2022 CORPORATE RESPONSIBILITY REPORT
Delivering on our Purpose

Cautionary Note
This report contains information about 
our sustainability and social impact 
goals, targets, initiatives, commitments, 
and activities. Unless otherwise noted, 
this report covers initiatives and 
performance metrics associated with 
our operations for our 2021 fiscal year, 
spanning August 3, 2020 through 
August 1, 2021. These efforts involve 
certain risks and uncertainties, such as 
changes in our business (i.e. acquisitions, 
divestitures, or new manufacturing or 
distribution locations), the standards 
by which achievement is measured, 
the assumptions underlying a particular 
goal, and our ability to accurately 
report particular information. Actual 
results could differ materially from our 
stated goals or the results we expect. 
Changing circumstances, including 
evolving expectations for sustainability 
and social impact generally, or to specific 
focus areas or changes in standards 
or the way progress or achievement is 
measured, may lead to adjustments in, 
or the discontinuation of, our pursuit of, 
certain goals, commitments or initiatives.
This report does not include details 
on our financial performance. Details 
on our financial performance can be 
found in the investor relations section 
of our website and in our public filings 
available through the U.S. Securities 
and Exchange Commission (SEC). This 
report may use certain terms that certain 
third-party entities refer to as “material” 
in connection with certain sustainability 
and social impact matters. Used in 
this context, this term is distinct from, 
and should not be confused with, the 
terms “material” and “materiality” as 
defined by, or construed in accordance 
with, securities or other laws and 
regulations. Matters considered material 
for purposes of this report may not be 
considered material in the context of 
our financial statements, reports with 
the SEC, or our other public statements, 
and the inclusion of information in this 
report is not an indication that such 
information is necessarily material to us 
in those contexts.
This report has been prepared in 
accordance with the Global Reporting 
Initiative (GRI) Standards: Core Option. 
This report also includes some content 
that addresses comprehensive level GRI 
disclosures. We have also aligned this 
report to the general principles of the 
Sustainability Accounting Standards 
Board (SASB) for food and beverage 
companies, and have prepared a limited 
Task Force on Climate-related Financial 
Disclosure (TCFD) Index. Our GRI Content 
Index, and SASB and TCFD disclosures 
are available in the appendix of this 
report and on our website. We have 
engaged with Apex Companies, LLC to 
provide limited assurance in relation to 
specific fiscal 2021 environmental data. 
Details on our limited assurance activities 
are available on our website. 
This report includes forward-looking 
statements within the meaning of the 
Private Securities Litigation Reform Act 
of 1995, including statements regarding 
our sustainability and social impact goals, 
targets, initiatives, commitments, and 
activities as well as our future operations 
and long-term strategy. These forward-
looking statements rely on a number of 
assumptions and estimates that could be 
inaccurate and which are subject to risks 
and uncertainties. The factors that could 
cause our actual results to vary materially 
from those anticipated or expressed in 
any forward-looking statement include 
impacts of factors described in our most 
recent annual report on Form 10-K and 
subsequent SEC filings. We disclaim 
any obligation or intent to update the 
forward-looking statements in order to 
reflect events or circumstances after the 
date of this report. 
Photographs in this report of individuals 
not wearing masks were taken prior to 
the COVID-19 pandemic. 
2
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics

Introduction
2
CEO Message 
4
Company Overview
7
2021 Highlights
9
Our ESG Strategy
10
Alignment of ESG Priorities with SDGs
11
ESG Goals
12
Contents
Thriving People	
29
Building a Winning Team and Culture	
30
Prioritizing Inclusion and Diversity	
32
Caring for Our People 	
35
Healthy Environment	
38
Combating Climate Change	
39
Promoting Sustainable Water Supplies 	
46
Working to Eliminate Waste	
49
Improving Circularity in Packaging 	
51
Trusted Food	
14
Advancing Health and Well-being	
15
Promoting Animal Welfare 	
18
Operating Transparently 	
19
Vibrant Communities	
20
Improving Healthy Food Access and Education	
21
Building Strong Community Connections 	
24
Responsible Sourcing	
27
Governance and Ethics
54
ESG Governance Structure
55
Board Diversity
56
Code of Conduct
57
Risk Management
59
Appendix
60
Scorecard
61
Materiality
71
Stakeholder Engagement
73
Indices 
75
3
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics

CEO Message
Dear Campbell Stakeholders,
Since our founding in 1869, Campbell has been committed to 
making food that people love while having a positive impact on the 
communities we call home and the planet we share. It’s in our DNA 
and has always been fundamental to who we are as a company. 
We are proud of the impact we have made throughout our history. 
Today, as the world demands more—and as macro-economic, social 
and environmental changes accelerate—we will demand more of 
ourselves. As you will see in our latest Corporate Responsibility 
Report, we have a comprehensive environmental, social, and 
governance (ESG) platform in place that builds upon our legacy 
and reflects today’s opportunities, expectations, and responsibilities. 
Our Purpose and ESG Framework
As Campbell continues to evolve to meet the needs of our stakeholders, we took the 
opportunity this past year to refresh our purpose, values, and mission to be sure that they 
reflect who we are today and fully align to our strategy. 
We recognized that the connections we have with one another are more important 
today than ever before, and so our new purpose, connecting people through food they 
love, is at the heart of everything we do. Our purpose, along with our values, mission, 
and approach to ESG play an important role in building our culture, implementing our 
strategy, driving performance and ultimately, delivering a positive impact on the world.
To deliver on the promise of our purpose, we are taking a holistic approach to corporate 
responsibility and ESG. We have prioritized four areas that are important to our company 
and our stakeholders and where we believe we can make a meaningful and measurable 
impact: making trusted food that people can rely on; helping create vibrant communities, 
especially where we have operations and suppliers; building a high-performing culture 
that will help our people thrive and reach their full growth potential; and fostering a 
healthy environment from fields to factories to families. 
Mark Clouse
President and Chief Executive Officer, 
Campbell Soup Company
4
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
CEO Message

Continuing Our Legacy of Impact
Our four-pillar ESG framework helps guide our efforts to build upon our legacy of 
impact. Our strong ethics and governance practices set the tone and serve as the 
compass by which we achieve our results. 
We know that consumers rely on Campbell to make Trusted Food—delicious,  
affordable, and nutritious. It’s an enormous responsibility that we take seriously.  
That’s why this year, we’re quantifying our nutritional, affordability, and accessibility 
claims through new metrics to demonstrate our progress over time and share 
achievements with our stakeholders.
To foster a Healthy Environment, we are committed to doing our part to meet the 
challenge of climate change. New to our strategy is a science-based target to reduce 
greenhouse gas emissions that we detail in this year’s report. Meeting this target will 
require changes in our operations and throughout our value chain. From the farm to 
consumers’ homes and every step in between, we are focused on finding ways to  
reduce emissions. 
We are also taking steps to minimize waste and improve recyclability of our packaging. 
This includes redesigning our packaging to reduce plastic by 2.5 million pounds in 
products like V8 and a fully recyclable bag for Pepperidge Farm Goldfish crackers 
and Milano cookies. 
To help create Vibrant Communities, we are investing in a new program to advance 
school nutrition, starting in our hometown of Camden, New Jersey. After wrapping up 
our successful 10-year Campbell’s Healthy Communities program, we are using our 
learnings and relationships to address food and nutrition in schools. The food students 
eat at school has a dramatic effect on their ability to learn and impacts their well-being 
today and well into the future. 
From cafeteria equipment to expanded meal programs, nutrition education, menu 
reformulation and sourcing of more local, fresh produce, our Full Futures partnership 
is working to ensure all students are well nourished and ready to thrive. You can read 
more about the program in the pages of this report.
We are also committed to supporting supplier diversity to build stronger, more 
equitable communities. This year, we surpassed our goal to grow spend with diverse 
suppliers and we are making good progress to develop a supplier base that reflects 
the demographic diversity of our employees and our consumers.
signature bags are now fully recyclable
Pepperidge Farm
“
I’m proud of the comprehensive program and high 
impact ESG platform we have in place. It builds on 
our past success and reflects today’s opportunities, 
expectations, and responsibilities."
5
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
CEO Message

Turning to Thriving People, we recognize that our success begins and ends with 
our people. Nothing has been clearer through the challenges of the last two years.  
That’s why building a winning team and culture is our priority as an organization. 
A key element of building a winning team and culture is fostering an environment 
where all employees can be real, and feel safe, valued, and supported to do their best 
work. We have made solid progress on our Inclusion & Diversity (I&D) strategy, which 
is centered on three areas: capabilities, advocacy, and accountability. 
To improve our capabilities, 96% of people managers completed I&D development 
work and every salaried employee had performance objectives relating to I&D and 
our values in fiscal 2021. In the area of advocacy, Campbell’s Employee Resource 
Groups and the Campbell Soup Foundation created funds and contributed more than 
$500,000 to support organizations that raise awareness, advance education, and 
fight racism and discrimination. Each member of the Campbell Leadership Team has 
responsibility for elements of this strategy, and we measure our progress by sharing 
quarterly scorecards with the entire company. This work is critical in helping to foster 
an inclusive and diverse workplace where all employees are empowered to reach 
their full growth potential.
The work outlined in the pages that follow represents the efforts of all 14,100 Campbell 
employees. I want to thank them for their passion, resilience, and commitment. 
I’m proud of the comprehensive program and high impact ESG platform we have in 
place. It builds on our past success and reflects today’s opportunities, expectations, 
and responsibilities. I know we will continue to make progress against our goals, 
deliver on the promise of our purpose and build upon our legacy of creating positive 
impact for all our stakeholders. 
Sincerely, 
Mark Clouse 
President and Chief Executive Officer, Campbell Soup Company
$500 K
Campbell’s Employee Resource 
Groups and the Campbell Soup 
Foundation created funds and 
contributed more than $500,000 
to support organizations that 
raise awareness, advance 
education, and fight racism 
and discrimination
I&D
Our Inclusion & Diversity strategy 
is centered on three areas: 
CAPABILITIES
ADVOCACY
ACCOUNTABILITY
6
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
CEO Message

Company 
Overview
M&B = Meals and Beverages  
S = Snacks
This list of locations represents principal business 
offices and manufacturing facilities at the time this 
report was published.
Corporate Offices
Camden, New Jersey (Headquarters)
Charlotte, North Carolina
Doral, Florida 
Hanover, Pennsylvania
Norwalk, Connecticut
Toronto, Canada
Manufacturing Facilities
Arizona: Goodyear (S)
California: Dixon (M&B), Stockton (M&B)
Connecticut: Bloomfield (S)
Florida: Lakeland (S)
Illinois: Downers Grove (S)
Indiana: Jeffersonville (S)
Massachusetts: Hyannis (S)
North Carolina: Charlotte (S), 
Maxton (M&B)
Ohio: Ashland (S), Napoleon (M&B), 
Willard (S)
Oregon: Salem (S), Tualatin (M&B)
Pennsylvania: Denver (S),  
Downingtown (S), Hanover (S)
Texas: Paris (M&B)
Utah: Richmond (S)
Wisconsin: Beloit (S), Franklin (S), 
Milwaukee (M&B)
Our Business
$8.5 B
net sales in fiscal 2021
95%
14.1K
of all U.S. households have a 
Campbell brand in their home
employees across  
North America
2 DIVISIONS: 
53%
47%
net sales from  
Meals & Beverages division
net sales from Snacks division
Headquarters: 
Camden, New Jersey 
7
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
Company Overview

Our Company
Awards and Recognitions
Newsweek America’s Most 
Responsible Companies
Bloomberg Gender-
Equality Index
JUST Capital America’s 
Most JUST Companies
FTSE4Good Index
Leger Canada’s Most 
Reputable Companies
Greater Toronto’s 
Top Employers
MSCI Index Series 
AA rating
ISS-oekom 
“Prime” status
FMI Foundation 
Gold Plate Award 
Forbes America’s 
Best Employers for 
Diversity 2021
Forbes World's Top  
Female Friendly 
Companies 
2021 Recognition
Forbes America’s 
Best Employers for 
Women 2020
The Forum of Executive 
Women 2021 Champions 
of Board Diversity
Wall Street Journal 
Management Top 
250 of 2021
8
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
Company Overview

2021 Highlights
of our products meet our criteria 
for Nutrition Focused Foods
56 %
of Meals & Beverages products 
meet the criteria for at least 
1 federal nutrition feeding program
71 %
our supplier diversity goal two years 
ahead of schedule to increase spend 
with diverse suppliers by 25%
in food and funds donated 
to COVID-19 relief in our 
communities since the start 
of the pandemic
$9 M
committed over three years 
to nonprofit organizations 
to raise awareness, advance 
education, and fight racism 
and discrimination
$1.5 M
of employees participate in 
learning and development
More than
 reduction in total 
reportable incident rate 
since fiscal 2020
8%
of all salaried employees 
have an individual 
development plan 
of people managers 
completed Inclusion & 
Diversity training in fiscal 2021
96%
97%
Trusted Food
Set a science- 
based target
80%
Completed
Exceeded
to reduce greenhouse 
gas emissions
first supply chain water 
risk assessment
Thriving People
acres of wheat enrolled in 
wheat sustainability programs 
in Idaho, Maryland, Ohio, and 
Pennsylvania
108 K
pounds of plastic saved per 
year from V8 bottle redesign
2.5M
Vibrant Communities
Healthy Environment
9
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
2021 Highlights

Our ESG Strategy
The world has changed profoundly 
during the past two years, creating 
new challenges and unprecedented 
uncertainties, along with a host of 
exciting new opportunities. We’ve 
experienced increased consumer demand 
and have attracted new consumers—
particularly younger demographics—to 
our brands, thanks to tried-and-true 
favorites along with new, on-trend 
recipes. Through the use of social 
media and other technologies, we're 
communicating with consumers and 
other stakeholders in new and creative 
ways. And we’ve continued to support 
our communities when they’ve needed 
us most, thanks to the tremendous 
dedication and resolve of our employees.
Campbell is about caring and connection. 
To drive home this sentiment and 
refine who we are and what we stand 
for, we’ve re-articulated our corporate 
purpose: Connecting people through 
food they love. Now—more than ever—our 
corporate purpose is driving our strategic 
goals, actions, and decisions—the way we 
think, talk, and act.
To deliver on the promise of our purpose, 
we’re building business practices that 
contribute to the well-being of our 
stakeholders and the world around us. 
We’re taking an increasingly holistic 
approach to crafting these practices 
and have prioritized the environmental, 
social, and governance (ESG) areas that 
are most important to our company 
and where we believe we can make 
measurable positive impacts. 
“
For over 150 years, this company has been committed to making food in a way that positively impacts our environment, 
consumers, and society. Our goals are a reflection of who we are as a company, where we make the greatest impact, 
and how every person at Campbell can make a difference each day.”
—Adam Ciongoli, EVP, General Counsel and Chief Sustainability, Corporate Responsibility and Governance Officer
10
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
Our ESG Strategy

Alignment of ESG Priorities with SDGs
We’ve organized our ESG framework 
into four key pillars: trusted food, 
vibrant communities, thriving people, 
and a healthy environment—all 
supported by our corporate ethics and 
governance. The priorities within these 
pillars align with many of the United 
Nations 17 Sustainable Development 
Goals (UN SDGs), which are designed 
to serve as a blueprint to achieve a 
better and more sustainable future for 
all by 2030.
This holistic approach was co-created 
with colleagues across the company 
which will enable us to better 
integrate sustainability throughout 
our business so that longer term 
ambitions can be achieved with 
measurable and targeted goals.
We are using our new framework as 
the reporting basis for this report, and 
we recently launched a new section 
on our website to share detailed 
information about Our Impact.
Trusted Food 
We believe food should be 
safe, affordable, and prepared 
with care—food people can 
feel good about eating. At 
Campbell, we make delicious, 
wholesome, accessible food 
people rely on every day, made 
with quality ingredients they 
can trust.
SDG Alignment
Goal 2: End hunger, achieve 
food security and improved 
nutrition, and promote 
sustainable agriculture
Goal 3: Ensure healthy lives 
and promote well-being for 
all at all ages
Goal 9: Build resilient 
infrastructure, promote 
inclusive and sustainable 
industrialization, and 
foster innovation
Vibrant Communities
We believe in connecting people and strengthening the 
communities where our food is made and our ingredients are 
grown. To deliver on that belief, we’re helping to build vibrant 
communities where we live and work, and we’re sourcing our 
ingredients with care, so the people we depend on can enjoy 
brighter futures.
SDG Alignment
Goal 1: End poverty in all its forms everywhere 
Goal 2: End hunger, achieve food security and improved 
nutrition, and promote sustainable agriculture 
Goal 3: Ensure healthy lives and promote well-being for all 
at all ages
Goal 4: Ensure inclusive and equitable quality education 
and promote lifelong learning opportunities for all
Goal 8: Promote sustained, inclusive, and sustainable economic 
growth, full and productive employment, and decent work for all
Goal 10: Reduce inequality within and among countries
Goal 11: Make cities and human settlements inclusive, safe, 
resilient, and sustainable
Goal 12: Ensure sustainable consumption and  
production patterns
Goal 17: Strengthen the means of implementation and revitalize 
the global partnership for sustainable development
Thriving People
We believe in fostering a safe and 
diverse workplace where all employees 
are empowered to thrive. That’s 
why we are creating an inclusive, 
high-performing culture where all 
employees feel safe, valued, and 
supported with fulfilling opportunities 
to do their best work.
SDG Alignment
Goal 3: Ensure healthy lives and promote 
well-being for all at all ages 
Goal 5: Achieve gender equality 
and empower all women and girls
Goal 8: Promote sustained, inclusive, 
and sustainable economic growth, 
full and productive employment, 
and decent work for all
Goal 10: Reduce inequality within 
and among countries
Goal 16: Promote peaceful and 
inclusive societies for sustainable 
development, provide access to justice 
for all, and build effective, accountable 
and inclusive institutions at all levels
Our commitment to act with integrity is the foundation of everything we do 
at Campbell. Our strong governance practices ensure that we do what’s right, 
not only for our business but for our people and the communities around us. 
Governance and Ethics
Goal 10: Reduce inequality within and among countries 
Goal 16: Promote peaceful and inclusive societies for sustainable development, provide 
access to justice for all, and build effective, accountable, and inclusive institutions at all levels
Healthy Environment
We believe in food from farms that nurture the land, and that 
are made and packaged in ways that conserve natural resources 
to create a sustainable future for generations to come. That’s 
why we work toward a healthier environment from field to 
factory to families, promoting sustainable ecosystems and a 
positive impact every day.
SDG Alignment
Goal 2: End hunger, achieve food security and improved 
nutrition, and promote sustainable agriculture
Goal 6: Ensure availability and sustainable management 
of water and sanitation for all
Goal 7: Ensure access to affordable, reliable, sustainable, 
and modern energy for all
Goal 12: Ensure sustainable consumption and production 
patterns
Goal 13: Take urgent action to combat climate change  
and its impacts
Goal 15: Protect, restore, and promote sustainable use of 
terrestrial ecosystems, sustainably manage forests, combat 
desertification, and halt and reverse land degradation and halt 
biodiversity loss
Goal 17: Strengthen the means of implementation and revitalize 
the global partnership for sustainable development
11
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
Alignment of ESG Priorities with SDGs

Category
Target
Scope
Progress
TRUSTED FOOD
 
Source 100% cage-free eggs by the end of CY2025
Global
11%
Source 100% gestation crate-free pork by the end of CY20221
Global
17%
Advance the welfare of broiler chickens in partnership with our suppliers to source chicken meat from birds that 
have been raised in improved environments, including litter and enrichments, by the end of CY2024
Global
Litter: 13%
Enrichment: 13%
VIBRANT COMMUNITIES
 
Increase food access for 100,000 residents in Campbell communities by FY2025
Campbell communities2
49,640
Provide nutrition education to 50,000 people to encourage healthy living in Campbell communities by FY2025
Campbell communities
23,061
Invest $5 million to improve the school food environment for children by FY2025
Campbell communities
$1,915,800
Engage 70% of Campbell employees in community-based activities by FY2025
Campbell communities
21%
Contribute 75,000 traditional and skills-based employee volunteer hours across Campbell’s footprint to increase 
the capacity of our community partners by FY2025
Campbell communities
12,356
By the end of FY2021, purchase 100% Roundtable on Sustainable Palm Oil (RSPO) certified palm oil
Global
100%
By FY2025, responsibly source 100% of priority raw materials
Global
99%
By FY2025, 100% of priority raw materials are traceable to country of origin
Global
100%
Increase spend with diverse suppliers by 25% by FY2023
U.S.
Increased 70%
THRIVING PEOPLE
 
Achieve a 3% decrease in reportable and lost time incidents per year
Reportable incidents
Lost time incidents
North America
Reduced 8%
Reduced 29%
ESG 
Goals
Animal
Welfare
Community
 
Safety
 
1	 We use the Ohio Livestock Care Standards to define 
our goal.
2	 Campbell communities are communities where the 
company has operations, including corporate offices, 
manufacturing facilities, and major sales offices.
Responsible 
Sourcing
12
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
ESG Goals

ESG 
Goals
3	 Our GHG emissions reduction goal set in 2017 was 
replaced this year with our new Science-Based 
Target, reflected here, that was approved in January 
2022 by the Science Based Targets initiative.
4	 Our Scope 3 goal focuses on emissions specifically 
for ingredients, packaging and upstream 
transportation.
5	 Please see page 49 for an explanation of some of 
the drivers contributing to the increase in our waste 
to landfill since FY2017.
Category
Target
Scope
Progress
HEALTHY ENVIRONMENT
 
Reduce absolute Scope 1 and 2 greenhouse gas (GHG) emissions 42% by FY2030 from a FY2020 base year and 
reduce absolute Scope 3 GHG emissions from purchased goods and services and upstream transportation and 
distribution 25% within the same time frame3
North America
Scope 1 and 2: Reduced 8%
Scope 34: Reduced 8%
Source 50% (by volume) of each plant-based priority ingredient from suppliers 
engaged in an approved sustainable agriculture program by FY2025
Almonds
Cashews
Potatoes
Tomatoes
Wheat
Global
3%
1%
100%
83%
29%
Reduce water use by 20% on an absolute basis by FY2025, as compared to FY2017
North America
6%
Reduce the amount of waste sent to landfills by 25% on an absolute basis by FY2025, as compared to FY2017
North America
Increased 66%5
Reduce food waste by 50% on an absolute basis by FY2030, as compared to FY2017
North America plants
Reduced 19%
Transition 100% of packaging to recyclable or industrially compostable designs and materials by CY2030
Entire portfolio, by weight
95%
Increase the use of post-consumer recycled content and incorporate 25% 
post-consumer recycled content into polyethylene terephthalate (PET) bottles  
by CY2030
Aluminum
Corrugate
Glass
Steel
Plastic
Entire portfolio, on average
70%
38%
35%
35%
0%
Drive increases in recycling rates through standardized on-pack labeling by including the How2Recycle label on 
100% of packaging by CY2022
Entire portfolio
Meals & Beverages Division: 71%
Snacks Division: 70%
Expand access to recycling and advance the development of collection and recycling infrastructure by building and 
investing in partnerships with peers and industry groups
United States
Renewed TRP, SPC, APR, and CBA. 
Joined AMERIPEN.
Agriculture
Packaging
Climate
Water
Waste
13
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
CEO Message
Company Overview
2021 Highlights
Our ESG Strategy
ESG Goals
Alignment of ESG Priorities with SDGs
ESG Goals

IN THIS SECTION:
Advancing Health and Well-being 
Promoting Animal Welfare 
Operating Transparently 
Trusted Food
We believe food should be safe, affordable, and prepared with care—food 
people feel good about eating. At Campbell, we make food people can trust 
using delicious, wholesome ingredients.
Increasingly, consumers demand safe, high-quality, and accessible food, and 
they want to know where their food comes from and how it’s made. Since food 
safety, transparency, and nutrition have always been top priorities at Campbell, 
we continue to invest in technology that provides greater transparency into our 
value chain, we’re communicating the nutritional performance of our products 
in new ways, and we’re ensuring our stakeholders have the information they 
need to make informed decisions about what they feed themselves and 
their families.
“
95% of homes in the U.S. have at least one Campbell product. 
Because of our scale, we can make nutritious food accessible 
to millions of people every day.”
—Alexandria Hast PhD, RDN, Senior Manager, Nutrition & Health Sciences
14
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Trusted Food

Advancing Health and Well-being
For more than 150 years, Campbell has 
provided safe, affordable, and accessible 
food that people love. Our commitments 
to high-quality food and the well-being 
of our consumers have never mattered 
more. Today, we are helping people to 
eat well by offering wholesome options 
that promote positive ingredients, like 
vegetables and whole grains. Particularly 
when so many people face economic 
and food insecurity as a result of the 
COVID-19 pandemic, we’re proud to offer 
our consumers access to nutritious food 
at an affordable price.
Establishing New 
Nutrition Metrics
This year, we’re launching new metrics 
to measure the nutritional performance, 
affordability, and accessibility of our 
portfolio. The new metrics will enable us 
to track performance over time and share 
our achievements with our stakeholders. 
They were developed by our Nutrition & 
Health Sciences team in partnership with 
external nutrition experts.
Our new metrics:
•	Use a simplified nutrition profiling 
system to measure the nutritional 
quality of our portfolio 
•	Track our efforts to reduce negative 
nutrients of public health concern 
•	Quantify the affordability and 
accessibility of our products
SDGs Supported:
A
d
v
a
n
c
i
n
g
 
H
e
a
lt
h
 
a
n
d
 
W
e
ll
-
b
e
i
n
g
Nutrition 
Focused
Oﬀering delicious, 
nutrition forward foods 
that meet our most 
rigorous nutrition 
criteria
Aﬀordable and 
Accessible
Making trusted food 
aﬀordable and 
accessible for all
Lower in 
Negative Nutrients
Managing nutrients of public 
health concern like sodium 
and added sugar in innovation 
and renovation
Providing options 
that are:
15
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Thriving People
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Governance and Ethics
Trusted Food
Promoting Animal Welfare
Operating Transparently
Advancing Health and Well-being
Advancing Health and Well-being

Nutrition Focused Foods
Our Nutrition and Health Sciences team 
worked with external experts to develop 
our new Nutrition Focused Foods 
nutrition profiling system. This metric 
measures the nutritional quality of our 
portfolio with strict criteria that highlights 
the more nutritious products we offer in 
the marketplace.
The criteria for this metric is more 
rigorous than our previous reporting 
metrics and requires products to contain 
positive nutrients and food groups or be 
lower in calories, saturated fat, sodium, 
and added sugars. It will replace metrics 
reported in previous years, including 
Products with Reduced Negative 
Nutrients, Products with Increased 
Positive Nutrition, and products that meet 
the Food and Drug Administration (FDA) 
healthy criteria.
Learn more about the criteria for this 
metric here.
Lower in Negative Nutrients 
In addition to measuring the overall 
nutritional quality of our portfolio through 
our Nutrition Focused Foods profiling 
system, we are also working to address 
nutrients of public health concern during 
product innovation and renovation. We 
developed nutrition guidelines that are 
used to inform product development for 
the entire portfolio. Implementation of 
these guidelines is encouraged through 
a partnership between our food and 
culinary experts and our nutrition team.
These guidelines include category-
specific limits for calories, saturated fat, 
sodium, and added sugars and are less 
stringent than the Nutrition Focused 
Foods criteria. In addition to informing 
product development, they will also 
help us to more easily monitor portfolio 
improvements over time.
More information on the guidelines can 
be found here.
Making Food Accessible 
and Affordable
Our new metrics highlight the 
affordability and accessibility of our 
foods and will allow us to track our 
performance over time.
•	About 53% of our Meals & Beverages 
family meal recipes cost less than 
$3 per serving 
•	Products that meet the criteria  
for Nutrition Focused Foods  
cost $0.62 per serving on average, 
compared to $0.65 per serving for  
our entire portfolio 
•	71% of Meals & Beverages products 
meet the requirements for at least one 
federal nutrition program3
3	 WIC Eligible Foods, SNAP Staple Foods for Retailer 
Eligibility, and USDA Smart Snacks
Nutrition Tips for Families
Campbell believes in making trusted food accessible to all people. 
That's why the Campbell Nutrition & Health Sciences Team created 
a meal planning resource for families on a budget. This meal plan 
meets recommendations outlined in the Dietary Guidelines and 
shares examples of affordable and delicious meals. 
In celebration of National Family Meals Month, an industry-wide 
movement to raise awareness of the benefits of frequent family 
meals, our nutritionists shared tips on social media to make nutritious 
meals easier for all families to enjoy together. 
These included:
•	Using USDA meal planning, shopping, and budgeting tools
•	Replacing some animal proteins with canned or dried beans
•	Preparing meatless dishes a couple of times a week
•	Buying fresh fruit and vegetables in season
•	Planning meals to avoid food waste
69%
of the portfolio currently meets our 
Nutrition and Health Sciences team’s 
guidelines for product development
56%
of products meet the criteria for 
Nutrition Focused Foods
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Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Trusted Food
Promoting Animal Welfare
Operating Transparently
Advancing Health and Well-being
Advancing Health and Well-being

Health and 
Well-being Trends 
and Innovation
Nutritious, whole food ingredients 
and plant-based alternatives are among 
the food trends driving innovation at 
Campbell. Alongside our commitment 
to providing our customers and 
consumers with the same delicious 
classics they've enjoyed for generations; 
we’ve recently introduced a number of 
new products along with new recipes of 
tried-and-true favorites. 
For example, in fiscal 2021 our Well Yes! 
soups—a line that debuted five years ago 
as a better-for-you option with grains, 
vegetables, and lean protein—included 
new options with on-trend nutritious 
ingredients like bone broth, cauliflower, 
and chickpeas. V8 launched two new 
100% vegetable juices, including Carrot 
Ginger and Beet Ginger. Each provides 
two full servings of vegetables in every 
8-ounce glass and is a good source of 
Vitamin A, Vitamin C, and zinc.
In the plant-based and alternative 
protein categories, we introduced new 
products across several brands in fiscal 
2021. Prego introduced Prego+ Hidden 
Vegetables pasta sauce. Pacific Foods 
launched plant-based Organic Creamy 
Oat Milk Soups, including Cumin Carrot 
and Garden Tomato, as well as Organic 
Creamy Plant-Based Broths with six 
grams of organic plant-based protein 
in each 8-ounce serving. Well Yes! also 
introduced two new vegetarian soups 
featuring plant-based Chick’n.
Innovating 
During the 
Pandemic
We’re continually working to meet 
evolving consumer preferences 
through product innovation, 
developing recipes with new 
ingredients, flavors, and nutritional 
profiles. The COVID-19 pandemic 
presented a unique set of challenges 
for our Research and Development 
(R&D) team, who were forced to 
work remotely, without access to 
commercial kitchens or the ability 
to collaborate in person. Despite 
the challenges, our team of chefs, 
scientists, and researchers continued 
to tweak existing favorite recipes to 
increase their nutritional value and 
create new nutritious products with 
bold flavors.
Together, we have learned to become 
more agile and creative in our ways 
of working and have seen frequent 
examples of this agility in action 
across the company.
Innovation Excellence Awards
Early in fiscal 2021, we created our R&D Innovation Excellence 
Awards to encourage, recognize, and reward members of our 
R&D team for the application of technology, science, and the 
culinary arts towards achieving the goals of the company. Out of 
30 nominations, team member Hye Won Yeom was recognized 
for her outstanding grit and ingenuity. She purchased a $40 
microscope and an Instant Pot to build her own home minilab, 
where she screened over 200 alternate protein samples from 
over 20 different vendors. Hye Won’s work allowed the soup 
team to quickly develop two new Well Yes! soup flavors, along 
with a vetted list of ingredients to guide the formulation of 
future products.
“
In the early days of the pandemic, we had 
scientists buying microscopes to conduct 
research in their home kitchens. It was amazing 
to see what people driven by their passion for 
innovation were able to accomplish.”
—Craig Slavtcheff, Executive Vice President, Chief R&D and Innovation Officer
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Thriving People
Healthy Environment
Appendix
Governance and Ethics
Trusted Food
Promoting Animal Welfare
Operating Transparently
Advancing Health and Well-being
Advancing Health and Well-being

We believe food should be prepared with 
care, using ingredients that consumers 
can feel good about eating. For these 
reasons, promoting animal welfare is 
a key component of Campbell’s vision 
for an ethical and responsible value 
chain, and we expect our suppliers to 
meet our animal welfare requirements, 
and implement and execute best 
practices. Our animal welfare objectives 
are grounded in the Five Freedoms of 
animal welfare: 
•	Freedom from hunger and thirst
•	Freedom from discomfort
•	Freedom from pain, injury or disease
•	Freedom from fear and distress 
•	Freedom to express normal behavior 
To ensure that animals are treated in 
accordance with these Five Freedoms, 
we are committed to working with our 
suppliers so that:
•	By the end of 2025, 100% of eggs 
directly sourced by Campbell will be 
from cage-free hens. There are detailed 
conversion plans in place by division, 
and several brands are converting to 
cage-free eggs in 2022.
•	By the end of 2022, 100% of pork 
directly sourced by Campbell will come 
from gestation crate-free pigs. While 
we remain committed to eliminating the 
use of gestation crates, we understand 
that there may be occasions when 
keeping pigs out of group housing 
could be beneficial for the well-being 
of all pigs by reducing unwanted 
aggression. Currently, the gestation 
crate-free pork we source comes from 
pigs raised in accordance with the Ohio 
Livestock Care Standards definition.
•	By the end of 2024, 100% of chicken 
meat directly sourced by Campbell 
will come from birds raised in 
improved environments with litter and 
enrichments. We strive to advance the 
welfare of broiler chickens and will 
work with suppliers on higher standards 
of animal welfare beyond 2024. In 
addition, by the end of 2023, we are 
committed to sourcing Global Animal 
Partnership (GAP) Step 2-certified or 
higher chicken for our Pacific Foods 
products. This is about 17% of our total 
chicken meat volume.
Promoting Animal Welfare
100%
Pepperidge Farm Farmhouse and 
American Cookie Collection cookies 
are baked with 100% cage-free eggs
SDG Supported:
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Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Trusted Food
Promoting Animal Welfare
Operating Transparently
Advancing Health and Well-being
Promoting Animal Welfare

We engage our stakeholders in open 
dialogue to gain a better understanding 
of the issues they care about most. Now 
more than ever, our consumers expect 
us to do what’s right and be transparent 
with them about what’s in their food, 
where it comes from, and how it’s 
made. In fact, the marketing insights 
firm Innova cited transparency as the 
number one food trend of 2021 driven 
by the COVID-19 pandemic and greater 
awareness of food safety and availability. 
In addition to choosing food that tastes 
good consumers want to know that 
their food is safe, and they are holding 
companies accountable and demanding 
insight into the farm-to-fork process.
Campbell takes an integrated approach 
to ensuring a safe and transparent value 
chain. For more than 150 years, we’ve 
cultivated relationships with our suppliers 
that have enabled us to use advanced 
technology to monitor and manage the 
sampling of our products in-house. 
With the integration of the Snyder’s-
Lance facilities, we have designed and 
brought online a new laboratory that has 
a wide range of testing capabilities for 
the company.
Our manufacturing sites are certified by 
the Global Food Safety Initiative (GFSI), 
a business-driven initiative for the ongoing 
improvement of food safety management 
systems. While COVID-19 necessitated 
virtual audits for several months, 
we resumed in-person audits in 2021.
Each year, our Quality and Food Safety 
team conducts internal training sessions 
that cover an area related to food safety. 
This year, in conjunction with our key 
suppliers, our sanitation team led eight 
virtual training sessions on plant hygiene. 
These well-attended sessions averaged 
50 participants per meeting and covered 
topics including the chemistry of 
cleaning, sanitation design, Integrated 
Pest Management (IPM), pest prevention 
and exclusion, and data trending 
and reporting.
For our Product Development, Quality 
Assurance and Sensory teams, taste 
testing is an important, and delicious, 
part of the job. To maintain our 
multi-faceted aspects of our operations 
to ensure food quality and safety.
Tech-enabled Supply 
Chain Transparency
For over a decade, we’ve used SAP as our 
Enterprise Resource Planning (ERP) tool 
to track materials received, manufactured 
and shipped to customers. We continue 
to integrate the legacy Snyder’s-Lance 
portfolio, acquired in 2018, into our SAP 
system. In 2022, all remaining Snyder’s-
Lance manufacturing facilities will be 
utilizing the system to manage vendor, 
ingredient, and packaging data. With 
greater visibility, our teams can make 
better decisions and respond quickly 
when needed. This level of tech-enabled 
traceability is key to risk mitigation for all 
our stakeholders.
Ensuring Food Safety 
Our Quality and Food Safety team 
has expertise across many disciplines, 
including sanitation, process safety, 
microbiology, toxicology, and chemistry. 
While many of our competitors outsource 
all of their testing functions, Campbell has 
the expertise to efficiently conduct the 
majority of chemical and microbiological 
What’s in 
My Food
Campbell’s consumers 
care about what’s in 
their food and where 
it comes from, and we 
want to provide them 
with easy access to that 
information. In 2021, 
we transitioned from 
providing ingredient and 
sourcing information in 
our What’s In My Food 
microsite to incorporating 
details about our key 
ingredients right onto 
our brand pages; the first 
stop for consumers who 
want to know more about 
our products. 
Operating Transparently
high-quality standards through the 
pandemic, these teams got creative and 
instituted new ways of working by having 
product samples delivered straight to 
their homes for tasting. Through both 
in-plant and remote tasting, we have 
been able to monitor ongoing product 
quality from the manufacturing sites 
to prevent complaints and provide a 
positive consumer experience. This agile 
way of working aided in driving down 
total consumer complaints by 9.8% in 
fiscal 2021.
SDG Supported:
19
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Thriving People
Healthy Environment
Appendix
Governance and Ethics
Trusted Food
Promoting Animal Welfare
Operating Transparently
Advancing Health and Well-being
Operating Transparently

IN THIS SECTION:
Improving Healthy Food Access and Education 
Building Strong Community Connections 
Responsible Sourcing 
Vibrant 
Communities
For more than a century, Campbell has worked to strengthen and empower vibrant 
communities—from the farmers we source from to the neighborhoods we call home. 
The recent pandemic, increasing climate impacts, and other systemic disruptions 
underscore the importance of fostering resilient communities. In 2021, to better 
reflect our core value of care and our commitment to our growers, neighbors, 
customers, and community, we relaunched our community programs under a 
new name: Campbell Cares. We’re supporting community-based organizations 
that work to increase food access, encourage healthy living and nurture Campbell 
neighborhoods. We’re also working to cultivate resilience along our value chain 
through stronger partnerships with our suppliers. 
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Governance and Ethics
Vibrant Communities

Improving Healthy Food Access and Education
SDGs Supported:
Access to good nutrition continues 
to be a daily struggle around the 
world. Even when healthy options are 
available, people often need education 
to make good food choices. Campbell is 
committed to improving food access and 
nutrition education in our communities.
Campbell’s Food 
Access Strategy
In our 2020 Corporate Responsibility 
Report, we announced five new 
community goals, including increasing 
food access for 100,000 residents in 
Campbell communities by fiscal 2025. 
In this year’s report, we share progress 
toward our goals and provide details 
about how we measure our food  
access work.
Campbell’s food access strategy focuses 
on systemic changes designed to 
increase the availability and affordability 
of nutritious food in our communities. 
Building upon the U.S. Department of 
Agriculture’s definition of food access—
which refers to the accessibility and 
affordability of food and includes 
considerations such as travel time  
to food retailers, availability of healthy 
foods, and food prices—Campbell has 
invested in programs and strategies that: 
•	Create new healthy food access points 
•	Provide incentives like food prescription 
programs for people to purchase 
nutritious foods
•	Improve and expand nutritious offerings 
in K-12 schools 
•	Teach people how to grow their 
own food 
•	Bring food physically closer to people 
(through mobile markets, for example) 
•	Distribute fresh food that would 
otherwise go to waste 
Emergency food provision through food 
banks, food pantries, and other feeding 
programs is critically important for our 
communities, and the COVID-19 pandemic 
has exacerbated this need. We continue to 
support Feeding America and the many 
food banks in its network through product 
donations and grants, which totaled over 
$7.5 million throughout the last two years 
of the pandemic. Our strategic focus 
though, and therefore our goals, are 
meant to create systemic changes in food 
access, with impact sustained long after 
Campbell’s grants are made.
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Thriving People
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Appendix
Governance and Ethics
Vibrant Communities
Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Improving Healthy Food Access and Education

Transforming 
Nutrition Access 
and Education
In 2021, we wrapped up our Healthy 
Communities program, a 10-year, 
$10 million commitment to measurably 
improve the health of young people in 
our hometown of Camden, New Jersey. 
Over the past 10 years, in collaboration 
with our cross-sector grantees—including 
Camden Coalition of Healthcare 
Providers, Center for Environmental 
Transformation, Delaware Valley Regional 
Planning Commission, Food Bank of 
South Jersey, FoodCorps, Greater 
Philadelphia YMCA, The Food Trust, 
and Wellness in the Schools—we’ve:
•	Created the largest city-wide network 
of healthy corner stores in New Jersey
•	Launched a city-wide after school 
sports program, Soccer for Success—
the U.S. Soccer Foundation’s national 
community program
•	Added salad bars, monthly food 
tastings, and healthy menu changes 
at Camden KIPP Charter Schools
•	Incorporated food insecurity screenings 
into hospital intake processes
•	Expanded offerings of Cooking Matters® 
nutrition and culinary classes across  
the city
In the past year alone, we’ve: 
•	Supported 44 corner stores in the 
Camden Healthy Corner Store Initiative 
that provide access to healthy food for 
49,640 people (69% of the Camden 
city population)
•	Partnered with KIPP Charter Schools 
in Camden to navigate the challenges 
of the pandemic, turning the schools 
into food pantry and distribution sites 
with support from partners, FoodCorps, 
and Wellness in the Schools
•	Reached 3,237 individuals in Camden 
with nutrition education, through 
nationally recognized evidence-based 
programs such as Cooking Matters® and 
Heart Smarts SNAP education
•	Adapted Soccer for Success for virtual 
delivery through at-home soccer 
kits that were mailed to families and 
engaged a total of 467 kids in Soccer 
for Success activities 
•	Engaged community stakeholders, 
including high school students 
passionate about making change in 
their communities; corner store owners 
seeking to support and expand their 
businesses during the pandemic 
and work together collectively; and 
emergency food providers working to 
support increased food security needs 
during the pandemic
•	 Enabled partners to raise over $2 million 
to support work related to Healthy 
Communities, and created over 
40 new partnerships with community 
organizations, including the engagement 
of about 20 partners interested in 
forming a new Camden Food Security 
Collective to sustain the food access work 
of Healthy Communities
While Campbell’s Healthy Communities 
has come to an end, our impact continues 
through the systems and structures we’ve 
collectively built, and through investments 
in new programs. We are excited to 
support the new Camden Food Security 
Collective, which is working to address the 
root causes of food insecurity in Camden, 
New Jersey. 
Campbell has also partnered with the 
Fair Food Network and the Community 
Foundation of South Jersey to co-create 
the Camden Community Food Fund, 
a Fund designed to increase access to 
capital and provide technical assistance 
for minority and women-led food 
businesses in Camden. Our anchor 
investment will support the infrastructure 
costs associated with the Fund. The 
Fund, itself, will be sustained by multiple 
funders and financial institutions. Led 
by a Community Board that will set the 
Fund's vision, the Fund will support greater 
economic opportunity and resilience for 
local food businesses to address food 
access and community health.
Using our learnings from 10 years of 
managing Healthy Communities, we are 
diving deeper on issues related to school 
nutrition with our new signature program, 
Full Futures: A School Nutrition Partnership. 
To learn more about the impact of 
Campbell's Healthy Communities,  
read the 10 Year Report here.
HEART SMARTS
HEART SMARTS
HEALTHY CORNER STORES
HEALTHY CORNER STORES
8,000+
participants since 2017
44
corner stores participated  
in Healthy Corner Stores 
Initiative in 2021
94%
of Heart Smarts participants 
in 2021 said they plan to buy 
healthy food
69%
of Camden residents reached 
through Healthy Corner Stores
Distributing food at Camden KIPP Charter Schools
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Thriving People
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Appendix
Governance and Ethics
Vibrant Communities
Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Improving Healthy Food Access and Education

Full Futures:  
A School Nutrition Partnership 
Supporting school nutrition represents 
one of our greatest opportunities to 
make a difference in the lives of children 
and to leverage our assets and expertise 
as a food company. Through our new 
signature program, Full Futures, we aim 
to foster a school nutrition environment 
that ensures all students are well 
nourished and ready to thrive at school 
and in life.
Over the next five years, Campbell will 
invest $5 million in Full Futures, adding 
to the existing investments in school 
food we’ve made through Healthy 
Communities and the Campbell Soup 
Foundation. Full Futures will start in 
Camden, New Jersey, with plans to 
develop a scalable model that can be 
expanded to other communities.
Full Futures is built on four key pillars: 
1.	 Building a school nutrition mindset 
where access to nutritious food is a 
top priority for school districts and 
is embraced through district-wide 
wellness policies and expanded meal 
programs that provide food 365 days 
a year
2.	Improving food service infrastructure 
so that food service staff and other 
key stakeholders have the equipment, 
training, and resources needed to 
execute successful and nutritious 
school meal programs 
3.	Providing nutrition education in a 
variety of school settings to support 
awareness of and interest in nutritious 
food choices at school
4.	Enhancing procurement and 
implementing menu changes so 
that school districts can procure 
nutritious, locally sourced ingredients, 
and menus are student-centered 
and culturally inclusive
By looking at the school food system 
holistically, our goal is to create 
sustainable, scalable changes in school 
nutrition, and to create a movement 
that inspires other funders, community 
stakeholders, and districts to join us 
in ensuring children have access to 
nutritious food year-round.
“
The food students eat at school has a dramatic impact on their ability 
to learn and impacts their well-being today and well into the future. 
We believe the Full Futures partnership will provide students the 
opportunity to succeed in school and reach their full potential.”
—Mark Clouse, President and Chief Executive Officer
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Thriving People
Healthy Environment
Appendix
Governance and Ethics
Vibrant Communities
Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Improving Healthy Food Access and Education

We work to build strong communities in 
our hometowns and continue our legacy 
of lasting impact. Whether that is through 
nearly 70 years of financial giving from 
the Campbell Soup Foundation, thousands 
of volunteer hours provided by our 
employees each year, or our signature 
program focused on improving school 
nutrition, we embody our value of care 
every day. We also put choice at the 
center of our programs, so our employees 
can volunteer and engage on issues that 
matter to them. 
Responding 
to COVID-19
Since the start of the pandemic, we’ve 
worked with local organizations to 
ease the social and economic burdens 
associated with COVID-19 in our hometown 
communities. Through the Campbell 
Soup Foundation, we launched the 
Community Recovery Grants program, 
which provided relief to 67 organizations 
across 33 Campbell communities in North 
America in fiscal 2021. These 67 grants, 
totaling more than $1.3 million, were issued 
to organizations aligned with our core focus 
areas of food access, healthy living, and 
nurturing neighborhoods. We designed 
the grants to give recipients the flexibility 
to address their most pressing pandemic-
related needs. These needs included 
increased access to food given widespread 
insecurity, technology to enable virtual 
work, personal protective equipment 
and cleaning supplies, and support for new 
staffing models. Our grants, coupled with 
additional financial and in-kind support, 
brought Campbell’s total COVID-19 relief 
contributions to more than $9 million since 
the start of the pandemic.
Addressing 
Racial Inequality 
Following the murder of George Floyd and 
a series of other incidents across the U.S., 
Campbell created a mechanism to support 
and fund organizations fighting racism, 
injustice and discrimination.
The Campbell Soup Foundation worked 
with the leaders of our Black Resource 
Group and our Inclusion and Diversity 
team to identify nonprofits making 
a significant impact for the Black 
community. In fiscal 2020, Campbell 
pledged a total of $1.5 million over three 
years to organizations fighting racism. In 
year one, an initial investment of $500,000 
Building Strong Community Connections
was made in the Equal Justice Initiative 
and Boris L. Henson Foundation.
Eight Employee Resource Group (ERG) 
Social Justice Funds were also created, 
covering all aspects of social justice, 
advocacy, and education for employee 
groups ranging from the Black Resource 
Group, to the Latino Network, Veterans 
Connection, and more. Organizations 
were selected by members of the ERGs 
and vetted by an internal stakeholder 
group. Employee donations to these 
funds were matched at 100% during 
designated times throughout the year, 
and a total of $37,000 was raised.
In year two, a $500,0001 investment 
was made in a wide range of nonprofit 
partners that were selected by 
Campbell’s ERGs.
We recognize that on their own, 
these contributions are not enough to 
transform the system that contributes 
to social injustice. That’s why we are 
working to transform our own systems 
and approach to inclusion and diversity.  
We’re committed to fostering an 
inclusive culture where each employee is 
celebrated for their unique contributions 
and feels safe, valued, and supported to 
do their best work.
$1.5 M
to social justice over three years
We've committed
1 This includes $490,000 in direct grants from the Campbell Soup Foundation plus more than $10,000 from the Foundation to match employee donations to the Social Justice Funds.
Volunteers sorting vegetables at Working Theory Farm
SDGs Supported:
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Governance and Ethics
Vibrant Communities
Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Building Strong Community Connections

provided in grants and 
product donations to support 
communities affected by disasters
$225K
Our Virtual Week 
of Service
In May 2021, we held our 13th annual 
week of service, an opportunity for 
our employees to volunteer with local 
nonprofit organizations. While this year’s 
efforts were virtual, engagement was high, 
demonstrating our employees’ desire to 
care for their communities, particularly 
during this time of increased need.
Mentoring Youth in 
Camden, New Jersey
The Campbell Leadership Team led 
career coaching and mentoring sessions 
with UrbanPromise, a Camden-based 
youth development program. During 
these sessions, the Campbell team 
shared their career paths, challenges,  
and words of wisdom.
Helping from Home
We partnered with WeHero, an 
organization that provides remote 
volunteer and giving opportunities for 
companies, to host virtual volunteer 
opportunities from home. Volunteer 
sessions were attended by more than 
350 employees across the company 
during our annual week of service and 
Employee Giving Campaign. See details 
on these sessions on the following page:
868
employees in 24 locations 
participated in the virtual  
week of service
My Giving
My Giving, one of the nine moments 
that make up our Employee Experience 
program, empowers employees to 
find purpose through volunteering 
and charitable giving. In fiscal 2021, 
employee giving program participation 
was 44% higher than the prior year, 
and we saw a 31% increase in total 
employee donations. Programs were 
also introduced in Canada, where 
participation topped 43% in the first year. 
Groups of dedicated employees 
passionate about community work at 
our facilities were largely responsible 
for driving this increase in participation. 
Throughout fiscal 2021, Community 
Affairs Councils were launched at ten 
Campbell manufacturing and office 
locations. These groups help drive 
community program adoption and 
engagement, identify local nonprofit 
organizations doing meaningful work,  
and develop opportunities to volunteer 
and give back. 
New Hire Giving
Through New Hire Credit Grants, all new 
employees can make a $20 donation to 
the nonprofit of their choice. These grants 
not only saw a 46% redemption rate in 
fiscal 2021, but of those employees who 
participated, more than 60% went on to 
make additional contributions throughout 
the year.
Providing 
Disaster Relief 
Throughout 2021, record heat waves, 
hurricanes, droughts, and floods 
continued to impact—and in some  
cases devastate—the communities  
where our employees, customers, 
and neighbors live. 
Campbell provided more than $225,000 
in direct grants and product donations 
to our flagship partners, American 
Red Cross, Convoy of Hope, and Team 
Rubicon, to support communities 
affected by the earthquake in Haiti, 
Hurricane Ida, catastrophic flooding 
in Tennessee, and Western wildfires. 
Our Snacks warehouse in Jefferson 
Parish, Louisiana, was impacted by 
Hurricane Ida. More than 50 Campbell 
employees and independent distributor 
partners live in the surrounding 
community and were affected by the 
disaster. For those who sustained damage 
to their homes, Campbell activated our 
Emergency Assistance Foundation Fund 
and provided grants to these employees 
to ease the burden.
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Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Building Strong Community Connections

7,500
backpacks donated
Disaster Relief
In support of Americares, a global health 
nonprofit organization, employees 
assembled 288 kits equipped with medical 
and hygiene supplies to support families 
impacted by current natural disasters.
Honey Harvest
We showed off our green thumbs by 
growing more than 100 plants that 
attract honeybees for the nonprofit 
Heifer International. We also educated 
employees about the beehives we 
host at our tomato processing plant in 
Dixon, California, and the importance 
of honeybees to almonds and cashews, 
two of our priority ingredients. 
As part of this project, Campbell 
donated more than 375,000 honeybees 
to Heifer International to support 
beekeeping projects in Ghana, where 
we source cashews.
Virtual Education
We created educational videos for 
National Cares to support underserved 
youth who depend on remote learning, 
especially during the pandemic. Our team 
of some 50 Campbell employees recorded 
“how to” videos on topics of their 
choosing—including magic tricks, science 
experiments, sports, and resume building. 
These videos were also distributed to 
schools and nonprofit organizations in our 
hometown communities.
Backpacks for Our Hometowns 
Twenty-three office and manufacturing 
sites across our network developed 
local initiatives through our Backpacks 
That Matter Program. More than 7,500 
backpacks—filled with shelf-stable food, 
hygiene items, educational materials, 
and more—were donated to partner 
organizations for distribution. Beyond 
filling the backpacks, employees 
decorated them with messages and 
images to brighten the day of recipients.
One of our largest Backpacks That Matter 
events was held at our Meals & Beverages 
plant in Paris, Texas, where our team 
partnered with Crockett Kids Closet to 
deliver 3,000 backpacks of shelf-stable 
food to children in their community. The 
team also worked directly with the kids of 
Crockett Kids Closet to package food for 
distribution, teaching them the value of 
giving back.
$18,880
in volunteer grants donated 
through the Campbell Soup 
Foundation
Our Virtual Week of Service
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Governance and Ethics
Vibrant Communities
Improving Healthy Food Access and Education
Building Strong Community Connections
Responsible Sourcing
Building Strong Community Connections

Responsible Sourcing
Consistent with our values, we source our 
ingredients with care, working to ensure 
ethical and sustainable practices in our 
supply chain. 
We also hold our suppliers accountable 
to our Responsible Sourcing Supplier 
Code. Developed in collaboration 
with the Procurement and Corporate 
Responsibility and Sustainability teams, 
the Code outlines our expectations 
for our suppliers to operate ethically, 
safely, and sustainably. Our Responsible 
Sourcing team, which sits in Procurement, 
ensures that suppliers of our priority 
raw materials (see table to the right) 
are provided our Code. Suppliers who 
are deemed high risk may be asked to 
complete or share results of a social 
and environmental compliance audit, 
consistent with Sedex Members Ethical 
Trade Audit (SMETA), a social and 
environmental auditing framework, or 
a similarly recognized authority. These 
audits help identify and manage social 
and environmental risks with suppliers. 
Although this auditing program was 
impacted by the pandemic, it is a key 
focus of our work moving forward. We 
increased our responsible sourcing of 
priority raw materials from 92% to 99% 
over the last year and aim to achieve 
100% by fiscal 2025.
Responsibly source 100% of our  
10 priority raw materials by fiscal 2025
Goal
Priority Raw Materials and Risks
Almonds
Biodiversity; Climate Change; Pesticides; Pollinators; Water
Cashews
Biodiversity; Child Labor; Climate Change; Deforestation; Farmer Livelihoods; 
Pollinators; Worker Rights
Cheese
Animal Welfare; Climate Change; Water
Chicken
Animal Welfare; Climate Change; Water
Chocolate
Biodiversity; Climate Change; Deforestation; Farmer Livelihoods; Forced and/or 
Child Labor; Worker Rights
Palm Oil
Biodiversity; Climate Change; Deforestation; Farmer Livelihoods; Forced and/or 
Child Labor; Worker Rights
Paper Packaging
Biodiversity; Climate Change; Deforestation; Water
Potatoes
Biodiversity; Climate Change; Pesticides; Water
Tomatoes
Biodiversity; Climate Change; Pesticides; Water
Wheat
Biodiversity; Climate Change; Pesticides; Water
SDGs Supported:
Photo courtesy of Red River Foods, Campbell cashew supplier
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Building Strong Community Connections
Responsible Sourcing
Responsible Sourcing

Maintaining a Steady 
Supply Chain During 
COVID-19
The pandemic has led to disruptions that 
have created challenges throughout the 
food sector, including labor shortages, 
significant inflation, and transportation 
interruptions. Campbell continues to 
manage these risks, primarily due to 
our longstanding relationships with our 
suppliers. This has been particularly true 
for beef and chicken—ingredients that 
have been especially difficult to procure 
during the pandemic. 
Strategic Sourcing
Our 10 priority raw materials (listed 
on page 27) were identified in 2020 
following a comprehensive social and 
environmental risk assessment of 30 raw 
materials conducted in partnership with 
The Sustainability Consortium. They focus 
on strategic areas where we believe we 
can have the most impact by managing 
environmental and social risk responsibly. 
These risks include biodiversity loss, 
deforestation, water quality and supply, 
child labor, and forced labor. 
Our sourcing strategy focuses, in part, 
on risk management related to climate 
change and shifting weather patterns. 
That’s why we source from geographically 
diverse suppliers to ensure steady 
harvests in the case of drought, flooding, 
or other unpredictable events.
For several of our priority ingredients, 
we manage sustainability risks through 
third-party certifications and domestic 
sourcing. For example, 100% of our palm 
oil is Roundtable on Sustainable Palm Oil 
(RSPO) certified and 100% of cashews 
in our Pacific Foods cashew plant-based 
beverages are Fair Trade certified. 
Sustainable Palm Oil
All of Campbell’s palm oil is Roundtable 
on Sustainable Palm Oil (RSPO) certified. 
Our legacy brands have used 100% 
RSPO certified palm oil since 2016. Over 
the past several years, we have worked 
successfully to transition the acquired 
Snyder’s-Lance portfolio to RSPO 
certified supply. Today all palm oil used 
across the entire portfolio is harvested 
from sustainable sources that safeguard 
rainforests, biodiversity, and the rights 
and well-being of local communities.
Supporting 
Supplier Diversity
Each year, we partner with more 
than 10,000 suppliers. In addition to 
focusing on sourcing from suppliers 
who safeguard the environment and 
respect their workforce, Campbell is 
committed to supporting diversity, to 
grow an inclusive and socially responsible 
workplace, and build stronger, more 
equitable communities. Our intention is to 
develop a supplier base that reflects the 
demographic diversity of our employees 
and our consumers.
In 2020, as part of our I&D strategy, 
we announced a goal to grow supplier 
diversity by 25% over three years, and 
in fiscal 2021, we surpassed this goal 
two years ahead of schedule. This 
achievement began with validating 
our supplier data and identifying 
opportunities for growth, which led to a 
forward-looking strategy and action plan 
aligned with the company's I&D strategy. 
We launched a procurement-led working 
group, which meets monthly, to continue 
progress toward furthering the reach 
of the supplier diversity program. The 
working group brings their learnings 
to their respective teams so that 
supplier diversity remains front of mind. 
Additionally, to continue driving change 
and accountability, our Responsible 
Sourcing Manager and Vice President 
of Procurement provide updates on 
progress every three months to our EVP 
and Chief Supply Chain Officer and SVP, 
Chief Culture Officer, and Head of Talent.
Supplier diversity programs support the 
inclusion of historically underrepresented 
or underserved business partners in 
sourcing events and in active business. 
Campbell defines a diverse supplier as 
a business that is at least 51% owned or 
operated by a:
•	Woman
•	Minority (defined as Asian-Indian, 
Asian-Pacific, Black, Hispanic, 
or Native American)
•	Veteran
•	LGBTQ+ person
•	Person with disabilities
100% of Campbell's palm oil is 
Roundtable on Sustainable Palm Oil 
(RSPO) certified
Goal
Achieved
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Building Strong Community Connections
Responsible Sourcing
Responsible Sourcing

Thriving 
People
We believe in fostering a safe, diverse, and inclusive workplace where all 
employees are empowered to thrive. This fiscal year, Campbell faced increased 
challenges including workplace continuity and employee safety, retention, and 
engagement. In response to these challenges—due to both the pandemic and 
an increased national focus on social issues—our team worked to ensure that 
our employees remained safe and engaged and that our hiring practices were 
more diverse and inclusive. In late 2020, Campbell hired our first Chief Culture 
Officer charged with supporting the organization’s effort to build a more 
inclusive, high-performing culture where all employees feel safe, valued, 
and supported to do their best work. Our Chief Culture Officer is leading the 
implementation and execution of our comprehensive inclusion and diversity 
(I&D) strategy, focused on capabilities, advocacy, and accountability.
     IN THIS SECTION:
Building a Winning Team and Culture 
Prioritizing Inclusion and Diversity 
Caring for Our People 
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Building a Winning Team and Culture
Building a winning team and culture is 
core to Campbell’s strategic plan and the 
first pillar of our business strategy. We 
understand that we are only as strong 
as our people and that our employees’ 
experience and engagement is key to our 
company’s performance. In late 2021, we 
appointed a new Chief Human Resources 
Officer whose leadership skills will be 
invaluable as we continue to enhance our 
culture, attract and retain top talent, and 
unlock our full growth potential. 
Our Employee 
Experience 
Framework
In 2020, we launched our Employee 
Experience framework that has identified 
nine significant moments to help our 
employees thrive at work, with the 
goal of building an inclusive, engaging, 
and high-performing culture. 
Designed around our purpose, values, 
and commitment to our people, the 
framework focuses on nine moments in 
an employee’s career where we have an 
opportunity to enhance the experience. 
Each of these moments has a dedicated 
team responsible for creating programs 
to operationalize the opportunity. 
For example, to help individuals advance 
their My Career moment, all salaried 
employees are expected to complete 
individual development plans and 
check in with their manager regarding 
their progress. 
In early 2021, we focused on three 
key moments—My Way of Working, 
My Workspace, and My Connections—
that were especially relevant given the 
changes employees were experiencing 
due to the pandemic. Based on employee 
survey feedback, we have since shifted 
our focus to My Career and My Rewards, 
with a continued emphasis on My Way 
of Working.
Our new hire onboarding experience  
has been revamped to improve the 
My First Impression moment and all new 
employees are given $20 to donate to a 
charity of their choice to establish their 
My Giving moment. 
SDGs Supported:
“
We’re going to reach our full potential as a company 
when individuals reach their full potential.”
—Camille Pierce, SVP, Chief Culture Officer and Head of Talent
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Prioritizing Inclusion and Diversity
Caring for Our People
Building a Winning Team and Culture

Employee 
Experience 
Focus Areas 
My Career
•	We promote employee performance 
with personalized development plans 
and by providing individual feedback at 
least three times a year.
•	We continued to progress our learning 
and development opportunities through 
a cohort-based program, Manage to 
WIN (taken by 10% of people managers 
in fiscal 2021 and will be scaled in 
fiscal 2023).
•	More than 80% of salaried employees 
participate in learning and development 
offerings, including more than 115 
e-learning courses offered through 
our virtual Campbell University on 
topics from change agility to I&D 
(7,100 e-learning courses taken in 
fiscal 2021 through this platform by 
3,290 unique learners).
My Way of Working
•	We link employee objectives and key 
results to our strategic plan and values; 
every salaried employee has a values-
related objective, along with an I&D-
related objective. All people managers 
have an additional I&D learning 
requirement.
•	Based on the learnings of the past two 
years, we continue to modernize our 
workspaces with enhanced technology 
to facilitate digital collaboration. Also, 
we announced a hybrid work policy to 
allow full- and part-time, office-based 
employees to work remotely several 
days per week.
My Rewards
•	We are redesigning our awards 
programs to recognize employees 
whose behaviors exemplify our values. 
Both hourly and salaried employees 
are eligible to earn rewards, in the form 
of spot and performance awards. To 
spread awareness of these new reward 
programs, they will be highlighted 
at visible events, such as quarterly 
employee forums.  
Our Purpose, Mission, Values, 
and Strategic Priorities
We are not the same company we were several years ago, or even 
at the start of the pandemic. We have evolved our leadership team, 
advanced our strategy, improved our business fundamentals, and 
demonstrated a renewed spirit of creativity and competitiveness. In 
2021, we refreshed our purpose, values, and mission to better reflect 
who we are today and how we can win in the future. Our purpose, 
connecting people through food they love, will position us to unlock 
our full growth potential and deliver on our strategic plan.
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Prioritizing Inclusion and Diversity
Caring for Our People
Building a Winning Team and Culture

We are creating an environment where 
people can be real, and feel safe, valued, 
and supported to do their best work. Our 
I&D strategy is designed to build systemic 
capabilities to drive change, strengthen 
ally networks and communities, and 
ensure accountability and transparency 
about our progress. 
To integrate I&D into our operations, 
we focus on three pillars: Capabilities, 
Advocacy, and Accountability.
Capabilities
We’re increasing I&D learning 
opportunities and standardizing key 
processes throughout the company. 
In fiscal 2021 we provided learning 
programs for our change agents to 
promote inclusiveness. 
Our designated change agents—referred 
to as our Core Inclusion and Change 
Partners—included some 30 employees 
nominated by the Campbell Leadership 
Team. This cross-divisional, diverse 
group included individuals from across 
the organization. Over the course of 
several months, they were immersed 
in honest dialogue which challenged 
their perceptions around inclusion in 
order to allow for true learning, which 
is foundational to building a culture of 
inclusion. Together, the team developed 
strategies for operationalizing their 
learnings. For example, to create change 
exponentially, each group member chose 
five or six peers with whom they shared 
learnings on a regular basis so that 
together, they could model behavioral 
changes and become ambassadors 
throughout the organization, enabling 
more and more colleagues to practice 
inclusivity over time. 
In 2021, we documented our existing 
processes and practices related to hiring, 
talent management, and performance 
to provide visibility and access to all 
employees and to ensure consistency of 
implementation.
To expand our I&D education even 
further, we added I&D e-learning 
modules to our onboarding process for 
all salaried employees and hosted our 
first ever Cultural Immersion Week to 
increase awareness of cultural diversity 
and inclusive behaviors. In total, 96% 
of our people managers completed 
an I&D learning course in fiscal 2021, 
which focused on adopting an inclusion 
Prioritizing Inclusion and Diversity
96%
100%
of people managers completed 
I&D training
of salaried employees had 
performance objectives 
related to I&D 
SDGs Supported:
mindset. In fiscal 2022, people managers 
will continue inclusion learning through a 
required course that teaches key inclusion 
behaviors through self-paced and virtual, 
live components. Looking ahead, we 
plan to modify learning resources to be 
relevant for individual contributors and 
plant employees. 
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Caring for Our People
Prioritizing Inclusion and Diversity

Advocacy
To create an inclusive workplace, we’re 
supporting employees and organizations 
working to end racism and discrimination. 
During the past year, Campbell’s 
Employee Resource Groups (ERGs) 
and the Campbell Soup Foundation 
raised funds to support organizations 
advancing social justice. In June 2021, 
the Foundation awarded an additional 
$500,000 in grants as part of Campbell’s 
three-year, $1.5 million commitment to 
support nonprofit organizations that raise 
awareness, advance education, and fight 
racism and discrimination. 
In 2019, we launched our Inclusion and 
Diversity Advisory Board, which now 
meets quarterly with the Campbell 
Leadership Team, including our CEO, to 
discuss relevant issues, new initiatives 
and advise on our long-term I&D vision 
and strategy. Representing the collective 
voice of our employees, the board 
ensures we are focused on what matters 
most to our people. 
Employee Resource Groups
Our Employee Resource Groups 
(ERGs) work to develop talent, build 
our corporate culture, and educate 
employees. Each group is open to all 
Campbell employees and is sponsored 
by a senior leader, who serves as a group 
advisor. In fiscal 2021, many of the ERGs, 
including the Women Inclusion Network, 
the Black Resource Group, and the 
Hispanic Network, offered mentorship 
and sponsorship programs aimed at 
building individual capabilities, achieving 
personal and professional goals, and 
networking with colleagues. Groups 
met regularly to discuss topics including 
emotional wellness, goal setting, 
leadership, and confidence-building. 
There were also many programs in fiscal 
2021 co-sponsored by two or more ERGs 
for additional opportunities for colleagues 
to connect to one another, including a 
podcast that is sponsored by OPEN and 
WIN which has featured members of our 
Latino Network and Roots ERGs.
Our Employee Resource Groups (ERGs):
•	Asian Network
•	Black Resource Group (BRG)
•	Bridge Network
•	Campbell Administrative Professionals 
(CAPs)
•	Charlotte Community Team
•	Latino Network
•	Maxton Employee Resource Group 
(MERG)
•	Our Pride Employee Network (OPEN)
•	Roots
•	Veterans Connection
•	Women Inclusion Network (WIN)
Each year, we mark the start of Pride Month with a flag-raising ceremony at 
our Camden, New Jersey, headquarters. We proudly fly the rainbow pride flag 
throughout the month of June and have even inspired neighboring businesses to 
do the same. Our OPEN Employee Resource Group organizes events throughout 
the month to raise awareness of issues relevant to the LGBTQ+ community.
7-10
Employee Resource Group events are held 
each month
25%
Approximately 25% of our employees participate 
in at least one Employee Resource Group
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Prioritizing Inclusion and Diversity

Accountability
We are committed to tracking I&D 
progress and demographic data, and 
to regularly reporting progress to 
the organization. Each member of 
the Campbell Leadership Team is an 
executive sponsor for at least one I&D 
initiative. In fiscal 2021, we updated 
the language in our Code of Business 
Conduct and Ethics to better reflect the 
inclusive organization we aim to be.
2021 Recognitions
 ​	
Forbes—America’s Best 
Employers for Diversity 2021
	
Recognized on Forbes’ annual 
list, which is compiled based on 
employee surveys, the company’s 
Inclusion & Diversity initiatives, and 
board and executive diversity.
 	
Bloomberg  
Gender-Equality Index 
	
The Bloomberg Gender-Equality 
Index tracks the performance of 
public companies that disclose 
their initiatives to support 
gender equality through policy, 
representation, and transparency. 
Campbell was recognized on this 
list for the 3rd consecutive year.
41%
Women
Women hold 41% of our 
management roles
“
When you have a truly diverse team, it changes 
the thinking and it changes the results. It's not just 
about representation, it's about having a voice. 
We're committed to creating a culture where every 
employee feels that their authentic true self is 
coveted and celebrated."
—Chris Foley, EVP and President of Meals & Beverages
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Caring for Our People
Prioritizing Inclusion and Diversity

Care is one of Campbell’s values, and one 
of the ways that we demonstrate care is 
by providing a safe work environment 
where our employees can learn and 
grow. We also prioritize continuous 
improvement in health and safety at 
work, and provide a range of resources, 
including Employee Assistance Program 
(EAP) benefits, designed to support our 
people in every part of their lives. 
Engaging Our Team
We know that engaging our team is 
more critical than ever. We acknowledge 
that two-way communication, feedback, 
and continuous improvement positively 
impact our organization. That's why we 
regularly conduct employee engagement 
surveys to give our employees the chance 
to be heard. We use this feedback to 
take action to improve the employee 
experience at Campbell.
Caring for Our People
SDGs Supported:
In All 10
categories we measure, 
Campbell employee 
engagement exceeds 
corporate benchmarks
16%
increase in employee 
engagement survey scores 
over the prior year
“
What makes Campbell special to me is the people.  
I’ve been here for over 30 years and it’s great to 
come to work when you enjoy the people you are 
working with.”
—Cindy Outlaw, Service Leader in Soup Ingredient Prep, Maxton, North Carolina
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Caring for Our People

Employee Health 
and Safety
Employee health and safety has always 
been our top priority. During fiscal 2021, 
our focus was on preventing the spread 
of COVID-19 and improving ergonomics 
and machine safety.
COVID-19 Safety
Early in the pandemic, we established 
a COVID-19 task force, a team of seven 
cross-functional leaders who met at 
least once a day to make decisions, solve 
problems, offer guidance, and establish 
protocols. This team continues to  
assess health and safety guidance as it 
evolves and provides direction to the 
organization accordingly.
The “team of seven” worked around the 
clock to ensure that health and safety 
measures were up-to-date and in place 
at all plants. This included constructing 
physical barriers in the workplace, 
securing masks and cleaners when 
supplies were severely constrained, 
creating new policies, launching 
employee awareness campaigns to 
encourage social distancing and, later, 
to encourage vaccination. Often going 
above and beyond guidance from public 
health authorities and the Occupational 
Safety and Health Administration (OSHA) 
when crafting our own protocols, we 
avoided any significant COVID-19 spread 
that would have required us to shut-down 
manufacturing facilities. The COVID-19 
task force worked closely with local 
Human Resource partners to manage 
cases, perform contact tracing, and 
ensure our employees were cared for.
2021 COVID-19 SAFETY HIGHLIGHTS:
•	Employee engagement campaigns 
encouraging team members to socially 
distance, protect themselves and 
others, and get vaccinated
•	Onsite vaccination: We worked with 
local health departments to offer 
on-site mobile vaccination events at 
11 of our facilities
•	Mandatory health screenings including 
the use of thermal imaging scanners for 
temperature checks before each shift
•	The mandatory use of face masks at 
all facilities
•	Protocols for responding to potential 
exposures and confirmed cases of 
COVID-19 including quarantine and 
return to work requirements based  
on and, at times, exceeding Centers  
for Disease Control and Prevention 
(CDC) guidance
•	Enhanced cleaning procedures 
11,000 
We enhanced safety protocols and provided 
18 weeks of premium pay at the height of 
the pandemic to approximately 11,000 of our 
front-line team members who were making, 
selling, and distributing our products
reduction in total 
reportable incident 
rate since 2020
reduction in lost time 
injuries since 2020
8%
29%
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Caring for Our People

2020
2019
2018
Total Reportable 
Incident Rate (TRIR)
(per 200,000 hours)
1.67
1.43
1.21
8%
decrease 
since FY2020
2021
1.11
2020
2019
2018
Lost Time 
Incident Rate (LTIR)
(per 200,000 hours)
0.39
0.27
0.24
2021
0.17
29%
decrease 
since FY2020
Safe, Healthy Workplaces
We take a team-based approach to 
safety by including representatives 
from production, maintenance, and 
sanitation in the development of solutions 
based on real-life experiences. We also 
encourage health and safety ownership 
at all levels by setting expectations for 
front-line leaders and encouraging all 
team members to identify and address 
safety risks. 
Beyond keeping employees safe from 
COVID-19, in fiscal 2021 we focused on 
continuing to improve ergonomics and 
machine safety by requesting that all 
sites review and identify possible risks 
and prioritize changes needed to prevent 
potential contact with moving machinery. 
Achieve 3% decrease in reportable 
and lost time incidents per year
Goal
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IN THIS SECTION:
Combating Climate Change 
Promoting Sustainable Water Supplies 
Working to Eliminate Waste 
Improving Circularity in Packaging 
Healthy 
Environment
We believe that food should come from farms that nurture the land, and 
be made and packaged in ways that conserve natural resources to create a 
sustainable future for generations to come.
Founded in 1869 by Joseph A. Campbell, a fruit and vegetable merchant who 
wanted to provide year-round access to the most delicious food using the best 
ingredients, Campbell’s roots in responsible food production run deep. And 
because we’re determined to keep feeding people for the next 150 years and 
beyond, we are investing in our operations and value chain to mitigate risks 
posed by climate change, deforestation, water scarcity, and pollution.
How we Achieve 
our Environmental 
Sustainability Goals
Every day, we’re doing more to embed 
sustainability into our operations 
and strategic business decisions and 
working towards creating a healthier 
environment—from field to factory to 
families. To achieve our environmental 
sustainability goals, we are:
Identifying and implementing  
emissions reductions in our supply chain 
Supporting farmers in reducing 
environmental impacts
Transitioning to energy efficient 
production methods
Improving our approach to sourcing and 
manufacturing to reduce environmental impact
Partnering with industry peers and suppliers 
to drive the transition toward a lower carbon 
and circular economy
Photo courtesy of Heartland Farms Inc., Campbell potato supplier
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Governance and Ethics
Healthy Environment

Combating Climate Change
Climate Progress
In 2010, Campbell set its first greenhouse 
gas (GHG) emissions reduction goal, based 
on data starting in 2008. We achieved a 
42% reduction in emissions per metric ton 
of food produced over nearly 10 years.
In 2017, we set a new, more ambitious 
goal to reduce GHG emissions by 25% 
on an absolute basis by 2025 in our 
own operations. We achieved a 3% 
reduction in emissions over 4 years.
We are now shifting corporate 
targets from those set in 2017 to our 
even more ambitious science-based 
target which includes both our 
operations and our value chain.
Our previous renewable energy 
commitment will be rolled into 
our new science-based target as 
renewables will be a key pathway 
to achieving our goal.
2010
2017
2022 AND BEYOND
SDGs Supported:
Climate science shows that global 
greenhouse gas emissions need to  
be halved by 2030 to limit warming to 
1.5°C in order to avoid the worst impacts 
of climate change. At Campbell, we strive 
to build a resilient food system through 
our own operations and by working with 
our suppliers to mitigate climate impacts. 
We’re working with farmers, suppliers, 
and industry and nonprofit partners 
to set ambitious targets and create an 
actionable roadmap for change. We’re 
also working to enable consumers to 
make informed choices about the food 
they eat and how it is grown.
Setting a New 
Science-Based Target
The food industry can play a significant 
role in reducing greenhouse gas 
(GHG) emissions that contribute to 
climate change. As a food producer, 
Campbell itself can play an important role 
by addressing emissions in its value chain. 
That’s why we’re proud to announce our 
new science-based target, which is in 
line with a 1.5°C trajectory. A rigorous 
methodology for setting science-based 
targets was created by the Science Based 
Targets initiative (SBTi), a collaboration 
between CDP, the United Nations Global 
Compact, World Resources Institute and 
the World Wide Fund for Nature. 
In fiscal 2021, we formed a cross-functional 
working group—with representatives 
from our operations, procurement, 
transportation, packaging, and sustainable 
agriculture teams—that met monthly to 
guide our plans for emissions reduction. 
With this working group and an outside 
consulting partner, we baselined our 
Scope 3 emissions and developed our 
science-based target and 2030 roadmap 
with oversight of the Governance 
Committee of the Board of Directors 
and secured approval of our target from 
the Campbell Leadership Team, and the 
Science Based Targets initiative.
Approximately ninety percent of 
Campbell’s emissions are in our value 
chain and the remaining approximately 
10 percent are in our operations. 
Within our new science-based target, 
we will focus emissions reductions on 
ingredients, packaging, transportation, 
and our own operations. We expect to 
reduce emissions from electricity use 
in our operations, while continuing to 
use energy more efficiently. We are also 
evaluating opportunities to electrify some 
of our production equipment. Across 
our value chain, we will reduce emissions 
from key ingredients including wheat, 
tomatoes, proteins and chocolate, as well 
as from transportation, and packaging 
through more efficient routes and 
increased recycled content, respectively.
Campbell Soup Company commits to reduce 
absolute Scope 1 and 2 GHG emissions 42% by 
fiscal 2030 from a fiscal 2020 base year. Campbell 
Soup Company also commits to reduce absolute 
Scope 3 GHG emissions from purchased goods 
and services and upstream transportation and 
distribution 25% within the same time frame. 
Setting a New Science-Based Target
39
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Scope 1 and 2 GHG Emissions Progress
Total Market-based GHG Emissions 
(metric tons CO2e)
2021
2020
SBT
Baseline
722,200
666,580 8%
decrease since 
FY2020
42% reduction
by FY2030
GHG Emissions by Scope, FY2021
(metric tons CO2e)
465,257
201,323
6,255,790
Scope 1 (Direct) Emissions (7%)
Scope 2 (Indirect) Emissions (3%)
Scope 3 (Indirect) Emissions (90%)
Scope 3 Emissions Breakdown, FY2021
by category
Purchased Goods and Services (67.1%)
Upstream Transportation and Distribution (15.1%) 
Downstream Transportation and Distribution (7.8%)
End-of-Life Treatment of Sold Products (3.7%)
Waste Generated in Operations (2.3%)
Fuel- and Energy-related Activities (1.8%)
Capital Goods (1.1%)
Downstream Leased Assets (0.6%)
Employee Commuting (0.4%)
Business Travel (0.02%)
4,195,581
940,600
490,021
233,585
145,808
114,625
70,424
40,654
23,359
1,133
40
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Reducing Energy Use
Nine percent of our electricity comes 
from renewable sources, including five 
solar installations—one of which is a 
26-acre solar field at our Campbell 
Snacks site in Hanover, Pennsylvania.  
With the adoption of our new science-
based target, we are evaluating and 
expect to add renewable energy sourcing 
to our portfolio so we can make progress 
toward our target to reduce emissions.
This year, two consulting firms performed 
extensive energy assessments at four 
of our largest Snacks manufacturing 
sites and one of our Meals & Beverages 
sites. Following on-site evaluations 
and personnel interviews, their 
recommendations included energy 
conservation measures specifically 
related to equipment upgrades and 
replacement, setpoint changes, 
preventative maintenance plans, and 
behavioral and process changes. We’ll be 
making some of these energy efficiency 
improvements in fiscal 2022 and we will 
continue to conduct energy assessments 
at additional sites.
PRIORITIZING CLEAN ENERGY
The food sector accounts for around 30% of the 
world’s total energy consumption. That's why 
Campbell is committed to aligning our operations 
with UN SDG Goal 7: Affordable and Clean Energy.
Canada Office Goes 
Carbon Positive
The team based in our Matheson, Ontario, office took on the ambitious 
goal of going beyond carbon neutral to become carbon positive. 
That means that in addition to reducing their own footprint, they’re 
contributing to the sustainable generation of clean energy through the 
purchase of carbon credits. The credits, which go towards the Toronto 
District School Board’s energy project, offset double the office’s 
emissions for fiscal 2020, 2021, and projected 2022.
41
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Expanding 
Sustainability Efforts 
with Wheat Farmers 
As one of our top ingredients in terms 
of volume sourced, wheat is significant 
for reducing our Scope 3 greenhouse 
gas emissions and other environmental 
impacts. Building on our ongoing 
work with Truterra (the sustainability 
solutions business of Land O’Lakes, Inc.), 
we expanded our wheat sustainability 
program in fiscal 2021 to include one new 
geography and two new partnerships 
with our flour mill suppliers, Star of the 
West and Ardent Mills. In the region of 
our Richmond, Utah plant, we partnered 
with Ardent Mills and Nutrien Ag 
Solutions to launch a project utilizing 
Agrible, a digital platform that tracks 
sustainability improvements using field-
level and agronomic data. With these new 
projects, we are supporting growers in 
multiple sourcing regions to sustainably 
manage 108,000 acres of wheat, in 
order to optimize nutrients, protect 
waterways, and mitigate climate change 
risks. Further, by leveraging digital tools 
such as the Truterra sustainability tool 
and Agrible, growers can ensure their 
environmental stewardship practices drive 
on-farm efficiencies and profitability. 
SUSTAINABLY SOURCED WHEAT
Our wheat sustainability program now covers 108,000 acres, putting us well beyond the  
half-way point in meeting our goal to sustainably source 50% of wheat volumes by fiscal  
2025. The program now covers wheat sourcing areas for all three of Campbell’s bakeries  
where we make Goldfish crackers and Pepperidge Farm cookies, including Farmhouse  
and Milano.
42
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

New Nut 
Sustainability 
Programs
This past year, we launched sustainability 
programs for our newest priority 
ingredients, cashews and almonds. 
For cashews, we are working with our 
supplier, Red River Foods, to support 
smallholder farmers in West Africa, 
where we source the majority of this 
ingredient. In fiscal 2022, we will begin 
mapping cashew farms, baselining 
sustainability performance, and 
identifying opportunities to strengthen 
farmer livelihoods and support 
environmental stewardship.
We source our almonds from California 
and are leveraging grower self-assessment 
data to track almond orchard practices 
on multiple areas, including irrigation, 
nutrient, soil, and pest management, 
and pollinator health. Growers working 
with our suppliers can benchmark their 
practices against peers, access production 
management tools and other resources, 
and demonstrate alignment with third-
party standards, such as the Sustainable 
Agriculture Initiative (SAI) Platform's Farm 
Sustainability Assessment (FSA) and 
the Pollinator Partnership’s Bee Friendly 
Farming program.
“
Campbell’s commitment to growers has been both long-term 
and trustworthy, which allows us to feel secure about the 
stability of the relationship and more likely to make long-term 
investments in our operations.”
—Blake Harlan, President of Harlan Family Ranch and Campbell tomato grower-supplier since 1990
Photos courtesy of Red River Foods, Campbell cashew supplier
Photo courtesy of Tavernas Farms, Campbell almond supplier
43
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Impact Through 
Regenerative Agriculture 
Practices
In our wheat program, we have launched an initiative to accelerate the 
use of cover crops in Ohio and the Chesapeake Bay. Cover cropping 
is a regenerative practice that helps farmers become more resilient in 
the face of climate change. By planting these crops between harvests 
instead of leaving their fields bare, farmers are helping to revitalize 
and maintain soil health, improve biodiversity above and below 
the ground, preventatively reduce disease and pests, and conserve 
water. Campbell is encouraging greater adoption of cover crops by 
providing analytics to growers on field-level impacts through the 
Truterra sustainability tool and collaborating with a cover crop seed 
company to provide learning resources and discounts on cover crop 
seed mixes.
Protecting 
Pollinators 
and Biodiversity
The unpredictable weather patterns 
caused by climate change are negatively 
impacting biodiversity. At the same 
time, healthy, biodiverse ecosystems are 
necessary for climate change mitigation 
and adaptation. That’s why we’re 
partnering with growers to proactively 
monitor and protect biodiversity.
For example, more than 90% of our 
contracted potato growers map out 
and monitor environmentally sensitive 
locations in their operations and 
implement measures to protect these 
areas. Nearly two-thirds of these growers 
report having converted areas of their 
operations to protected areas, leaving 
these areas as habitat, or investing in 
community initiatives that do this. One 
great example of this is a large wetland 
established by Gold Dust & Walker Farms 
in Oregon.
In fiscal 2022, we will begin to track acres 
enrolled in our almond sustainability 
program that are Bee Friendly Farming 
(BFF) certified. This is possible through 
a partnership between almond suppliers, 
the Almond Board of California, and the 
Pollinator Partnership, the world’s largest 
nonprofit dedicated exclusively to the 
protection and promotion of pollinators 
and their ecosystems. The Pollinator 
Partnership’s BFF program engages 
growers in the promotion of pollinator 
health on their lands. Growers who meet 
six specific criteria can then be certified 
as “bee friendly.” 
Photo courtesy of Truterra, LLC
“
Coming up through the system in Snyder's-Lance, we've 
always been made to feel like [we’re] part of the company. 
And with Campbell buying Snyder's-Lance it's the same 
relationship. We still have that same feeling.”
—Tom Torkelson, President of Torkelson Brothers Incorporated  
and Campbell potato grower-supplier since 1981
44
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Reducing 
Pesticide Risks
The effects of a changing climate and 
weather patterns are already resulting in 
increased pest infestations, which means 
responsible pest management will be 
increasingly important as farmers look 
for new and improved ways to develop 
crop resiliency. Biodiversity—both above 
and below the soil also continues to be 
increasingly threatened. This past year, 
we deepened our ongoing engagement 
with growers and industry experts to 
reduce pesticide risks and strengthen 
Integrated Pest Management (IPM)1 
practices in priority supply chains.
Tomatoes
We partnered with the IPM Institute of 
North America to analyze four years 
of pesticide data in our tomato supply 
chain utilizing their Pesticides Risk Tool 
(PRT). We also piloted The Sustainability 
Consortium’s Responsible Pest 
Management (RPM) measurement tool with 
about half of our tomato growers. Results 
from both assessments were encouraging, 
reflecting our past and ongoing work with 
our growers to mitigate pesticide risks. 
According to RPM results, in assessing 
twelve different strategies driving IPM 
outcomes, our growers followed practices 
benchmarked as “high” performance in 
90% of cases. In fiscal 2022, we will share 
individualized report cards with tomato 
growers that summarize their results, along 
with risk-reduction recommendations from 
the IPM Institute.
Potatoes
In 2020, we joined the Potato Sustainability 
Alliance (PSA), which was co-founded 
by the IPM Institute in 2009 and is now 
an independent consortium of potato 
growers and buyers. In fiscal 2021, we 
surveyed our potato growers using PSA's 
self-assessment tool, which indicated that 
100% of our growers systematically utilized 
pest scouting, sampling, and monitoring 
in their potato fields, and 97% of growers 
were using at least some non-chemical 
pest control practices. We also utilized the 
PRT to establish baseline pesticide risks in 
our potato supply chain. In fiscal 2022 we 
will work with the IPM Institute to assess 
pesticide risk drivers and risk-reduction 
opportunities, and provide individualized 
report cards to growers. 
Wheat 
In fiscal 2021, Truterra began using a 
tool to measure and educate growers on 
IPM practices, based on USDA Natural 
Resources Conservation Service (NRCS) 
guidance. The tool demonstrated that 
100% of Truterra-enrolled growers in the 
Chesapeake Bay use “Basic IPM” methods 
and 93% of Truterra-enrolled growers 
in Ohio use “Basic” or “Minimum” IPM 
methods, which means they’re practicing 
pest scouting, treating fields with 
chemical pesticides only when justified 
by economic thresholds, and minimizing 
chemical drift.
MINIMIZING 
PESTICIDE DRIFT 
Pollinator protection is 
a priority for Campbell. 
Tomatoes are not 
pollinator-dependent, 
and therefore should 
not typically attract 
pollinators. Our PRT 
analysis did indicate 
some potential risk 
exposure to pollinators 
foraging in field borders 
and neighboring fields. 
Fortunately, our RPM 
analysis indicated 
that our tomato 
growers are working 
to minimize pesticide 
drift through routine 
equipment calibration, 
utilizing real-time 
weather information, 
and using technology 
that helps to avoid 
off-target exposure.
Three New Metrics for 
Monitoring Pesticide Risks
For all directly sourced tomatoes and potatoes, we will report 
the following:
1.	 Metrics related to the toxicity of applied pesticide products, based 
on the U.S. Environmental Protection Agency’s (EPA) signal words 
classification. EPA signal words are an indication of the acute 
toxicity of pesticides to nearby animals and nearby humans (i.e., to 
pesticide applicators, other farm workers, or bystanders), through 
different routes of exposure (oral, dermal, and inhalation during and 
immediately after pesticide applications).
2.	Metrics related to the toxicity of applied pesticide products, based 
on the University of California’s Bee Precaution pesticides ratings. 
Bee Precaution ratings are an indication of acute toxicity of pesticides 
to bees and other pollinators, through different routes of exposure 
(contact, oral, and other unspecified routes of exposure).
For wheat farms enrolled in our corporate wheat sustainability 
program, we will report the following: 
3.	Metrics showing the percentage of acres planted to cover crops.  
As an IPM practice that suppresses disease and pest pressures, cover 
crops can reduce the need for chemical pesticides in a field.
1 IPM offers growers a science-based systems approach to 
solving pest problems without solely relying on pesticides and, 
when pesticides are required, helps to minimize risks to human 
and environmental health.
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Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Combating Climate Change

Promoting Sustainable Water Supplies
Food production is a thirsty business, 
which is why we’re working to 
steward this vital resource with our 
growers and suppliers and in our own 
manufacturing facilities.
Since 2010, Campbell has prioritized, 
measured, and set goals around our water 
use. In an effort to make progress on 
the sixth UN SDG Goal, Clean Water and 
Sanitation, we set a goal in 2017 to reduce 
water use by 20% on an absolute basis 
by fiscal 2025 in our own operations and 
achieved a 6% reduction over four years. 
In fiscal 2021, we expanded the scope of 
our water inventory and risk assessment 
beyond our own operations to also look 
at water impacts throughout our entire 
supply chain.
Water Reuse 
in Our Plants
In our Charlotte, North Carolina,  
salty plant where we manufacture  
Cape Cod potato chips, we’ve installed a 
reclamation unit that takes in wastewater 
from potato peels, separates solid 
food waste from the water and then 
recirculates the filtered water to supply 
the end spray-bar system. With three 
peeling machines running for 10 hours 
per day, our freshwater consumption is 
reduced from over 25,000 gallons to 
about 2,250, which equates to more than 
five million gallons of freshwater savings 
per year. Also, with more than a ton of 
solid food prevented from entering the 
wastewater, we’re further reducing our 
wastewater treatment costs.
SDGs Supported:
Total Water Withdrawn
(cubic meters)
2017
2018
2019
2020
2021
22,800,911
21,835,395
20,772,388
21,248,755
21,477,982
Reduce our water use 20% by fiscal 
2025 over our fiscal 2017 baseline
Goal
Photo courtesy of Harris Woolf Almonds, Campbell almond supplier
46
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Promoting Sustainable Water Supplies

Assessing Our 
Water Stewardship 
and Risks 
With increasingly erratic weather and 
rainfall patterns resulting from climate 
change, along with resource depletion, 
it is important that we understand risks 
to our supply chain, including water risk.  
In fiscal 2021, Campbell completed a 
water inventory and risk assessment of 
its direct operations and supply chain 
using the World Resources Institute’s 
Aqueduct Water Risk Atlas (Aqueduct) 
and the World Wildlife Fund’s Water Risk 
Filter (WRF).
Our Operations
Twenty Campbell facilities, representing 
93% of water consumed by our direct 
operations, were identified as having 
basin-level water risk, which is a measure 
of the severity and likelihood of water 
challenges at the basin-level. 
According to the risk modeling tools used 
in our analysis, these direct operations 
were identified as experiencing extremely 
high or high:
•	Current basin water risk;
•	Current water stress levels;
•	Interannual variability, seasonal 
variability, drought, or flood risk; and/or
•	Water quality risk.
These basin water risks were evaluated 
in conjunction with facility-level water 
withdrawals and criticality to the 
business to determine basin-level water 
risk to Campbell. To further assess and 
understand these potential risks to our 
own operations, we asked environmental 
subject matter experts at these sites to 
complete a detailed survey to better 
understand water risks they may 
be currently experiencing and what 
management practices they have in place. 
Our Supply Chain 
We also quantified water use upstream 
of our operations using water footprint 
factors from Hoekstra and life cycle 
impact assessments to estimate water 
consumption. The water footprint 
estimate identified 20 priority ingredients 
and packaging materials based on 
criticality to the business, amount 
spent, amount purchased in weight, 
water consumption, and water stress. 
Suppliers of these 20 primary inputs 
were surveyed to supplement the water 
footprint estimates with primary data, 
and a basin-level water risk assessment 
was completed. Similar to the water risk 
assessment completed for our direct 
operations, Campbell also leveraged 
results from Aqueduct and the WRF to 
assess basin-level inherent water risk 
in our supply chain based on a mix of 
water risk indicators, water consumption, 
and criticality to the business. Over 100 
suppliers representing 56% of supply 
chain (ingredient and packaging) water 
consumption and 32% of Campbell spend, 
sourced from ~30 watersheds, were 
identified as having basin-level water risk.
The water inventory and risk assessment 
lay the foundation for further goal 
setting, work to mitigate future water 
and business continuity risks, and 
engagement by Campbell in collective 
work to address shared water challenges 
in priority watersheds.
47
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Promoting Sustainable Water Supplies

Priority Watersheds and Regions
Key Direct Operations  
Water Risk Metrics
Campbell has 20 facilities, located in 
7 unique watersheds, with basin-level 
water risk. This represents 89% 
of water withdrawals and 93% of 
water consumption.
1% of Campbell water withdrawals are 
from water stressed areas*
31% of facilities are located in areas of 
high or extremely high water quality risks
Key Supply Chain  
Water Risk Metrics
12% of supply chain sourcing areas, 
located in ~30 watersheds, have 
basin-level water risk. This represents 
over 100 suppliers and accounts for 56% 
of water consumption, 32% of spend 
and 20% of mass.
58% of supply chain water consumption is 
from water stressed areas*
44% of supply chain sourcing areas have 
high or extremely high water quality risks
Campbell 
Operations
Campbell 
Suppliers
* This is based only on Aqueduct baseline water stress
48
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Promoting Sustainable Water Supplies

Working to Eliminate Waste
50% 
reduction
by FY2030
Food Waste 
Generated* 
(metric tons)
2017
2018
2019
2020
2021
33,958
23,622
21,852
29,120
27,466
19%
decrease since FY2017
We are accelerating efforts to  
reduce waste on the farms where  
our ingredients are grown, in the  
plants where our food is made,  
and with communities who benefit  
from Campbell products.
Since fiscal 2017, Campbell’s waste 
efficiency has improved. We have 
generated less total waste, while 
producing more food to meet consumer 
demand. In that same period, we have 
made progress towards our food waste 
goal, reducing food waste by 19%.
Campbell also has a goal to reduce 
the amount of waste sent to landfills 
by 25% on an absolute basis by fiscal 
2025. Our progress towards that goal 
has been impacted over the last three 
years, resulting in an increase of waste 
to landfill from 1% of our waste to 1.66% 
of our waste since fiscal 2017 (a 66% 
increase). Key drivers include: changes 
in federal regulations that impacted our 
ability to divert certain waste streams 
to animal feed; increases in production; 
delayed repairs to recycling equipment 
at our plants; alternative disposal plant 
closures; cost of alternative disposal 
options; COVID-related turnover 
impacting waste management behaviors; 
and finished product losses.
We are intensifying our focus to address 
these challenges, including by hiring 
an external waste expert to identify 
alternative disposal options and by 
increasing employee training to improve 
waste separation at our plants.
Systems-Based 
Approach to 
Reducing Food Waste
The U.S. generates about 60 million 
metric tons of food waste annually.4 
More than half of it ends up in municipal 
landfills and one-third of all the 
food produced in the world is never 
consumed. The production of all that 
uneaten food wastes valuable resources 
like water, energy and farmland. The 
decomposing food that ends up in 
landfills contributes to the release of 
greenhouse gases including methane, 
which contributes to climate change. 
Meanwhile, during 20205 more than 
60 million people in the United States 
experienced food insecurity.
4	 https://www.epa.gov/sites/default/files/2020-11/documents/2018_wasted_food_report.pdf
5	 https://www.feedingamerica.org/hunger-in-america
*	 Campbell defines its food waste commitment in accordance with SDG 12.3. As such, we exclude animal feed 
and biomaterial processing from the scope of our goal.
Partnerships 
Help Reduce 
Food Waste
Through a partnership with 
Spoiler Alert, a digital platform 
that helps food companies 
more efficiently sell and donate 
products that would otherwise 
go to waste, Campbell has more 
than doubled its food donations 
and reduced discards by 14% 
since 2019.
Reduce food waste by 50%  
on an absolute basis by fiscal 2030,  
as compared to fiscal 2017
Goal
Food Waste by Destination 
(FY2021 metric tons)
Animal Feed
Aerobic Digestion 
Landﬁll
Land Application
Anaerobic Digestion
Biomaterial Processing
Controlled Combustion
67,359
13,673
9,719
2,327
1,375
809
372
SDGs Supported:
Campbell is taking a systems-based 
approach to manage food waste—
reducing the amount of surplus food we 
produce, eliminating waste in processing, 
and ensuring that extra food we make is 
donated to food banks, soup kitchens, 
and shelters.
49
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Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Working to Eliminate Waste

Reducing Food Loss on Farms Pilot
In addition to reducing waste during processing, we’re also taking steps to understand 
food loss on farms. In fiscal 2021, Campbell joined a pilot project designed to provide 
farmers and food companies with data on crops left behind after harvest, along 
with information needed to reduce loss and increase efficiency and profitability. 
The food loss metric tool was developed through the Stewardship Index for Specialty 
Crops (SISC), led by SISC member World Wildlife Fund, and Dr. Lisa Johnson. 
We tested this tool with one of our tomato growers, and obtained encouraging results 
indicating that 99% of the crop was used. We are exploring use of this metric tool to 
further measure and reduce loss for other crops.
Chip Bag Project
Founded in Detroit, Michigan in 2020, the Chip Bag Project (CBP) is 
working to bridge sustainability with social justice by upcycling used 
foil-lined packaging like chip bags. Because chip bags are not currently 
recyclable, the unused films typically wind up in landfills. This year, our 
Salty Plant in Charlotte, North Carolina, donated nine pallets of unused 
chip bag packaging, diverting nearly 122,000 chip bags from landfill, 
which was enough material for the CBP to make over 11,000 sleeping 
bags for those in need. We are now identifying other opportunities 
across the network to divert chip bag waste to this organization.
2021 Waste Reduction Highlights
Diverting Waste from Landfill 
In our largest plant in Napoleon, Ohio, 
we send food waste to animal feed and 
we have been working with a partner for 
many years to depackage final products 
that don't meet specifications and recycle 
the packaging and food waste. In fiscal 
2021, we identified a new partner who is 
helping us to divert additional product 
that is packaged in glass jars to a center 
that recycles the glass and composts the 
food waste, which is then converted into 
a soil amendment. 
Feeding People in Need
The team at our Charlotte, North Carolina, 
site is tackling food waste through food 
bank donations. This past fiscal year, 
the team donated 872 pounds of food 
to Pineville Neighbor’s Place. In the 
community of Pineville, approximately 
21% of the population lives at or 
below the poverty level, so our plant’s 
donation—enough to provide 726 meals—
not only helps to reduce food waste but 
also feeds people who are food insecure.
Repurposing Potatoes
In fiscal 2021, our Procurement team 
worked with suppliers and several 
Campbell plants to repurpose potatoes 
and reduce food waste. We have different 
specifications for soup potatoes versus 
those that go into our potato chips. For 
example, potatoes used for chips must 
meet particular size specifications, while 
there is a much wider range of sizes used 
for our soups. The team sent potatoes 
that did not meet our specifications for 
chips to our plants in Maxton, North 
Carolina, and Napoleon, Ohio, to be used 
in our soups. This simple solution helped 
us meet the increased soup demand 
during COVID-19.
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Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Working to Eliminate Waste

Improving Circularity in Packaging
Recyclable, 
by weight
Non-Recyclable
95% 
5%
By improving the design and recyclability 
of our packaging, we’re reducing our 
environmental footprint and contributing 
to a circular economy.
Packaging plays an important role in 
ensuring our products are safe and 
maintain their shelf life. The production 
of food packaging though can be highly 
resource-intensive, requiring an enormous 
amount of energy, water, and materials. 
Packaging in general is a leading source 
of waste after a product is consumed. 
Campbell takes a multi-pronged 
approach to improving the circularity of 
packaging—innovating packaging design, 
using more recycled material, and making 
it easier for consumers to recycle 
after use.
After two years of extensive consultation 
with industry groups, investors, and 
customers, in May 2020 we announced 
our four new packaging sustainability 
goals, which address all phases of the 
packaging life cycle, from sourcing 
to end-of-life. In fiscal 2021 we made 
progress on our goals through the 
transition to more recyclable packaging, 
bottle redesigns that require less 
plastic, driving increases in recycling 
rates through on-pack labeling, and 
working with industry peers to expand 
recycling infrastructure.
Percent of Post-Consumer Recycled (PCR) 
Content by Packaging Material Type
Aluminum
Corrugate
Glass
Steel
Plastic
 
35%
38%
70%
35%
0%
Scope: Entire portfolio, on average
Packaging Recyclability, FY2021
Total
471,221
metric 
tons
“
We know how important sustainable 
packaging is to our consumers, our customers, 
our employees, and the environment, and 
we're proud of the progress we're making.”
—David Porter, Senior Director of R&D Packaging Strategy
SDGs Supported:
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Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Improving Circularity in Packaging

V8 Bottles Redesigned 
to Reduce Plastic
After two years in development, Campbell announced the re-design 
of our multi-serve V8 bottle. By reducing the size of the bottle 
opening, we are able to maintain a great consumer experience while 
reducing the amount of plastic used in the manufacturing process. 
Production began in August 2021, and the projected savings will 
be about 2.5 million pounds of plastic per year—12% of total plastic 
packaging used for our multi-serve portfolio.
Using Less Packaging
of our packaging by weight 
is recyclable
95%
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Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Improving Circularity in Packaging

Encouraging 
Recycling
The successful shift to a circular economy 
depends on active consumer participation 
in recycling. Campbell is working to 
advance this through consumer education 
using the How2Recycle label, along with 
industry collaborations and investments 
to expand access to recycling.
Educating Consumers 
with How2Recycle 
The How2Recycle labeling system, 
developed by the Sustainable Packaging 
Coalition (SPC), is a standardized way of 
making recycling easy and accessible to 
consumers. In fiscal 2021, we reviewed 
all our packaging to identify additional 
opportunities for using the How2Recycle 
label across our brands. With about 
70% of our portfolio currently labeled, our 
goal is to include the How2Recycle tile on 
100% of our packaging by the end  
of 2022.
Portfolio with How2Recycle label on pack (%)
71%
Meals & Beverages
70%
Snacks
To help our consumers better understand which 
packages are recyclable and how to recycle 
correctly, we feature How2Recycle instructions on 
brand packaging.
Pepperidge Farm Packaging 
Now Recyclable
Campbell’s signature paper bags, used to 
package Pepperidge Farm and Farmhouse 
cookies and Goldfish crackers, are now 
fully recyclable. 
While the packaging had been 
considered non-recyclable because of 
its thin plastic coating and multi-layer 
structure, this year Campbell worked 
with Western Michigan University to 
conduct pulpability and recyclability 
studies which determined that the paper 
we’re using could in fact be recycled 
because the amount of plastic coating 
is very small and can be removed in the 
pulping process. Beyond the engagement 
with Western Michigan University, the 
Campbell team consulted many partners 
to gain alignment on the recyclability of 
our signature bags, including Institute 
of Scrap Recycling, The Carton Council, 
and How2Recycle. The How2Recycle tile 
will be updated on packaging starting 
in 2022 to denote that the packaging is 
now recyclable.
Industry Partnerships 
Expand Access to Recycling
In 2020 we became proud funders of 
The Recycling Partnership, supporting its 
mission to drive measurable improvements 
in recycling and modernize the U.S. 
residential recycling system. Through July 
2021, The Recycling Partnership, with the 
support of its members, has: 
•	 supported more than 2,200 communities
•	reached over 100 million households
•	placed more than one million residential 
recycling carts
•	diverted more than 480 million pounds 
of recyclable packaging from landfill 
•	avoided 479,000 metric tons CO2e
Campbell sits on two coalitions: The Film 
& Flexibles Coalition which works to 
identify and scale ways to collect more 
film and flexible packaging, and the 
Polypropylene Recycling Coalition which 
works to increase both the access for 
people to recycle polypropylene through 
curbside recycling and the reuse of 
recycled polypropylene in packaging. 
The Polypropylene Recycling Coalition 
distributed nearly $1 million in grants to 
municipalities, material recovery facilities 
(MRFs) and others in order to advance 
polypropylene recycling in the U.S. 
Around 60% of people in the U.S. have 
access to infrastructure that allows them 
to recycle polypropylene. Because of 
business interest and commitment to 
increase the collection and sorting of 
recyclable polypropylene, the Coalition is 
providing grants to MRFs to boost sorting 
of polypropylene and support targeted 
consumer education around what is 
and is not accepted in their curbside 
recycling. Once all grants committed 
through 2021 have the associated 
equipment installed and operational, it is 
estimated that curbside acceptance of 
polypropylene will increase by nearly six 
percent across the country. 
About 300 million Pepperidge Farm and Goldfish bags—
equivalent to about 10 million pounds of packaging—can now 
be recycled each year. That’s equivalent to the weight of 
about 25 Boeing 747s.
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Appendix
Governance and Ethics
Healthy Environment
Combating Climate Change
Promoting Sustainable Water Supplies
Working to Eliminate Waste
Improving Circularity in Packaging
Improving Circularity in Packaging

IN THIS SECTION:
ESG Governance Structure 
Board Diversity 
Code of Conduct 
 
Risk Management 
Governance 
and Ethics
Campbell’s corporate compliance and ethics program, Winning With Integrity, 
reflects our conviction that conducting business in compliance with the law and 
the highest standards of ethics is essential to our company’s success. These 
principles are embedded in our Code of Business Conduct and Ethics. We also 
take seriously our commitment to corporate responsibility and increasingly 
integrate ESG into our overall risk management and governance practices.
We are proud to be ranked one of America’s Most Responsible Companies by 
Newsweek, one of the 100 Most Just Companies by JUST Capital, and to be 
included on the Bloomberg Gender-Equality Index. These and other recognitions 
validate our strategy and inspire us to do more.
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Governance and Ethics

ESG Governance Structure
In fiscal 2021, oversight of Environmental, 
Social and Governance (ESG) activities 
continued to be managed by the 
Governance Committee of the Board 
of Directors and is reflected in the 
Committee’s Charter. The Committee 
takes 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:
SDG Supported:
“
At the heart of 
Campbell is an 
unyielding emphasis 
on our purpose: 
Connecting people 
through food they 
love. As our world 
was transformed by 
the events of the past 
18 months, nurturing 
those connections 
became more 
important than ever.”
—Keith R. McLoughlin,  
Chair of the Board
Board of Directors
Oversight of ESG activities is managed by the Governance Committee of the Board 
who oversees Campbell’s ESG strategy and reporting.
Corporate Responsibility 
and Sustainability Team
Supports Campbell’s ESG strategy and is directly accountable for Campbell’s 
environmental strategy.
Corporate 
Leadership Team
With the primary focus of our Executive Vice President, General Counsel and Chief 
Sustainability, Corporate Responsibility and Governance Officer who oversees ESG; 
Executive Vice President and Chief Supply Chain Officer who oversees supply chain 
sustainability; and Executive Vice President, Chief R&D and Innovation Officer who 
oversees food innovation and packaging sustainability initiatives.
Chief Executive Officer
Provides executive direction on ESG strategy.
Sustainability 
Steering Committee
Senior leaders from operating divisions, supply chain, corporate responsibility and 
sustainability, manufacturing, and research and development who meet bi-monthly 
to drive decision making, accountability, and ownership of specific ESG initiatives 
focused on operational and supply chain sustainability.
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Governance and Ethics
Governance and Ethics
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
ESG Governance Structure

4
Women
Composition of the Board of Directors*
Gender Diversity
3
Over
10 years
1
6-10 years
8
0-5
years
5
60s
2
70s
2
40s
3
50s
9
Men
3
Ethnically
Diverse
1
Non-
independent
12
Independent
Ethnic Diversity
Tenure of Independent Directors
Age of Independent Directors 
Independence
60.75
Years 
Average 
Age
9.28
Years 
Average 
Tenure
Board Diversity
Campbell’s Board of Directors includes 
13 board members, four of whom 
are women. 
The Forum of Executive Women named 
Campbell as a Champion of Board 
Diversity for having more than 30 percent 
of our Board include women. Founded 
in 1977, the forum works to increase the 
number of women in leadership roles, 
expand their impact and influence, and 
position them to drive positive change in 
the Greater Philadelphia Region.
31 %
of our Board of Directors 
are women
SDG Supported:
Sarah Hofstetter, Board Director
*Information as of December 1, 2021.
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Governance and Ethics
Governance and Ethics
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Board Diversity

Code of Conduct
CAMPBELL’S  
INTEGRITY HOTLINE
If an employee is 
concerned about 
improper, unlawful, or 
unethical conduct and 
feels uncomfortable 
about bringing it to the 
attention of another 
employee, they may 
contact the Campbell 
Integrity Hotline 
at 800-210-2173 
or at campbellsoup.
ethicspoint.com. 
The hotline operates 
24 hours a day, with 
translation services 
available at all times.
CODE OF BUSINESS CONDUCT AND ETHICS
SDGs Supported:
Conducting business according to the 
highest ethical standards and moral 
principles has been a company strength 
for more than 150 years. Our compliance 
program—known throughout the 
company as Winning With Integrity—
reflects this core commitment, and our 
Code of Business Conduct and Ethics 
is the keystone of this program.
As reflected in our Code—available in 
English, French, and Spanish on our 
website—employees share responsibility 
for ensuring we are winning with integrity 
every day, through each and every action, 
whether in the marketplace, workplace, 
or community.
The Code outlines our company’s basic 
standards and expectations, highlights 
important policies, and summarizes 
fundamental legal requirements that 
employees must follow. 
The Code was approved by the CEO 
and the Board of Directors and applies 
to all employees. Campbell’s Legal 
Department is responsible for maintaining 
and administering the Winning With 
Integrity program. The Vice President, 
Deputy General Counsel & Head of 
Corporate Compliance and Ethics has 
overall responsibility for the direction and 
administration of the program and has 
direct access to the Chair of the Audit 
Committee of the Board of Directors for 
all compliance-related matters. A full 
report on the program is presented to the 
Audit Committee on an annual basis.
Upon joining Campbell, employees are 
provided access to and trained about 
the Code of Business Conduct and 
Ethics, which outlines the Company’s 
expectations of every employee. The 
Code is available on both internal and 
external websites, and posters are 
displayed on bulletin boards throughout 
our plants reminding employees to always 
act with integrity and to report any 
concerns about improper, unethical, or 
unlawful conduct. Live and online training 
sessions on Code compliance are offered 
to employees throughout the year.
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Governance and Ethics
Governance and Ethics
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Code of Conduct

The Code of Business Conduct 
and Ethics Asks Employees to…
1.	Be empowered. Take responsibility, exercise initiative and 
judgment, and make decisions as required. 
2.	Act in a professional, safe, and ethical manner that is consistent 
with our corporate values. 
3.	Be familiar with the information contained in the Code and in 
Company policies. Pay particular attention to the policies that 
pertain to an individual’s job responsibilities. 
4.	Promptly report concerns about possible violations of laws, 
regulations, the Code, or our policies to a supervisor or another 
resource listed. Seek guidance for questions. 
5.	Fully and truthfully cooperate when responding to an investigation 
or audit. 
6.	Remember: business pressure or demands are never an excuse for 
violating the law, Company policies, or the Code.
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Governance and Ethics
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Code of Conduct

ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Customer Satisfaction
Risk Management
Customer 
Satisfaction
Even while operating in a 
highly challenging and dynamic 
marketplace, Campbell was able 
to strengthen its relationships with 
key customers, through frequent 
and transparent communications. 
In Kantar’s annual PoweRanking® 
industry benchmarking report, 
which identifies manufacturers 
and retailers that set the standard 
of performance as ranked by their 
trading partners, Campbell improved 
its position with retail customers, 
moving up from 27 to 25. Campbell’s 
Kantar results indicate significant 
improvement in supply chain 
management, shopper marketing, 
and the use of digital platforms. The 
sales teams continue to pilot new 
technology platforms to improve 
efficiency and further support the 
company’s customers.
Enterprise risk management (ERM) is an 
integral part of our business processes. 
Campbell’s ERM process aims to identify 
and manage enterprise-wide risks facing 
the company. Senior management is 
primarily responsible for establishing 
policies and procedures designed 
to identify, assess, and manage the 
Company’s significant risks. We have an 
ERM steering committee, comprised of 
the members of our Campbell Leadership 
Team and supported by other executives 
with subject-matter expertise, that 
provides oversight of enterprise risks 
and our processes to identify, measure, 
monitor, and manage these risks.
One way that risks are evaluated is 
through an annual survey of about 
60 leaders and subject matter experts 
across the company. We assess business 
risks on several dimensions and create 
a risk profile based on likelihood of 
occurrence, impact to the business, and 
existing capabilities to address the risk. 
The ERM process is managed by the 
Vice President- Corporate Audit, who 
reports to the Audit Committee of the 
Board of Directors. The risk management 
process is reviewed with the Audit 
Committee annually and enterprise risk 
profiles and related action plans for the 
most critical risks are reviewed with the 
Board of Directors, with periodic updates 
as needed. 
Our top ESG risks are fully embedded 
within our ERM process. In fiscal 2021, 
additional ESG risk factors were included 
in our ERM survey beyond the five that 
were included the prior year. Once again, 
two were included within the top 10: 
supply chain resiliency and commodity 
availability, and crisis management.
SDG Supported:
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Healthy Environment
Appendix
Governance and Ethics
Governance and Ethics
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Risk Management

IN THIS SECTION:
Scorecard 
Materiality 
Stakeholder Engagement 
Indices 
GRI Index 
SASB Index 
UN Global Compact 
United Nations Sustainable Development Goals (SDGs) 
TCFD 
Appendix
60
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Governance and Ethics

Scorecard
Trusted Food
FY2017
FY2018
FY2019
FY2020
FY2021
Nutrition
Total Products with Reduced Negative Nutrients 
(revenue in millions)
$6,115 
$6,096 
$7,102 
$7,724 
$7,476
Total Products with Reduced Negative Nutrients 
(revenue/total revenue)
59%
59%
68%
70%
72%
Total Products with Increased Positive Nutrients 
(revenue in millions)
$3,250 
$3,145 
$2,751 
$3,232 
$3,132
Total Products with Increased Positive Nutrients 
(revenue/total revenue)
32%
30%
26%
29%
30%
% of Products and Sales Are From Our Nutrition 
Focused Foods
56% of products, 
representing 52% 
of sales
% of M&B Products Provide at Least a Half 
Serving of Vegetables
45%
% of Snacks Products Provide <200 Calories  
Per Serving
88%
Average Cost of Nutrition Focused Foods (NFF) 
Per Serving, Compared to Entire Portfolio
$0.62 (NFF), 
$0.65 (overall 
portfolio average) 
% of M&B Products that Meet at Least One 
Federal Nutrition Program Criteria
71%
% of M&B Family Meal Recipes that Cost $3 or 
Less Per Serving
53%
% of Portfolio that Meet Our Nutrition Guidelines 
for Product Development
69% of products, 
representing 65% 
of sales
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Scorecard
Materiality
Stakeholder Engagement
Indices
Scorecard

Vibrant Communities
FY2017
FY2018
FY2019
FY2020
FY2021
Community
Total Giving (USD in millions)
$61.9 
$54.4 
$64.2 
	
$55.9
$54.2
In-Kind Giving
$53.2
$49.5
$59.9
	
$49.3
$48.8 
Foundation Giving
$2.2
$2.1
$1.9
$1.8
$3.1 
Corporate Contributions
$2.0
$1.8
$2.4
$4.9
$2.3 
Employee Volunteer Hours
12,200
10,350
10,500
 6,075
6,281
Residents with Increased Food Access1
49,6402
49,640
Residents Provided with Nutrition Education1
18,5033
23,061
School Food Investment1
$865,0004
$1,915,800
% Campbell Employees Engaged1
11%
21%
Traditional and Skills-based  
Employee Volunteer Hours1
6,075
12,356
Trusted Food
FY2017
FY2018
FY2019
FY2020
FY2021
Animal Welfare
Cage-Free Eggs
12%
16%
11%
10%
11%
Gestation Crate-Free Pork
21%
57%
18%
16%
17%
Higher Broiler Chicken Welfare
Litter: 13% 
Enrichments: 13%
Global Animal Partnership (GAP) Step 2  
Chicken for Pacific Foods
75%
76%
Roundtable on Sustainable Palm Oil (RSPO) 
Certified Palm Oil
100%
100% for Campbell, 
Still Integrating 
Snyder's-Lance
100% for Campbell 
Legacy Brands; 0.33% for 
Snyder’s-Lance Brands
100% for Campbell 
Legacy Brands; <1% for 
Snyder's-Lance Brands
100%
Scorecard
1 This data is cumulative.
2 We restated our progress for FY2020 to reflect our 
new measurement approach as of FY2021. This new 
measurement captures people reached through our healthy 
corner store work, which has remained stable throughout 
FY2020 and FY2021. This is why the metric is the same for 
both years.
3 FY2020 data was restated because of improved  
data accuracy.
4 FY2020 data has been restated due to reporting CY2020 
data instead of FY2020 data last year.
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Indices
Scorecard

Scorecard
Vibrant Communities
FY2017
FY2018
FY2019
FY2020
FY2021
Responsible Sourcing1
Priority Raw Materials Responsibly Sourced
83%
92%
99%
Responsibly Sourced by Priority Raw Material
Almonds
86%
100%
Cashews
1%
100%
Cheese
21%
100%
Chicken
64%
100%
Chocolate
0%
99.8%
Palm Oil
19%
100%
Paper Packaging
91%
100%
Potatoes
92%
100%
Tomatoes
98%
94%
Wheat
97%
99.7%
1 Responsibly sourced means the supplier has:
• Acknowledged compliance to and signed Campbell’s 
Responsible Sourcing Code.
• Disclosed country of origin and has undergone a SMETA 
audit if the country of origin is high risk according to the 
World Bank and/or the supplier is deemed high risk. (High 
risk may be defined as supplier facing negative public 
attention, a third-party investigation and/or Campbell 
organizational focus.)
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Materiality
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Indices
Scorecard

Vibrant Communities
FY2017
FY2018
FY2019
FY2020
FY2021
Responsible Sourcing
Priority Raw Materials Traceable to Country 
of Origin
89%
93%
100%
Traceable to Country of Origin by Priority Raw Material
Almonds
86%
100%
Cashews
98%
100%
Cheese
21%
100%
Chicken
72%
100%
Chocolate
100%
100%
Palm Oil
99%
100%
Paper Packaging
91%
100%
Potatoes
92%
100%
Tomatoes
98%
100%
Wheat
97%
100%
Scorecard
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Governance and Ethics
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Materiality
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Indices
Scorecard

Thriving People
FY2017
FY2018
FY2019
FY2020
FY2021
Occupational Health and Safety
Total Reportable Incident Rate  
(TRIR)/200,000 Hours
1.37
1.67
1.43
1.21
1.11
Lost Time Incident Rate  
(LTIR)/200,000 Hours
0.2
0.39
0.27
0.24
0.17
Employee Fatalities
0
1
0
0
1
Environmental Notice of Violations (NOVs)
5
4
5
9
6
Environmental Fines (USD)
$7,100 
$4,450 
$2,600 
$0 
$1,600
Workplace Diversity and Benefits
Women in Global Workforce (%)
43%
42%
42%
41%
40%
Women in Management (%)
43%
43%
41%
42%
41%
Women on the Board of Directors (%)
33%
33%
33%
33%
31%
Tuition Assistance Paid (USD in millions)
$0.80 
$0.89 
$0.96 
$0.35 
$0.90 
Scorecard
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Indices
Scorecard

Healthy Environment
FY2017
FY2018
FY2019
FY2020
FY2021
Energy Use
Electricity Use (mmbtu)
 1,994,463 
 1,942,019 
 1,929,600 
 2,046,158 
 2,193,267 
Fuel Use (mmbtu)
 8,046,984 
 8,340,258 
 8,189,545 
 8,562,372 
 8,399,192 
Total Energy Use (mmbtu)
 10,041,447 
 10,282,277 
 10,119,145 
 10,608,530 
 10,592,459 
Energy Intensity  
(mmbtu/metric ton of food produced)
3.03
 3.05 
3.14
 3.14 
 3.09 
Renewable Energy Generated (kWh) for the Grid
 31,873,837 
 34,722,775 
 54,650,697 
 59,189,926 
 57,464,172 
Percent Renewable of Total Electricity Use
6%
6%
10%
10%
9%
Greenhouse Gas Emissions
Total Emissions
Location-based GHG Emissions  
(metric tons CO2e)
 687,420 
 693,876 
 649,134 
721,389
687,523
Market-based GHG Emissions (metric tons CO2e)
 722,200 
666,580
Location-based GHG Intensity  
(metric tons CO2e/metric ton of food produced)
0.21
0.21
0.20
0.20
0.20
Market-based GHG Intensity  
(metric tons CO2e/metric ton of food produced)
0.19
Scope 1 (metric tons CO2e)
Location-based Direct (Scope 1) Emissions
 427,564 
 443,186 
 434,869 
 469,912 
465,257
Scope 2 (metric tons CO2e)
Location-based Indirect (Scope 2) Emissions
 259,856 
 250,690 
 214,265 
 251,477 
 222,266 
Market-based Indirect (Scope 2) Emissions
 252,288 
 201,323 
Scorecard
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Indices
Scorecard

Healthy Environment
FY2017
FY2018
FY2019
FY2020
FY2021
Scope 3 (metric tons CO2e)
Total Indirect (Scope 3) Emissions
6,253,5142
6,255,790
Scope 3: Category 1 
Purchased Goods and Services
4,222,8492
4,195,581
Scope 3: Category 2 
Capital Goods
69,605
70,424
Scope 3: Category 3 
Fuel- and Energy-related Activities
102,522
114,625
Scope 3: Category 4 
Upstream Transportation and Distribution
995,780
940,600
Scope 3: Category 5 
Waste Generated in Operations
144,253
145,808
Scope 3: Category 6 
Business Travel
5,986
1,133
Scope 3: Category 7 
Employee Commuting
23,395
23,359
Scope 3: Category 8 
Upstream Leased Assets
Not relevant,  
not calculated
Not relevant,  
not calculated
Scope 3: Category 9 
Downstream Transportation and Distribution
417,303
490,021
Scope 3: Category 10 
Processing of Sold Products
Not relevant,  
not calculated
Not relevant,  
not calculated
Scope 3: Category 11 
Use of Sold Products
Not relevant,  
not calculated
Not relevant,  
not calculated
Scope 3: Category 12 
End-of-Life Treatment of Sold Products
230,598
233,585
Scope 3: Category 13 
Downstream Leased Assets
41,222
40,654
Scope 3: Category 14 
Franchises
Not Relevant, 
Not Calculated
Not relevant,  
not calculated
Scope 3: Category 15 
Investments
Not relevant,  
not calculated
Not relevant, 
 not calculated
Scorecard
2 In FY2021, Campbell restated FY2020 Purchased Goods 
and Services estimated emissions to incorporate more 
weight-based, rather than spend-based, estimates, thereby 
improving accuracy.
67
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Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Scorecard

Healthy Environment
FY2017
FY2018
FY2019
FY2020
FY2021
Sustainable Agriculture
% by Volume Engaged in Sustainable Ag Program
Almonds
N/A
N/A
0%
3%
Cashews
N/A
N/A
0%
1%
Potatoes
0%
0%
0%
100%
Tomatoes
87%
90%
83%
83%
Wheat
3%
8%
19%
29%
Water Use
Total Water Withdrawn (m3)
 22,800,911 
 21,835,395 
 20,772,388 
 21,248,755 
 21,477,982 
Total Water Discharged (m3)
19,434,056
Total Water Consumed (m3)
2,043,926
Water Intensity  
(m3/metric ton of food produced)
6.87
6.47
6.45
6.45
6.26
Scorecard
68
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Governance and Ethics
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Stakeholder Engagement
Indices
Scorecard

Healthy Environment
FY2017
FY2018
FY2019
FY2020
FY2021
Waste Generation
Total Waste Generated (metric tons)
183,436
174,824
 173,340 
 178,333 
171,636
Waste to Landfill (metric tons)
33,184
30,573
 32,584 
 39,386 
55,033
Waste to Incineration/Controlled Combustion 
(metric tons)
1,500
1,457
 1,849 
 2,924 
2,588
Waste Recycled (metric tons)
37,974
39,686
 30,530 
 42,674 
28,473
Food Waste Diverted to Other Destinations 
(metric tons)
110,778
103,108
 108,377 
 93,349 
85,542
Total Waste Diverted from Landfill (metric tons)
150,252
144,251
 140,756 
 138,947 
116,603
Landfill Diversion Rate (%)
82%
83%
81%
78%
68%
Total Waste Intensity  
(metric tons of waste generated/metric ton 
of food produced)
0.06
0.05
0.05
0.05
0.05
Hazardous Waste Generated (metric tons)
15
34
 41 
 13
13
Food Waste Generated (metric tons)4
 33,958 
 23,622 
 21,852 
 29,120 
27,466
Total Food Waste (metric tons)
 111,450 
 105,069 
 94,978 
 101,099 
95,634
Food Waste to Animal Feed
 70,481 
 74,175 
 66,665 
 65,659 
67,359
Food Waste to Aerobic Digestion
 10,399 
 11,600 
 12,394 
 11,741 
13,673
Food Waste to Biomaterial Processing
 7,308 
 7,246 
 3,999 
 7,716 
809
Food Waste to Landfill
 3,250 
 2,872 
 2,857 
 5,081 
9,719
Food Waste to Land Application
 7,011 
 7,273 
 6,461 
 6,320 
2,327
Food Waste to Anaerobic Digestion
 12,842 
 1,765 
 2,427 
 4,548 
 1,375 
Food Waste to Controlled Combustion
 160 
 139 
 175 
 34 
372
Scorecard
3 In FY2021, some items previously classified as hazardous 
were determined to be non-hazardous and recategorized 
appropriately, resulting in a significantly lower tonnage for 
hazardous waste.
4 Campbell defines its food waste commitment in 
accordance with SDG 12.3. As such, we exclude animal feed 
and biomaterial processing from the scope of our goal. 
This metric specifically measures the food waste categories 
included in our goal.
69
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Scorecard

Healthy Environment
FY2017
FY2018
FY2019
FY2020
FY2021
Packaging
Recyclability of Portfolio, by Weight
91%
95%
Post-consumer Recycled (PCR) Content, 
by Packaging Type5
Aluminum: 70% 
Corrugate: 38% 
Glass: 35% 
Steel: 35% 
Plastic: 0%
Aluminum: 70% 
Corrugate: 38% 
Glass: 35% 
Steel: 35% 
Plastic: 0%
Portfolio with How2Recycle Label on Pack (%)
Establishing Baseline
M&B: 71% 
Snacks: 70%
Industry Partnerships 
Joined The Recycling 
Partnership
Renewed The Recycling 
Partnership, Sustainable 
Packaging Coalition, 
The Association of 
Plastic Recyclers, 
and Consumer Brands 
Association. Joined 
AMERIPEN.
Scorecard
5 Scope: Entire portfolio, on average
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Stakeholder Engagement
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Scorecard

Materiality
6
6	 Please see our cautionary note on the term materiality.
Step 3: Validate – The results of the assessment 
were shared with key internal stakeholders and 
were validated against the results of the research. 
The results are shared here 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 2019, 
including two of the newly added issues ranking in  
the top six.
Step 4: Manage Issues – For those issues that are 
most important to Campbell’s business and to our 
stakeholders, we identify an owner across the business 
for each issue area and develop 3-year strategic 
plans outlining actions needed to manage the issue. 
We have commitments that we track against, some 
external and some only internal, and we report our 
progress twice per year to the senior leadership 
team and the Governance Committee of the Board 
of Directors. Each year, we update our ESG strategic 
plans so that we always have a 3-year roadmap. 
Responsibility for making progress on ESG issues 
depends on many teams across the company and we 
work collaboratively to hold ourselves accountable to 
our plans, share updates across the organization, and 
communicate opportunities with relevant teams to 
accelerate positive impact.
Corporate responsibility 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 2021, we conducted an 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 multi-step assessment process.
Step 1: Identify Issues – We reviewed the key 
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 five new topics to our list: Environmental 
Compliance, Employee Health and Wellness, Employee 
Engagement, Biodiversity, and Farmer Livelihoods. 
We also removed two topics, Women’s Empowerment 
and Responsible Use of Technology, as we felt they 
were embedded in other issues.
Step 2: Survey Stakeholders – We surveyed internal 
and external stakeholders, including employees, 
suppliers, retail customers, investors, and NGOs. 
The survey asked respondents to rate 28 economic, 
social, and environmental topics across two key 
dimensions- importance to them as a Campbell 
stakeholder and magnitude of impact on the economy, 
society, or the environment. We received over 700 
responses in total with employees accounting for 91% 
of responses.
Importance to Stakeholders
Impact on Others
Health, Nutrition
and Wellness
Farmer 
Livelihoods
Community 
Involvement
Biodiversity 
Packaging 
Footprint
Animal 
Welfare
Climate 
Change
Food 
Waste
Waste 
Reduction
Inclusion and 
Diversity
Responsible 
Sourcing and 
Traceability
Product 
Innovation
Risk and Crisis 
Management
Responsible Labeling 
and Marketing
Food 
Access
Water 
Stewardship
Sustainable 
Agriculture
Pesticides and 
Chemical 
Contaminants
Employee 
Engagement
Culture and 
Human Capital 
Management
Human 
Rights
Environmental 
Compliance
Supply Chain 
Resilience and 
Commodity Availability
Ingredient and 
Product 
Transparency
Food Safety 
and Quality
Business 
Ethics
Occupational Health 
and Safety
Employee Health 
and Wellness
Important Issues
Signiﬁcant Issues
Priority Issues
Materiality Assessment Matrix
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Governance and Ethics
71
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Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Materiality

Materiality
Packaging Footprint: Reducing the 
environmental impact of our packaging, 
including improved sourcing, recyclability, 
infrastructure, and consumer education
Pesticides and Chemical Contaminants: 
Managing the levels of chemical 
contaminants in the agricultural 
supply chain through proper sourcing 
and testing, to reduce chemicals of 
concern, like pesticides and lead, in 
finished products
Sustainable Agriculture: Addressing 
issues related to farming, such as soil 
health, pesticide use, deforestation, 
biodiversity, and water use on farms
Waste Reduction: Ensuring as little 
waste as possible goes to landfill from 
our operations
Water Stewardship: Managing water 
resources strategically throughout the 
value chain to ensure both water quantity 
and quality
Social
Animal Welfare: Ensuring the ethical 
treatment of animals in our value chain
Food Access: Ensuring wholesome, 
nutritional food is available to as 
many people as possible in an 
affordable manner 
Health, Nutrition and Wellness: 
Improving the health profile of 
our products and engaging in 
public discussions on healthy 
and nutritious lifestyles
Human Rights: Providing a workplace 
that respects the basic human rights 
and freedoms of all employees, while 
also combatting child labor, forced labor, 
discrimination, and other human rights 
risks in the supply chain
Inclusion and Diversity: Promoting the 
representation of diverse people, ideas, 
and perspectives within the organization 
and ensuring that everyone has an 
equal opportunity to contribute to and 
influence every level of the workplace
Occupational Health and Safety: 
Protecting the safety of all employees in 
the workplace through compliance with 
laws and proper training and support
Business Ethics: Upholding ethical 
principles in the business and workplace, 
including in the areas of consumer 
privacy, fraud, bribery, corruption, 
and corporate governance 
Community Involvement: Improving the 
communities in which we live and work 
through philanthropic efforts, including 
donations, volunteerism, and other 
community programming 
Culture and Human Capital Management: 
Ensuring employees have an inclusive 
and supportive workplace environment 
that includes a variety of benefits such 
as healthcare programs, paid time off 
and work-life balance, professional 
development, training and education
Employee Engagement: Improving 
employee connections to our purpose 
and values, ensuring that their work has 
meaning and clearly contributes to the 
overall company strategy
Employee Health and Wellness: 
Protecting and promoting the emotional, 
physical, and mental well-being 
of employees 
Farmer Livelihoods: Connecting farmers 
to information and resources that 
strengthen resilience and profitability
Definition of 
Material Issues 
Economic
Environmental Compliance: Ensuring 
we are meeting the requirements of 
laws, regulations, and codes designed 
to protect the environment
Food Safety and Quality: Setting and 
maintaining high standards for food 
safety and quality, including programs, 
policies and procedures that ensure 
safety of materials, manufacturing 
environment and processes, and 
finished products
Ingredient and Product Transparency: 
Communicating openly with stakeholders 
about what is in our food, where it comes 
from, and how it is made
Product Innovation: Driving innovative 
product development to meet changing 
consumer needs
Responsible Labeling and 
Marketing: Providing consumers with 
information through labeling or other 
communications and adhering to internal 
and industry guidelines regarding 
consumer communications
Responsible Sourcing and Traceability: 
Creating visibility into the supply chains 
of ingredients and other inputs, from farm 
to fork, to manage business risks and 
address issues, including human rights, 
workplace safety, and deforestation
Supply Chain Resilience and Commodity 
Availability: Building a supply chain 
that is resilient to the impacts of climate 
change, including extreme weather, 
floods, and droughts; and ensuring 
a secure supply of ingredients by 
diversifying sourcing regions, ensuring 
backup supply options, and enabling 
sustainable agricultural management
Environmental
Biodiversity: Conserving ecosystems 
and the plant and animal species they 
support through responsible sourcing 
and manufacturing practices
Climate Change: Advancing programs 
to reduce greenhouse gas emissions 
throughout the value chain to mitigate 
the effects of climate change
Food Waste: Addressing food waste 
and loss from farm to table
72
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Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Materiality

Stakeholder 
Engagement
Stakeholders
Types of Engagement
Issues
Advocacy Groups/
Non-Governmental 
Organizations (NGOs)
•	 Organizational Memberships 
•	 Direct Engagement 
•	 Strategic Issue Partnerships
•	 Professional Conferences
•	 Roundtable Events
•	 Social Media
•	 Website and Corporate 
Responsibility Report
•	 Health, Nutrition, and Wellness
•	 Nutrition and Labeling Standards
•	 Animal Welfare
•	 Deforestation
•	 Climate Change
•	 Human Rights
•	 Sustainable Agriculture
•	 Packaging
•	 Inclusion & Diversity
•	 Corporate Governance
Communities
•	 Direct, On-the-Ground Relationships
•	 Corporate and Employee Giving
•	 Networking Events
•	 Surveys 
•	 Signature Partnerships
•	 Regional Priority Plans
•	 Employee Volunteerism
•	 Critical Local Needs (such as food 
access and nutrition education)
•	 Disaster Relief
•	 Environmental Initiatives
•	 Health, Nutrition, and Wellness
•	 Strategic Partnership Priorities 
(such as health and well-being)
Consumers
•	 Dedicated 24-Hour Toll-Free Hotline
•	 Consumer Insights
•	 Branded Websites
•	 Campbell’s Kitchen Website
•	 Campbell’s Nutrition Website
•	 What’s in My Food Website
•	 Social Media
•	 Brand PR
•	 Food Safety and Quality
•	 Transparency
•	 Packaging Information
•	 Health, Nutrition, and Wellness
•	 Affordability
•	 Food Waste
•	 GMOs
•	 Environmental Practices
Customers
•	 Dedicated Customer Teams
•	 Customer Meetings and 
Presentations
•	 Customer Surveys
•	 Customer Letters and Responses 
to Inquiries
•	 Sales Materials
•	 Industry Trade Groups (such as FMI)
•	 Product Innovation
•	 Trade Practices
•	 Social Accountability
•	 Environmental Practices
•	 Transparency
•	 Sales Support and Service
•	 Health, Nutrition, and Wellness
Employees
•	 Quarterly Employee Forums
•	 Town Hall Meetings
•	 Leadership Teams
•	 Focus Groups
•	 Employee Resource Groups
•	 Workplace Site
•	 Email and Text Communications
•	 Surveys
•	 Digital Signage
•	 Anonymous Hotline
•	 Inclusion & Diversity
•	 Occupational Health and Safety
•	 Recognition
•	 Equitable Compensation and Benefits
•	 Talent Management
•	 Business Trends
•	 Health, Nutrition, and Wellness
•	 Transparency
•	 Sustainability
•	 Community Engagement
Investors 
•	 Meetings with Institutional 
and Socially Responsible Investors
•	 Direct Engagement on Specific 
Topics of Interest
•	 Ratings/Rankings and Indices
•	 Quarterly Earnings Releases
•	 Annual Report
•	 Annual Shareholder Meetings
•	 Investor Calls
•	 Industry-related Conferences
•	 Non-Deal Roadshows (NDRs)
•	 Business Strategy and  
Financial Performance
•	 Governance Practices
•	 Board Composition/Refreshment
•	 Sustainability Strategies
•	 Human Capital Management
•	 Ethical Business Practices
•	 Human Rights
•	 Nutrition
•	 Inclusion & Diversity
Regulators and 
Policymakers
•	 In-Person Meetings and Plant Tours
•	 Direct Engagement on Issues 
Important to Campbell
•	 Advocacy
•	 Monitoring and Communication 
of Regulatory Activities
•	 Industry Trade Associations
•	 Coalitions
•	 Food Safety and Quality
•	 Product Labeling and Marketing
•	 Trade Policy Implications
•	 Health, Nutrition, and Wellness Policy
•	 Environmental Policy
•	 Climate Change
•	 Packaging
•	 Sustainable Agriculture
Suppliers
•	 Collaborative Partnerships
•	 Responsible Sourcing Supplier Code
•	 Sourcing Events
•	 Strategic Relationship 
Management Program
•	 Face-to-Face Meetings
•	 Supplier Diversity Program
•	 Surveys
•	 Assessments and Audits
•	 Product Safety and Quality
•	 Human Rights
•	 Ethical Sourcing
•	 Sustainable Packaging
•	 Ingredient Traceability
•	 Cost-Savings Opportunities
•	 Supply Chain Risk Mitigation
•	 Sustainable Agriculture
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Materiality
Stakeholder Engagement
Indices
Stakeholder Engagement

Strategic Memberships 
and Affiliations
•	Food Allergy Research and Resource 
Program (FARRP) at University 
of Nebraska 
•	Food Safety Research Institute 
of Wisconsin University
•	Institute for the Advancement of Food 
and Nutrition Sciences
•	NMSDC (National Minority Supplier 
Development Council)
•	New Jersey Institute for Food, Nutrition, 
and Health  
•	Pennsylvania Academy of Nutrition 
and Dietetics
•	Pennsylvania State University Nutrition 
and Dietetics Alumni Society 
•	Potato Sustainability Alliance
•	Produce for Better Health Foundation 
•	Sedex
•	SNAC International
•	Stewardship Index for Specialty Crops
•	The Recycling Partnership
•	The Sustainability Consortium 
•	Tufts Food and Nutrition 
Innovation Institute
•	University of California, Davis 
(UC Davis) College of Agricultural 
and Environmental Sciences
•	WBENC (Women’s Business Enterprise 
National Council) and WBEC East 
(Women’s Business Enterprise Center – 
East: regional affiliate for WBENC)
•	AIM-Progress
•	American Bakers Association
•	AMERIPEN
•	California League of Food Processors
•	Center for Research on Ingredient 
Safety at Michigan State University 
•	Chamber of Commerce Southern 
New Jersey
•	Cherry Hill Free Clinic 
•	CEBA (Clean Energy Buyers 
Association)
•	Consumer Brands Association
•	Cornell University’s Institute 
for Food Safety
•	Council of NJ Grantmakers 
•	FMI, The Food Industry Association 
•	Food Northwest
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Stakeholder Engagement

Campbell Soup Company has reported in 
accordance with the 2021 GRI Standards for the 
period August 3, 2020 - August 1, 2021.
GRI Index
Disclosure
Disclosure Title
2021 Response
General Disclosures
2-1 
Organizational Details
Company Overview
2-2
Entities Included in the Organization’s  
Sustainability Reporting
Company Overview
2-3
Reporting Period, Frequency, and Contact Point
We are reporting on FY2021 (August 3, 2020 – August 1, 2021). We report biennially, with updates annually. We 
value and welcome feedback from interested stakeholders. Contact Stewart Lindsay, Vice President, Corporate 
Responsibility & Sustainability, One Campbell Place, MS131, Camden, NJ 08103. You may also contact us via our 
dedicated CSR Feedback Email Address: csr_feedback@campbellsoup.com.
2-4
Restatements of Information
None
2-5
External Assurance
We completed third-party limited assurance consistent with guidance provided by ISO 14064-3 of our  
FY2021 Scope 1 and Scope 2 GHG emissions. We also completed limited assurance of our water withdrawal, 
water discharge, and waste to landfill for FY2021. All assurance statements can be found at  
https://www.campbellsoupcompany.com/our-impact/reports-and-policies/ 
2-6
Activities, Value Chain, and Other  
Business Relationships
10-K
75
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Indices

Disclosure
Disclosure Title
2021 Response
2-7 
Employees
2-8 
Workers Who Are Not Employees
GRI Index
Employees by Contract and Gender
USA
Canada
Mexico
Total 
Permanent
13,825
160
31
14,016
Male
8,326
67
13
8,406
Female
5,499
93
18
5,610
Undeclared 
0
0
0
0
Contractor
5,240
10
20
5,270
Male
Not tracked
Not tracked
Not tracked
Not tracked
Female
Not tracked
Not tracked
Not tracked
Not tracked
Undeclared 
5,240
10
20
5,270
Total
19,065
170
51
19,286
Employees by Region and Type, Salary, and Gender
Region
Total Employees
Full-Time
Part-Time
Hourly
Salaried
Male
Female
USA
13,825
13,463
362
9,730
4,095
8,326
5,499
Canada
160
160
0
0
160
67
93
Mexico
31
31
0
0
31
13
18
Total
14,016
13,654
362
9,730
4,286
8,406
5,610
Employees by Type and Region
USA
Canada
Mexico
Total 
Full-Time
13,463
160
31
13,654
Male
8,132
67
13
8,212
Female
5,331
93
18
5,442
Part-Time
362
0
0
362
Male
194
0
0
194
Female
168
0
0
168
Total
13,825
160
31
14,016
76
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Indices

Disclosure
Disclosure Title
2021 Response
2-9
Governance Structure and Composition
ESG Governance Structure
2-10
Nomination and Selection of the Highest  
Governance Body
Proxy
2-11 
Chair of the Highest Governance Body
Proxy
2-12
Role of the Highest Governance Body in Overseeing 
the Management of Impacts
Proxy
2-13
Delegation of Responsibility for Managing Impacts
Proxy
2-14
Role of the Highest Governance Body  
in Sustainability Reporting
Proxy
2-15
Conflicts of Interest
Proxy
2-16
Communication of Critical Concerns
Proxy
2-17
Collective Knowledge of the Highest Governance Body
Proxy
2-18
Evaluation of the Performance of the Highest 
Governance Body
Proxy
2-19
Remuneration Policies
Proxy
2-20
Process to Determine Remuneration
Proxy
2-21
Annual Total Compensation Ratio
Proxy
2-22
Statement on Sustainable Development Strategy
CEO Message
2-23
Policy Commitments
Policies on Our Impact site
2-24
Embedding Policy Commitments
The responsibility for embedding our policy commitments varies depending on the policy. For our 
environmental sustainability and water policies, day-to-day responsibility falls to both the Corporate 
Responsibility & Sustainability team and the Engineering team. These teams report up through the EVP General 
Counsel and Chief Sustainability, Corporate Responsiblity & Governance Officer and the EVP and Chief Supply 
Chain Officer, respectively. Responsibility for embedding our Code of Business Conduct and Ethics sits with 
our Corporate Compliance and Ethics team who also reports to our EVP General Counsel. For our Responsible 
Sourcing Supplier Code, responsibility sits with our Procurement team and, ultimately, with our Chief 
Procurement Officer and EVP and Chief Supply Chain Offier.
GRI Index
77
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Thriving People
Healthy Environment
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Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
2-25
Processes to Remediate Negative Impacts
See GRI 2-26
2-26
Mechanisms for Seeking Advice and Raising Concerns
Code of Business Conduct and Ethics; Anyone inside or outside of Campbell who has a concern may call the 
Integrity Hotline at 800-210-2173.
2-27
Compliance with Laws and Regulations
There were no significant incidents of non-compliance with laws and regulations during the reporting period.  
 
Environmental Compliance: Campbell Soup Company manages environmental compliance through the use 
of an electronic system, the Campbell’s Environmental Management & Metrics System (CEMMS). The CEMMS 
system is used at all of our facilities and is the backbone of our overall compliance monitoring. The CEMMS 
system proactively addresses our document management, permit tracking, tasks and calendar management, 
incident and inspection notifications, and PSM/RMP documentation control. While this system is auditable and 
supports ISO 14001, our compliance monitoring is not ISO 14001 certified, and we currently do not have any 
facilities that are ISO 14001 or OHSAS 18001 certified. Campbell’s environmental group uses CEMMS data to 
provide a monthly report to Supply Chain leadership for the purpose of identifying environmental compliance 
status and open issues throughout owned manufacturing and distribution centers.
2-28
Membership Associations
Strategic Memberships and Affiliations
2-29
Approach to Stakeholder Engagement
Stakeholder Engagement
2-30
Collective Bargaining Agreements
15% of our workforce is unionized or covered by collective bargaining agreements.
Material topics
3-1
Process to Determine Material Topics
Materiality
3-2
List of Material Topics
Materiality
Economic performance
3-3
Management of Material Topics
10-K; Proxy
201-1
Direct Economic Value Generated and Distributed
10-K; Proxy
201-2
Financial Implications and Other Risks and 
Opportunities Due to Climate Change
10-K; CDP Climate Change
201-3
Defined Benefit Plan Obligations and Other  
Retirement Plans
10-K
201-4
Financial Assistance Received from Government
Campbell occasionally receives non-material support from the government in the form of grants and/or credits.
GRI Index
78
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Governance and Ethics
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Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Market presence
3-3
Management of Material Topics
Not applicable
202-1
Ratios of Standard Entry Level Wage by Gender 
Compared to Local Minimum Wage
Not applicable
202-2
Proportion of Senior Management Hired from the  
Local Community
Not applicable
Indirect economic impacts
3-3
Management of Material Topics
Vibrant Communities
203-1
Infrastructure Investments and Services Supported
Vibrant Communities
203-2
Significant Indirect Economic Impacts
Vibrant Communities
Procurement practices
3-3
Management of Material Topics
Responsible Sourcing
204-1
Proportion of Spending on Local Suppliers
We do not currently track this data, but are determining the feasibility of tracking it in the future.
Anti-corruption
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics
205-1
Operations Assessed for Risks Related to Corruption
Campbell’s Legal Department regularly assesses corruption risk across the company and reports to the Audit 
Committee of the Board on that risk and on other legal and regulatory exposures. This assessment addresses 
the risks faced by the company in the geographies in which it does business. In addition, an annual Conflicts of 
Interest Questionnaire and Certification is completed by mid- and upper-level management and reviewed by the 
Legal Department. These assessments and evaluations have not identified significant risks related to corruption.
205-2
Communication and Training About Anti-Corruption 
Policies and Procedures
Each year, Campbell provides online and live training for employees on core ethics and compliance issues and 
risk-based training tailored to the issues associated with employees’ specific job responsibilities. As part of the 
Winning with Integrity program, full-time salaried employees are required to complete regular training on our 
Code of Business Conduct and Ethics, and all employees have access to the Code.
205-3
Confirmed Incidents of Corruption and Actions Taken
There have been no confirmed incidents of corruption.
GRI Index
79
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Anti-competitive behavior
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics
206-1
Legal Actions for Anti-Competitive Behavior,  
Anti-Trust, and Monopoly Practices
There were no legal actions during the reporting period regarding anti-competitive behavior or violations  
of anti-trust and monopoly legislation in which Campbell has been identified as a participant.
Tax
3-3
Management of Material Topics
Not Applicable
207-1
Approach to Tax
Not Applicable
207-2
Tax Governance, Control, and Risk Management
Not Applicable
207-3
Stakeholder Engagement and Management of 
Concerns Related to Tax
Not Applicable
207-4
Country-by-Country Reporting
Not Applicable
Materials
3-3
Management of Material Topics
Improving Circularity in Packaging
301-1
Materials Used by Weight or Volume
Improving Circularity in Packaging
301-2
Recycled Input Materials Used
Improving Circularity in Packaging
301-3
Reclaimed Products and their Packaging Materials
We do not have any reclaimed products.
GRI Index
80
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Energy
3-3
Management of Material Topics
Combating Climate Change
302-1
Energy Consumption Within the Organization
Scorecard; CDP Climate Change
302-2
Energy Consumption Outside of the Organization
Scorecard; CDP Climate Change
302-3
Energy Intensity
Scorecard; CDP Climate Change; 
Campbell defines intensity as Energy Use/Metric Ton of Food Produced.
302-4
Reduction of Energy Consumption
Scorecard; CDP Climate Change
302-5
Reductions in Energy Requirements of Products  
and Services
Scorecard; CDP Climate Change
Water and effluents
3-3
Management of Material Topics
Promoting Sustainable Water Supplies; Combating Climate Change; CDP Water Security
303-1
Interactions with Water as a Shared Resource
Promoting Sustainable Water Supplies; Sustaining Water throughout the Tomato Journey; CDP Water Security
303-2
Management of Water Discharge-Related Impacts
Promoting Sustainable Water Supplies; Combating Climate Change; CDP Water Security
303-3
Water Withdrawal
Scorecard; CDP Water Security
303-4
Water Discharge
Scorecard; CDP Water Security
303-5
Water Consumption
CDP Water Security
GRI Index
81
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Biodiversity
3-3
Management of Material Topics
We consider biodiversity to be embedded within sustainable agriculture so for reporting purposes, we do not 
report on biodiversity as a separate material issue. Management practices related to biodiversity are included in 
our sustainable agriculture stories under Healthy Environment — Combating Climate Change.
304-1
Operational Sites Owned, Leased, Managed in,  
or Adjacent to, Protected Areas and Areas of High 
Biodiversity Value Outside Protected Areas
Not Applicable
304-2
Significant Impacts of Activities, Products, and 
Services on Biodiversity
Not Applicable
304-3
Habitats Protected or Restored
Not Applicable
304-4
IUCN Red List Species and National Conservation List 
Species with Habitats in Areas Affected by Operations
Not Applicable
Emissions
3-3
Management of Material Topics
Combating Climate Change
305-1
Direct (Scope 1) GHG Emissions
Scorecard; CDP Climate Change
305-2
Energy Indirect (Scope 2) GHG Emissions
Scorecard; CDP Climate Change
305-3
Other Indirect (Scope 3) GHG Emissions
Scorecard; CDP Climate Change
305-4
GHG Emissions Intensity
Scorecard; CDP Climate Change 
Campbell defines intensity as Greenhouse Gas (GHG) Emissions/Metric Ton of Food Produced.
305-5
Reduction of GHG Emissions
Scorecard; CDP Climate Change
305-6
Emissions of Ozone-Depleting Substances (ODS)
Not tracked at enterprise level
305-7
Nitrogen Oxides (NOx), Sulfur Oxides (SOx),  
and Other Significant Air Emissions
Not tracked at enterprise level
GRI Index
82
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Waste
3-3
Management of Material Topics
Working to Eliminate Waste
306-1
Waste Generation and Significant  
Waste-Related Impacts
Working to Eliminate Waste; Improving Circularity in Packaging
306-2
Management of Significant Waste-Related Impacts
Working to Eliminate Waste
306-3
Waste Generated
Scorecard
306-4
Waste Diverted from Disposal
Scorecard
306-5
Waste Directed to Disposal
Scorecard
Supplier environmental assessment
3-3
Management of Material Topics
Responsible Sourcing
308-1
New Suppliers that were Screened Using 
Environmental Criteria
Our Responsible Sourcing Supplier Code is available to all suppliers and sets forth the environmental standards 
we require. Suppliers who are deemed high risk may be asked to complete or produce results of a social and 
environmental compliance audit, consistent with Sedex Members Ethical Trade Audit (SMETA), a social and 
environmental auditing framework, or a similarly recognized authority. We also include environmental questions 
in all new supplier Requests for Proposal (RFPs).  
308-2
Negative Environmental Impacts in the Supply Chain 
and Actions Taken
Auditing has been significantly constrained due to the COVID-19 pandemic. In FY2021, four suppliers 
underwent SMETA audits and from those audits, no significant negative environmental impacts were identified. 
GRI Index
83
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Employment
3-3
Management of Material Topics
Thriving People
401-1
New Employee Hires and Employee Turnover
Voluntary turnover for FY2021 was 16% and involuntary turnover was 9%, with a total turnover rate of 25%.
401-2
Benefits Provided to Full-Time Employees that are Not 
Provided to Temporary or Part-Time Employees
While employee benefits may vary at locations, Campbell offers a robust employee benefits package that may 
include paid sick days, paid vacation, bereavement leave, education benefits including tuition reimbursement, 
relocation assistance, health insurance (individual and family), dental insurance (individual and family), vision 
insurance, domestic partner benefits, life insurance, disability insurance (including long-term), flexible spending 
accounts (health care and child care), stock options, bonus plans, 401(k) savings plans, an onsite daycare 
center (WHQ), onsite fitness center (WHQ), 10-week paid parental leave, adoption assistance, and retiree 
health care. Campbell Soup Company also offers corporate benefits to both same- and opposite-sex couples 
and has a workplace flexibility policy.
401-3
Parental Leave
Campbell's policy provides 10 weeks of fully paid leave to primary caregivers and two weeks of fully-paid leave 
to non-primary caregivers following the birth or adoption of a child. Outside the U.S., we ensure that practices 
regarding parental leave are competitive with food companies in those respective markets.
GRI Index
New Hires vs. Turnover by Age,  
Gender, and Region
New Hires
Turnover
Age Range
30 and 
under
1,118
1,103
31-50
1,497
1,500
51 and over
512
1,024
Total
3,127
3,627
Gender
Female
1,124
1,415
Male 
2,003
2,212
Undeclared 
0
0
Total
3,127
3,627
Region
USA
3,111
3,498
Canada
9
123
Mexico
7
6
Total
3,127
3,627
84
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Labor/management relations
3-3
Management of Material Topics
Thriving People
402-1
Minimum Notice Periods Regarding  
Operational Changes
Notice periods, if any, may vary by contract and/or legislation and/or local regulation. We always comply with 
local regulations and have had no actions brought against the company for violation of notice periods.
Occupational health and safety
3-3
Management of Material Topics
Caring for Our People
403-1
Occupational Health and Safety Management System
Caring for Our People
403-2
Hazard Identification, Risk Assessment,  
and Incident Investigation
Caring for Our People
403-3
Occupational Health Services
Caring for Our People
403-4
Worker Participation, Consultation, and 
Communication on Occupational Health and Safety
100% of Campbell’s workforce is represented in formal joint management-worker health and safety committees 
that help monitor and advise on occupational health and safety programs. All of our locations have some form 
of health and safety committee with representation from all employee levels.
403-5
Worker Training on Occupational Health and Safety
Campbell conducts health and safety trainings in line with our health and safety training standard, which applies 
to all employees and contractors. Our health and safety standard includes a health and safety orientation, 
extensive health and safety trainings, and recordkeeping of trainings. Campbell has a dedicated Learning 
Management System for all health and safety trainings and trainings are both computer-led and instructor-led. 
Training frequency varies by training topic, with some conducted annually, like confined spaces, conveyor safety, 
ergonomics, fall protection, and lockout tagout, among others. Site safety Leaders and Safety System Owners 
are responsible for ensuring affected employees and site visitors are trained and qualified to perform their jobs 
by ensuring all relevant health and safety training is completed as required.
403-6
Promotion of Worker Health
Caring for Our People
403-7
Prevention and Mitigation of Occupational Health 
and Safety Impacts Directly Linked by Business 
Relationships
Caring for Our People
403-8
Workers Covered by an Occupational Health and 
Safety Management System
All employees are covered by our health and safety management system.
403-9
Work-Related Injuries
Scorecard  
403-10
Work-related Ill Health
Scorecard  
GRI Index
85
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Training and education
3-3
Management of Material Topics	
Thriving People
404-1
Average Hours of Training Per Year Per Employee 
We track the following metrics related to training and development: 
 • Average amount spent on training an employee annually: $1,303 
 • Average number of hours of training per employee annually: 10 
 
 *Our FY21 data now includes Snyder’s-Lance employees.
404-2
Programs for Upgrading Employee Skills and Transition 
Assistance Program
Thriving People
404-3
Percentage of Employees Receiving Regular 
Performance and Career Development Reviews
100% of employees receive an annual performance evaluation.
Diversity and equal opportunity
3-3
Management of Material Topics
Thriving People; Code of Business Conduct and Ethics
GRI Index
86
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
405-1
Diversity of Governance Bodies and Employees	
Proxy
405-2
Ratio of Basic Salary and Remuneration  
of Women to Men
Ratios of the median salaries of women to men at Campbell’s U.S. corporate office locations, by salary band, 
range from 106% to 94%. Each salary band is comprised of different roles within different functions and are not 
necessarily comparable.
GRI Index
Gender Diversity by Management Level
Female
Male
Undeclared
Total
Board of 
Directors
4
9
0
13
Top 
Management
16
20
0
36
Management
664
941
0
1,605
Non-
Management
4,930
7,445
0
12,375
Toal
5,610
8,406
0
14,016
Ethnicity by Management Level (United States)
American 
Indian/Alaska 
Native
Asian
Black or 
African 
American
Hispanic 
or Latino
Native 
Hawaiian or 
Other Pacific 
Islands
2 or More 
Races
White
Undeclared
Total
Top 
Management
0
2
1
4
0
1
28
0
36
Management
6
121
82
77
2
22
1,185
3
1,498
Non-
Management
385
540
2,605
1,940
69
237
6,492
23
12,291
Total
391
663
2,688
2,021
71
260
7,705
26
13,825
Age Group
30 and Under
31-50
51 and Over
Total
Board of 
Directors
0
2
11
13
Employees
2,446
6,405
5,165
14,016
For more information, see our Equal Employment Opportunity (EEO-1) Statement.
87
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Non-discrimination
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics
406-1
Incidents of Discrimination and Corrective  
Actions Taken
The company has not been fined or disciplined by the EEOC in the last five fiscal years.
Freedom of association and collective bargaining
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics
407-1
Operations and Suppliers in Which the Right to 
Freedom of Association and Collective Bargaining May 
Be at Risk
Campbell has not identified any operations in which the right to freedom of association and collective 
bargaining may be at risk and we hold our suppliers accountable to our Responsible Sourcing Supplier Code.
Child labor
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics; Human Rights Principles
408-1
Operations and Suppliers at Significant Risk for 
Incidents of Child Labor
Campbell has not identified any operations at significant risk for incidents of child labor and we hold our 
suppliers accountable to our Responsible Sourcing Supplier Code.
Forced or compulsory labor
3-3
Management of Material Topics
Code of Conduct; Code of Business Conduct and Ethics
409-1
Operations and Suppliers at Significant Risk for 
Incidents of Forced or Compulsory Labor
Campbell has not identified any operations at significant risk for incidents of forced or compulsory labor and we 
hold our suppliers accountable to our Responsible Sourcing Supplier Code.
Security practices
3-3
Management of Material Topics
Not Applicable
410-1
Security Personnel Trained in Human Rights Policies  
or Procedures
Not Applicable
GRI Index
88
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Rights of indigenous peoples
3-3
Management of Material Topics
Materiality
411-1
Incidents of Violations Involving Rights of  
Indigenous Peoples
There have been no incidents of violations involving rights of indigenous peoples in the reporting period.
Local communities
3-3
Management of Material Topics
Vibrant Communities
413-1
Operations with Local Community Engagement, 
Impact Assessments, and Development Programs
Vibrant Communities
We have community engagement programs in all of the locations in which we operate.
413-2
Operations with Significant Actual and Potential 
Negative Impacts on Local Communities
We have not identified operations with significant actual or potential negative impacts on local communities.
Supplier social assessment
3-3
Management of Material Topics
Responsible Sourcing
414-1
New Suppliers that were Screened  
Using Social Criteria
Our expectations concerning human rights for our suppliers are outlined in our Responsible Sourcing Supplier 
Code, which can be found at https://www.campbellsoupcompany.com/suppliers/. Suppliers who are deemed 
high risk may be asked to complete or produce results of a social and environmental compliance audit, 
consistent with Sedex Members Ethical Trade Audit (SMETA), a social and environmental auditing framework, 
or a similarly recognized authority. 
414-2
Negative Social Impacts in the Supply Chain and 
Actions Taken
Auditing has been significantly constrained due to the COVID-19 pandemic. In FY2021, four suppliers underwent 
SMETA audits and from those audits, no significant negative social impacts were identified. 
Public policy
3-3
Management of Material Topics
Not Applicable
415-1
Political Contributions
Not Applicable
GRI Index
89
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Disclosure Title
2021 Response
Customer health and safety
3-3
Management of Material Topics
Operating Transparently
416-1
Assessment of the Health and Safety Impacts of 
Product and Service Categories
Operating Transparently 
Campbell has a long history of actively monitoring pesticide residues on incoming ingredients via our own 
internal chemical residue testing laboratory. Ingredients and suppliers are selected for sampling using a risk-
based approach using internal and external data sources on likely residue risk to set sampling frequency. In 
tomato ingredients, Campbell’s number one ingredient type for our legacy brands, we have over a decade of 
requiring farmer compliance with Campbell pesticide requirements which are stricter than U.S. Environmental 
Protection Agency (EPA) and California EPA standards. Farmer pesticide application reports are monitored, and 
tomato farmers out of compliance with these requirements cannot harvest their fields for Campbell.
416-2
Incidents of Non-Compliance Concerning the Health 
and Safety Impacts of Products and Services
In FY2021, Campbell had no Class I or Class II recalls.
Marketing and labeling
3-3
Management of Material Topics
Materiality
417-1
Requirements for Product and Service Information  
and Labeling
We ensure that 100% of our products provide nutrition information on packaging globally. Our multidisciplinary 
team of experts follows a rigorous multistep review process to ensure any claims we make for our products 
are truthful and not misleading to consumers. In addition to an extensive internal review process, regulatory 
agencies enforce compliance in our operating markets. At a minimum, we label for energy (calories), total 
fat, saturated fat, sodium, carbohydrates, and protein in 100% of our markets. Most products also include a 
percentage of recommended daily intakes for nutrients per serving in line with local regulations. We participate 
in front-of-pack labeling systems mandated by regulations throughout Central and South America markets. 
We also participate in voluntary front-of-pack labeling programs throughout other regions as determined by 
individual businesses. For consumers who want more information about our food, beyond what we can fit 
on product packaging, additional information about ingredients, nutrition, and claims is available online on 
individual brand websites.
417-2
Incidents of Non-Compliance Concerning Product and 
Service Information and Labeling
There were no significant incidents of non-compliance concerning product and service information and labeling 
in FY2021.
417-3
Incidents of Non-Compliance Concerning  
Marketing Communications
There were no significant incidents of non-compliance concerning marketing communications in FY2021.
Customer privacy
3-3
Management of Material Topics
Not Applicable 
418-1
Substantiated Complaints Concerning Breaches of 
Customer Privacy and Losses of Customer Data
Not Applicable 
GRI Index
90
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

SASB 
Index
Topic
Accounting Metric
Response
Energy Management
Total Energy Consumed
 11,228,006 GJ 
Percentage Grid Electricity
91%
Percentage Renewable
9%
Water Management
Total Water Withdrawn
21,477,982 m3
Number of Incidents of Non-Compliance Associated With Water Quantity and/or Quality 
Permits, Standards, and Regulations
19
Description of Water Management Risks and Discussion of Strategies and Practices  
To Mitigate Those Risks
Promoting Sustainable Water Supplies
Food Safety
Global Food Safety Initiative (GFSI) Audit Non-Conformance Rate
Due to COVID-19 protocols, audits conducted in FY2021 were virtual. In-person audits have 
resumed for FY2022. We expect all facilities to be SQF certified by the end of FY2022.
GFSI Associated Corrective Action Rate for Major and Minor Non-Conformances
Due to COVID-19 protocols, audits conducted in FY2021 were virtual. In-person audits have 
resumed for FY2022. We expect all facilities to be SQF certified by the end of FY2022.
Percentage of Ingredients Sourced From Tier 1 Supplier Facilities Certified to GFSI Recognized 
Food Safety Certification Program
In FY2021, 94% of Tier 1 supplier faciities were certified to a recognized GFSI standard.
Number of Recalls Issued
Campbell did not issue any recalls in FY2021.
Total Amount of Food Product Recalled
0 metric tons
Health & Nutrition
Revenue From Products Labeled and/or Marketed To Promote Health and Nutrition Attributes
Advancing Health and Well-being; Scorecard
Discussion of the Process to Identify and Manage Products and Ingredients Related to Nutritional 
and Health Concerns Among Consumers
Advancing Health and Well-being
 
A cross functional team of experts in Food Science, Nutrition, Regulatory, and Legal partner 
with our brands on new innovation, renovation, and promotion to develop and validate desired 
health communications.
Revenue From Products Labeled as Containing GMOs
$5.9 billion, gross
Revenue From Products that are Non-GMO
$2.4 billion, gross
Number of Incidents of Non-Compliance with Industry or Regulatory Labeling and/or  
Marketing Codes
0
Total Amount of Monetary Losses as a Result of Legal Proceedings Associated With Labeling 
and/or Marketing Practices
$0
The Sustainability Accounting Standards 
Board (SASB) Standards guide the 
disclosure of financially material 
sustainability information by companies 
to their investors. The Standards 
identify the environmental, social, and 
governance (ESG) issues most relevant 
to financial performance in each 
industry. Campbell uses the Standard 
for the Processed Foods industry as 
guidance for disclosure.
91
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Topic
Accounting Metric
Response
Packaging Lifecycle 
Management
Total Weight of Packaging
 471,221 metric tons 
Percentage Made From Recycled and/or Renewable Materials
Campbell set a target to increase the use of post-consumer recycled (PCR) content and 
incorporate 25% PCR content into polyethylene terephthalate (PET) bottles by 2030. In FY2021, 
average PCR content across packaging material types was as follows: 
Aluminum: 70% 
Corrugate: 38% 
Glass: 35% 
Steel: 35% 
Plastic: 0%
Percentage That Is Recyclable, Reusable, and/or Compostable
95% (by weight)
Discussion of Strategies To Reduce the Environmental Impact of Packaging  
Throughout Its Lifecycle
Our New Sustainable Packaging Commitments press release; Improving Circularity in Packaging
Environmental & Social 
Impacts of Ingredient  
Supply Chain
Percentage of Food Ingredients Sourced that are Certified to Third-Party Environmental and/or 
Social Standards, and Percentages by Standard
USDA Organic: 5.4% 
RSPO Palm Oil: 100% (mass balance) 
Fair Trade USA: 0.003% 
GAP 2 Chicken: 13% 
Marine Stewardship Council (MSC): 93% 
(% of total food ingredient spend)
Suppliers’ Social and Environmental Responsibility Audit Non-Conformance Rate
Overall non-conformance rate: 100% 
Major: 100%  
Minor: 75% 
(Based on SMETA 4-Pillar Audits)
Suppliers’ Social and Environmental Responsibility Audit Associated Corrective Action Rate for 
Major and Minor Non-Conformances
Corrective action rate: 
Major: 82% 
Minor: 75% 
(Based on SMETA 4-Pillar Audits)
Ingredients Sourcing
Percentage of Food Ingredients Sourced From Regions with High or Extremely High Baseline 
Water Stress
44%
List of Priority Food Ingredients and Discussion of Sourcing Risks Due to Environmental and 
Social Considerations
Responsible Sourcing risk table
SASB 
Index
92
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

UN Global 
Compact
The UN Global Compact (UNGC) is a strategic 
policy initiative for businesses that are 
committed to aligning their operations and 
strategies with 10 universally accepted principles 
in the areas of human rights, labor, environment, 
and anti-corruption. Campbell committed to 
the principles of the UNGC in 2009. Below is 
an index of our reporting against the UNGC 
principles within the content of this 2021 
Corporate Responsibility Report Update.
Principle
Description
Report section/ link
1
Support and Respect Protection of Internationally 
Proclaimed Human Rights
Responsible Sourcing
Governance and Ethics
Purpose, Values, and Culture
Human Rights Principles
Code of Business Conduct and Ethics
Responsible Sourcing Supplier Code
2
Make Sure Business Is Not Complicit in Human 
Rights Abuses
Responsible Sourcing
Governance and Ethics
Purpose, Values, and Culture
Human Rights Principles
Code of Business Conduct and Ethics
Responsible Sourcing Supplier Code
3
Uphold Freedom of Association and the Effective 
Recognition of the Right to Collective Bargaining
Governance and Ethics
Purpose, Values, and Culture 
Human Rights Principles
Code of Business Conduct and Ethics
GRI Content Index - 2-30
4
Support Elimination of All Forms of Forced 
and Compulsory Labor
Governance and Ethics
Purpose, Values, and Culture
Human Rights Principles
Code of Business Conduct and Ethics
Responsible Sourcing Supplier Code
Anti-Slavery and Human Trafficking Statement
5
Support Effective Abolition of Child Labor
Governance and Ethics
Purpose, Values, and Culture
Human Rights Principles
Code of Business Conduct and Ethics
Responsible Sourcing Supplier Code
Anti-Slavery and Human Trafficking Statement
93
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Principle
Description
Report section/ link
6
Eliminate Discrimination in Employment and Occupation
Prioritizing Inclusion and Diversity
Supporting Supplier Diversity
Board Diversity
Purpose, Values, and Culture
Human Rights Principles
Code of Business Conduct and Ethics
Our Impact Website: Inclusion and Diversity
7
Support a Precautionary Approach to  
Environmental Challenges
Healthy Environment
Our Impact Website: Healthy Environment
Environmental Sustainability Policy
Code of Business Conduct and Ethics
8
Undertake Initiatives To Promote Greater  
Environmental Responsibility
Healthy Environment
Our Impact Website: Healthy Environment
Environmental Sustainability Policy
Code of Business Conduct and Ethics
9
Encourage the Development and Diffusion of 
Environmentally Friendly Technologies
Healthy Environment
Our Impact Website: Healthy Environment
Environmental Sustainability Policy
Code of Business Conduct and Ethics
10
Work Against All Forms of Corruption,  
Including Extortion and Bribery
Governance and Ethics
Code of Business Conduct and Ethics
GRI Content Index - 204: Anti-corruption 
GRI Content Index - 205: Anti-competitive Behavior
UN Global 
Compact
94
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

UN SDGs
Creating opportunities 
for people in need, 
especially in our hometown 
communities.
Improving Healthy Food 
Access and Education
Building Strong 
Community Connections
Using our resources as 
a food company to end 
hunger through cash and 
product donations.
Advancing Health  
and Well-Being
Improving Healthy Food 
Access and Education
Building Strong Community 
Connections
Combating Climate Change
Responding to consumer 
trends and offering 
products that contribute 
to a healthy diet.
Advancing Health  
and Well-Being
Improving Healthy Food 
Access and Education
Building Strong 
Community Connections
Caring for Our People
Educating community 
members about  
the importance 
of nutritious food.
Improving Healthy Food 
Access and Education
Supporting women 
in our workforce and 
supply chain.
Building a Winning  
Team and Culture
Prioritizing Inclusion 
and Diversity
Ensuring our operations 
do not adversely affect 
local water resources.
Promoting Sustainable 
Water Supplies
Committing to  
40% renewable or 
alternative energy to  
meet our electricity  
needs by FY2020.
Combating Climate Change
Building a workplace 
guided by our values 
and helping emerging 
businesses succeed.
Responsible Sourcing
Building a Winning Team 
and Culture
Prioritizing Inclusion 
and Diversity
Caring for Our People
Innovating through 
our products, the 
agricultural practices we 
promote and the level of 
transparency with which 
we communicate.
Promoting Animal Welfare
Operating Transparently
Leveling the playing 
field for underprivileged 
employees, suppliers, 
and people in our 
communities.
Improving Healthy Food 
Access and Education
Building Strong 
Community Connections
Responsible Sourcing
Prioritizing Inclusion 
and Diversity
Code of Conduct
Reducing the GHG  
emissions associated  
with growing, transporting, 
and producing our food.
Combating Climate Change
Responsibly sourcing raw 
materials and minimizing 
resource consumption and 
waste during production.
Responsible Sourcing
Combating Climate 
Change
Promoting Sustainable 
Water Supplies
Working to 
Eliminate Waste
Improving Circularity 
in Packaging
Strengthening the 
communities where 
we operate worldwide 
through volunteerism 
and partnerships.
Building Strong 
Community Connections
Responsible Sourcing
Responsibly sourcing  
raw materials whose  
cultivation may contribute  
to deforestation.
Combating Climate Change
Operating our  
company guided by 
a foundation of ethical 
business practices.
Building a Winning Team 
and Culture
Prioritizing Inclusion 
and Diversity
ESG Governance Structure
Board Diversity
Code of Conduct
Risk Management
Partnering with internal 
and external stakeholders 
to address major  
industry challenges.
Improving Healthy Food 
Access and Education
Building Strong 
Community Connections
Responsible Sourcing
Working to 
Eliminate Waste
Improving Circularity 
in Packaging
95
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

TCFD
Disclosure
Campbell's Response
Governance
a)  Describe the board’s oversight of climate-
related risks and opportunities
2021 CDP Climate Disclosures, pages 5-7; ESG Governance Structure
Oversight of Environmental, Social, and Governance (ESG) activities is managed by the Governance Committee of the Board of Directors and is reflected in 
the Committee’s Charter. The Committee takes an active role in the continued evolution of Campbell’s ESG strategy and public reporting. The Vice President of 
Corporate Responsibility & Sustainability (CR&S) presents to the Governance Committee twice annually. These updates include company ESG performance, risks,  
and opportunities, and future plans. All new public ESG-related commitments, like our Science-Based Target, must be reviewed by the Governance Committee.
b)  Describe management's role in assessing 
and managing climate-related risks  
and opportunities
2021 CDP Climate disclosure, pages 5-7; ESG Governance Structure
The highest management-level positions with responsibility for climate-related issues are the EVP General Counsel and Chief Sustainability, Corporate Responsibility 
and Governance Officer (EVP General Counsel), our EVP Chief Supply Chain Officer and our EVP and Chief R&D and Innovation Officer. All three report directly 
to our CEO and are also heavily engaged in our Sustainability Steering Committee. Our Corporate Responsibility & Sustainability (CR&S) team, who supports the 
environmental and social components of our ESG strategy, report up to our EVP General Counsel. Our EVP Chief Supply Chain Officer manages business continuity 
and supply chain resiliency. Our EVP and Chief R&D and Innovation Officer oversees sustainable product innovation opportunities and packaging sustainability 
initiatives. In addition, other leaders across the business are also engaged. Our Chief Marketing Officers assess changes in consumer perceptions around ESG-related 
topics. Our Vice President of Corporate Audit, who leads Campbell's Enterprise Risk Management process, is co-leading Campbell's climate risk and opportunity 
screening assessment in conjunction with the CR&S team. All new public ESG-related commitments, like our Science-Based Target, must be reviewed by the 
Corporate Leadership Team before moving to the Governance Committee for review.
Strategy
a)  Describe the climate-related risks and 
opportunities the organization has identified 
over the short, medium, and long term
2021 CDP Climate disclosure, pages 12-20
We have identified both physical and transition risks related to climate change. These risks pertain to current and future regulations, reputation and increased 
stakeholder concern, and the increased cost of raw materials. We have also identified opportunities in our operations and our supply chain, including resource 
efficiency in our direct operations, shifts in consumer preferences that could lead to increased revenue from higher demand for our products, and potential revenue 
opportunities tied to carbon markets where we operate.
We are working with an outside partner to conduct a more comprehensive climate risk and opportunity screening assessment in FY2022, the results of which will 
feed into a future climate-related scenario analysis. 
b)  Describe the impact of climate-related risks 
and opportunities on the organization's 
businesses, strategy, and financial planning
2021 CDP Climate disclosure, pages 21-23; Combating Climate Change
Climate-related risks and opportunities have influenced our business strategy in a number of ways. Growing demand from consumers and other stakeholders 
for sustainable products has influenced our packaging strategy as one way to deliver sustainable products. With the development of company-wide sustainable 
packaging goals, packaging innovation is required across the business to make progress against our goals. 
Climate change poses a risk to our agricultural supply chain and our operations. We strategically engage with growers and suppliers to implement more sustainable 
growing practices as part of our sustainable agriculture program so that growers can improve soil health and farm resiliency over time. We have also built renewable 
energy and energy efficiency opportunities into our operations strategy. Certain investments, like energy efficiency assessments, the cost of lower carbon plant-
based protein alternatives, and the cost of post-consumer recycled content have been included in our Annual Operating Plan.
c)  Describe the resilience of the organization's 
strategy, taking into consideration different 
future climate scenarios, including a 2°C  
or lower scenario
In FY2022, Campbell will be conducting a climate risk and opportunity screening to identify material climate-related risks and opportunities for our business. This screening 
process will occur in collaboration with dozens of cross-functional partners across the organization. The results of this screening will set the foundation for Campbell to 
conduct a full climate-related scenario analysis in the future.
The Task Force on Climate-
related Financial Disclosures 
(TCFD) provides climate-
related financial disclosure 
recommendations focused on 
four key areas: governance, 
strategy, risk management, 
and metrics and targets.
96
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices

Disclosure
Campbell's Response
Risk 
Management
a)  Describe the organization's processes for 
identifying and assessing climate-related risks
2021 CDP Climate disclosure, pages 9-12; Risk Management; Campbell's Environmental Sustainability Policy
To date, climate-related risks have been identified and assessed through a variety of processes. Campbell has a formal Enterprise Risk Management (ERM) process 
that is reviewed with the Audit Committee of the Board of Directors annually. Our ERM process includes input from across the company through surveying a broad 
set of Campbell leaders and subject matter experts. For the most critical risks, enterprise risk profiles and related action plans are developed. 
Our top ESG risks are fully embedded within our ERM process. In FY2021, there were multiple climate-related risk factors included in the top 10, including business 
continuity; supply chain resiliency and commodity availability; and crisis management.
Campbell evaluates operational, supply chain, reputation, and regulatory risks with the help of many internal teams including government and regulatory affairs, 
sustainability, engineering, and procurement. Campbell also meets with external content experts and stakeholders including values-based investors, activists, and 
the scientific community to ensure we factor a broad set of perspectives into climate risk assessments. Risks due to climate change are evaluated at a more granular 
level as they relate to the location of facilities and sourcing regions.
In FY2022, Campbell will be conducting a climate risk screening to identify material climate-related risks and opportunities for our business. This screening process 
will occur in collaboration with dozens of cross-functional partners across the organization and will inform our future climate-related scenario analysis.
b)  Describe the organization's processes for 
managing climate-related risks
2021 CDP Climate disclosure; Risk Management; Campbell's Environmental Sustainability Policy
Processes for managing climate-related risks exist across different functions at Campbell. To date, teams that have been critical to this process include Supply 
Chain, Manufacturing, Procurement, Corporate Responsibility & Sustainability, Agriculture Operations, and Audit. Processes around business continuity planning, 
supply continuity planning, decarbonization, sustainable agriculture and grower engagement, and enterprise risk management all result in identifying owners and 
developing strategies to manage risk, some of which are related to climate change.
c)  Describe how processes for identifying, 
assessing and managing climate-related risks 
are integrated into the organization's overall 
risk management
2021 CDP Climate disclosure; Risk Management; Campbell's Environmental Sustainability Policy
Processes for identifying, assessing and managing climate-related risks are integrated into Campbell's Enterprise Risk Management process and through other 
business processes, like business continuity and supply continuity planning. More detail can be found above in sections (a) and (b) and in the links provided.
Metrics and 
Targets
a)  Disclose the metrics used by the 
organization to assess climate-related risks 
and opportunities in line with its strategy and 
risk management process
ESG Goals; Scorecard
Campbell discloses a variety of environmental metrics in our Corporate Responsibility Report and in our CDP disclosures. Metrics include greenhouse gas emissions; 
energy use, renewable energy generated; sustainable sourcing; waste generation, including food waste; packaging recyclability; post-consumer recycled content in 
packaging; RSPO palm oil; among others. 
b)  Disclose Scope 1, Scope 2 and, if appropriate, 
Scope 3 greenhouse gas emissions, and the 
related risks
Scorecard; Combating Climate Change; 2021 CDP Climate disclosure; Campbell's Environmental Sustainability Policy
Scope 1, Scope 2, and Scope 3 greenhouse gas emissions can be found in our Scorecard. Risks related to the various scopes of emissions are discussed throughout 
the Combating Climate Change section of the Report, in our 2021 CDP Climate disclosure, as well as in our Environmental Sustainability Policy.
c)  Describe the targets used by the 
organization to manage climate-related  
risks and opportunities and performance 
against targets
ESG Goals
Campbell Soup Company commits to reduce absolute Scope 1 and 2 GHG emissions 42% by FY2030 from a FY2020 base year. Campbell Soup Company also 
commits to reduce absolute Scope 3 GHG emissions from purchased goods and services and upstream transportation and distribution 25% within the same time 
frame. We have reduced Scope 1 and 2 emissions by 8% and Scope 3 emissions by 8% since FY2020.
Campbell also has a sustainable agriculture goal to source 50% (by volume) of each plant-based priority ingredient from suppliers engaged in an approved 
sustainable agriculture program by FY2025. For tomatoes and potatoes, we have already surpassed our goal. For wheat, we are at 58% of our goal and programs in 
almond and cashew just launched in FY2021 with 6% and 2% progress, respectively.
TCFD
97
Introduction
Trusted Food
Vibrant Communities
Thriving People
Healthy Environment
Appendix
Governance and Ethics
Scorecard
Materiality
Stakeholder Engagement
Indices
Indices