Collaborating
For Action —2022 Review
The Consumer Goods ForumContents
Executive Summary — Testing Our Resilience

03

Leadership in Disruptive Times

05

A Perspective on 2022 — Expanding Regional
Outreach and Increasing Impact

08

The Power of Connections — Networking andKnowledge Sharing on a Global Regional Scale

09

Collective Influence and Impact — 8 Coalitions of Action
Accelerating the Power of Collaboration

18
42

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Collaborating For Action — 2022 Review

Executive Summary —Testing Our Resilience
The Consumer Goods Forum (CGF) is unique in that webring together consumer goods retailers and manufacturers
from all over the world to drive positive change. When
the CGF released its first annual report in 2021, the world
was dealing with COVID-19, and the CGF and the industry
swiftly went to work on some of the immediate issues thatneeded to be addressed. In 2022, the challenge has now
shifted to juggle the multiple crises of inflation, conflict, andsupply chain while also staying attuned to the longer-termsustainability goals.

Meeting Industry Priorities Through Our
Coalitions
2022 turned out to be another year of unanticipatedeconomic, environmental, social and geopolitical disruption.
It is testament to the agility and resilience of the leaders
who represent their companies on the CGF Board — and as
members of the Coalitions of Action — that they collectively
and individually stepped up to these challenges andultimately the greatest priorities, with undeterred resolve.
The goal of each of the 8 Coalitions is to help drivechange and accelerate impact on critical industry-wideissues through collaborative efforts across companies andgeographies. All have made progress against their statedgoals this year.

Our 8 Coalitions of Action
Food Waste — A global commitment to reducing food waste.
Forest Positive — Taking collective action for a forest positive future.
Food Safety — Safe food for people everywhere.
Collaboration for Healthier Lives — Empowered healthier people globally.
Human Rights — Working to End Forced Labour — Working together to eradicate
forced labour from consumer goods supply chains.
Plastic Waste — Playing a leading role in eliminating plastic waste on land and in sea.
Product Data — Tackling today’s biggest data exchange challenges.
Sustainable Supply Chain Initiative — Building trust in sustainability standards worldwide.

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Collaborating For Action — 2022 Review

Making Progress Through the Coalitions of
ActionAmongst other examples, the disruptive events of2022 highlighted the immediate economic and social
impact of issues such as food waste, longer-termsustainability concerns regarding plastic waste, andmaking progress in ensuring that product data is
accurate, consistent and easily exchanged.
Built on its commitment to transparency, the Forest
Positive Coalition released its second annual report at
New York Climate Week in September, which illustrates
how the Coalition members are now collectively
reporting on their total deforestation metrics.
The disruptions of the past year made access tofood, health, personal care and hygiene products anincreasingly critical issue. In this context, the scope of
the Collaboration for Healthier Lives was broadened
to address some of the issues that were interferingwith consumers’ access to products.
The Human Rights Coalition — Working to End Forced
Labour launched its People Positive Palm Project in
October to drive collaboration between consumer
goods companies and palm oil suppliers in Malaysia
to address the issue of forced labour in the Malaysianpalm oil sector.
Building food safety capability is a strategic priority
for the Global Food Safety Initiative and the pace ofchange was stepped up in maturing markets acrossthe world. GFSI also convened the first CGF postpandemic in-person gathering, with 600 delegates inattendance at the GFSI Conference 2022.
2022 was a pivotal year for the Sustainable
Supply Chain Initiative as well, with six schemes
undergoing the benchmarking process for third-party
sustainability certification and SSCI recognition.

The full report details the actions of each Coalition.
The past two years have been a test of resilience
for the CGF and its members. The progress that has
been made is a tangible example of their commitment
to continue to work together in the best interests ofthe consumer goods manufacturers, retailers andconsumers, as well as society more broadly.

Reconvening the Industry
One of the unique characteristics of the CGF is theability to convene CEOs and other senior leadersfrom the world’s most influential manufacturers andretailers, to share information and learn from eachother on a pre-competitive basis. The leaders from
CGF member companies actively participate inworking groups and steering committees throughout
the year, and collaborate with NGOs and other external
stakeholders on special projects. They also play a
critical role in the Coalitions of Action by working
together to develop concrete solutions on major issues
that are affecting the industry now and in the future.
In order to drive positive change as broadly as
possible, members in various regions tailor the global
strategies of the CGF Coalitions of Action to ensure
they are relevant and actionable at a local level.
The regional offices in China, EMEA, Japan, Latin
America and North America were very active thisyear in engaging directly with their local members.
CGF’s regional outreach is critically important forbringing key regional players together to share theirknowledge, adapt global actions to the requirementsof the region and evaluate their impact and progressat the local level.
The combination of global events such as the Global
Summit, GFSI Conference, Sustainable Retail Summit,
Supply Chain Conference and Future Leaders
Programme, combined with regional events andoutreach, reflects CGF’s strategy to address industry
issues on a global scale, while implementing actions
at the local level to ensure they have a tangible
impact in individual regions.

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Collaborating For Action — 2022 Review

Leadership in
Disruptive Times
The disruptive environment of the past two years has
amplified the importance of The Consumer Goods
Forum’s mission to influence responsible businesspractices around the world, and to ensure its vision of“Better Lives Through Better Business." It has solidified
member companies’ commitment to work together andtake action on longer-term industry issues.
The need to act on the most pressing sustainability
issues has never been stronger. Price volatility infossil-based energy supplies has intensified thefocus on renewables. Disrupted supply chains havehighlighted the need to create sustainable andlocal sources for raw materials. The global cost-ofliving crisis has put additional strains on household
budgets, and there is a need to scale efforts
quickly to reduce food waste and make healthy andsustainable products accessible and affordable.
Rarely has there been a greater test of the industry’s
adaptability in continuing to advance these ideals.
All of the current issues fall within the remit of the
CGF’s 8 Coalitions of Action. This has reconfirmedthat CGF members have identified the right priorities
and that no company can tackle these far-reaching

global issues alone. These focused priorities are theNorth Star that guides the actions of industry leadersand encourages them to work in solidarity to drive
positive change within the industry and for the benefitof consumers and society.

The Coalitions are the vehicles that are
driving us toward achieving our ultimate
goals. Each one has a clear agenda, welldeveloped plans and targets, and veryclear governance practices. The membersof each Coalition of Action have been
resilient and made real progress in mostareas this year. They didn’t crumble under
the weight of unpredictability, and they
continued to stay focused to maintain their
momentum on many important projects.
Daniel Zhang
CGF Board Co-Chair and Chairman & CEO
Alibaba Group, China

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Collaborating For Action — 2022 Review

Maintaining Momentum
The strength of the CGF members’ commitment
has been built over the course of several years, and
it is anchored by an environment of collaborationand trust amongst retailers and manufacturers.
With attention to the critically important issues
that consumers, manufacturers and retailers areconfronting today — while not losing sight of theirlonger-term priorities — the Coalitions have beenable to maintain momentum this year. In somecases, it was necessary to re-prioritise the actions
in some areas, adapt some plans, and slow the pacein others.

Despite challenges in the operating
environment, we continue to drive
forward and make progress. We aremeasuring metrics against milestones
and are beginning to see progress.
Now, we’re ready to build momentum
and achieve substantive progress. It’stime to take it higher.
James Quincey
CGF Board Co-Chair and Chairman & CEO
The Coca-Cola Company

Nevertheless, the long-term ambitions of the
Coalitions and the commitment of their members
remains strong.

New Opportunities for Further CrossCoalition Collaboration
As the Coalitions continued their progress through2022, the opportunity for stronger cross-Coalition
collaboration became more visible. Theinterdependencies are inherent and have always
been there, and the Coalitions are finding newareas to contribute to each other’s objectives. For
example, the issue of food waste is closely linked
with environmental targets: by reducing foodwaste, the carbon footprint can also be reduced,
in the same way as food waste reduction can also
contribute to food safety.
Similarly, with regard to plastic waste, the focus is not
exclusively on recycling and eliminating plastic waste,
but also on reducing the carbon footprint by eliminating
the use of virgin plastic. The Sustainable Supply
Chain Initiative’s collaboration on social sustainability
issues with the Human Rights Coalition — Working
to End Forced Labour potentially brings the issuesof deforestation and forced labour to the same table,with SSCI developing the tools and resources forbusinesses to address their environmental and social
risks together.
The Coalitions will continue to focus on theirindividual targeted priorities for action, while also
sharing their learnings and expertise and aligning
their actions throughout the entire value chain toachieve the industry’s collective objectives.

Reigniting the Power of Human Connections
Collaboration and collective action are central toachieving CGF’s mission and making progress inmember companies. Person-to-person connectivity
and opportunities for open dialogue are essential for
successful collaborative efforts. Whilst CGF virtual
events over the past two years kept people informed,
the opportunities for open dialogue and building
personal connections were clearly constrained.
After more than two years of virtual gatherings, over
600 of these leaders enthusiastically reconvened inperson for the first time at the CGF’s GFSI Conferencein Barcelona in March. Working across boundaries
to ensure safe and sustainable food everywhere
has never been more critical, and the conference
theme, “Delivering Impact for Safe Sustainable Food”,
affirmed the Global Food Safety Initiative’s role inaddressing this challenge.
A few months later, in June, a sold-out delegation ofover 700 delegates arrived in Dublin for the Global
Summit, the CGF’s flagship annual event. The Summit
theme, “From Resilience to Reinvention: Responsible
Growth in the New Era," reflected members’
readiness to move beyond ‘reacting and adapting’
to world events to ‘working together to implement
urgent and lasting solutions’ in several critical areas.
The greatest takeaways from this year’s Summit
reinforced the power of human connections; the needfor the CGF and the industry overall to balance boththe short-term and long-term challenges; and thecritical role of collaboration and collective action. Thisin-person event also gave us a firsthand view of thegrowing diversity of the industry, and the importanceof diversity and inclusion as a wellspring of creativeideas and innovations.

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Collaborating For Action — 2022 Review

The Future Leaders Programme is designed toprepare the next generation of the industry’s leaders
for future roles in the C-suite. A new format was
introduced this year, and 50 carefully selected risingstars from CGF member companies participated in aseries of eight virtual sessions from January to June,and met at an in-person module at the Global Summit.
Two additional, targeted global events included theSupply Chain Conference and Sustainable Retail
Summit, which were held back-to-back for the firsttime in Amsterdam in October. The Supply Chain
Conference gave the delegates an opportunity tocontribute to potential actions for balancing thecollective need to address retailers’ short-term
challenges, while not losing sight of the longer-termsustainability and supply chain goals.

Diversity, equity and inclusion is key to achieving
greater inclusivity and renewal throughout theindustry as well. It’s important for industry members
to be able to tap into the unique experiences andexpertise of as many people as possible, by ensuringthat everyone has a seat at the table. The CGF has arole to play in achieving this objective. This year, forexample, we made some operational changes thatprovide opportunities for a variety of executives torepresent their company CEOs at the board room
table. We have appointed a diversity champion for
the CGF and are currently developing a series ofmanagement programmes to progress these diversity
goals even further.

Daniel Zhang

CGF Board Co-Chair andChairman & CEO
Alibaba Group, China

The new era of health and sustainability is set toshape the industry. The Sustainable Retail Summit
gave the delegates an opportunity to learn about how
to reinvent their business models and take positive
action today.
The importance of diversity, equity and inclusion has
long been an important value of the CGF. Within ourown organisation, 75 percent of the employees arefemale, as are 50 percent of the CGF Management
Committee members and 37 percent of the Coalition
Co-Chairs. We have improved the gender balance ofdelegates and presenters at our events with an averageof 44 percent female speakers at our Global Summit,
GFSI Conference and Sustainable Retail Summit.

We have a diversity, equity andinclusion mandate, and to further it, weare ensuring as many operational areas
as possible reflect our aspirations.
Wai-Chan ChanManaging Director
The Consumer Goods ForumJames Quincey,

CGF Board Co-Chair andChairman & CEO
The Coca-Cola Company

8Collaborating For Action — 2022 Review

A Perspective on 2022 —Expanding Regional Outreach and Increasing Impact
The combination of the pandemic and the war in
Ukraine triggered previously unimagined crises overthe past three years, and it required companies toreact quickly and look for solutions for these pressing
matters. In the aftermath of this uncertainty, newemergencies have risen — such as an increase inenergy and living costs, market turbulence, and a new
imbalance between short-term constraints and longterm challenges.
When the governance model for the Coalitions of
Action was first introduced, the majority of our energy
and attention was directed at the developmentof detailed action plans and in recruiting active
Coalition members from both the manufacturing andretail sectors.
Then, despite the unpredictable circumstances or
2022, our attention turned to actively implementing
these action plans amongst the member companiesof the Coalitions.
As we look forward, it is difficult to have a clear viewof 2023, but we do know that the long-term needsof the industry — and its critical role in society — areunwavering. It is why the Coalitions exist, and thedisruptions of the past two years have reinforced
our resolve to expand our regional outreach andimplement actions that have meaningful local impact.

We have the right priorities and the right way ofworking; we are gathered around the same North Star
that guides the industry’s goals. We know that not allof the Coalitions will move at the same speed. There
are different opportunities and challenges that each isaddressing; and it requires agility to cope with changes
in circumstances. The task at hand is to follow throughand implement what we said we were going to do
throughout the CGF membership, and for each Coalition
to continue to measure and report on their KPIs.
It is now more a question of pace. The challenge in2023 will be in closely monitoring global circumstances
while also maintaining as many opportunities as
possible for people to come together, share bestpractices and work on concrete actions and solutions.
As I said at this year’s Global Summit, we have donea great deal of planning, and it is time to “do, do, do."This is why collaboration is so central to the actions
that need to be taken for leaders of the consumer
goods industry to achieve impact at scale.
We are making progress, but the time has come toaccelerate our collective effort. I encourage you tofollow through on our commitment to set targets,and to begin measuring and reporting on the impact
we are having on the industry and on consumers.
Together, this is how we will achieve our goals.

Wai-Chan ChanManaging Director
The Consumer Goods Forum9
Collaborating For Action — 2022 Review

The Power of Connections — Networking and Knowledge
Sharing on a Global Regional Scale
The CGF convenes groups of industry CEOs and otherC-suite executives in global events to:•	Share information and learn from each other on apre-competitive basis;• Network with their peers;• Exchange knowledge and experiences; and• Develop concrete solutions to industry-wide issues.
Regional events bring together the key players who areadapting and implementing global actions at the local
level to share their progress and evaluate the impact.

It’s our job as a Board to make sure that we are debating and discussing the challenges andopportunities we all face and transferring our knowledge broadly among member companiesof all sizes. The Summit is an excellent opportunity to see and hear from company executives
who are leading by example and motivating the industry to take action.
Frans Muller
President & CEO, Ahold Delhaize

Global Summit 2022

Our Global Events
Global Summit — Dublin,
20th–23rd June 2022
The Global Summit is CGF’s flagship event, uniting
CEOs from some of the world’s most successful
retailers, manufacturers, and service providers.
This year’s sold-out event was the first Global
Summit since 2019 that CGF members were able
to convene in person. The Summit theme, “FromResilience to Reinvention: Responsible Growth in
the New Era," reflected members’ readiness to movebeyond reacting and adapting to world events toimplementing urgent and lasting solutions in several
critical areas.

700 59CEOs and C-level
executives, of which
31% were women

speakers, of which
35% were women

244 40companies

countries

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Collaborating For Action — 2022 Review

I see the Summit as the pivotal moment
when we are able to address and influence
the entire consumer goods ecosystem.
A lot of great work is being done in local
countries and in the Coalitions throughout
the year. The Summit is the moment where
we are able to take the awareness level of
all these initiatives to the next highest point
throughout the industry.
Ramon Laguarta
Chairman and CEO, PepsiCo

We look forward to seeing you at the next
Global Summit in Kyoto, Japan on 6th- 8thof June, 2023.

The CGF Global Summit is an important opportunity to bring together industry members who
have a wholehearted desire to create a more sustainable world by sharing and learning fromtheir best practices.
“In Japanese culture, having these face-to-face conversations on such important issues isvalued above all else in order to achieve “wa” or “harmony”. This is why the theme of the2023 Global Summit in Kyoto — “The Pursuit of Harmony in Turmoil: Working Together toMake a Difference” — is so relevant and meaningful. Hosting the Summit in Kyoto, which has
long been the center of Japan, will make it even more significant.
Taro Fujie
President and CEO, Ajinomoto

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Collaborating For Action — 2022 Review

GFSI Conference — Barcelona, 29–31 March 2022
Working across boundaries to ensure safe and sustainable food everywhere has never been more critical, and thisyear’s GFSI Conference theme, “Delivering Impact for Safe Sustainable Food," affirmed GFSI’s role in addressing
this challenge. After two years apart, Conference delegates reconfirmed the power of cross-sector collaboration
for working on solutions and catalysing collective action.

GFSI Conference 2022

+600 52

members of the global
food safety community, of
which 45% were womenplenary speakers,of which 42%
were women50

countries

85

speakers, of which
42% women

There is no better policy in society thanpursuing the health and safety of its
people. This year’s GFSI Conference
reinforced that policy commitment withleading industry executives coming
together to talk about ways to ensurethat the safety of the food supply isaligned with their actions on climatechange.
Dirk Van de Put
Chairman & CEO, Mondelēz International

Join us in shaping the future of foodsafety at the 24th–27th April 2023
GFSI Conference in Atlanta, USA —“Delivering Safe Food in Turbulent
Times: The Need for Agility &Resilience”.

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Collaborating For Action — 2022 Review

Supply Chain Conference —Amsterdam, 24–26 October 2022
The first edition of the Supply Chain Conference
gathered together over 70 delegates
representing a diverse, global network with ashared mission to unlock the potential of global
supply chains and be the foundation for building
consumer trust.
The SCC was scheduled back-to-back with the
Sustainable Retail Summit, giving delegates anopportunity to contribute to potential actions
for balancing the collective need to address
retailers’ short-term supply chain challenges andlonger-term sustainability goals.
Highlights over the three-day event includeda Technical Tour, a plenary on how to navigate
the VUCA supply chain in the post-pandemic
era and numerous dynamic breakout sessions.
The SCC participants were left feeling engaged
to minimise costs, maximise efficiency
and customer satisfaction, and build moresustainable supply chain operations.

Globalisation, rising costs, changing consumer demand and labour shortages — all are megatrends facing our industry today. Supply chain
leaders and experts from all over the world attended the GGF’s first Supply Chain Conference, and it was encouraging to see how easily we wereable to come together, not only to learn from each other, but to begin working on solutions to the many challenges facing our industry and ourcustomers.
The SCC happened at exactly the right the time to remind us how much we can achieve by working collectively to ensure that our supply chainscontinue to be both resilient and thriving in times ahead.
Ruediger Hagedorn
Director, End-to-End Value Chain,
The Consumer Goods Forum13
Collaborating For Action — 2022 Review

Sustainable Retail Summit — Amsterdam,
26–28 October 2022
The Sustainable Retail Summit was held directly
after the Supply Chain Conference, giving delegatesthe option to attend both events and learn more
about concrete actions for addressing theircollective challenges.
Amsterdam proved to be an inspiring setting for the
SRS. The three days saw many conversations aroundthe CGF’s ambition of “a little less conversation, a little
more action." Sessions including thought-provoking

topics on interacting with Gen Z, addressing the costof-living crisis impacting consumers and discussion
around a hugely important element of sustainablestrategies — plastics and packaging.
To end a hugely action-oriented SRS, the delegatesheard how space exploration can enable us to thinkfurther in the future. For our industry, its science gave
us an understanding around climate change andreminded us that seeing something from a broader
angle helps us to put problems into perspective andprioritise the issues we need to tackle.

Sustainable Retail Summit 2022

250 60delegates

speakers, of which
55% were womenWith delegates from around the world, theSustainable Retail Summit was the perfectopportunity to open up discussions about
the sustainable solutions that the entire
industry needs to tackle in order to remainsustainable throughout the value chain.
For me, one of the highlights was thesession led by two young activists from
‘Bite Back 2030.' They were also on centre
stage at this year’s Global Summit to share
their personal experiences regarding theaffordability and accessibility of healthy
products.
This is the next-generation of ourcustomers, and it’s vital for us tounderstand what they will need andexpect from us in the future.
Frans Muller
President & CEO, Ahold Delhaize

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Collaborating For Action — 2022 Review

Future Leaders Programme —28 January–23 June 2022
As health, economic and social challenges impact
the priorities and skills of those at the helm of
today’s consumer goods businesses, CGF has
joined forces with Boston Consulting Group (BCG)
and Egon Zehnder to launch the next generation of
the Future Leaders Programme.
This year’s 52 participants from 21 countries werepersonally selected by the CEOs of CGF member
companies to participate in an eight-module,
six-month program of learning and collaboration.
It also included an in-person module during the
Global Summit and an opportunity to engage with
the CEOs in attendance.

We’re focused on building the next generation of leaders and supporting the development
of diverse, dynamic talent. As the world gets even more complex, we need great people tocontinue to lead this industry.
This programme is helping them develop the leadership skills they need. Their experience
with CGF will help them understand the industry with the perspectives of retailers andmanufacturers.
James Quincey
Chairman and CEO, The Coca-Cola Company

Future Leaders (Virtual)
Programme 2022

52

participants, of which
39% were women

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Collaborating For Action — 2022 Review

Our Regional Events

The 4th CGF China Day (2021
postponed to 2022)• 17&18 February 2022, Shanghai

To drive positive change as broadly as possible, CGF members tailor the global strategies to their regions to ensure they are
relevant and actionable. Regional events help to ensure that best practices are shared, that progress and impact are tracked,
and members have opportunities to engage directly with key local stakeholders.

• 396 participants (including
Parallel activities)• 69 speakers (including Parallel
activities)
The 2nd CGF China Health &Sustainability Collaboration
Conference (2021 postponed to2022)• 18 February 2022, Shanghai• 110+ participants• 30 speakers

Latin Supply Chain
Meeting 21 April 2022,
Bogota, Colombia

Japan

North
America

EMEA• 18 February 2022, Shanghai

China• 20 participants

Latin Board Meeting
22 April 2022, Bogota,
Colombia• 40 participants

Latin Board Call
1 November 2022
• 35 participantsForo Latino 3-6 May 2022,
Sao Paulo, Brazil• 32 participants

The 1st CGF China Digital
Supply Chain conference (2021
postponed to 2022)• 90+ participants• 20 speakers
CGF China Board meeting —closed door (2021 postponed to2022)• 17 February 2022, Shanghai

LATAM• 34 participants, including
observers

CEO Roundtable — “The Security and Robustness of Supply Chains” (Virtual
Format) — 26 January 2022
CEO Roundtable — “Leveraging AI and Digitalisation to Optimise Supply Chains
and Business” (Virtual Format) — 16 March 2022
CEO Roundtable — “Dealing with Food Inflation” (Virtual Format) — 25 May 2022
CEO Roundtable — “Managing Sustainability through the Cost-of-living Crisis”(Virtual Format) — 8 November 2022

CGF China CEO roundtable
meeting — closed door (2021
postponed to 2022)• 17 February 2022, Shanghai• 46 participants, including
observers

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Collaborating For Action — 2022 Review

LATAM

The Consumer Goods Forum in Latin
America has gained momentum, speeding
its work through the CGF Coalitionsof Action. The Plastic Waste Coalition
is working with multiple stakeholders
in the region, including national andregional governments, recyclers, NGOs,
and academia to implement the Golden
Design Rules, EPR systems, among otherinitiatives.
Also, the Collaboration for HealthierLives Coalition keeps leading the agenda
throughout the region, involving over 24
companies, and reaching more than 10
million consumers. This year we have also
launched the Race to Zero and E2E Value
Chain Coalition to raise the awareness in
LatAm, share case examples and establish
commitments.
In addition, Forest Positive and Food Waste
Coalitions are led in the global sphere withthe commitment of regional companies
that are allowing local implementation incountries that have a strong role to play.
After the pandemic, the LatAm Board
met in person again, allowing us to keep
motivating our teams and spreading ourcommitments.
Carlos Mario Giraldo, CEO, Grupo Éxito

China

We want to be more inclusive and attract more participants from different markets
and geographies In each Coalition of Action. China has become so important,
but we need more new-economy companies to share their experiencesfrom different markets as well. This is what makes the CGF a truly global andrepresentative organisation.
Daniel Zhang
Chairman & CEO, Alibaba Group CGF Board Co-Chair

EMEA

There is no question that inflation and the cost of living is putting a lot of pressure
on households. One of the unintended consequences is that we’re increasingly
seeing changing consumer behaviour in terms of food waste in the home, which
in some markets accounts for up to 70 percent of all food waste. We see this as a‘moment in time’ and a window of opportunity for CGF EMEA members to reallyhighlight food waste from both an economic and sustainability perspective acrossthe entire region.
Ken MurphyGroup Chief Executive, Tesco

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Collaborating For Action — 2022 Review

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Collaborating For Action — 2022 Review

Collective Influence andImpact — 8 Coalitions of Action
Food Waste
Board Co-Sponsors
Ken Murphy, Group Chief Executive, Tesco
Max Koeune, President & CEO, McCain Foods
Coalition Co-Chairs
Brittni Furrow, Vice President of Health and Sustainability, Ahold Delhaize USA
Janelle Meyers, Chief Sustainability Officer, The Kellogg Company
Coalition Director
Ignacio Gavilan, Director, Sustainability, The Consumer Goods ForumThe Global Fight Against Food Waste
As a critical social and environmental problem, food waste can only be effectively addressed through committed,
collective action. The critical first steps that the Coalition took in 2021 became the building blocks of atransparent and proactive strategy to prevent and reduce global food waste and loss.
Each Coalition member has made a commitment to the Sustainable Development Goal (SDG) 12.3 target to cut
food waste in half by 2030 within their own operations, and to contribute to addressing the issue of food waste
beyond their own operations — up and down their supply chains.

If you think about all the things
that companies are trying todeal with — improving theefficiency of our operations,
reducing the carbon footprint
and meeting our responsibilities
to society — dealing with foodwaste addresses all three ofthese issues as well as many
new imperatives ahead.
We are doing what is right in atime of escalating concerns overfood insecurity in many partsof the world — a trend that is
now going in reverse after a few
years of progress. The case foraction is very clear.
Max Koeune
President & CEO, McCain Foods

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Collaborating For Action — 2022 Review

Value to the Industry, People and the Planet
The health, economic and geo-political events of thepast year have made the reduction of food waste
an even more urgent global issue. Addressing it
successfully can generate a triple win by alleviating
the unnecessary pressure on water, land and climate;
reducing food insecurity by helping to feed more
people; and saving money for businesses, farmers
and households.
The Food Waste Coalition’s actions in 2021 were focusedon the development of a harmonised reporting template,aligned with WRAP, the World Resources Institute andthe 10x20x30 initiative, to help companies evaluate theirprogress under one common approach.
In 2022, Coalition members’ reporting using theharmonised template onto the Food Waste Atlas
platform helped to demonstrate a good reporting
standard and promote greater transparency to thewider CGF member companies.
The Coalition continued to be action-oriented inbringing workable solutions and practical tools suchas this to the rest of the industry — to facilitate not
only ‘what’ needs to be done, but also ‘how’ to do it.
In the same spirit, the Coalition continued to serve
as a platform for its members to share learnings andbest practices for taking effective actions to reducefood waste in their own operations, as well as with
their suppliers and consumers.
In another step forward, the Coalition assessed its
progress towards Sustainable Development Goal
(SDG) 12.3 by setting interim milestones for members'
food waste reduction and the plans to aggregate
their reported data to establish a Coalition baseline.
A baseline report of this data will provide a yearlysnapshot of the collective progress that has been
made against the members’ commitments to reducefood waste, with the goal of successfully achieving a
50 percent reduction by 2030.

A Response to Supply Chain Disruption
One of the biggest issues for the industry and for
consumers in 2022 was disruption in the supply chains,which had an impact on companies’ operations andpeoples’ day-to-day lives. As a result, new priorities wereadded to the workloads of companies’ manufacturing,
supply chain and procurement teams, all of which are
key departments in charge of addressing food waste
concerns. Given the challenge of multiple priorities, thepace of the Coalition’s activities slowed modestly this year,
but the members have continued to stay the course.
The fundamentals of the Food Waste Coalition
remain steadfast, with the Champions 12.3 initiative
providing an overarching framework for priorities andactions. The fundamental commitment is to enabletransparency on food waste in becoming an industry
norm. Coalition members have continued to measure
food waste against their set targets, and nearly all are
set to report their progress publicly in 2022.
On upstream losses, the Coalition continued tomake good progress as well, with the completion ofa study on major farm-stage food loss hotspots —in tomatoes as a chosen case product — and thedevelopment of key recommendations for a food loss
reduction strategy that retailers and manufacturers can
incorporate with their suppliers. The results of this work
will be used to inform the Coalition’s wider strategy forsupporting on-farm growers in decreasing food loss
and increasing their savings.

A Window of Opportunity
Disruptive events in 2022 highlighted the immediate
economic impact of food waste and longer-termsustainability concerns.

The most recent data shows that close to 40 percent
of all food produced in the world is going to waste.
This is an unwelcome increase over the previous onethird point of reference and a concerning revelationthat makes food waste reduction an even morecritical social, economic and environmental issue.

I believe that people haven’t talked aboutfood security enough until now. If you lookat the droughts in China and the poor
rice yield this year, the poor winter wheatyield, one-third of Pakistan being underwater, and the crop failures in Canada andthe US last year — you have to believethat we’re going to see an even greater
increase in food insecurity.
So we need to be thinking about theurgency of reducing food waste. Afterenergy, the food system is the greatest
destructor of the environment, either
through greenhouse gas emissions ordeforestation or biodiversity losses. I
challenged the delegates at this year’s
CGF Global Summit to address thisissue. And I’m hopeful that geopolitics,
economics and basic survival will help toamplify why reducing food waste is so
critically important to everyone.
Ken MurphyGroup Chief Executive, Tesco

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Collaborating For Action — 2022 Review

The Road Ahead
For 2023, the Coalition’s goal is to show a reduction
against the original baseline, to maintain its focus
on measuring food waste and, ultimately, forcompanies to publicly report their food waste data.
The Coalition’s priorities for 2023 are divided into
two core initiatives that will drive an increase in bothfood waste measurement and public reporting
along with more attention to the reduction of
upstream losses and household food waste with
consumers.

The Power of CEO-to-CEO influence
I believe the Coalition’s focus on upstream
food loss is really important. Each of themembers is taking responsibility to reducefood waste in their own operations. However,as much as half of the world’s food is lost at ornear the farm during harvesting or processing.
Our companies are at the centre of the foodvalue chain, so we are uniquely positioned
to lead the global effort to reduce food loss
by working together with our suppliers andgrowers to reduce food waste throughout
the entire supply chain that comes into ourfacilities.
Janelle Meyers
Chief Sustainability Officer
The Kellogg Company

In 2023, we will know we have succeeded
if more data on supply chain food waste
has been measured and reported publicly,
and if we have unblocked the resistance tochange in procurement requirements.
Ignacio Gavilan
Director, Sustainability
The Consumer Goods ForumOne of the unique features of the CGF is the strengthand influence of CEO-to-CEO connections. Company
leaders are not only able to champion the Coalitions’initiatives in their own companies, but they canalso have a strong influence on their peers in othercompanies to contribute to the collective objectives of:• Encouraging
	more (if not all) Coalition members tomeasure and publicly report their food waste;• Increasing	
the number of companies signing up forChampions 12.3, as a demonstration that scale isbuilding;• Achieving
	
overall food waste reduction on an
aggregated basis; and• Increasing
	
best practice sharing, thereby increasing
the pool of knowledge of all Coalition members.

21
Collaborating For Action — 2022 Review

Forest Positive
Board Co-Sponsors
Alexandre Bompard, CEO, Carrefour
Grant F. Reid, Former President & CEO, Mars, Incorporated
Coalition Co-Chairs
Bertrand Swiderski, Sustainability Director, Carrefour
Christine Montenegro McGrath, SVP and Chief Impact & Sustainability Officer,
Mondelēz International
Coalition Director
Didier Bergeret, Director, Sustainability, The Consumer Goods Forum

A Global Response to Commodity-driven Deforestation
Forests cover almost 30 percent of the world’s land area, but they are disappearing at an alarming rate. Stopping
commodity-driven deforestation is critical to addressing global climate change, preserving biodiversity, improving
livelihoods, and ensuring the reliability and sustainability of raw materials and supply chains.
The Forest Positive Coalition’s vision is to drive collective action to achieve a forest positive future for people
and planet by removing deforestation, forest conversion and degradation from the supply chains of four key
commodities: palm oil, soy, paper, pulp and fiber-based packaging, and beef. It is underpinned by a new Theory of
Change that is focused on two strategic pillars: supply chain management and production landscape engagement.
The Coalition seeks to transform the limited number of businesses offering a forest positive supply of key
commodities into an abundance of forest positive suppliers, as well as help transform the landscapes wherecommodities are produced to forest positive. Both areas of action are rooted in wide collaboration and greatertransparency for accountability.

“Thank you Grant for all of yourleadership. You have helped move theneedle on this and I wish you well inyour future endeavours. I hope that we
can continue the great work you havestarted.”Wai-Chan ChanManaging Director
The Consumer Goods Forum22
Collaborating For Action — 2022 Review

At COP26, world leaders promised to end
deforestation by 2030. With the clock ticking
towards this deadline, and the climate
crisis showing no sign of slowing as wecome out of of COP27, it is clear we need atransformational, collective effort to achieve
this aim.

the Coalition has now published Roadmaps for all fourof its key commodities — palm oil, soy, paper, pulp,
and fibre-based packaging, and beef — which include
a set of ambitious Key Performance Indicators (KPIs)
to measure action and progress. Members arefollowing the actions in these Roadmaps to transformtheir own procurement policies, engage with
their supply chain partners, invest in production
landscapes and report publicly on their actions using
an aligned set of KPIs.

Despite the dramatic economic andgeopolitical issues of the day, we can’t
lose momentum on driving Forest Positive
action. We all need to continue to step up
with a sense of urgency and the Coalition
members are committed to advancing ourprogress.

The objective to create a stronger culture oftransparency and accountability moved forward withan increase in members’ disclosure rates for KPIs thatwere introduced in 2021, which was revealed in the
Coalition’s second Annual Report. This data included
the percentage of supplies sourced from regions thatare high-priority risks for deforestation, as well as theperformance of upstream suppliers as it relates to the
Coalition’s Forest Positive Approach.

Grant F. Reid
Former President & CEO, Mars, Incorporated

The Path to Action
The key paths of action have been laid out overthe last several years, disclosure rates against key
performance indicators have been strengthened andcompany methodologies for reporting of each KPI
have been shared. Each of these represents a criticalstep towards setting expectations and providing a
sharper view of the Coalition members’ collective
performance. These are important starts, but there is
still much more work to do.
In 2022, progress was made on the commitments totransform supply chains and production landscapes
to forest positive. In particular, the objectives aroundtransparency and accountability were advanced, andAchieving Impact Through Multistakeholder Engagement
A key area of action has been the engagementwith supply chain partners as the Coalition seeks
to transform the limited supply of forest positive
commodities to an abundance of forest positive
suppliers. The Coalition has been working to
implement its Forest Positive Approach in members’
own supply chains and in those of their upstream
suppliers by individually and collectively engaging
with these actors.
To aide this engagement, a key area of focus has been
on building critically important relationships with traders
who are essential partners in the forest positive journey.
Each Commodity Roadmap includes action points andcommitments for companies about how to engage
with their supply chain partners, as well as publicly

reported KPIs that will help demonstrate suppliers’
and traders’ progress implementing the forest
positive commitments. To support them in this work,
the Coalition published Guidance for forest positive
suppliers of palm oil (own brand manufacturers), soy,and cattle-derived products (meatpackers in Brazil), andwill continue to develop this implementation guidancefor other commodities in the future.
The Coalition also hosted a series of informationaland capacity-building webinars for members’
procurement teams around the world, and launched adeforestation monitoring and response framework on
palm oil, which helps to coordinate multi-stakeholder
actions to identify, remedy and prevent deforestation
risks in the supply chain.
Through its Strategy for Collective Action in Production
Landscapes, which was launched at COP26 in
Glasgow, Coalition members are also collaborating withstakeholders on the ground in areas most impacted bycommodity-driven deforestation. All Coalition members
are now investing in landscape- and jurisdictional-level
initiatives that are designed to drive climate, natureand people-positive outcomes while also combatting
deforestation, forest conversion and degradation.
This year, the Coalition published a brief report sharing
insights and case studies from these investments,
demonstrating their impact in local communities andenvironments in key production landscapes.

Engaging with Stakeholders
The Coalition has continued to work with more than
200 stakeholder organisations from civil society,across the supply chain, production landscapes andmultiple levels of government to build its strategies,
evaluate performance and create the enabling
environments that are necessary for forest protection,conservation and restoration.

23
Collaborating For Action — 2022 Review

To ensure a viable future for our industry,it must be sustainable, and our work
together this year reinforced the power
and necessity of collective action to drive
the change needed to make this happen.
We continued to strengthen ourconnection with all stakeholders along thevalue chain in two-way exchanges tolisten and learn as well as to influence.
No matter how much work is done within
the Forest Positive Coalition, success will
only be achieved if the broader ecosystem brings our Theory of Change tolife.
Going forward, we will partner with others
beyond our coalition to develop systemic
approaches and drive greater scale.
Christine Montenegro McGrathSVP and Chief Impact & Sustainability Officer,
Mondelēz International

The report illustrated the increase in disclosure rates
on performance metrics that were introduced in 2021,
with Coalition members now collectively reportingon 62 percent of the total deforestation metrics, andclose to half reporting on at least 75 percent of the
KPIs across all commodities.

The Climate Week event was importantbecause it brought people together toexchange ideas and information andaccelerate momentum. All the pointsof view represented at the event were
important and sincere, including those that
expressed a healthy dissatisfaction for thepace of change. We’re all aligned with theneed to go further, faster.
Grant F. Reid
Former President & CEO, Mars, Incorporated

Looking Ahead to 2023 and the Power ofCollective Action

Creating a Culture of Transparency andTransformation

The Theory of Change on forest positive is simple:
it is an investment in business operations to ensurethat everything is forest positive along the value
chain. This includes investing in landscapes, whichhelps build resilience in supply chains through theprotection of forests and natural ecosystems.

Building on its commitment to transparency in 2021,
the Coalition’s second annual report was launchedat New York Climate Week in September 2022
to provide a progress update on the Coalition’s
efforts to publicly report on an ambitious set of
performance metrics.

Having an exponential impact is more than the sumof the parts, and the power of the Coalition has
helped companies that have not previously invested
in landscapes to find easy ways to make sure they
are allocating resources where it is most relevant for
generating impact.

A transformative shift is required in how individualcompanies — and the industry as a whole — dobusiness. It is not enough, for example, to purchasecertified deforestation-free products from suppliers.
Suppliers need to be offering only forest positive
products, and that requires changes at many different
levels: legislation, behaviours and companies’
procurement practices. The industry needs to build
a value chain where every actor is committed to stop
deforestation throughout their supply chains.

Since the launch of the coalition, we
have focused on creating alignment
among the membership — building avision, roadmaps, KPIs, capacity building,landscape action and stakeholder
engagement through which we haveestablished a baseline of action. We are
now focusing on rapidly accelerating ourefforts individually and collaboratively todemonstrate the business case for forest
positive action.
Bertrand Swiderski
Sustainability Director, Carrefour

24Collaborating For Action — 2022 Review

Global Food Safety Initiative
Board Sponsors
Dirk Van de Put, Chairman & CEO, Mondelēz International
Pieter Boone, CEO, Pick n Pay
Coalition Co-Chairs
Howard Popoola, Vice President, Corporate Food Technology & Regulatory Compliance,
The Kroger Co.
Roy Kirby, FoodsafERM (for Mondelēz International Inc.)
Coalition Director
Erica Sheward, Director, GFSI, The Consumer Goods ForumThe Main Highlights from 2022 Core Business Delivery
GFSI managed business continuity through the tail end of COVID-19 and successfully transitioned back to normal
operations. GFSI presided over a third-party certification system which saw a return to in person audits; over
150,000 certificates were issued against GFSI-recognised programmes. GFSI led the way by also staging an inperson conference with 600 participants.
	
conference cemented GFSI’s position as the main global industry forum for promoting dialogue with• The
regulators and NGOs with 30 regulators attending along with all the major NGOs including FAO, WFP and
CODEX Alimentarius.
• The	conference programme centred around the theme of “Delivering Impact for Safe Sustainable Food”, andit affirmed GFSI’s commitment to sustainability in achieving the United Nations’ Sustainable Development
Goals: 1 (no poverty), 2 (zero hunger), 6 (clean water and sanitation), and 12 (responsible consumption andproduction). Given recent world events, a particular area of focus this year was the industry’s responsibility toserve vulnerable communities.

Food safety capability is a pillarof our strategic priorities, and it
is absolutely business-critical for
us to take on the role of building
capabilities that are bigger thanthose we have assumed thus far.
Our vision has been embraced by
the GFSI Steering Committee, andwe believe it will be transformational.
It is clearly of interest in countries
where food safety capabilities are
maturing but where the pace ofchange needs to be stepped up,such as China, Mexico, Southern
LatAm, Africa, and in some partsof the Middle East.
Erica Sheward
Director, GFSI, The Consumer Goods Forum25
Collaborating For Action — 2022 Review

The GFSI regional outreach programme has beenstrengthened. All seven local groups covering
all regions of the world are back up and runningagain after COVID-19 and each has its own work
programme reflecting the diversity of needs aroundthe world.

Making food safety a global capability is a key
strategic priority for GFSI, a comprehensive review
and new vision for how GFSI supports food safety
capability globally was shaped and tested. A new
vision for the Global Markets Programme was also
proposed. GFSI designed and tested this new
approach with target beneficiaries: SMEs who
require capability-building support and those whoare currently working with them. The goal is tobetter promote the Codex Alimentarius Commission
standards in areas around the world and help
companies remove unnecessary burdens. For thoseseeking to become certified, GFSI aims to increase
the level of support to facilitate “once certified,
accepted everywhere."

Looking back at 2022, GFSI successfully
managed business continuity through thetail end of COVID and transitioned backto normal operations. Over 150,000 GFSI
Certificates were issued and we returned
to a physical presence conference withover 800 participants. The Conference
cemented GFSI position as a global industry
forum for promoting dialogue across all
stakeholder groups with over 50 regulators
and NGOs attending.

Contributing to Thought leadership in the
Area of Food Safety

Roy Kirby
FoodsafERM (for Mondelēz International)

2022 saw the publication of a scientific review of the
big trends in food safety through the constitutionof a Science and Technology Advisory Group. This
review is part of a process to establish GFSI at theforefront of thought leadership on food safety, andit underscores the importance of the Coalition’s
mission-critical partnerships with UN agencies
such as the World Health Organisation, Food andAgriculture Organisation, Codex Alimentarius
Commission and World Food Programme.

In the BackgroundTo maintain the trust in GFSI that has been earned
over the past two decades, we have modernised
our governance model and strengthened GFSI’salignment with The Consumer Goods Forum overall.
As the CGF Coalition of Action on Food Safety, the
GFSI Steering Committee, sub-committees, working
groups and local groups are now operating under an
updated code of conduct, ethics, and governancerules that will continue to ensure transparency to all
our stakeholders and enable the delivery of our key
objectives.

26
Collaborating For Action — 2022 Review

Collaboration for Healthier Lives
Board Co-Sponsors
Brian McNamara, CEO, Haleon
Frans Muller, President & CEO, Ahold Delhaize
Mark Schneider, CEO, Nestlé
Coalition Co-Chairs
Ayla Ziz, SVP Global Sales — Chief Customer Officer, Danone
Rebecca Marmot, Chief Sustainability Officer, Unilever
Staci Cochran, Senior Director II, Health & Wellness New Business Development, Walmart
Coalition Director
Sharon Bligh, Director, Healthier Lives, The Consumer Goods Forum
A Global Strategy Implemented Regionally
The objectives of the Collaboration for Healthier Lives (CHL) are to inspire healthier consumer behaviour instores, online and throughout local communities; to drive collective action across sectors; and to make healthierand more sustainable choices easier for consumers.
The increasing health and wellbeing challenges often differ from region to region. As a result, CHL’s global
strategy relies on regional implementation to ensure that people have access to the food and hygiene andpersonal care products and services that are right for them. The goal is to help people make healthier decisions
every day for themselves and their families in every community around the world.
To measure its progress, the Coalition has developed a robust KPI framework with set targets for consumer
engagement and percentage thresholds for basket growth in food and personal care and hygiene.

27
Collaborating For Action — 2022 Review

Supporting the Empowerment of HealthierConsumers
The relatively recent consumer shift towards healthierand more sustainable lifestyles brought additionalenergy to CHL’s actions in 2022. The key priorities
were focused on new product development,
innovation, encouraging healthier and moresustainable choices and therole of the Coalition in driving the consumer goods
industry’s contribution to health and wellbeing.
To encourage positive action within communities
around the world, CHL members supported initiatives
that could be replicated and scaled to move beyond
1:1 collaboration, with active initiatives in nine countries— USA, Mexico, Costa Rica, Colombia, UK, France,
Turkey, China and Japan — with more in the pipeline
heading into 2023.
A total of 70 initiatives were undertaken by Coalition
members, with a KPI framework for each thatexamines what is working and what is not; how many
people have been reached; and what tangible actions
they have taken.
CHL reported notable progress in several key areas in
2022, such as the promotion of healthier andflexitarian diets with vegetarian recipes in France;
improving the accessibility of healthier products invulnerable communities in the US; and reducing theuse of salt in Japan.
Collaborations with municipalities were renewed inJapan, and the first out-of-home testing took place in
China. These highly successful actions on the groundare now reaching scale, and there are robust
development plans for the Middle East in 2023.

There is a convergence between the workof the Coalition and how it is meeting new
consumer needs, including innovations inplant-based products and alternative dietsthat are moving to scale in several local
markets.
Local initiatives are the primary drivers
behind CHL’s focus on behaviouralchange. With the Coalition’s new KPI
framework, global targets and reporting
mechanisms are now in place for eachof these local actions. These will be
important in helping us to understandthe impact that the Coalition’s actions arehaving on consumer behaviour and on
the business outcomes of CGF member
companies themselves.
Frans Muller
President & CEO, Ahold Delhaize

Responding to Dynamic Issues in Real Time
The disruptions of the past year made access tofood, health, personal care and hygiene products anincreasingly critical issue. In this environment, thescope of the Coalition’s actions was broadened toaddress some of the challenging issues facing
consumers and embedding sustainability in its core
mission. Unfortunately, rising inflation deepened thelevel of consumer insecurity even further, with newconcerns regarding affordability as well as
accessibility.

Many consumers are facing difficult decisions: how toaccess healthier products without having to makeimportant financial trade-offs. In the UK, this trade-off
dilemma has been referred to as ‘heat or eat’, and CHL
members are actively seeking ways to address thisissue.

The Collaboration for Healthier Livesis the CGF’s only consumer-facing
Coalition of Action so we’re focused on
their challenges and needs. The global
circumstances of the past two years have
impacted consumers and so we haveadapted the Coalition’s priorities andprogrammes to optimise our offering.
Improved Access and affordability are
underpinning consumers’ concerns
and therefore reflected across ourprogrammes in different local markets.
We also reinforced that healthier living
includes good mental health which is a
key part of our coalition. I also expectthat many of our individual member
companies will direct more of theirattention to supporting healthy behaviours
among their own employees and mental
health will be part of this broader
definition too.
Rebecca Marmot
Chief Sustainability Officer, Unilever

28
Collaborating For Action — 2022 Review

Another area of rising concern relates to inclusivity,
especially for underserved and less affluent
populations that have suffered more than others
during the pandemic. A pilot project in Chicago, led byWalmart in the US, is focused on health equity, and it
is designed to address some of these vulnerabilities
in disadvantaged families in various communities.

Sharing Learnings and Best Practices
With growing consumer interest in more sustainable
lifestyles, it was not surprising that CGF members
across the world were eager to learn fromexperiences in some of the more mature markets
in 2022. The success of Carrefour’s in-store pilots inFrance, for example, engaged consumers in the“Le Lundi C’est Veggie” programme, which showed a
189 percent increase in sales as well as increased
baskets amongst 70 percent of the consumers who
participated in the programme.
This growing appetite to learn from their peers
encouraged the CHL to conduct a year-long learning
series in 2022 on relevant topics that included
regenerative agriculture, transparency andenvironmental labelling, food waste and future foods.
Some of the ideas presented in these sessions werealso implemented on the ground, with France being
one of the leading countries that is now developing
inspiring diets that are healthier and moresustainable without compromising taste.
In partnership with Oxford University and Impact on
Urban Health, the Coalition also published a newreport that highlighted the results of CHL’s latest
supermarket trials, which were designed
to make healthier products more affordable andaccessible to consumers. The report reinforces themarket opportunities for consumers who are seeking
healthier options at an affordable price.

The most recent supermarket trials, for example,
resulted in seasonal fruit sale increases of 22 percent;a 28 percent increase in plant-based milk sales, and a
29 percent increase in the sale of vegan products.

Reinforcing Employee Health and Wellbeing
The impact of COVID-19 generated greater awarenessof the environments in which people live, their personal
susceptibility and the importance of healthy behaviours.
It encouraged companies throughout the industry to
examine these issues through their own employees’lens and to increase the focus on employees’ mental
health and the promotion of healthier behaviour. The
Coalition’s Workforce Nutrition Alliance with the Global
Alliance for Improved Nutrition (GAIN) continued tobuild traction and has over 150 HR professionals usingsit scorecard to track the progress of their nutrition
programmes. The Alliance’s goal is to impact 3 million
employees by 2025.

It is important to demonstrate that
promoting healthier lives also generates
business. For me, the two are notdisconnected, and it is so critical thateveryone in the industry understands
this. Taking action to nudge consumers
toward healthier lives is not a CSR
exercise; it is what consumers aredemanding, and it is our responsibility torespond.
Ayla ZizSVP Global Sales — Chief Customer Officer
Danone29
Collaborating For Action — 2022 Review

The Coalition is also working to create the 2023 Yearof Employee Wellbeing with a focus on
the mental health of the 10 million employees thatwork for CGF member companies.

Looking to the Future
Progress has been made, but limited access tohealthier food and the escalating cost of living in many
parts of the world will continue to be front and centre
consumer concerns for the foreseeable future.
This will make the CHL’s actions more relevant thanever, and have an impact on the Coalition’s priorities in
the coming year.

The CHL Coalition has stepped up its
focus on tackling health inequalities during2022 to respond to the cost of living
crisis and growing disparities in healthoutcomes. The US pilot in Chicago is agreat example of what CHL does best —leveraging the combined capabilities ofa number of manufacturers together witha big retailer — in this case Walmart — tohelp improve health and wellbeing forcommunities in need.
Moving into 2023, we want to scale up
our pilots to promote healthier habits andmake healthier options more accessible
for millions more people.
Brian McNamara
CEO, Haleon
The Coalition of Action conducted a strategy refreshfor the next 3-years with clear consumer and
Employee pathways on:- Improving the accessibility of healthier &amp; moresustainable products for consumers- Influencing consumer behaviour to encourage andenable healthier, moresustainable habits- Empowering our employees’ health & well-being
We will work in 2023 to provocate the learnings fromthe CHL pilot mechanisms and share
the recipe to replicate success with all CGF members.

Whilst CHL members continue to be awareof the context of the current environment,
we also recognise the need for a longerterm strategy built on the pillars oftransparency, responsible marketing andhow we team up in the industry to bringretailers and manufacturers together tosupport consumers.
A renewed three-year strategy for the
Collaboration for Healthier Lives has been
co-developed with Coalition members,
with input from external stakeholders, tomake sure it is well grounded and has thestrong support of the Board Co-sponsors.
The overall objective is to inspire anddrive healthier consumer behaviour sothat it remains their #1 priority. A global
data insights project with Nielsen IQ will
help to make sure that we are always
quantifying our actions, and that we areusing the best levers to support the mostvulnerable. We will continue to work withall of the Coalition members towards
greater transparency and accountability forthe collective actions we take with multiple
stakeholders.
Sharon Bligh
Director, Collaboration for Healthier Lives Coalition
The Consumer Goods Forum

30
Collaborating For Action — 2022 Review

Human Rights Coalition — Working to End Forced Labour
Board Sponsors
Steve Rowe, CEO, Marks & Spencer
Coalition Co-Chairs
Paul Lalli, Global VP, Human Rights, The Coca-Cola Company
Veronika Pountcheva, Former Global Director Corporate
Responsibility and Senior Vice President, METRO AG
Coalition Director
Didier Bergeret, Director, Sustainability, The Consumer Goods Forum
A Mission to Achieve Fair and Decent Working Conditions Worldwide
Forced labour is an issue that appears with significant magnitude throughout the world’s supply chains, and it
includes forced child labour, forced migrant labour and human trafficking. Whilst the consumer goods industry
has a number of human rights issues to address, forced labour is one of the most salient issues, and one where
the industry can have the greatest impact.
The member companies of the Human Rights Coalition — Working to End Forced Labour have set out to workcollectively to eradicate forced labour throughout their businesses and supply chains through enhanced due
diligence combined with responsible recruitment and remuneration practices.

31
Collaborating For Action — 2022 Review

The Reality of Forced Labour
The pandemic has presented a conundrum regarding
forced labour. Reported labour shortages that are
affecting many industries have made headlines over the
past two years. On the surface, that may appear to bea positive outcome for workers because of the urgency
for many companies to attract and retain employees.
This is generally not the case for unskilled, entrylevel jobs, however, where some companies extend
their search for workers to the most vulnerable
categories — to people who will accept a job under
any conditions and circumstances. As a consequence,
the impact of the pandemic has put many workers invulnerable situations and even greater jeopardy.
Coalition members recognise that companies havemultiple burning issues to attend to in the current
environment. One of the learnings this year is theneed for companies’ to align their statements on
responsible recruitment with the Coalition’s actions
on palm oil and government advocacy efforts to
structure and modify recruitment markets.

Advocating for Responsible Recruitment
With these issues top of mind, the Human Rights
Coalition focused on operationalising its strategic
projects in 2022 by kickstarting two long-term
projects to raise awareness and create resources
for the responsible recruitment and employment ofworkers worldwide by implementing and improving
human rights due diligence (HRDD).

that targets are aimed at the issues that generatecases of forced labour and bondage, and where
governments themselves may not have regulations
in place to protect migrant workers;• Collaborations
	in making human rights due
diligence a systemic norm for businesses; and	• Collaboratingwith Malaysian palm oil suppliers to
combine efforts in addressing the systemic root
causes of forced labour in a sustainable manner
throughout the sector.

Whilst the impact of the year’s external
events elevated a number of issues suchas climate change and food and economic
insecurity in the public mind, this was not
the case regarding forced labour. In fact,
the latest statistics of the International
Labour Organization show that forced
labour is on the rise.

Coalition members continued to focus their efforts inthree action areas:“There are more people working in forced
labour today than six years ago, and thisis having more impact on the consumer
goods sector than we thought. Despitewhat people often think, this is not a poor
peoples’ problem. In fact, it is happening
largely in high-income economies.

• Government	advocacy, as a supporting mechanism,with a focus on responsible recruitment to ensure

Didier Bergeret
Director, Sustainability, The Consumer Goods Forum

Utilising the Power of a Collective VoiceThe Coalition has been looking beyond members’
own operations and supply chains to help create anenabling environment for human rights in legislative
frameworks around the world. Coalition members
are leveraging the power of their collective voice
to influence the development of mandatory HRDD
legislation and improve the policies and frameworks
that are meant to incentivise responsible recruitment
and discourage forced labour practices.
This year, the Coalition, in collaboration with AIMProgress, released the “Guidance for the Payment
of Worker-paid Recruitment Fees and Other Related
Costs” during the CGF’s Sustainable Retail Summit tooffer support to businesses in navigating the issue of
recruitment fees, debt bondage and remediation.
The focus of this work is reflective of the Coalition’s
belief that more than ever, businesses andgovernments must team up to ensure they are
working on these issues together.

Human Rights Due Diligence Training
In early 2022, the Coalition launched a new
educational and capacity-building virtual training
series on the importance of deploying Human Rights
Due Diligence (HRDD) systems in HRC members’ own
operations.
HRDD is a process that organisations can carry out toidentify, prevent, mitigate and account for how they
address actual and potential adverse human rights
impacts in their own operations, their supply chainsand other business relationships.
These training sessions are designed for
procurement, management, operational and32
Collaborating For Action — 2022 Review

human resource professionals working in member
companies’ operations. They are a crucial element of
the Coalition’s first project, which focuses on helping
all Coalition members achieve 100 percent forced
labour-focused HRDD coverage of their priority own
operations by 2025.

Driving People Positive Transformation in
Malaysia
The Coalition launched its People Positive Palm
Project this year to drive collaboration between
consumer goods companies and palm oil suppliers in
Malaysia to address the issue of forced labour in the
Malaysian palm oil sector. The project was launchedduring a series of meetings and workshops in Kuala
Lumpur, where Coalition members, 13 participating
Malaysian palm oil suppliers and other stakeholders
met to kickstart the initiative.
The primary objective of the People Positive Projectis to address the root causes of forced labour in asustainable and structural manner. The intent is tohelp suppliers develop the management systems
they need to ensure they have undertaken substantial
efforts to address forced labour. As a result, theproject offers two complementary tracks focusedon learning and engagement in which all palm
oil suppliers operating in Malaysia are invited toparticipate based on their individual needs.
Both areas of engagement will contribute towards
collective advocacy in addressing forced labourin the sector — particularly within the Bangladesh,Indonesia and India migration corridors — and tosupport further learning to scale in other geographiesand categories represented by the Coalition
members.

2023 Priorities
Looking ahead, the Coalition will enter the first phaseof engagement with Malaysian palm oil suppliers
as part of the People Positive Palm Project. Byleveraging the efforts of all actors, the members
look forward to working together more closely with
Malaysian stakeholders to address the systemic
causes of forced labour.
The Coalition will also focus on accelerating its
actions in the coming year around the implementationand improvement of HRDD systems in members’
own operations to help their companies reach a‘Leadership’ level of HRDD coverage, particularly intheir high-priority operations.
There will continue to be opportunities to leverage
additional areas of action by collaborating with other
Coalitions, as well, most notably with the Forest
Positive Coalition to ensure its strategy is bothdeforestation- and forced labour-free, and with the
Sustainable Supply Chain Initiative to build trust in
sustainability standards worldwide.

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Collaborating For Action — 2022 Review

Plastic Waste
Board Co-Sponsors
Alan Jope, CEO, Unilever
Galen Weston, President and Chairman, Loblaw Companies Limited
Coalition Co-Chairs
Barry Parkin, Chief Procurement and Sustainability Officer, Mars, Incorporated
Rob Nicol, Vice President, Corporate Affairs, Walmart Canada
Coalition Director
Ignacio Gavilan, Director, Sustainability, The Consumer Goods Forum
Progressing Towards a Circular Economy
Moving from a linear to low-waste circular economy requires a different approach to the use of plastic — fromproduction, consumption and reuse, to recycling and disposal. With a common vision of a world where no plastic
waste ends up in nature, the members of the Plastic Waste Coalition have the collective ambition to eliminate theunnecessary use of plastic packaging, improve recyclability and support effective systems worldwide.
The Coalition strategy is guided by the vision of the Ellen MacArthur Foundation for a New Plastics Economy,
which the CGF endorsed in October 2018.

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Collaborating For Action — 2022 Review

Maintaining a Focus on Three Core
Objectives
Members of the Plastic Waste Coalition madeexcellent progress in advancing their collective
agenda in 2022, based on a comprehensive plan totackle three pressing objectives:
1. 	The implementation of Nine Golden Design Rules
as a practical guide for redesigning packaging andincreasing recycling efficiency.
2. 	Developing guiding principles for the ecomodulationof Extended Producer Responsibility (EPR) fees.
3. 	Establishing the vision and principles for credible,
safe and environmentally sound development of
the chemical recycling industry.

Implementing the Nine Golden Design Rules
This set of voluntary, independent and time-boundpackaging design commitments is creating significant
value for the industry and the wider system. It is alsobuilding the necessary momentum for achieving
the further design changes that will be required
to achieve the targets laid out in the New Plastics
Economy Global Commitment.

The Plastic Waste Coalition has madeencouraging progress this year, with
an impressive 97 percent of companies
integrating the golden design rules into
their decision-making. There is still morework to be done upstream however,with 25 percent of companies yet tocommunicate the design rules to their
suppliers.

Several Coalition members representing 20 of theleading companies in the US have now formed a
regional EPR working group. They are leveraging thecommon vision for optimal EPR frameworks that was
published by the Coalition, and will present it to theirstate legislators.
New Jersey is currently developing legislation,with Washington State, Idaho, Maryland, and New
Hampshire legislators beginning to instruct companies
in their States to operate according to these principles,
and the American Beverage Association has alreadyadopted the CGF EPR scheme.

Alan Jope
CEO, Unilever

Gaining Traction for EPR
Coalition members released a paper entitled “Guiding
Principles for the Ecomodulation of EPR Fees”, which isan addendum to the paper “Building a Circular Economy
for Packaging: View from the Consumer Goods Industry
on Optimal Extended Producer Responsibility”, which
was first published by the Coalition in August 2020.
EPR schemes have been in use across Europe forsome time, and they are now beginning to gain
traction in the US. The final proposal that was
adopted by the State of Colorado this year was very
similar to the CGF framework — a very encouraging
sign of the Coalition’s progress.

Just five years ago, EPR programmes
were not open for discussion in the US
Now, there is an open dialogue among
companies. They are not resisting it. In fact,
they are actively promoting it and want toadvocate for the right EPR programmes
in their States. CGF’s role has been toconvene the members, and each has madea decision about the position they aregoing to take forward for consideration by
their respective legislators.
Ignacio Gavilan,
Director, Sustainability
The Consumer Goods Forum35
Collaborating For Action — 2022 Review

A New UN Plastics Treaty on the Horizon
The UN Plastics Treaty is expected to be anothermajor step forward in addressing the reduction ofplastic waste throughout the world. The objectiveof the treaty is to develop an international legallybinding instrument on plastic pollution, and the
Coalition members believe that this treaty canhelp to level the playing field. Perhaps, mostimportantly, it provides an opportunity for the
Coalition to contribute to the details of the treaty
with well-developed, practical positions. A new
Coalition workstream will be formed in 2023 to
focus specifically on engagement with the treaty.
As an initial step, Ignacio Gavilan, Plastic Waste
Coalition Director, and three Coalition members
attended the first UN Intergovernmental Negotiating
Committee meeting in November 2022, to present
the Coalition’s work on packaging redesign and
EPR, and to reinforce their value as the implemented
research and recommendations were based on
extensive stakeholder consultations, includingNGOs such as the Ellen MacArthur Foundation.
The treaty is likely to spark regional and local
initiatives in select countries, and potential advocacy
efforts of CGF member companies are expected to beconstructive in their countries given the opportunity
for these major industry leaders to approach theirgovernments with a helping hand.
With the foundational work that the Coalition has
already completed on EPR, it is hoped that a lengthy
process of consultation will not be required.

This is an issue that’s at the top of the
global conscience when it comes toaffecting systems change, and it is an
opportunity for the Coalition to influenceand support the UN’s mission. From ourperspective, we will work with the UN as
effectively as a possible and encouragethem to adopt the core drivers of changethat the Coalition has already identified.
This would put additional weight behind
our efforts, and ideally lead to more
people working together on the samehigh-leverage opportunities.
Galen Weston
President and Chairman
Loblaw Companies Limited

Looking Ahead to 2023
The Coalition’s chemical recycling workstream
completed the vision and principles for credible,
safe and environmentally sound development of thechemical recycling industry this year. An independent
Life Cycle Assessment study was published. It
demonstrates that system-level emissions would
be approximately 40 percent lower in certain
geographies and circumstances where at-scalechemical recycling was available to process hard-toprocess plastic rather than sending this material towaste-energy incinerators.
Now that the vision and principles for chemical recycling
have been established and publicly announced, theadvocacy for the safe development of this technology is
being transferred outside the Coalition’s scope in 2023
to members’ individual strategies.
The Coalition members are, therefore, focused on‘keeping it simple’ in 2023 in two primary areas
where members can take tangible actions and makereal progress:
1. 	Mobilising for optimal EPR in priority regions as
seen by the successful experience in Canada andColorado State in the US; and2. 	Making real progress on implementation of theGolden Design Rules with full transparency andmeasurement disclosure around that progress.

I believe that there is one thing that every
Coalition member can do right now. And
that is, to advance their own commitment
to the Golden Design Rules — to effectively
measure where they stand today and how
they plan to mobilise effectively.
The solutions are coming quickly. It may
still feel like an uphill climb to some, but
this is no longer a straight-up verticalascent. The passage is markedly easier,and it’s time for more people to realise thebenefits. The cost of all this change will
be lower for everyone as more companies
come on board.
Galen Weston
President and Chairman
Loblaw Companies Limited

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Collaborating For Action — 2022 Review

Product Data
Board Co-Sponsors
Daniel Zhang, Chairman & CEO, Alibaba GroupJon Moeller, President & CEO, Procter & Gamble
Coalition Co-Chairs
Kristian Gatewood, Senior Vice President, Global Sales Strategy & Innovation, Procter & Gamble
Tom Rose, Head of International Operations, SPAR International
Coalition Director
Ruediger Hagedorn, Director, End-to-End Value Chain, The Consumer Goods ForumThe Building Blocks of Consumer Confidence
Trust is one of the building blocks of consumer confidence: trust that manufacturers and retailers are not only
providing safe and dependable products, but also supplying the right information that helps consumers makewell-informed choices.
However, the ‘right information’ is only as good as the data behind it — data that is accurate, consistent, andeasily exchanged from the manufacturer to the retailer and ultimately to the end consumer.
The Coalition aims to ensure that all products have unique product identifiers that can be verified in real time,
and that all brand owners, retailers and platforms follow the same foundational Global Data Model. Whatinspires the Coalition members is an understanding that accurate and reliable data exchange is going to elevate
consumer experiences and build trust and confidence in the entire industry.

Our Product Data Coalition has set
an ambitious goal to transform how
we exchange product data between
trading partners to be more complete,accurate and efficient. We havemade progress and are committed toaccelerating our impact in the year
ahead to further build trust, loyalty,
and create value for consumers and all
stakeholders alike.
Jon Moeller
President & CEO, Procter & Gamble

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Collaborating For Action — 2022 Review

In the past year, the Coalition's focus was on
accelerating the adoption of its existing initiatives,
such as the Data Leapfrog pilot projects, which
address improvements in the exchange of productdata between trading partners, manufacturers
and retailers. To ensure the data is complete andaccurate, the initiatives that enable that exchange —such as Verified by GS1, the Global Data Model and
GTIN ubiquity — were priorities for action in 2022.
Tangible progress was made in three key areas:
Verified by GS1: The capability for brand owners to
upload seven defining product attributes to a central
registry to ensure that a product can be authenticatedby trading partners has grown quickly, and it is now
available in 80 countries. As well, the potential toretrieve product information and verify a product’s
identity is live in almost 54 markets.
Global Data Model: A consistent set of productattributes for addressing data quality issues andinefficiencies in the data exchange between trading
partners is now in place in 16 countries — and inactive use in nine of these. Larger volumes of data arenow being uploaded. However, there are concerns
regarding poor data quality, which will be a priority
area to address in 2023.
Coalition members understand the value that canbe driven from complete and accurate data, andthey have recognised the urgency to address
product data challenges in areas such as supply
chains where incorrect supply chain data cancreate negative downstream problems that leadto ordering issues, under-utilisation of trucks andhigher out-of-stock situations.

Two-Dimensional Barcodes: Raising awarenessof the ambition to migrate towards a single codeon pack by 2027 has been accelerated, with thedevelopment of several educational materials,
including an interactive tool to explore the benefits
and types of 2D barcodes, a “getting started” guideand several case studies.
Despite the progress in these three areas, the paceslowed modestly in the engagement of Coalition
members in 2022, primarily as a result of newpriorities and pressures that are facing CEOs andtheir companies as they deal with the here and now
of world events. Some companies have also been
more cautious about their investment new initiatives,
given that the hurdle rate on investments and theperiod of return has tightened.

The Coalition’s progress this year reflects
my view that we need to start small
and be focused — whether that is one
country, one region or one continent —and bring together the business partners
to do something together. That way, we
can apply real-use cases to prove thevalue of our actions. And that is what willencourage more people to join, to support
tangible commitments and make real
efforts in taking action.
Daniel Zhang
Chairman & CEO, Alibaba Group

Levels of Engagement
One of the goals this year was to encourage
widespread adoption of the Coalition’s initiatives.
Whilst implementation has not yet reached scale,there were definite signs of progress. The Verified
by GS1 Registry, for example, is moving towards
mass adoption with 300 million GTINs having been
uploaded to the database. The next step will be todefine the universe of existing GTINs, determine thescope of full-scale implementation and continue todrive adoption to create a critical mass of people
who are utilising the database in a way thattransforms the delivery of accurate product data.

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Collaborating For Action — 2022 Review

Key Learnings for the Road Ahead
There are different levels of
engagement, and some companies are
getting ready for the next steps. This isvery much as a journey of discovery andimplementation as opposed to having
everyone on board with everything fromday one.
One of the challenges, however, is thatwhen the value is not fully understood,
companies often wait for a solution to befound, which leads to fragmentation in
the industry. By being directly involved,
companies can make sure the answers
that are developed actually meet theneeds of their businesses and theindustry as a whole.
The reality is that companies can either
connect and collaborate — learning fromeach other, gaining experience, andsupporting the implementation — or not
be engaged, and then be in a positionof having to catch up. It is better to beon the inside and contributing to theconversation rather than listening fromthe outside.
Tom Rose
Head of International Operations
SPAR International

Many new opportunities are arising and enlarging
the tent for Coalition members. With the increase in
consumers’ appetite for nutritional data, for example,
the Product Data Coalition is beginning to work
together with the Collaboration for Healthier Lives
on a pilot project in China. This inter-connectivity
and cross-Coalition collaboration is opening
up discussions about the potential for further
opportunities for Coalition members to connect withother CGF Coalition pillars where the issues andgoals are closely intertwined.

In looking back at 2022, even with all theuncertainty in the world and its impact
on the industry, data continued to befoundational. Consumers need complete,accurate and efficient product information.
They want ingredient transparency andproduct provenance, and to understandthe sustainability of products. This goes
well beyond the standard information
about a purchase, and consumers aredemanding it.
Kristian Gatewood
Senior Vice President
Global Sales Strategy & Innovation
Procter & Gamble

In looking at the Coalition’s numbers for 2022, itappears that everything has moved forward relatively
well. The Coalition has progressed, but customer
expectations are growing faster than anticipated.
There is a growing understanding of what theconsumer is beginning to demand and what is
possible, which is creating new goals and stretching
the distance to the finish line.

This past year has shone a spotlight on
the issues that we are trying to fix as well
as new opportunities that are arising. In
the coming year, addressing the recurringissues related to poor data quality willcontinue to be a priority.
But there will also be an emphasis onachieving greater engagement in theimplementation of the Coalition’s initiatives,
especially among companies and CEOsoutside the Coalition who are advocates
for the advances in product data that havemade a difference in their businesses.
This will be necessary to reach the criticaltipping point that is needed for mass
adoption. Overall, we believe we need tostay the course, but improve the way wearticulate the value of product data and its
benefit to all our stakeholders.
Ruediger Hagedorn
Director, End-to-End Value Chain
The Consumer Goods Forum39
Collaborating For Action — 2022 Review

Sustainable Supply Chain Initiative
Board Co-Sponsors
Richard Smucker, Executive Chairman, The J.M. Smucker Company
Simon Roberts, CEO, Sainsbury’s
Coalition Co-Chairs
Hugo Byrnes, Former Vice President of Product Integrity, Ahold Delhaize
Vineet Khanna, Vice President of Supply Chain, Nestlé
Coalition Director
Didier Bergeret, Director, Sustainability, The Consumer Goods Forum
Raising the Industry’s Social Compliance Levels
The Sustainable Supply Chain Initiative (SSCI) provides clear guidance to buyers and suppliers in the consumer
goods industry on third-party auditing, monitoring and certification schemes that cover key sustainability
requirements and apply relevant governance and verification.
Supply chain audits have historically been the primary solutions that companies have used to monitor their
supply chain. However, this is not enough in today’s complex world, and the Coalition’s goal is to make sure that
all the standards are well designed and have adequate management systems to support them. Moreover, withhundreds of schemes on the market, and new ones emerging each year, it can be difficult for organisations toknow which schemes to trust.
The initiative currently focuses on benchmarking social compliance programmes under three sectoral scopes:
Manufacturing and Processing, Primary Production and At-Sea Operations. The SSCI has now launched thedevelopment of its Environmental Benchmark and will aim to deliver a final set of criteria by 2024.

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Collaborating For Action — 2022 Review

SSCI Recognition
In 2022, the Sustainable Supply Chain Initiative
continued to progress on its ambition to build trustin sustainability standards worldwide. The primary
focus was on benchmarking third-party sustainability
certification and audit schemes to recognisestandards that cover key sustainability issues andoperate in a trustworthy and credible manner.
As of November 2022, four schemes were
undergoing benchmarking, and BRCGS and the
Responsible Fishing Vessel Standard were thefirst two standards to successfully complete thebenchmarking process and achieve SSCI Recognition.
There was very good progress in beginning to build
a critical mass of SSCI-recognised schemes. As the
CGF Board of Directors stated in May 2022, this isan essential tool that businesses need in order toensure that they can trust the independent schemes
and programmes that verify their supply chain
sustainability. The Board’s message was a powerful
one, and with the CEOs of the world’s largest
consumer goods companies calling for greater
involvement in the SSCI, the Board used its voice toemphasise the importance and impact of aligningand building trust in sustainability standards.
Importantly, with the 2030 deadline for reaching the
Sustainable Development Goals approaching, theBoard also stressed the critical need for businesses
to act with urgency to ensure the sustainability of
their operations and supply chains.

2022 was a pivotal year for the Sustainable Supply Chain Initiative. The endorsement by ourmembers’ CEOs at the beginning of the year gave us a welcome impulse. It highlighted ourambition to benefit the wider industry by ensuring that third-party schemes meet evolving
global supply chain due diligence requirements, and how this goal was now becoming areality with the SSCI.
We have had a surge of benchmarking applications from sustainability schemes andadditional sign-ups to the Coalition, bringing the membership to 24 committed industry
leaders. With significant progress on the development of environmental criteria tocomplement our existing social requirements, I am confident that SSCI will continue to drivea significant positive impact on the sustainability of global supply chains.
Vineet KhannaVice President of Supply Chain, Nestlé41
Collaborating For Action — 2022 Review

SSCI Benchmarks
To be recognised by the CGF’s Sustainable Supply Chain
Initiative, social compliance schemes (and environmental
schemes in the future) are required to undergo
benchmarking according to the SSCI benchmark
methodology and provide evidence that all SSCI Socialand Scheme Management Benchmark Criteria are met.
The SSCI currently benchmarks schemes covering
activities in the Manufacturing and Processing, Primary
Production and At-Sea Operations sectors.

The CGF as a Convening Platform
One of the strengths of the CGF is its ability to bea convening platform to make connections acrosssectors, borders and issues that cut across different
stakeholder groups and the actions of other CGF
Coalitions. This truly allows for our industry to be partof the global responsible sourcing conversation.
For example, the SSCI is now collaborating on social
sustainability issues with the Human Rights Coalition —Working to End Forced Labour to understand what key
sustainability issues organisations should cover in their
human rights due diligence and certification schemes
should cover in audits.
In 2022, the Coalition opened up exploratory work tocreate a set of environmental benchmark criteria sothat the SSCI may be able to recognise environmental
sustainability standards in the future. This is an exciting
area of progress that will be supported by ongoingcollaborations with the CGF’s other sustainabilityfocused initiatives, including the Forest Positive
Coalition and the Coalition of Action on Plastic Waste.
Coupled with the Board’s statement about the needfor increased benchmarking, the interconnectednessof several CGF Coalitions reflects the maturity of
the consumer goods industry, and the opportunity

to apply the same practices that apply to supply
chain sustainability to issues such as social andenvironmental compliance. It also reflects theindustry’s support for being a mature actor whenit comes to the complexity of supply chain due
diligence discussions.

Not only do we have tools, but we wantto make sure they are at the right levelto anticipate the regulations that may be
expected, and to provide an additional
layer of trust in the way we do things.
This is not to say that one approach is
better than another, but with the vast arrayof tools that are available, the industry canequip itself with a mechanism to ensure
it uses those that it can trust. Let’s do theright thing, and also make sure that we aredoing it right.
Didier Bergeret
Director, Sustainability
The Consumer Goods Forum

Looking Ahead to 2023
Increasing the uptake of the SSCI benchmark by
more standards, and the further adoption of SSCI
as a selection criterion by Coalition members, will
be markers of success in 2023. To support thisprogress, the Coalition will focus on developing clear
communications around the benefits to schemeowners and companies, and continue to simplify andalign the benchmarks themselves.

Continuing to support other CGF Coalitions with
tailored environmental benchmarks will also help toembed simple, sustainable choices in more areas of
the CGF’s work, and provide members with greater
clarity and speed in making their sourcing decisions.

The rapidly changing climate and risingcost-of-living is presenting many companies
with a range of unprecedented operational
challenges. However, it is these challenges
that highlight the importance of SSCI inaligning and simplifying sustainability
standards to help make the sustainablechoice a simple choice. Ensuring
sustainability throughout our supply
chains is simply the right thing to do.
The changing climate and rising cost-ofliving deeply impacts those people thatbusinesses across the consumer goods
industry depend upon — including farmers,
growers, and factory workers. We mustview our supply chains as an extension of
our organisations, and sustainability as thefoundation for resilience. In that context
the coming year presents SSCI with thebiggest opportunity to prove the value ofsustainable supply chains to businesses
that may be faced with increasing shocks totheir systems.
Simon Roberts
CEO, Sainsbury’s

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Collaborating For Action — 2022 Review

Accelerating the Power of Collaboration
From a global pandemic to the geopolitical shocks
exposing the fragility of the global food system, theevents of the past two years have been a testament
to the agility of businesses and other organisations
to act quickly and deliver rapid solutions. Nowhere is
this more evident than in the work of The Consumer
Goods Forum, which has brought together consumer
goods manufacturers and retailers to work insolidarity.
Through their perseverance and commitment to thecommon good, CGF members are actively driving
positive change across the industry. And in doing so,they are helping to create a more sustainable future
for people and the planet.
The pandemic drew the world’s attention to the needfor collaboration and the power of collective action.
The CGF had already embraced those principles, andthe 8 Coalitions of Action demonstrate the impactthat can be achieved when people and organisations
come together and focus on a common goal.
Throughout this year’s annual review, you will findtangible evidence of the bold actions that each of the

Coalitions is taking towards a more sustainable future,
and KPMG is pleased to have been able to play a partin bringing their progress to light again this year.
No one has all the answers to address all of theeconomic, social and geopolitical issues that theworld is currently facing, which is why cross-industry
cooperation will unlock impactful approaches thefastest. Our belief at KPMG is that professional
services providers can make an active contribution by
providing an independent external perspective in theongoing conversations amongst Coalition members.
And by connecting the dots from their experience insectors outside the consumer goods industry, KPMG
professionals can help add further value by sharing
leading practices and innovations that are relevant to
the Coalitions’ projects.
KPMG is proud and committed to its role in achievingthat impact, and to contribute to accelerate thecollective action of consumer goods manufacturers
and retailers in achieving a sustainable future.

Thank you to:
Linda Ellett
KPMG in the UK

Fernando Gambôa
KPMG in Brasil

Matt Kramer
KPMG in the US

Anson Bailey
KPMG China

Paul Martin
KPMG in the UK

Willi Sun
KPMG China

Stephan Fetsch
KPMG in Germany

Harsha Razdan
KPMG in India

Isabelle Allen
Global Head of Consumer & Retail
KPMG International

For more information contact:
Flavia Ballve
Senior Manager, Marketing andCommunications
E: f.ballve@theconsumergoodsforum.com
Edna Ayme-Yahil
Director, Communications
E: e.ayme.yahil@theconsumergoodsforum.com

About The Consumer Goods ForumThe Consumer Goods Forum (CGF) is the only CEO-led organisation that represents bothmanufacturers and retailers globally. It brings together senior leaders from more than
400 retailers, manufacturers and other stakeholders across 70 countries. The CGF
accelerates change through eight Coalitions of Action: forests, human rights, plastics,
healthier lives, food waste, food safety, supply chains and product data. Its member
companies have combined sales of EUR4.6 trillion and directly employ nearly 10 million
people, with a further 90 million related jobs estimated along the value chain. It is governedby its Board of Directors, which comprises more than 55 manufacturer and retailer CEOs.

www.theconsumergoodsforum.com
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KPMG refers to the global organization or to one or more of the member firms by KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is a private
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