mapping database 
covered 235,817 (+13.0%) farmers 
small farm. It is also very difficult to 
increase cocoa production without 
investing in labor-intensive and time-­ 
­consuming pre-harvest activities and 
costly farm inputs. 
At the same time, cocoa accounts 
for a significant part of these small-
holder farmers’ income, 70% to 85% 
in Côte d’Ivoire³ and two-thirds in 
Ghana⁴. 
As we progress towards our 2025 
target to have more than 500,000 
farmers in our supply chain lifted out 
of poverty, our focus is to continue 
supporting farmers to modernize 
agriculture and cultivation methods, 
increase yields, diversify income and 
professionalize farming practices. 
We are focusing on three main 
components to improve a cocoa 
farmer’s quality yield per hectare: im­- 
proved planting material, produc­tivity 
packages and financial support for 
third-party labor services. Because we 
believe that low levels of farm invest-
Prospering Farmers
Lifting cocoa farmers  
out of poverty 
8,000 
hectares covered by programs  
to support farmers with subsidized 
soil inputs and paid labor teams
Our goal
By 2025, more than 500,000 cocoa 
farmers in our supply chain will have 
been lifted out of poverty.
Our approach 
Cocoa cultivation, unlike many other 
food crops, is still largely dependent 
on manual labor in many cocoa-­
growing regions. Almost two-thirds of 
global cocoa is produced in Côte 
d’Ivoire and Ghana and is predomi-
nantly grown by independent small-
holder farmers supplying a range  
of companies, sometimes via several 
cooperatives. According to Agri-Logic 
data, in Côte d’Ivoire, the average 
farmer age is 48 years, with an 
average household size of 10.6 
people, or 7.5 people when excluding 
dependents who may or may not be 
relatives but are nonetheless depen-
dent on the farm. Cocoa farmers and 
their families usually live in villages 
and are required to travel a few 
kilometers to work on the farm, with 
most of the work and labor on the 
farm undertaken by the farmer and 
their families themselves. Most 
farmers work on more than one field, 
sometimes owning one of the plots 
and leasing the others. 
In Côte d’Ivoire, farms are around 
5.12 hectares in size, with an average 
of 3.61 hectares primarily dedicated 
to cocoa. The yield sourced from,  
on average, 1,352 cocoa trees per 
hectare, is around 341 kg². This 
means farmers face a challenge when 
it comes to making a living from a 
2	 According to the Agri-Logic report “FFB 
Côte d’Ivoire company report Barry Calle­
baut”, on the state of the cocoa sector 
in Côte d’Ivoire analyzing data collected 
between March 2020 and February 2021.
3	 Pluess, J. (November 2018), Children’s 
Rights in the Cocoa-Growing Commu-
nities of Côte d’Ivoire, Abidjan: UNICEF 
Côte d’Ivoire. Available from https://
sites.unicef.org/csr/css/synthesis-report-
children-rights-cocoa-communities-­en.
pdf (accessed August 5, 2021).
4	 Cocoa Farmers in Ghana experience pov­
erty and economic vulnerability (2017). 
Available from https://cocoainitiative.org/ 
(accessed August 2, 2021).

Forever Chocolate Progress Report 2021/22
5
with full data. This means we have 
captured their socioeconomic and 
household data through census 
interviews and mapped the geo-
graphical location and the size of their 
farms. Currently, we have mapped 
399,413 cocoa farm plots, covering 
79.7% of our direct supply chain⁵ in 
2021/22. Our focus on mapping  
and data collection applies to our 
indirect supply chain too. As such, in 
2021/22 we launched projects to 
integrate the data of several indirect 
supply chain partners during the 
coming fiscal year. 
The gathering of farmer data also 
helps us to gain a more detailed 
picture of farmer profiles and a better 
understanding of farmer needs for 
our Farm Services business. Our 
individualized Farm Business Plans 
(FBPs) constitute a multi-year model 
of the potential income a specific 
farm can generate if managed 
optimally. In one-to-one consultations, 
our Farm Services specialists and the 
farmer evaluate the farm landscape – 
soil analysis, age of cocoa trees, pre­- 
sence of alternative crops and livestock 
– and categorize the agricultural  
skills the farmer already possesses. 
Such a tailored approach is unique 
and is only made possible by the over 
1,600 dedicated people we have 
working on the ground in cocoa-pro-
ducing countries. More than 120,000 
(+29.8%) farmers adopted FBPs  
in 2021/22, and a total of 171,710 
(+36.7%) cocoa farmers in Côte 
d’Ivoire, Ghana, Cameroon, Brazil, 
Ecuador and Indonesia benefited 
from our Farm Services support this 
fiscal year.
In 2021/22, we significantly 
increased the number of cocoa 
seedlings distributed to 3.91 million 
(+46.3%). We also invested in a large 
nursery production facility in Brazil 
through which we plan to grow and 
distribute 1.2 million cocoa seedlings 
in the coming fiscal year. Distributing 
more robust and higher-yield seed-
ling varieties helps to rejuvenate 
cocoa farms. Cocoa farms also thrive 
best in a diverse ecosystem that 
includes a variety of tree species. In 
2021/22, we continued scaling up 
the capacity of our shade trees 
nursery production facilities in Côte 
d’Ivoire, Ghana, Cameroon, Brazil, 
Ecuador, and Indonesia. This has 
resulted in the distribution of over  
5 million (+165%) non-cocoa trees, 
helping to diversify farmer income 
while providing beneficial shade  
for cocoa seedlings, removing CO₂ 
and improving soil quality and 
biodiversity on cocoa farms.
In 2021/22, we also further 
increased the number of farmers 
receiving productivity packages to 
57,926 (+17.4%). Given the increased 
costs for fertilizers generated by the 
post-COVID recovery and the war in 
Ukraine, we focused on subsidizing 
fertilizers for farmers in Ghana and 
Côte d’Ivoire. Partly funded by Cocoa 
Horizons customers, we spent a total 
of over CHF 2 million on subsidies to 
keep prices at a more reasonable level. 
To realize the full benefits of fertiliz-
er, a second critical input is needed – 
correct pruning techniques. The 
combi­nation of soil inputs and ade­- 
quate pruning enables cocoa trees  
to produce more fruit, which can lead 
to an increase in quality and yield.  
In 2021/22, in order to help farmers 
perform the time-consuming and 
labor-intensive work of pruning, Barry 
Callebaut together with a number of 
global customers such as Mondelēz 
International, Nestlé, Ben & Jerry’s, 
and customers of the Cocoa Horizons 
Foundation launched a program to 
support farmers in Côte d’Ivoire and 
Ghana by offering them access to 
external labor resources. The pro-
gram established professional service 
providers as it recruited and trained 
local community members and cocoa 
farmers to form labor teams, provid-
ing them with the necessary equip-
ment and giving them access to an 
additional source of income. The paid 
labor teams focused on the tasks of 
pruning and weeding, and the correct 
application of fertilizers and pesti-
cides. In exchange for the pre-harvest 
labor support provided, the farmers 
committed themselves to purchasing 
productivity packages with subsidized 
fertilizers. In 2021/22, this covered 
8,107 hectares, 5,620 in Côte d’Ivoire 
and 2,490 in Ghana.
A historical approach to support-
ing cocoa farmers has focused on 
demonstration plots and farmer field 
schools. Through our close collabora-
tion with farmers, we acknowledge 
that there is not a lack of farming 
knowledge. The challenges farmers 
face are related to structural and 
agricultural issues associated with the 
cost of production. Therefore, we 
shifted the focus of our Farm Services 
business from farmer training to more 
active support of their pre-harvest 
activities by providing them with 
external labor teams and subsidized 
soil inputs. This initiative can be traced 
to a trial project with one of our 
largest global customers under our 
Farm Services business, which 
demonstrated that increased invest-
ment in pre-harvest labor, particularly 
for tree pruning, as well as higher 
investment in the right mix and 
amount of soil inputs, can improve 
cocoa yields and increase farmer 
income. However, one of the challeng-
es cocoa farmers face is the financial 
cost of pre-harvest work. In West 
Africa, the average farmer spends 
70% of their time doing post-harvest 
activities and only 30% doing pre-har-
vest activities. Cocoa farming is also 
primarily a family-operated business, 
and the cost of additional labor for 
pruning as well as soil inputs is often 
out of reach for farmers. In the com-
ing financial year, we plan to signifi-
cantly scale our new approach, aiming 
to offer additional support via external 
labor and access to inputs such as 
fertilizers to 20,000 more farmers in 
Ghana and Côte d’Ivoire as well as 
Cameroon. 
5	 In line with our core principle of 
partnering with other stakeholders to 
create tangible impact on the ground 
and make sustainable chocolate the 
norm, this KPI extends beyond our direct 
supply chain, covering more than 12,000 
farmers from our indirect supply.

Forever Chocolate Progress Report 2021/22
6
It is clear that the implementation 
and impact of our Farm Services 
offerings could be further enhanced 
by sector-wide stakeholder collabora-
tion. This should include the creation 
of mainstream banking opportunities 
for farmers and the development of 
integrated agricultural policies that 
align national production targets with 
global demand. These policies should 
also encourage the production of 
other essential agricultural goods 
that promote income diversification 
and alternative livelihoods for farmers.
Our measured impact
To measure our progress towards our 
target to have more than 500,000 
cocoa farmers lifted out of poverty by 
2025, we are using as a starting point 
the International Poverty Line defini-
tion of extreme poverty, which is USD 
1.90/day adjusted for differences in 
purchasing power and cost of living⁶. 
Our activities are designed to help 
farmers in Côte d’Ivoire, Ghana, 
Cameroon, Indonesia and Brazil move 
from subsistence to living incomes 
thanks to increased productivity and 
income diversification.
In 2021/22, measured against the 
International Poverty Line threshold  
of USD 1.90/day, we estimate 
214,124 cocoa farmers in our supply 
chain are no longer in poverty, which 
is flat compared to prior year (-0.2%). 
This can partly be attributed to  
the government set farm gate price 
decrease in 2021/22 due to the 
impact of overproduction during 
COVID-19. Despite our subsidizing, 
the cost of fertilizers and external 
labor for many farmers, the overall 
cost of production has increased, also  
negatively impacting farmer income.
Key Metric
214,124
Number of cocoa farmers in our supply chain  
out of poverty, measured against the World Bank’s  
USD 1.90/day threshold for extreme poverty 
Enabling KPIs
171,710
Number of cocoa farmers who have received  
Farm Services activities
120,107
Farmers adopted an individualized  
Farm Business Plan
Our commitment to the UN SDGs
6	 World Bank Data Hub. Available from 
https://datahelpdesk.worldbank.org/ 
(accessed September 27, 2021).

Forever Chocolate Progress Report 2021/22
7
ny efforts need to be coupled with 
cocoa sector collaboration as well as 
public intervention to bring about a 
structural solution to child labor. In 
June 2021, a report published by the 
European Commission on ending 
child labor in Côte d’Ivoire and Ghana 
stated that there is a need for 
high-level collaboration among 
implementers at the local level and a 
need to improve overall institutional 
structures and collaboration. In 
addition, it noted that current efforts 
to eliminate child labor are not 
sufficiently and structurally embed-
ded within a functioning institutional 
support system and called for a wider 
systems-based approach⁹. 
We believe that enforcement of  
a strong regulatory framework to 
protect human rights in origin 
countries should be part of a broader 
effort to strengthen an enabling 
environment for sustainable cocoa 
farming. Such an approach would go 
hand in hand with the due diligence 
legislation currently being debated in 
consuming countries, which can only 
be fully effective if sector-wide 
traceability is established and effec-
tive systems are set up to identify, 
prevent, mitigate and remediate 
adverse effects of business activities 
on human rights and the environ-
ment. In this context, Barry Callebaut 
welcomes the EU proposal for a 
Corporate Sustainability Due Dili-
gence Directive and, together with 
other stakeholders, we are engaging 
in a constructive dialogue with 
regulators to ensure that the result-
ing legislation is effective and fit for 
purpose.  
Zero Child Labor
Eradicating  
child labor 
Our goal
By 2025, we will eradicate child labor 
from our supply chain.
Our approach
Barry Callebaut sources cocoa from 
regions where child labor, defined as 
work that deprives children of their 
childhood, their potential and their 
dignity, and that is harmful to their 
physical and mental development⁷, 
occurs, mostly on family-owned 
farms. In line with the United Nations 
Guiding Principles on Business and 
Human Rights⁸, the solution lies not 
in terminating sourcing activities 
from these regions, but in assessing, 
monitoring and remediating on the 
ground the risk of children becoming 
involved in child labor. This means 
understanding which farming 
communities are most at risk, and 
providing these farming communities 
with the necessary support through a 
combination of poverty alleviation, 
access to quality education and 
adequate social infrastructure, and 
awareness raising. Abandoning a 
region because of the challenges it 
faces would only worsen its economic 
and human rights situation.
Barry Callebaut’s approach to 
fighting child labor is based on 
child-centered systems, strengthen-
ing and applying data-driven risk 
analysis capabilities under an over­
arching human rights due diligence 
framework modeled after OECD  
Due Diligence Guidance for Respon-
sible Business Conduct. Our compa-
100,743 
farmers trained on  
child labor awareness
7	 As defined by the International Labour 
Organization. Available from https://
www.ilo.org/ipec/facts/lang--en/index.
htm
8	 Guiding Principles on Business and Hu-
man Rights Implementing the United 
Nations “Protect, Respect and Remedy” 
Framework. Available from https://www.
ohchr.org/documents/publications/gui-
dingprinciplesbusinesshr_en.pdf
9	 Full report available from https://euagen-
da.eu/publications/ending-child-labour-
and-promoting-sustainable-cocoa-
production-in-cote-d-ivoire-and-ghana

Forever Chocolate Progress Report 2021/22
8
In 2021/22, we formalized our due 
diligence approach in regard to child 
labor in conformity with the OECD 
Due Diligence Guidance for Responsi-
ble Business Conduct. This year, we 
also elaborated our procedures and 
policies if a reasonable suspicion of 
forced labor is identified. Besides 
developing a due diligence approach 
and, as a top priority, setting up 
forced labor response and forced 
labor investigation protocols, we 
created and conducted detailed train-
ing on forced labor, reaching Barry 
Callebaut sustainability coaches in 
Côte d’Ivoire, Ghana, Cameroon and 
Nigeria. Through our partnership with 
Verité, an NGO that specializes in 
preventing and remediating labor 
rights violations, we can benefit from 
insights and proven models from 
other supply chains and apply them 
to ours. In the coming year, we plan to 
improve our grievance procedure to 
ensure that allegations or concerns 
can be expressed safely while further 
building on our strong collaboration 
with local authorities. In addition, 
mandatory human rights training for 
all sourcing and sustainability em-
ployees was established and launched 
in the past fiscal year. This was an 
action point raised by Barry Calle-
baut’s internal Human Rights 
Committee. This cross-functional 
committee has formal authority to 
oversee the coordinated integration 
of human rights policies, procedures, 
and actions across the business.
Our data-driven risk analysis 
follows the United Nations Guiding 
Principles on Human Rights 
(UNGPs), which state that “to priori-
tize actions to address actual and 
potential adverse human rights 
impacts, business enterprises should 
first seek to prevent and mitigate 
those that are most severe or where 
delayed response would make them 
irremediable”. 
We believe the highest risk for 
child labor in our supply chain stems 
from the cocoa we source from 
Ghana and Côte d’Ivoire, where an 
estimated 1.56 million children were 
involved in child labor for cocoa 
cultivation back in 2018/19¹⁰, 
primarily on family-owned farms. The 
most prevalent types of child labor 
are children working on family-owned 
farms at too young an age for too 
many hours or working in hazardous 
conditions.
In 2021/22, we continued to 
monitor and identify cases of child 
labor in our cocoa supply chain in 
West Africa by further expanding our 
child labor monitoring and remedia-
tion systems based on the industry 
practice as developed by the Interna-
tional Cocoa Initiative (ICI). 
For other ingredients and regions, 
we use different approaches that are 
often based on the Maplecroft Child 
Labour Index. In addition, we also 
conducted human rights impact 
assessments in Ecuador and Indone-
sia, combining the resulting informa-
tion with what we already know from 
the Maplecroft Child Labour Index to 
determine what actions would best 
address the human rights and child 
rights risks for ingredients sourced in 
these countries. In Brazil, the imple-
mentation of our newly developed 
child labor monitoring system and 
remediation protocols has continued, 
and the resulting data will be audited 
in the coming fiscal year for the first 
time. 
Once the risk is assessed and 
cases of child labor are identified, the 
next and most important step is 
focusing on remediation and preven-
tion. 
In West Africa, where potential 
cases of child labor are reported via 
our Child Labor Monitoring and 
Remediation Systems (CLMRS), we 
work very closely with ICI to remedi-
ate these cases. Our approach to 
remediation is focusing on education, 
social and gender issues. Remedia-
tion activities include the provision of 
school kits and birth certificates, a 
requirement to enable attendance at 
school, as well as supporting families 
and communities with education and 
training on child labor awareness,  
and follow-up visits to the home. 
Additionally, Barry Callebaut is part­- 
nering with Nestlé as one of the 
implementers of the Nestlé income 
accelerator program in Côte d’Ivoire, 
piloting new methods of incentivizing 
school enrollment through direct 
cash payments. 
Given the scale of child labor in 
West Africa, it is not possible to tackle 
the issue of child labor case by case 
alone. Therefore, we have and will 
continue to advocate a wider com-
munity development approach, for 
which Embode, a social protection 
and human rights consultancy, 
continues to be an important think-
ing partner. Our approach is 
child-centered and starts at the local 
level, engaging with children, parents, 
families and community leaders to 
create empowered communities that 
guide their own development and 
make lasting change for the future. 
This approach relies on a framework 
of collaborative action from all 
stakeholders. It includes developing 
community action plans, building the 
capacity of local authorities to better 
support families, and stepping up 
local and regional advocacy to 
increase farmer empowerment. As 
such, in 2021/22, we expanded our 
work with Child Protection Commit-
tees (CPCs) as well as Human Rights 
Committees (HRCs) in cocoa farming 
communities in Côte d’Ivoire, Ghana, 
Cameroon and Indonesia. This pro­- 
gram brings district and/or local-level 
government agencies, social welfare 
specialists, community planners, 
teachers, and local religious leaders 
together in a spirit of partnership,  
for the purpose of preventing child 
labor and protecting child rights. 
Since these groups are composed of 
trusted community members, they 
are in a unique position to engage 
with families. Our community-based 
approach focuses on training CPC 
and HRC members to identify and 
10	 NORC Report (2020), Assessing Progress 
in Reducing Child Labor in Cocoa Pro-
duction in Cocoa Growing Areas of Côte 
d’Ivoire and Ghana. Chicago: University 
of Chicago.

Forever Chocolate Progress Report 2021/22
9
support children at risk of being 
engaged in child labor and to support 
remediation and referral processes in 
collaboration with local public author-
ities. In 2021/22, through the Cocoa 
Horizons program and other custom-
er sustainability programs, we also 
continued funding Village Savings 
and Loan Associations (VSLAs), which 
help cocoa farming women and men 
obtain financing, manage household 
cash flow, respond to life-cycle events 
or invest in alternative income-gener-
ating activities. VSLAs are low-cost 
financial services providers that serve 
poor households with an irregular 
income and that are therefore 
considered too risky, even for microfi-
nance institutions. In Ghana, some of 
the VSLAs started to invest not only in 
individual projects but also in com-
munity projects and several VSLAs 
collected enough money to be able to 
open more secure bank accounts. In 
2021/22, the majority of the 1,169 
VSLAs were funded by the Cocoa 
Horizons Foundation, with a key focus 
on promoting income-generating 
activities for women to help them 
build leadership skills in their homes 
and enterprises. 71% of VSLA partici-
pants were women. 
Raising awareness of child labor 
issues is another key aspect of our 
strategy. In Cameroon, we launched  
a radio program which we plan to 
expand to more districts within 
Cameroon in the coming fiscal year. 
After a more than 2-year break  
due to COVID-19, the Cocoa Horizons 
truck finally hit the road again in  
early 2022. The Cocoa Horizons truck 
is a multi-purpose mobile unit that 
sensitizes farmers on multiple topics 
including child protection and 
organizes medical visits with local 
health authorities directly in the 
cocoa communities. In total, 100,743 
farmers received training on child 
labor. 
We believe that human rights issues 
in our supply chain can be tackled 
only in collaboration with all stake-
holders and Good Beyond, a purpose-­
driven consultancy, have helped us 
shape our approach of working 
together with other stakeholders in 
the cocoa sector. Education and 
children’s well-being are an integral 
part of Barry Callebaut’s child-centric 
approach to human rights due 
diligence. We are therefore also proud 
to support CLEF (Child Learning and 
Education Facility), an innovative 
public-private partnership focused on 
scaling investments to systemically 
improve access to quality education 
in Côte d’Ivoire. Scaling education is 
an essential tool to promote children’s 
rights and combat child labor. The 
partnership brings together govern-
ment officials from Côte d’Ivoire, 
cocoa and chocolate industry repre-
sentatives, and philanthropic organi-
zations including the Jacobs Foun­
dation.

Forever Chocolate Progress Report 2021/22
10
Our measured impact
We continue to monitor and identify 
cases of child labor rigorously and 
with intent. In 2021/22, we identified 
25,235 (+18.7%) cases of child labor. 
This increase in cases compared to 
the previous year is mainly due to the 
larger number of communities we 
now cover with our monitoring and 
remediation systems, including 275 
(+16.0%) farmer groups, representing 
253,269 farmers (+14.7%) in Côte 
d’Ivoire, Ghana, and Cameroon.
The percentage of the farmer 
groups that are part of our direct 
supply chain¹¹ and with whom  
we undertake child labor monitoring, 
and remediation activities is 80.6% 
compared to 61.4% in prior year.
While the total number of child 
labor cases identified has risen due to 
our increased community coverage, 
we were also impactful in remediat-
ing cases during the past fiscal year, 
with 41,794 (+63.9%) of the reported 
cases from previous years now under 
remediation.
Implementing individualized 
remediation interventions for a 
specific child and family takes time – 
both to build a relationship with  
the family and determine the best 
course of action to address the  
case of child labor. According to ICI 
recommendations, a case can only  
be considered remediated when two 
consecutive on-site inspections  
have shown that the child is no longer 
subjected to child labor. If a child  
is found to be engaged in child labor 
during any of these visits, we will 
revisit the remediation plan where 
appropriate and continue following 
up on the case. The total process  
of identification, remediation and two 
follow-up visits takes at least twelve 
months. 
This fiscal year, the number of 
identified child labor cases consid-
ered remediated on the grounds that 
the child was not found performing 
child labor during two consecutive 
monitoring visits amounted to 2,844 
cases (+685.6%).
Key Metric
 25,235 
 
Number of child labor cases identified
41,794 
 
Number of child labor cases in  
the process of being remediated
Enabling KPIs
 81%
Farmer groups in our direct supply chain  
have systems in place to prevent, monitor and  
remediate child labor¹¹
 
 23%
Cocoa and non-cocoa volume sourced from 
third-party suppliers covered by equivalent child 
labor monitoring systems
Our commitment to the UN SDGs
After refining our methodology last 
year and aligning it with a higher 
threshold of risk level as defined by 
the Maplecroft Child Labour Index 
methodology, we now believe that 
the risk of child labor is adequately 
addressed with respect to 22.6% of 
the cocoa and non-cocoa volumes we 
source from third-party suppliers 
compared to 24.5% in prior year. The 
drop is mainly due to updates in  
the Maplecroft Child Labour Index.
11	 In line with our core principle of 
partnering with other stakeholders to 
create tangible impact on the ground 
and make sustainable chocolate the 
norm, this KPI extends beyond our direct 
supply chain, covering more than  
12,000 farmers from our indirect supply.

Forever Chocolate Progress Report 2021/22
11
Our goal
By 2025, we will be carbon and forest 
positive.
Our approach 
Deforestation and forest degradation 
are important drivers of climate 
change and biodiversity loss – the two 
major environmental challenges of 
our time. The main driver of defor-
estation and forest degradation is the 
expansion of agricultural land linked 
to commodities such as soy, palm oil 
and cocoa, all three ingredients found 
in chocolate products. In addition, 
when looking at cocoa, climate 
change, poor soil quality, the subopti-
mal use of agrochemicals, and a lack 
of natural inputs, such as shade cover 
and pollinators, are putting even 
more pressure on cocoa farmers, who 
are already struggling with declining 
cocoa yields. To ensure the stability of 
ecosystems, the entire chocolate 
industry must be committed to 
reducing its carbon footprint and 
achieving a deforestation-free supply 
chain. That entails, on one hand, 
mitigating the impact of climate 
change, preserving ecosystems and 
restoring natural biodiversity and, on 
the other hand, empowering com-
munities, helping farmers prosper 
and increasing the long-term produc-
tivity of cocoa in environmentally 
suitable areas.
We welcome the European 
Union’s (EU) draft Regulation on 
deforestation-free products aiming 
to minimize EU-driven deforestation 
and forest degradation, and reduce 
greenhouse gas emissions and 
biodiversity loss. We are confident 
that the Regulation can achieve its 
objectives if it is part of a smart mix of 
measures and is accompanied by 
enhanced cooperation with other 
non-EU countries, including technical 
and financial assistance, in order  
to support the development of 
government-mandated traceability 
systems and the swift transition to 
sustainable agricultural practices. 
Barry Callebaut was also one of the 
leading signatories behind the Cocoa 
& Forests Initiative (CFI) Frameworks 
for Action. The power of CFI is that  
it brings together public and private 
stakeholders, underlining that 
industry requires an enabling public 
policy environment to further scale 
impact. In 2021/22, we teamed up 
with other CFI signatory companies 
in a joint project in order to stream-
line the accounting approach for 
carbon throughout the industry and 
create a level-playing field. This work 
is ongoing with final results expected 
in 2022/23. We also contributed to 
the development of the West Africa 
Cocoa Farm Dataset and Deforesta-
tion Risk Assessment (DRA), working 
together with the World Cocoa 
Foundation and Climate Focus in 
partnership with the World Resources 
Institute as well as other companies. 
The DRA will contribute to a better 
understanding of deforestation 
dynamics through an industry level 
view of cocoa plot locations across 
West Africa, thereby facilitating 
effective landscape partnerships and 
encouraging precompetitive colla­
boration. Paired with the outputs of 
the risk assessment, collaboration  
can proceed in the areas that matter 
most for addressing deforestation. 
The creation of the comprehensive 
dataset is underway, and a beta 
version of a risk assessment has been 
developed. The final risk assessment 
will be subject to peer review and 
then be made available as a freely 
accessible public good through WRI’s 
Global Forest Watch platforms to  
help drive aligned deforestation risk 
management across the cocoa sector 
for impact at scale. 
A crucial next step will be the 
implementation of government-man-
dated end-to-end traceability sys-
tems. Additional steps include the 
setting up of a cocoa farmer registry 
and a review of current land tenure 
Thriving Nature
Becoming carbon 
and forest positive 
Implementation of our  
intensified agroforestry  
approach covering
11,000
hectares

Forever Chocolate Progress Report 2021/22
12
policies to ensure better supply 
management and compliance with 
national forest and agricultural 
policies. We will continue to work with 
the governments of Côte d’Ivoire  
and Ghana, our industry partners and 
other stakeholders to protect and 
restore forests, support sustainable 
cocoa production and thriving 
communities, and build a forest 
positive future.
Carbon positive progress
Greenhouse gas (GHG) emissions in a 
food company’s supply chain are, on 
average, 87% of its total emissions¹². 
For Barry Callebaut, this means that 
our emissions extend far beyond the 
locations and facilities where we 
produce our chocolate and cocoa 
products, fillings, decorations and 
compounds. This is why, as part of our 
Forever Chocolate target to be carbon 
positive by 2025, we are committed 
to assessing the carbon impact 
created by our own operations (scope 
1), the impact generated by the 
energy we use (scope 2), and the 
impact of our supply chain (scope 3), 
which includes the production and 
processing of all the raw materials we 
source, and related Land Use Chang-
es (LUC).
In 2019, we released our science-­
based targets. These carbon reduc-
tion targets have been externally 
assessed and support the global 
carbon reduction trajectory required 
to limit global warming to +1.5 °C.
Cutting emissions begins by 
improving the energy efficiency of 
our operations and changing the 
sources of energy that we use. On top 
of the large number of efficiency 
initiatives executed by our operations 
teams, we are progressively replacing 
fossil fuels with green electricity 
wherever possible. In 2021/22, we 
increased our consumption of renew-
able energy and 29 of the company’s 
66 factories are now sourcing 100% 
renewable electricity.
We continue to expand our sources of 
renewable energy with new solar 
installations. For example, our choco-
late factory in Port Klang, Malaysia, 
switched on a system with more than 
4,700 photovoltaic panels in March 
that will generate 2,500 MWh/year of 
clean energy, eliminating emissions 
of 1,500 t of CO2e/year. In May 2022, 
our factory in Pennsauken, New 
Jersey (US), went live with a 690 kW 
rooftop solar array that produces  
840 MWh/year, also contributing to 
reducing our carbon emissions.
In October 2021 “The Barry 
Callebaut Chocolate Box”, our 
brand-­new Global Distribution Center 
which is also the largest chocolate 
warehouse in the world, was formally 
inaugurated in Lokeren, Belgium.  
The center was designed to deliver 
against the highest sustainability 
standards (BREEAM) for a logistical 
warehouse. This norm guarantees a 
sustainable approach from the 
design to the operation of the center. 
The building is CO2-neutral. There are 
12,000 m² of photovoltaic panels on 
the roof and we use a geothermal  
system to extract heat or cold from 
the ground. The entire system is 
fossil-fuel-­free and all the energy that 
is used in the building, including 
charging stations, forklifts and high 
bay installations, is supplied by on-site 
renewable energy sources. 
Our scope 3 emissions, primarily 
from Land Use Change (LUC), form 
the biggest part of our carbon liability. 
LUC means the carbon emissions 
resulting from the transformation of 
forest land to agricultural land. 
However, identifying and measur­- 
ing deforestation and carbon  
emissions associated with LUC at a 
large scale and in sufficient detail  
is notoriously difficult. This becomes 
all the more complicated when 
working with third-party suppliers 
who have complex supply chains. 
Through the implementation of 
innovative technologies and in 
12	 CDP: Hungry for change: Are companies 
driving a sustainable food system? 
Available from https://www.cdp.net/en 
(accessed August 5, 2021)
collaboration with academia, start-
ups, and other stakeholders, we are 
committed to tackling these chal-
lenges, reducing our carbon footprint 
and achieving a deforestation-free 
supply chain.
In 2020, we developed the first 
satellite-based assessment approach 
for cocoa-related LUC emissions. 
Since 2018/19, we have also part-
nered with the Gold Standard 
Foundation and SustainCert as the 
first company to pilot their Value 
Chain Interventions Guidance and 
develop a methodology to monitor 
and certify carbon removals and 
reductions from value chain interven-
tions (scope 3). Based on this work, 
we established a portfolio of supply 
chain interventions such as agrofor-
estry that are now being implement-
ed in major cocoa-growing regions. 
The resulting carbon benefits can be 
shared with our customers and 
suppliers.

Forever Chocolate Progress Report 2021/22
13
In 2021/2022, we published our 
Deforestation-free Protocol describ-
ing the processes we are developing 
to reduce deforestation within our 
supply chains for cocoa and other 
ingredients. The traceability of our 
ingredients is crucial in order to 
monitor and prevent deforestation. 
This year, we continued to put a 
particular focus on monitoring farms 
at risk of sourcing from protected 
areas. Currently, we are covering 
230,749 farms mapped within 25 
kilometers of national parks, game 
reserves, forest reserves, and classified 
forests 1 and 2 in Côte d’Ivoire. 
Combining this data with the 
other farms mapped, we now have 
GPS maps for 399,413 farms, cover-
ing 79.7% farms in our direct supply 
chain¹³. As a result, we have estab-
lished traceability to farm level for the 
cocoa volumes coming from these 
mapped farms. 
In order to provide third-party 
suppliers with a solution to identify 
the forest areas where preservation 
and protection activities have to be 
enhanced, we partnered with EcoVi-
sion Lab, part of ETH Zurich (Swiss 
Federal Institute of Technology in 
Zurich, Switzerland). In 2021, this 
collaboration led to the publication of 
an industry-first, indicative High 
Carbon Stock (HCS) map for South-
east Asia that identifies forests with 
high conservation value and areas 
where deforestation would cause the 
highest carbon emissions. This 
innovative work was expanded in the 
fiscal year under review and will 
eventually enable HCS mapping in 
other regions such as West Africa.
In 2021/22, we also further improved 
our LUC and deforestation monitor-
ing in partnership with Swift Geospa-
tial, which leverages near real-time 
open access disturbance alerts. This 
can be overlaid with internal data for 
cocoa and other ingredient growing 
areas to better understand deforesta-
tion patterns. 
In addition to our efforts to reduce 
our emissions from LUC, we are 
pursuing carbon projects that cover 
various ingredients through collabo-
ration with trusted partners, including 
scientific institutes, NGOs, technology 
providers, suppliers and farmers. In 
these projects, we aim to translate 
climate-smart management strate-
gies into practical agronomic advice 
for farmers, helping them to imple-
ment and report carbon reduction 
measures in our supply chain and our 
customers. We are aligning our 
claims generation to the upcoming 
requirements for SBTi FLAG and 
developing internal systems that will 
support our customers in their report-
ing needs. In 2021/22, we worked on 
our emission factor governance by 
collecting emission factors from our 
ingredient suppliers and assigning 
each one a quality rating. Specifically 
for dairy, we developed a carbon 
tracking tool that enables us to 
live-monitor our carbon footprint 
based on our purchases. In a next 
step, we will be able to identify the 
largest source of emissions and thus 
the greatest potential for interven-
tions, given that dairy is one of the 
major contributors to our overall 
corporate GHG emissions. The use of 
animal feed additives is widely 
recognized as an effective means of 
reducing methane emissions in dairy 
cattle. We have developed an inset-
ting project with Verra to this end, 
building on previous work in dairy. 
Where credits are generated within 
our supply chain, we will allocate 
them to our dairy purchases and 
apply Verra certification towards the 
reduction of our dairy emissions.
In addition, we have also com-
menced several pilot projects with 
dairy, sugar cane, sugar beet, palm oil 
and coconut suppliers, focusing on 
soil carbon and crop nutrient man-
agement to reduce carbon emissions.
13	 In line with our core principle of 
partnering with other stakeholders to 
create tangible impact on the ground 
and make sustainable chocolate the 
norm, this KPI extends beyond our direct 
supply chain, covering more than 12,000 
farmers from our indirect supply.

Forever Chocolate Progress Report 2021/22
14
Ecosystem restoration, biodiversity 
and agroforestry
Through our agroforestry and refor-
estation efforts, we aim to mitigate 
the impact of climate change and 
restore natural biodiversity while 
helping farmers to prosper and 
increase their long-term productivity. 
Enhancing on-farm ecosystems 
with agroforestry helps farmers to 
develop cocoa farms that are more 
resilient to drought and disease, have 
better soil quality, produce better  
and higher yields, and provide them 
with an additional source of income. 
Additionally, cocoa grown in the 
shade is linked to increased biodiver-
sity, carbon removals, and nutrient 
retention in the soil. By carefully 
observing the local natural ecosys-
tems, we can determine the best mix 
of native species to promote cocoa 
and soil regeneration, and attract 
pollinators, such as birds, bees and 
other insects, while providing extra 
income for farmers and removing 
carbon.
This year, we further developed 
our agroforestry approach with a 
focus on long-term success through 
training, extended monitoring and 
payment for ecosystem services. In 
partnership with the Cocoa Horizons 
Foundation and major customers,  
we launched our intensified agrofor-
estry approach covering 11,000 
hectares in Ghana and Côte d’Ivoire. 
We also started a collaboration  
with third-party cocoa bean suppliers, 
supporting them in setting up an 
agroforestry system. We aim to contin­- 
ue to massively expand our inten­
sified agroforestry approach in the 
coming financial year, focusing  
on tree growth and survival to maxi-
mize permanent carbon removals  
on our farms while at the same time 
diversifying farmer income and 
improving their livelihood. 
One of the reasons farmers are 
hesitant to commit to long-term 
investment in their farms is their 
limited land tenure and tree rights. In 
contrast to many other countries, 
applying for land certificates in West 
Africa is often a very expensive and 
very time-consuming administrative 
process. For this reason, we joined 
forces with industry players, donors 
and local implementers under the 
Côte d’Ivoire Land Partnership 
(CLAP) in 2019 to develop an upscal-
ing model for land registration. This 
year, 130 land tenure documents 
were issued as part of the pilot, with 
the ambition to issue more than 
9,000 by 2023. In Ghana, we 
co-funded the “Cocoa Household 
Income Diversification Project” under 
the Beyond Chocolate Partnership. 
Through the contributions of our 
customers to the Cocoa Horizons 
program and our partners Meridia, 
IDH – The Sustainable Trade Initia-
tive, ALDI SÜD, Solidaridad West Afri-
ca and the Ministry of Development 
Cooperation Belgium, a group of 
around 500 Ghanaian cocoa farmers, 
about 30% of whom are women, 
received their land registration 
documents in June 2022.
Having formal rights to the land 
they own increases farmers’ legal 
tenure security, resolves land dis-
putes, and gives them peace of mind. 
Farmers are able to safely invest in 
their land in order to secure their 
livelihoods and family legacies. Land 
rights are essential to ensure a living 
income for farmers and sustainable 
cocoa production. This is why we aim 
to involve additional stakeholders at a 
precompetitive level to apply this 
approach beyond our own supply 
chain. 
Biodiversity is an important 
element for evaluating our progress 
on becoming forest positive. Our 
commitment to biodiversity is fo-
cused on both on-farm (agroforestry) 
and off-farm (reforestation) activities. 
Restoration of degraded forests and 
ecosystem corridors between and 
near farms aims to bring back the 
ecosphere of a forest, such as water, 
soil quality and native plant species. 
But the restoration of these ecosys-
tems extends beyond just the envi-
ronmental factors. These landscapes 
are connected to farms and commu-
nities, so protecting and restoring 
these ecosystems can also improve 
the livelihoods of farmers and en-
hance the well-being of farming 
communities.
Currently, we are active in the 
Agbo 2 Forest in Côte d’Ivoire, in 
which, although designated as 
protected, many hectares of forest 
have been lost over time to illegal 
slash-and-burn, logging and poor 
agricultural practices. In May 2021, 
supported by the Cocoa Horizons 
Foundation, and in partnership with 
FORLIANCE, EticWood, the forest 
governance organization and, most 
importantly, the local communities, 
we commenced a large reforestation 
and biodiversity restoration initiative 
on 300 hectares. Through this 
activity, we are also creating employ-
ment opportunities for local commu-
nities. In fiscal year 2021/22, we 
planted over 50,000 seedlings, 
focusing on 20 different tree species, 
some of which International Union  
for Conservation of Nature (IUNC) 
recognized as endangered species, 
with a current survival rate of over 
70%. Such a high survival rate is 
mainly due to favorable weather 
conditions and close collaboration 
with the local community and 
authorities. By involving them in 
income-generating activities through 
the creation of a nursery, firebreaks 
and regular patrols, we managed to 
foster acceptance, sensibilization and 
education in regards to reforestation. 
We are currently exploring further 
opportunities to scale up our resto-
ration activities over the coming 
years.

Forever Chocolate Progress Report 2021/22
15
Our measured impact
In 2021/22, our overall carbon 
footprint was 8.11 million t CO2e, 
which is a +3.4% increase in compari-
son to our previous reported footprint. 
This increase was mainly driven by 
our volume growth (+4.8%). At the 
same time, we managed to reduce 
our GHG intensity through increased 
use of renewable energy in our 
factories and by sourcing a higher 
percentage of certified non-cocoa 
ingredients. As a result, our carbon 
intensity for 2021/22 slightly de-
creased from 3.57 t CO2e to 3.52 t 
CO2e (–1.4%) per tonne of product. 
Since the commencement of Forever 
Chocolate in 2016, we have reduced 
our overall corporate carbon intensity 
per tonne of product by more than 
18%. Additionally, through agroforest-
ry insetting, we achieved 162,706 t 
CO2e of scope 3 removals, according 
to the Gold Standard Value Chain 
Intervention methodology and 
independently certified by Sustain-
CERT. Accounting for these removals, 
our net carbon footprint was reduced 
to 7.95 million t CO2e and our car­- 
bon intensity was further reduced to  
3.45 t CO2e (–3.2%) per tonne of 
product. 
In 2021/22, we distributed over  
9 million trees, of which 5,053,922 
non-cocoa trees for agroforestry 
projects, 50,798 trees for reforesta-
tion projects and 3,912,022 cocoa 
seedlings.
The percentage of sourced raw 
materials demonstrated not to  
be contributing to deforestation was 
24.5% in 2021/22 compared to 
28.7% the previous year. The drop  
is mainly due to changes in the 
Maplecroft risk index.
Key Metric
8.11
million tonnes CO2e
The carbon footprint in our supply chain from  
farm to customer
Enabling KPIs
3.52
CO2e intensity per tonne of product
 25%
Sourced raw materials demonstrated not to be  
contributing to deforestation 
Our commitment to the UN SDGs
CDP, an independent organization 
that assesses the carbon reduction 
plans of over 14,000 companies,  
for 2021 awarded Barry Callebaut, for 
the first time, an A for global forest 
stewardship, along with 23 other 
high-performing companies leading 
in corporate action and transparency 
on deforestation. We also achieved 
Leadership status for our carbon 
reduction and supplier engagement 
efforts for the fourth consecutive year.

Forever Chocolate Progress Report 2021/22
16
chain that uses the entire cacaofruit, 
including the 70% of the fruit that 
used to be discarded as only  
the seeds were used for chocolate. 
WholeFruit Evocao™, the first 
signature expression of WholeFruit 
chocolate, was the first global  
chocolate to qualify for the Upcycled 
Certified mark, developed by the 
Upcycled Food Association to help 
consumers identify products that pre-
vent food waste. In October 2021, 
Barry Callebaut also unveiled its first 
nutraceutical fruit drink Elix. Since  
it upcycles the whole cacaofruit, Elix 
positively impacts nature and  
communities. All these innovations 
are great drivers to encourage 
industry players to embrace joint 
sustainability commitments, as  
seen in Japan in October 2021. At 
the same time, our global Gourmet 
brands are leading the charge  
by transitioning to 100% sustainably 
sourced cocoa or ingredients, as 
evidenced by our global vending & 
beverages brand Van Houten,  
which switched to 100% sustainable 
cocoa in the year under review.
Supporting customers with sus-
tainable cocoa solutions 
We work with, and implement, 
various sustainable cocoa programs 
to improve cocoa farmer livelihoods 
and farming practices. Among them 
is Cocoa Horizons, our preferred 
vehicle to drive impact and deliver on 
our Forever Chocolate ambition while 
addressing customer needs. Cocoa 
Horizons currently accounts for 37.5% 
of our sustainably sourced cocoa.  
In 2021/22, we again observed signi- 
­ficant growth in Cocoa Horizons 
premiums, driven by solid demand 
from customers seeking a program 
that focuses on impact. This was  
also confirmed by the recognition the 
program received in the ITC Stan-
dards Map. The Standards Map is a 
global public good that provides 
comprehensive, verified and trans-
parent information on over 260 
standards for environmental protec-
tion, worker and labor rights, eco-
nomic development, product quality, 
and business ethics. Customers are 
also willing to go the extra mile. 
Cocoa Horizons Plus, launched in the 
previous fiscal year, provides a 
solution for customers interested in 
addressing the living income gap. 
Premiums from the purchase of 
HORIZONS cocoa products generat-
ed CHF 37.4 million in funds, an 
Sustainable Chocolate
Sustainable  
Ingredients 
Our goal
By 2025, we will have 100% sustain-
able ingredients in all of our products. 
Our approach
Barry Callebaut is the key strategic 
partner for our customers to turn 
sustainability commitments into reality. 
Switching from conventional to 
sustainable raw materials enables 
brands to differentiate their product, 
meet consumer demands and 
enhance their value and reputation. 
Approximately half of the ingredient 
volumes we source consists of  
cocoa products and the other half 
consists of other ingredients –  
sugar, dairy, palm oil, coconut oil, 
sweeteners, nuts, lecithin and vanilla, 
among other ingredients. Each 
ingredient we use has a complex 
supply chain that varies depending 
on the geographic region where it is 
grown. Each origin subsequently 
presents its own unique sustainability 
challenges. To reach our target of 
100% sustainable ingredients by 
2025, we collaborate closely with our 
suppliers, engage in industry-level 
working groups and strive to increase 
customer demand for sustainable 
products while implementing our 
sustainable sourcing programs across 
all ingredients. 
Through innovation, we are 
unlocking more sustainable uses of 
the cocoa fruit. For instance, we 
launched Cabosse Naturals, a new 
brand by Barry Callebaut with an 
innovative and upcycling supply 
        CHF
37.4 
 million
premiums generated from  
Cocoa Horizons products

Forever Chocolate Progress Report 2021/22
17
increase of over 30% compared to 
prior year. Thanks to these premiums, 
223,235 farmers were able to take 
part in Cocoa Horizons programs 
focusing on improving their produc-
tivity and income. This year, the Cocoa 
Horizons foundation signed new 
partnerships with external imple-
menters in origin countries, allowing 
us to grow the program further. The 
Cocoa Horizons program is active in 
seven origins, ramping up volume, 
especially in Nigeria and Cameroon, 
while continuing to grow in Brazil, 
Indonesia, Ecuador, Ghana and Côte 
d’Ivoire. For a full overview of the 
Cocoa Horizons activities, please see 
the latest Cocoa Horizons Progress 
Report. 
Sustainable sourcing of ingredients
Establishing industry-wide sustain-
ability standards and programs is 
essential for the sustainable sourcing 
of other raw materials besides cocoa. 
This is why we are working with both 
our suppliers and industry programs 
to define and implement sustainabili-
ty standards for every ingredient we 
source. With the upcoming formaliza-
tion of the sustainable coconut and 
coconut oil roundtable as well as the 
new standard on sweeteners intro-
duced by the Sustainable Agriculture 
Initiative (SAI), we have now estab-
lished sustainability standards for the 
vast majority of our non-cocoa ingre-
dients and we will continue onboard-
ing additional suppliers, further in-
creasing our volumes of sustainably 
sourced ingredients. Recognizing  
the important role of our suppliers in 
our value chain, we expect our suppli-
ers to share our vision and support 
our high ambitions for sustainable 
supply chains.
Dairy
Dairy products are a key ingredient  
in many of our chocolate products 
and our VisionDairy Charter focuses 
on 15 principles for sustainability in 
dairy farming covering animal 
welfare, farm governance and the 
environment. In 2021/22, we further 
increased our sustainably sourced 
dairy share to 68% according to 
VisionDairy and another recognized 
standard. Reducing our carbon 
footprint across our supply chain is a 
key target of Forever Chocolate, and 
dairy is an important piece of this 
puzzle, being one of the major 
contributors to our corporate GHG 
footprint. The use of feed additives – 
like Agolin – is widely recognized as 
an effective means to reduce meth-
ane emissions in dairy cattle. Howev-
er, in the past, there was no way to 
credibly verify the actual level of CO2e 
reduction within our supply chain. 
Further, in the previous fiscal year, 
Barry Callebaut teamed up with 
Agolin and Gold Standard, and 
developed the first valid methodolo-
gy for quantifying CO2e emission 
reductions in dairy cattle as a result of 
feed additives, so CO2e insetting for 
the dairy producers within our 
chocolate supply chain can now be 
measured and certified. In 2021/22, 
we extended the program and 
worked with our most innovative and 
largest dairy suppliers in the US.
To further reduce emissions, we 
also partnered with a global customer 
of ours and a large milk producer 
association in the US to plant 6,500 
hectares of cover crops that help 
absorb carbon and store it in the soil, 
while at the same time improving soil 
quality. 
In addition, to further advance 
regenerative agriculture in dairy 
production, this year we co-chaired 
the Americas working group under 
the SAI to expand projects in regener-
ative agriculture that improve soil 
health, biodiversity stewardship, 
reduce GHG emissions, and support 
farmer economic well-being. At the 
same time, we also delivered a 
Roadmap for Regenerative Dairy 
under a coalition of companies, 
partnering with FAI Farms and think 
tank Farmwel. Working with farmer 
groups and other stakeholders, we 
created a roadmap of critical steps 
and actions to establish the supply 
chain conditions for a successful 
transition to regenerative dairy, 
defining what regenerative dairy 
looks like from the bottom up. The 
18-month-long project aims to 
engage dairy farmers and businesses 
around a practical vision for a pro­
ductive and profitable global dairy 
sector that also restores its relation-
ship with nature.
Sugar and Sweeteners
Barry Callebaut is a member of the 
Crops working group as well as the 
Beet Sugar Project at the Sustainable 
Agriculture Initiative (SAI). We bench-
mark and monitor our beet sugar 
suppliers against the SAI Farm 
Sustainability Assessment (FSA) and 
expect them to reach, at a minimum, 
silver level. Together with the SAI, we 
team up with local suppliers in 
different regions to introduce and 
audit them in sustainable beet sugar 
production, focusing on the optimiza-
tion of pesticide and fertilizer levels, 
maintenance of soil health to foster 
agricultural efficiency as well as the 
protection of carbon sinks and 
optimization of energy usage. In 
2021/22, Barry Callebaut collaborat-
ed with the largest beet producer  
in Serbia, aiming to convert 100% of 
the supply sourced by our Serbian 
factory by the end of 2022. We have 
also collaborated with a leading 
supplier in North America to success-
fully implement a joint SAI / Field to 
Market Audit to verify sustainable 
performance levels in the US supply 
chain. We are now exploring oppor­
tunities to support farmers in amplify-
ing soil health to create more resilient 
sugar beet supply chains and reduce 
our greenhouse gas footprint. 
Barry Callebaut also works with 
suppliers and partners to foster 
improvement in our sugarcane 
supply chains by creating value and 
addressing key risks. We currently 
verify our cane sugar as sustainable 
through Bonsucro. We joined Bon-
sucro’s sustainable sugarcane initia-
tive in 2017 to address the myriad 
issues impacting sugarcane farmers 
and provide a sustainable supply of 
cane sugar for our customers’ choco-
late creations. Sustainable cane sugar 
precludes forced and child labor,

Forever Chocolate Progress Report 2021/22
18
ensures healthy and safe working 
conditions, protects land rights  
and avoids any negative environmen-
tal impact, especially loss of biodi­
versity. It is also traceable to mill level. 
Last fiscal year, we worked with 
another supplier, three industry peers, 
and Proforest to implement respon­
sible recruitment practices and 
regenerative agriculture, eliminate 
burning, create reforestation plans, 
and use biological amendments 
instead of synthetic fertilizers. We will 
scale this approach at several more 
suppliers in Mexico. Meanwhile, in 
Brazil, we are implementing similar 
programs to reduce the use of 
synthetic fertilizers that cause signifi-
cant emissions of greenhouse gas, 
decrease soil health, and cause water 
pollution while pushing up costs for 
farmers.
Besides cane sugar and beet 
sugar, sweeteners are also used in 
certain products. In 2022, Barry Calle-
baut together with the SAI initiated  
a working group, bringing together 
key stakeholders, including suppliers 
and customers of ours, to address 
major sustainability challenges in 
China concerning potatoes, corn and 
wheat, the underlying sources of 
starch for all sweeteners. The scope of 
the project has been defined and 
potential farmers are being scouted 
with the aim of training them begin-
ning in the next fiscal year.
Coconut
The rapid growth of the global 
coconut market in recent years has 
resulted in significant and unresolved 
sustainability challenges, leading to 
low-quality produce, depressed 
farmer incomes and little incentive to 
improve practices across the board, 
despite a growing market. Barry 
Callebaut has been at the forefront of 
efforts to bring together key players 
and stakeholders to tackle these 
issues. In partnership with the United 
States Agency for International 
Development (USAID) Green Invest 
Asia (GIA), we initiated the Sustain-
able Coconut & Coconut Oil Round-
table in early 2019. Ever since, more 
and more members have joined and 
the roundtable has been meeting 
regularly, with two roundtables taking 
place in the past fiscal year. Along 
with other signatory members, and 
facilitated by GIA and the Deutsche 
Gesellschaft für Internationale 
Zusammenarbeit (GIZ), we have also 
been part of the Sustainable Coconut 
Steering Committee (SCSC). The SCSC 
was established to formalize the 
roundtable into an industry-led 
organization. 
In September 2020, we launched 
the world’s first Sustainable Coconut 
Charter to boost sustainable coconut 
production. With support from USAID 
Green Invest Asia, other industry 
partners joined Barry Callebaut to 
sign the coconut industry’s first 
Sustainable Coconut Charter. The 
Charter aims to improve farmer 
livelihoods, lessen the carbon foot-
print of coconuts and boost supply to 
meet rising global demand. 
Together with a customer of ours 
and Proforest, we piloted a Sustain-
able Coconut Supplier Scorecard. This 
allows us to assess sustainability risks 
in our coconut supply chain, set clear 
improvement plans and track perfor-
mance over time. Going forward, we 
plan to roll out this scorecard to all 
our suppliers. In conjunction with the 
scorecard, we also collected traceabil-
ity data from our suppliers. In the past 
fiscal year, we managed to establish 
100% traceability to the mill level for 
the coconut we source. 
To implement the principles of the 
Sustainable Coconut Charter on the 
ground, Barry Callebaut joined forces 
with six other multinational consumer 
goods companies and an experienced 
public partner in development coop-
eration, GIZ, to improve the productivi-
ty of sustainable coconut production 
in key growing areas in the Philippines. 
The 4-year project primarily focuses on 
smallholder farmers who grow and 
process coconuts. At the same time, 
the project applies the LandScale 
approach to assess the sustainability of 
entire landscapes in the two project 
regions, going beyond single farms 
and communities to improve the 
sustainability of coconut production. 
This is set to be the largest project 
focused on the coconut supply chain 
to date.
In addition, in 2022 we put in 
place a 5-year program with the 
Grameen Foundation in the Philip-
pines to enhance farmer livelihoods 
through good agricultural practices, 
focusing on quality aspects, coco-
nut-cocoa intercropping and CO2e 
reductions whilst ensuring a direct 
and traceable supply chain to farm 
level. 
Palm oil
We have been a member of the 
Roundtable on Sustainable Palm Oil 
(RSPO) since 2011. To drive the 
uptake of RSPO-certified palm oil in 
our supply chain, we continue to 
engage with our customers. We are 
also actively participating in the 
revision of the RSPO Principles & 
Criteria (P&C) to improve the require-
ments and credibility of the standard. 
In 2022, we joined the Singapore 
Alliance for Sustainable Palm Oil 
(SASPO) program by WWF, a 
multi-stakeholder business platform 
with the aim of increasing both 
supply of and demand for sustainable 
palm oil.
This year, we also updated our 
Sustainable Sourcing Policy for Palm 
Oil. The update strengthens our 
commitments and reflects the latest 
developments in the palm oil sector. 
It also includes an overview of our 
implementation plan for translating 
policy into action.
We improved our approach to 
traceability, reaching 99% traceability 
to the mill (TTM). Traceability to 
plantation (TTP) is achieved via 
Palmoil.io, a third-party platform. TTP 
currently covers Indonesia and 
Malaysia, enabling us to link 87% of 
our volumes to concessions.
With this information, we have 
mapped and conducted a risk 
assessment of the mills in our supply 
chain. We can now work with  
Palm­oil.io to monitor deforestation 
and supply chain relationships in near 
real-­time from plantation to refinery.

Forever Chocolate Progress Report 2021/22
19
We receive monthly reports with 
deforestation and grievance monitor-
ing alerts that help us obtain action-
able insights into potential regulatory 
and NDPE (No Deforestation, No Peat 
and No Exploitation) violations. We 
also continue to engage with our 
suppliers through our sustainability 
questionnaire to assess implementa-
tion progress in key areas and flag any 
NDPE breaches detected in supply 
chains.
Addressing key challenges in our 
palm oil supply chain requires work-
ing with other stakeholders. We 
continue to look for opportunities to 
collaborate with various industry 
partners. This year, we joined the 
Palm Oil Collaboration Group 
(POCG). As a member of the POCG, 
we work together with other compa-
nies to accelerate effective imple-
mentation of the NDPE commit-
ments. We are currently part of the 
Implementation Reporting Frame-
work Active Working Group (IRF 
AWG) and Independent Verification 
Working Group (IVWG).
Barry Callebaut continues to 
participate in the Coalition for 
Sustainable Livelihoods. This consor-
tium works to create a model of 
sustainable land use to foster im-
proved livelihoods for palm oil farmers 
through policy, investment, and 
private sector engagement in North 
Sumatra and Aceh, Indonesia.
Vanilla
Currently, sustainable vanilla initia-
tives don’t sufficiently address the 
issues impacting vanilla farming in 
Madagascar, especially the wide-
spread and daunting challenge of 
income insecurity. That’s why in 2016 
we joined our supplier, Prova, to 
implement our own joint program to 
improve the livelihoods of vanilla 
producers, promote good agricultural 
practices, provide income diversifica-
tion opportunities via cocoa farming, 
and professionalize farm manage-
ment practices, all under Barry 
Callebaut’s Sustainable Vanilla 
Charter.
In 2021, the first 5-year project cycle 
ended, showing impressive vanilla 
and cocoa growth rates in terms of 
quality and quantity. During this 
period, the number of participating 
farmers doubled, farmer retention 
rates tripled and above average taste 
profiles in vanilla as well as cocoa 
were achieved. 
The new project cycle starting in 
2022 will introduce an additional 
pillar for climate and forest, satellite 
monitoring for live deforestation 
alerts, and further income diversifica-
tion measures and also includes the 
construction of a second cocoa 
fermentation center in Madagascar. 
Nuts
Last year, La Morella Nuts, part of the 
Barry Callebaut Group, became  
the very first nut company to source 
Farm Sustainability Assessment 
(FSA) certified hazelnuts from a 
selection of suppliers. FSA, part of the 
Sustainable Agriculture Initiative, is a 
comprehensive methodology to verify 
sustainable farming practices. This 
year, we also implemented FSA with 
almond suppliers from both Califor-
nia and Spain which, following an 
assessment audit, have achieved at 
least silver level status. As part of La 
Morella Nuts’ “Nature to Nuts” ambi-
tion, we have also made progress and 
are about to implement and validate 
FSA with additional hazelnut, almond 
and pistachio producers in Italy and 
Spain. Bee Friendly is a European 
certification organization that aims to 
identify and promote pollinator-­
friendly products and production 
systems. Our Gourmet brand, Cacao 
Barry, committed last year to partner-
ing with Bee Friendly for the exclusive 
sourcing of certified almonds and 
FSA verified hazelnuts for their 
nuts-based recipes, including paste, 
praline and caramelized nuts. Finally, 
in 2021/22, La Morella Nuts started 
and co-financed a project to optimize 
irrigation management in hazelnut 
production in Spain. The project, 
which will continue next year, strives 
to impact the day-to-day life of 
farmers so that the improvement in 
irrigation also translates into in-
creased production and efficiency in 
the use of resources. In the first year, 
weather stations and flowmeters 
were installed to collect data on 
evapotranspiration and irrigation 
strategies used by farmers through-
out the different phenological stages 
of the crop. The technical teams 
evaluated data in detail to provide 
personalized recommendations to 
the farmers, as well as training in 
irrigation optimization. The clarity and 
accuracy of the monitoring systems, 
and close collaboration with each 
farmer, contributed to the acceptance 
of the project, which became even 
more strategic after the 2022 Euro-
pean heat waves.
Türkiye’s hazelnut supply chain 
faces several challenges. Seasonal 
migrant workers travel across Türkiye 
during the summer months to 
harvest hazelnuts before moving on 
to other crops. It is common for 
children to accompany their parents, 
which puts children at the risk of 
working alongside their parents 
without access to school or childcare. 
After last year’s pilot program, Barry 
Callebaut has significantly expanded 
the project, onboarding a second 
hazelnut supplier in Türkiye this year, 
multiplying the sustainably sourced 
volume from Türkiye fivefold. The 
onboarding of additional suppliers is 
planned for the coming year, to 
further ensure the mapping of farms, 
training of farmers on good labor 
conditions, and allocation of safe 
areas for children to stay during 
harvest.

Forever Chocolate Progress Report 2021/22
20
Our measured impact
Our Forever Chocolate KPIs for 
sustainable chocolate are focused on 
the percentage of sustainably 
sourced raw materials. In 2021/22, 
we sourced 73.4% (+10.9%) of our 
ingredients, excluding cocoa, from 
sustainable sources. Including cocoa, 
we sourced 50.0% (+4.8%) of our 
ingredients from sustainable sources.
Turning sustainability commit-
ments into reality is our goal as a 
partner to our customers. Growing 
consumer awareness of sustainability 
issues has led to growing demand  
for sustainable and traceable cocoa 
products in recent years. Demand 
from our customers for sustainable 
cocoa has therefore increased as well. 
This explains the increase in the 
percentage of cocoa and chocolate 
products sold containing 100% 
sustainable cocoa or chocolate to 
49.4% compared to 42.6% in prior 
year.
Key Metric
 50%
Percentage of sustainable sourced agricultural raw 
materials
Enabling KPI
 73%
Sustainably sourced non-cocoa raw materials
 49%
products sold containing 100% sustainable  
cocoa or chocolate
Our commitment to the UN SDGs