chunk stringlengths 8 998 | chunk_id stringlengths 5 33 |
|---|---|
Recycling rules vary widely by municipality, and state-level regulations regarding
recyclability, recycled content, and manufacturer take-back, in which companies
reclaim and recycle their product packaging from customers, are evolving rapidly.
As such, collaboration across industries is needed to drive consistency in packaging
types, share knowledge, and help packaging suppliers stay informed of brand
needs. We are supporting these changes by participating in industry groups
including The Recycling Partnership Polypropylene Recycling Coalition. Our Senior
Director of Enterprise Packaging currently sits on the Board of Directors of The
Recycling Partnership.
To keep abreast of other developments in packaging and share best practices, we
are also members of Ameripen, the Sustainable Packaging Coalition, the Poly Coated
Paper Alliance, and the Association of Plastic Recyclers.
Jonathan Paul | Campbells_53 |
“Packaging is an essential part of the consumer
experience. Our responsibility to the business
and to the planet is finding ways to reduce the
environmental impact of our packages, making
them part of the circular economy, and working
with external groups to advance recycling
infrastructure and consumer education.”
Senior Director, Enterprise Packaging
WET WT. 32 OZ. (218,807)
33% LESS SODIUM
THAN OUR REGULAR PRODUCTI
NATURAL GOODNESS*®
100% NATURAL | NON-GMO
WET WT. $2 02. (2 L8,)(807q)
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
(WN Reducing waste sent to landfill is an important part of ensuring we operate Waste to lan dfill (m etric tons)
OZ) H ealthy Environment sustainably and contribute to a circular economy. In recent years, we have
faced challenges in addressing our goal to reduce landfill waste by 25% when 60k | Campbells_54 |
compared to a 2017 baseline. In fiscal 2023, however, we reversed a trend of 55,033 56,207
Waste increases through new efforts at key locations and a partnership with a third-
party waste-solutions provider. We have identified landfill alternatives and 45,484
initiated new processes. As a result, we are closer to our goal and have built a
: ‘ : Vey ct out stronger foundation for ongoing work and new targets. We continue to aspire to ak
X a ONE @ “Se . aS reduce food waste 50% by 2030. 53,164
| my Waste diversion 20k
2 y fe) ae) We i 4 ‘ At 35 of our facilities, including plants, warehouses, and distribution facilities, we
om - - : fs \ Bae E : - J have partnered with a third party to help us identify alternative ways to divert waste
fag ae ok y ” a , Z i Jae away from landfill. We are also focusing on employee training and awareness around
the importance of waste separation at our manufacturing plants to reduce material FY17 FY21 FY22 FY23
going to landfill. | Campbells_55 |
1 1 il a : In January 2023, we announced our plans to reimagine our Camden Headquarters
Fiscal 2023 highlights and invest $50 million to make a great space even better. We consolidated our Snacks Food waste
offices into Camden. In 2023, our headquarters redesign project achieved a: | Campbells_56 |
Identified opportunities to divert waste 4) N We work directly with community partners and suppliers to reduce food waste in
from landfill through new partnership y i a: : x ‘ 94% 100% our facilities and on farms by donating excess food to food banks, soup kitchens,
a Py a and shelters. Food waste that is not fit for donation is downcycled into animal feed,
; : recycling rate of recycling rate of furniture compost, biogas, and more.
19% year-over-year reduction ; “. construction materials
in waste to landfill from fiscal 2022 ys
Waste goals
vent otsenremenenrs
In fiscal 2023, our Maxton, North Carolina plant found alternatives to
Reduce the amount of waste sent to landfills by 25% +27% landfilling vegetable ingredient waste and certain finished goods waste
onan absolute basis by fiscal 2025, as compared to that did not meet quality standards. These materials were redirected
fiscal 2017 to composting and anaerobic digestion outlets in North Carolina, | Campbells_57 |
helping to divert over 3,500 tons of waste from landfill.
Reduce food waste by 50% on an absolute basis by +1%
fiscal 2030, as compared to fiscal 2017
Fiscal 2023 highlights
Commenced installation of water
savings equipmentat our Maxton,
North Carolina facility
Conducted water risk assessment
for operations and supply chain
Approximately 85% of acres
farmed for Campbell’s tomatoes
used drip irrigation
Water is a critical input into the production processes at our manufacturing sites
and for our agricultural ingredients. We make efforts to reduce the water used
under our direct control and work with growers to promote better irrigation
practices. We also assess our operations by location to understand baseline
water risk.
We look for opportunities to reuse water in our plants to reduce our overall | Campbells_58 |
water usage. For example, we installed a water softening system at our Denver,
Pennsylvania facility. The system removes calcium build up in the plant’s water-
cooling tower, making the system more efficient. Water can now be reused twice
as many times. This also reduces the amount of wastewater generated. In total, the
system is expected to result in a 12% reduction in annual water usage at the site—a
savings of 10,000 gallons per day.
Saving water in North Carolina
At our Maxton, North Carolina plant, a capital improvement project
was implemented to collect, filter, and recycle cooker water that had
previously been discharged, resulting in 10 or more additional uses.
When fully operational in fiscal 2024, this intervention is expected to
save an estimated 350 million gallons of water per year. | Campbells_59 |
In fiscal 2023, benefits from these water reduction projects were more than offset
by increases in water use, primarily due to the installation of a new reverse osmosis
system. We expect that the Maxton project cited previously, and other efforts, will
result in a reduction in water use overall going forward. We are also actively working
to improve water discharge performance at our Napoleon facility and have plans to
replace that facility’s water treatment system.
Water risk assessment | Campbells_60 |
In fiscal 2023, we updated our water inventory and risk assessments of our direct
operations and supply chain using the World Resources Institute’s Aqueduct Water
Risk Atlas (Aqueduct) and the World Wildlife Fund’s Water Risk Filter. Based on
Aqueduct Baseline water stress criteria, it was found that in our direct operations
only 1% of Campbell’s water withdrawals are from areas of high or extremely-high
water stress. The risk assessment included 100% of our direct operations, as well as
supplier sites for which we had location data. The supply chain coverage aligns with
Alliance for Water Stewardship Standard guidance. Read more about water risk in our
operations in our 2 ty disclosure.
- Campbell’s has 21 facilities with - Approximately 50% of Campbell’s
basin-level water risk, representing priority raw materials are sourced
over 90% of water consumed from eight basins that are at risk of
current or future water stress
- 1% of Campbell’s water withdrawals | Campbells_61 |
are from water-stressed areas'
1 This is based only on Aqueduct baseline water stress.
Campbells
Introduction Our food Supply chain Environment
Our people Community Governance Appendix
“Our purpose, values, mission, and strategy give usa
clear sense of the direction of our work, who we are as
a company, and the legacy of impact on which we will
continue to build.”
Mark Clouse
President and CEO
CEO message
Dear Campbell’s Stakeholders,
For 155 years, we have been dedicated to making food that people love and
trust, while building a legacy of positive impact. As you will see in these pages,
our commitment to safety, quality, transparency, responsibility, partnership,
and innovation forms the foundation of our Environmental, Social, and Governance
(ESG) work.
We made some notable strides in our work during fiscal 2023. Highlights include: | Campbells_62 |
- Commenced a 12-year virtual renewable power purchase agreement that
will reduce our reported Scope 2 greenhouse gas emissions and contribute
to achieving our science-based emissions reduction target
- Reduced the amount of waste to landfill versus fiscal 2022, reversing a previous
trend and positioning us to meet our 2025 waste target
- Increased the amount of post-consumer recycled content used in our
beverage bottles
- Exceeded our goal to source 50% of our tomatoes, potatoes, cashew, and almonds
from suppliers engaged in sustainable agriculture programs, two years early
- Launched new regenerative agriculture projects to enhance the sustainability
of our supply chain
- Converted our supply chain to gestation-crate-free pork and broiler chickens
raised in improved environments, and increased our use of cage-free eggs
- Expanded existing and launched new leadership and talent
development programs
- Set anew record for employee volunteer hours | Campbells_63 |
- Supported community organizations with over $2 million in giving from
The Campbell’s Foundation
These achievements are made possible through the dedication of more than
14,000 Campbell’s employees. I’m proud of their accomplishments and the positive
impact they have on our company and in the communities we serve.
We recognize that there is more to do. Looking ahead, we will continue to build
our programs, focus on areas in which we can have the most impact, and further
integrate corporate responsibility priorities into our ways of working, strategic plans,
and governance.
| invite you to explore this report and to learn more about the strides we are taking
toward a more sustainable future and our efforts to forge a legacy of positive impact.
Thank you for your ongoing support.
Sincerely,
Mark Clouse
President and Chief Executive Officer
(py
4 Healthy Environment
» o au iz,
Fiscal 2023 highlights
Created roadmaps for each of our
manufacturing sites | Campbells_64 |
Recognized progress through
Plant of the Year and Project
of the Year awards
Conducted find-and-fix events
to improve efficiency
We prioritize running our business efficiently by maintaining high standards of
operational excellence at our manufacturing facilities. We strive to comply with
all relevant laws and regulations governing the locations in which our facilities
are located. We use a software system to monitor regulatory compliance by
tracking documentation, permits, inspections, and other notifications.
Continuous improvement
We seek ways to operate more efficiently through new technology and process
improvements. We have created roadmaps for our sites that cover key environmental
categories like water, waste, and energy. These roadmaps include facility targets.
Each facility has a designated Sustainability Champion who drives initiatives at the
site level. | Campbells_65 |
We currently monitor utility metrics using a data platform that provides trend analysis
of our usage based on utility bills. To improve our performance, we are installing
utility meters at sites, which will provide us with live usage data and help us more
quickly identify anomalies, make repairs, and better focus our reduction efforts.
In our facilities, we invest resources in asset care and reliability by assessing and
repairing our existing machinery to improve operating capacity. We address
inefficiencies in our work practices to make these maintenance tasks both efficient
and effective. Further, we train our asset operators to identify and remediate
common issues autonomously, allowing our mechanics to tend to more specialized
or complex needs. These combined efforts eliminate production downtime and
increase throughput.
When a site requires additional intervention, our engineering team designs targeted
improvement plans to promote operational excellence. | Campbells_66 |
Finda leak, tag a leak
In industrial operations, leaks happen. We hold find-and-fix events where
employees are given tags to identify infrastructure where they find a leak of
compressed air, water, steam, or other utilities. Tagged leaks are then fixed
by maintenance teams. Our 2023 leak blitz event in Hanover, PA found leaks
which equated to roughly $50K in projected cost savings annually.
Our Sustainability Champions
lead the way
Victor Crane, Sustainability Champion at our Beloit, Wisconsin site,
has actively sought out ways for his site to reduce energy, water usage,
and waste generation. In fiscal 2023, Victor led the implementation of
a water reuse project that is saving an estimated two million gallons
of water per year at the plant.
-)
’
Celebrating wins
To acknowledge the hard work that goes into increasing efficiency at our sites,
in 2023 we recognized a Sustainable Plant of the Year and a Sustainable Project
of the Year.
¢ Plant of the Year | Campbells_67 |
Our Charlotte, North Carolina site met reduction goals for waste to landfill,
natural gas, and electricity.
¢ Project of the Year
Our Jeffersonville, Indiana plant reduced water usage 17% by recycling water
from starch recovery and reducing water overflow through better management.
In a competitive marketplace, finding and keeping the best
talent is critical to achieving our business goals. We couldn’t
deliver the products consumers love without the dedication
and creativity of our incredible team. We foster a culture of
belonging where employees are empowered and enabled
to reach their full potential. Our policies and programs
are designed to create a working environment where our
employees feel safe and included, and where they can be
part of making history.
i>
7s
°
°
°
Thriving People
}
Fiscal 2023 highlights
Reduced total reportable injury rate
(TRIR) by 13%
Made over $11 million of capital
investments into new equipment
with safety benefits | Campbells_68 |
Created a new policy governing safety
standards for ammonia handling
Keeping our people safe on the job is a top priority. All our sites meet OSHA
standards, and we strive to reduce our rate of injury and illness through regular
training and by implementing new safety techniques and technologies.
Our occupational health and safety team prioritizes four key areas when measuring
and reducing safety risk: hazardous energy control; machine guarding; ergonomics;
and slips, trips, and falls. We apply risk prevention strategies across each area.
We also provide employees with health and safety training, both during onboarding
and at regular intervals thereafter. For example, in fiscal 2023, 344 employees across
12 manufacturing locations participated in a 10-hour course on our four key areas,
among other topics. | Campbells_69 |
We also seek opportunities to integrate new technology into our operations to
enhance safety. In fiscal 2023, manufacturing sites in our Meals and Beverages
division implemented SafeStart, a program to increase personal safety awareness and
skills—both on and off the job. We also made over $11 million in capital investments
companywide, including a waste treatment clarifier, fryer centrifuge fire prevention
upgrades, machine guarding upgrades, and new oxidizers.
Achieve 3% decrease in reportable and lost time Reportable incidents: -13%
incidents per year Lost time incidents’: +6%
1 Lost time incidents per 200,000 hours was 0.32 in fiscal 2023, from 0.30 in fiscal 2022.
Zeroing in on safety | Campbells_70 |
Ammonia is a common refrigerant used in cooling across most
manufacturing facilities. But it comes with risks: it is highly corrosive
to the skin, eyes, and lungs, and is flammable in high concentrations.
To guard against these risks, in fiscal 2023, we created a new policy
governing safety standards for handling ammonia and completed
safety inspections at all sites with ammonia refrigeration systems.
We provided all relevant employees with a three-part training on the
new policy in safe handling of ammonia refrigeration systems.
Ergonomic safety in our plants
In fiscal 2023, we carried out an ergonomic assessment at all
manufacturing locations to identify and eliminate force, posture, or
repetition hazards to employees. These assessments included the
use of an artificial intelligence tool that quantified the positive impact
of adjustments made, comparing ergonomic risk scores before and
after interventions.
PERFORMANCE .~
PERFORMANCE
Fiscal 2023 highlights | Campbells_71 |
Introduced our new Employee Value
Proposition (EVP) to attract and
retain top talent by emphasizing the
benefits of working for our company
and how each of us can “Make history
with Campbell’s”
Launched revamped set of leadership
development programs and enhanced
self-guided classes
Our long history as a company is directly linked to the strength of our culture.
We make ongoing investments in employee engagement, learning and
development opportunities, and benefits.
In fiscal 2023, we rolled out a new employee value proposition (EVP), “Make
history with Campbell’s,” which reflects our belief that employees can have a
positive impact on our business and in the world while unlocking their full potential.
The EVP complements—and forms a critical part of—our estry, which links our
mission, purpose, values, and strategic objectives to create a foundation for our
business, now and into the future.
Leadership and
talent development | Campbells_72 |
Strong leadership is a difference maker not only for business results but for every
employee’s personal and professional well-being. This year, we advanced our goal
of becoming a destination for developing the next generation of leaders through
a new initiative called the Campbell’s Way of Leadership. This new program will
develop our people and give them the skills to become principled leaders to drive
the growth of our business.
We are focused on promoting existing employees and have expanded our
talent development offerings to include a number of leadership and capabilities
development programs to upskill employees into new roles.
Accelerate to Win
succession training for critical senior roles, which will be rolled out in fiscal 2025
Lead to Win
tailored programming for directors and above, which provides a mix of learning
opportunities targeted to each individual’s role and level of seniority
Manage to Win | Campbells_73 |
leadership development for people managers of individuals or small teams.
We piloted Manage to Win with two groups in fiscal 2023 and intend to
complete this training with our entire target population by the end of fiscal 2025
Supervise to Win
training for front-line leaders of our hourly workforce, which will be completed
by early fiscal 2025
Emerge to Win
training for individual contributors who aspire to be people managers,
which will be rolled out in fiscal 2025
“1 really enjoyed participating in Campbell’s Manage to Win
leadership development program, especially the mix of
independent pre-work, recapping the information together,
and the small group breakout discussion. It was a great
opportunity to network and meet other people managers
across the company that! wouldn’t normally have had the
opportunity to work with.”
Manage to Win participant
Campbell University | Campbells_74 |
In fiscal 2023, we rounded out our existing training offerings with new or enhanced
self-paced, virtual learning opportunities. Through Campbell University, powered
by Workday and LinkedIn Learning, salaried employees can access a library of
over 20,000 courses providing hard and soft skills, such as marketing, finance,
communication, change and agility, and others. We have received positive feedback
about the expanded offerings through Campbell University.
Employee engagement | Campbells_75 |
Improving the employee experience begins with understanding. We engage our team
through pulse surveys to gauge their job satisfaction and capture feedback about
their employee experience. We use the results of the surveys to initiate targeted
interventions to improve job satisfaction and advance inclusion. For example,
employees have requested more dedicated time to develop their capabilities. In
response, we created Grow Time, a two-hour monthly training block for all salaried
employees that includes a live, virtual career session on topics ranging from
networking to creating your personal brand. Utilizing both internal and external
speakers, these optional events see anywhere from 400 to over 600 employees
participate. Beyond the programs, employees particularly appreciate the dedicated
time to focus on their career development and professional growth.
Benefits | Campbells_76 |
We are committed to providing our employees with a competitive and
comprehensive benefit program. For all full-time employees and part-time employees
working more than 20 hours per week, we offer health coverage and a 401(k) plan,
with up to a 7% match, that begins on day one of employment. We also provide
tuition assistance benefits to employees that want to further their education,
matching grants for non-profit donations, and access to a suite of additional benefits
through our Employee Assistance Program.
In fiscal 2023, we curated a Ways to Well-being directory of assets to provide support
for life inside and outside of work across five areas - mental, physical, financial, career,
and team. All employees can access resources, such as professional counseling
sessions, fitness discounts, and financial planning webinars, through this holistic
program that makes well-being a priority.
Keys to inclusivity | Campbells_77 |
Inclusion and Diversity (1&D) are critical to building a culture of
belonging. We introduced Keys to Inclusivity in fiscal 2022 asa
required learning for people leaders. In fiscal 2023, we extended
the eLearning to individual contributors.
Campbells
Introduction Our food Supply chain Environment Our people Community Governance Appendix
290 Thriving People
Inclusion
and diversity
°
Fiscal 2023 highlights
1,300+ employees participated in
Include to Win events
Enhanced structure and governance
of Employee Resource Groups (ERGs)
Leveraging the strength of our diverse employee population is central to
our culture. We integrate principles of Inclusion and Diversity (I&D) across
our organization by emphasizing three pillars: Capabilities, Advocacy, and
Accountability. Each pillar has focus areas and projects designed to meet its
objectives. Together, the activities create a holistic approach to 1&D across
the company. | Campbells_78 |
“By cultivating an inclusive environment that
harnesses the power of our diversity, we can
elevate our employees’ sense of belonging,
solidify our standing as an employer of
choice, and continue delivering outstanding
business results.”
Camille Pierce
SVP, HR and Chief Culture Officer
Our Inclusion and Diversity strategy
Capabilities Accountability
- Outreach partnerships for - Employee resource groups - Collecting and reporting
hiring and retention (ERGs) internal demographic data
Programs - 1&D educational modules - Supplier Diversity program - Internal 1&D scorecard
- Social justice funds published quarterly
-1&D Advisory Board
; - Launched Include to Win - Enhanced ERG - Designed advanced I&D
Fiscal 2023 series with quarterly governance structure workforce analytics dashboard
Updates keynote speakers
Capabilities | Campbells_79 |
To build the 1&D knowledge and fluency of our teams, we integrate I|&D learning
into each individual’s performance objectives. Year-over-year, we evolve these
learning opportunities so employees can build on previous experiences and deepen
their knowledge. In our fiscal 2023 1&D development program, which had a 97%
completion rate, we expanded our focus on improving collaboration through
inclusive behaviors.
Every quarter, we host Include to Win keynote sessions reinforced with optional
learning content and activities. In fiscal 2023, Include to Win focused on belonging.
The program hosted leaders in their field as speakers to discuss cultivating a culture
of inclusion through belonging, the importance of authentic conversations, how trust
contributes to a sense of belonging, and how to leverage the strength of diversity
within a team.
Diverse recruiting partnerships | Campbells_80 |
In 2023, we enhanced our approach to talent acquisition to include a broader,
more diverse talent pool so we can ensure that we are hiring the best candidates.
We expanded our recruitment efforts by deepening our relationships with Historically
Black Colleges and Universities (HBCUs) and created a Junior Military Officer (JMO)
program focused on recruiting candidates recently separated from the military.
We are also leveraging diverse interview panels to challenge potential unconscious
bias and gain a variety of perspectives in the interview stage.
Bloomberg
We were named to the 2023
Gender-Equaliy Bloomberg Gender-Equality
sos Index for a fifth year.
Advocacy | Campbells_81 |
Our employee resource groups (ERGs) are designed to create a sense of community,
support talent development, and provide feedback to leadership for its members. In
fiscal 2023, we had nine enterprise ERGs and two plant ERGs. We introduced ERG in
a Box to provide content for all plants to easily replicate activities at a local level and
tailor them to their needs. In the coming year, five additional plant ERGs are set to
launch. In fiscal 2023, we saw an increase in ERG membership over the previous year
with 39% of employees participating in one or more ERGs. On average, we held five
ERG events every month. Our ERGs also host and participate in many volunteering
and fundraising activities for causes they support. Read more in Community.
Our I&D Advisory Board (IDAB), now in its fourth year, is an internal group
that provides guidance and feedback on our I&D strategy.
Campbell’s Employee Resource Groups
Enterprise
* Asian Network of Campbell’s * Pride
* Black Resource Group * Roots | Campbells_82 |
* Bridge Network * Veteran’s Connection
* Campbell’s Administrative * Women Inclusion Network
Professionals
* Latino Network
Manufacturing plants
* Charlotte Community Team * Maxton Employee Resource Group
“Being part of Campbell’s Latino Network
and the ERG programs has been a fantastic
and rewarding experience. I’ve met amazing
colleagues, leadership, and teams in cross
functional departments that have become
Celebrating diversity
In fiscal 2023, our ERGs hosted fun, engaging, and educational events
across our communities with activities like:
Black Resource Group
hosted live music during lunchtime to celebrate Juneteenth
and volunteered at local Juneteenth festivals in North Carolina
and New Jersey
Latino Network
hosted a Mexican food truck to celebrate Cinco de Mayo
Asian Network of Campbell’s
hosted a kimbap—a Korean delicacy—cooking class
in honor of Asian American and Pacific Islander Heritage Month | Campbells_83 |
Our Pride Employee Network
held its annual raising of the Pride flag ceremony at the start of
Pride Month
black, friends and a second family here at work.”
ree POuL 5) Richard Araujo
Customer Sales Lead,
Convenience Channel, M&B
“As aleader ofan ERG, | have gained valuable
leadership skills; also, it has provided a
chance for me to help other employees build
their network and enhance their experience
at Campbell’s.”
Mem Legros
Sr. Manager,
Digital Commerce and Omnichannel Shopper Marketing, Snacks
Supporting the communities where we live and work is core
to who we are and what we value. We provide financial and
product donations to national and local nonprofits, and our
employees are out in the communities volunteering and living
into our values of care, character, and collaboration.
Campbells
Vibrant Communities
Community impact
Fiscal 2023 highlights
Awarded $2.4M to nonprofits through
The Campbell’s Foundation | Campbells_84 |
Expanded our Full Futures school
nutrition program to Charlotte,
North Carolina
Organized record number of volunteer
events during our Campbell’s Cares
Days of Service
Introduction Our food Supply chain Environment
Our Community Affairs program is committed to strengthening and
empowering vibrant communities in our hometowns. It connects employees to
our purpose and values and also empowers them to support the organizations
that are important to them. Our work is focused on three core areas:
increasing food access, encouraging healthy living, and nurturing Campbell’s
neighborhoods. These focus areas leverage our strengths, reach, and history.
Much of our work is carried out or funded by The Campbell’s Foundation, which
issues Community Impact Grants, nurtures long-term partnerships with organizations
aligned with our Community Affairs mission, and matches monetary donations made
by employees.
Community goals'
Target Progress | Campbells_85 |
Increase food access for 100,000 residents in Campbell’s 87, 871
communities by fiscal 2025
Provide nutrition education to 50,000 people to encourage 41,701
healthy living in Campbell’s communities by fiscal 2025
Invest $5 million to advance the school food environment for $4,201,473
children by fiscal 2025
Engage 70% of Campbell’s employees in community-based 39%
activities by fiscal 2025
Contribute 75,000 traditional and skills-based employee 38,693
volunteer hours across Campbell’s footprint to increase the
capacity of our community partners by fiscal 2025
1 Campbell’s communities are where the company has operations, including corporate offices, manufacturing facilities,
and major sales offices. Progress against community goals is cumulative since fiscal year 2020.
Our people
Community
Governance
Appendix
Our Community Affairs strategy
Mission
To strengthen and empower vibrant communities in Campbell’s
hometowns and connect employees to company purpose and values | Campbells_86 |
Funding focus areas
Increase food access
Improve availability of and accessibility to nutritious and fresh foods
Encourage healthy living
Expand nutrition education and active lifestyle programs
Nurture Campbell’s neighborhoods
Cultivate public spaces in our communities where people can gather
and be active
Programs and activities
Employee
engagement:
* Employee giving
and matching
* Volunteering and
volunteer match
Disaster relief:
* Product donations
and grants
to disaster
relief organizations
* Employee relief fund
Direct
grantmaking:
* Full Futures
* Foundation grants
across our footprint
* Multi-year food
access commitments
In-kind giving:
* Product donation
coordination
and tracking
* Occasional other
in-kind support
Community
partnerships:
* Events
and sponsorships
* Cross-sector
partnerships
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix | Campbells_87 |
For 155 years, we have played an integral role in society, . .
providing wholesome, delicious, and affordable meals, In this section
beverages, and snacks to consumers. We match this with E
. ; 06 // Company overview
a longstanding commitment to the communities we call
home and atrack record of environmental stewardship. , 07 // Our Tapestry
introduction
08 // Our ESG Framework
09 // Goals and performance
10 // 2023 highlights
—
Full Futures
Launched in 2021 alongside the Camden City School District and nonprofit partners,
the goal of the Full Futures program is to foster a school nutrition environment that
ensures all students are well nourished and ready to thrive at school and in life. The
five-year initiative centers on four pillars with specific goals to ensure efficacy. During
the 2022-2023 school year, Full Futures launched its second program site in Charlotte,
North Carolina with Charlotte-Mecklenburg Schools (CMS).
met jum’
Full Futures strategy | Campbells_88 |
School nutrition mindset Nutrition education
Creating a school culture that
prioritizes nutritious food for students
Expanding the reach and impact of
nutrition and culinary education
Procurement and
menu change
Infrastructure
Enhancing the infrastructure of school
food service and food education
through equipment, resources,
and investments in training staff
Procuring nutritious, locally sourced
ingredients and supporting menu
changes centered around students
In fiscal 2023, Full Futures partners carried out a host of projects, such as:
- Food access for Camden families - The Camden School Nutrition team helped
expand access to healthy food by distributing free produce boxes in the community,
offering a brunch buffet on Saturdays at one of the local high schools free to all
children, and updating a food access map that provides locations of free meals and
food distribution sites. | Campbells_89 |
- Food career explorations - Students from the Camden Youth Advisory Council, a
youth-led group advocating for community health, learned about careers in culinary
arts, nutrition, and agriculture through field trips to Campbell’s headquarters, the
Food Bank of South Jersey, Buster Petronglo and Son Farm, and GeoGreens farm.
- Food service training - Nonprofit partner Wellness in Schools trained 150 food
service workers and district staff in new cooking skills and how to utilize local and
seasonal ingredients. As a result, food service management partner Whitson’s
Culinary Group added eight new recipes to its menu, many of which were sampled
by local students.
- Nutrition and agriculture education in Charlotte - Eight e-learning modules
were developed to assist teachers in utilizing aquaponics systems with students.
Teachers learned about the basics of using aquaponics systems and how to
integrate it into their lesson plans.
Full Futures highlights fiscal 2023
7,000+ | Campbells_90 |
students served in Camden, New Jersey
600+
people in Camden participated in nutrition education
lessons in schools, virtually, and in the community
80%
ofnewrecipes in the Camden school district featured
local ingredients
2nd program site
launched in Charlotte, North Carolina
1,600+
students impacted in Charlotte, North Carolina
billb
Campbells
Community impact grants | Campbells_91 |
The Campbell’s Foundation provides funding for local nonprofits, whose missions
align with one of our three focus areas. Campbell’s employees across our locations
nominate outstanding organizations in their community to be considered for a grant.
In fiscal 2023, grants supported organizations from 26 Campbell’s communities
across the United States, Puerto Rico, Canada, and Mexico, like the Hunger Task
Force of Milwaukee, Wisconsin; Cache Community Food Pantry in Richmond, Utah;
and New Jersey Agriculture Society in Camden, New Jersey among many others.
Overall, we provided $800,000 to grantees in fiscal 2023 through the program.
Highlights from our community partners
In addition to our fiscal 2023 grant cycle, we also aggregated and collected data from
past grantees on work implemented in fiscal 2023. Collectively, grantees achieved
the following during the one-year grant term:
2.3Mi+ 288K+ 39K+
individuals provided individuals individuals had | Campbells_92 |
with meals participated access to safe
in physical public spaces
activity programs
“At atime when Talbot House’s
[homeless] shelter is operating at nearly
120% occupancy, our ability to ensure
that no one is turned away hungry
cannot be overstated. The Campbell’s
Foundation strengthens our local safety
net and encourages self-sufficiency.”
TALBOT
HOUSE
MINISTRIES
Talbot House Ministries
Lakeland, Florida
Introduction
Our food Supply chain
Fiscal 2023 Grant Recipients
Ashland, OH
Ashland County Community Foundation
Bloomfield, CT
4-H Education Center at Auer Farm
Hartford Food System
Camden, NJ
After-School All-Stars (Philadelphia & Camden)
Neighborhood Center, Inc.
NJ Agricultural Society
The Food Trust
The Trust for Public Land
Vetri Community Partnership
Charlotte, NC
Loaves & Fishes
Pineville Neighbors Place
Roof Above
Cincinnati, OH
La Soupe Cincinatti
Dixon/Stockton, CA
Emergency Food Bank
Downingtown, PA
Meals on Wheels of Chester County, Inc. | Campbells_93 |
Franklin, WI
Hunger Task Force of Milwaukee
Environment
Our people Community
Goodyear, AZ
Homeless Youth Connection
Hanover, PA
YWCA Hanover
Hyannis, MA
Island Grown Initiative
Jeffersonville, IN
Center For Lay Ministries
Lakeland, FL
Talbot House Ministries of Lakeland
Maxton, NC
Robeson County Church and Community Center
Mexico City
Nutre a un Nifio, A.C
Milwaukee, WI
Foodright Inc
Minneapolis, MN
The Food Group
Youth Farm and Market Project
Mississauga, ON
Daily Bread Food Bank
The Mississauga Food Bank
Governance
Napoleon, OH
Open Door of Delta
Norwalk, CT
Filling in the Blanks
Person to Person
Paris, TX
CitySquare, Paris
United Way of Lamar County
Puerto Rico
Banco De Alimentos Puerto Rico
Richmond, UT
Cache Community Food Pantry
Salem, OR
Family Building Blocks
Marion Polk Food Share
Tualatin, OR
Black Food Sovereignty Coalition
Growing Gardens
Willard, OH
Second Harvest Food Bank of North Central Ohio
Appendix
Care for Camden | Campbells_94 |
Camden, New Jersey has been our home for 155 years. We’re proud to be a part
of the city’s history and committed to being part of its future. Through employee
engagement, volunteer opportunities, and long-term partnerships with nonprofits,
we show up throughout the year to provide care to our community. In fiscal 2023,
some of our activities in Camden included:
- Maintaining regular employee volunteering for Camden Strong neighborhood
clean ups—an initiative of the Camden Mayor’s office to improve community health
and quality of life—for which we received the Corporate Sponsor Award at the
mayor’s Camden’s Best awards ceremony.
- Donating 440 pounds of business casual clothing to Hopeworks, a social
enterprise providing job training to youth in Camden.
- Engaging departments to volunteer together, like our finance team event where
the group assembled over 2,000 sandwiches and cutlery kits for Cathedral
Kitchen, a Camden soup kitchen serving over 100,000 meals every year. | Campbells_95 |
- Hosting 4th graders from a local school in our test kitchens to learn culinary
skills alongside employee volunteers, as part of Full Futures’ Cooking
Matters programming.
- Supporting several multi-year initiatives beyond Full Futures focused on
improving food access in Camden, including the Camden Food Fund to support
local food entrepreneurs and the Camden Food Security Collective to address root
causes of food insecurity in the city.
ae
oem |
RAY & JOAN Campbell’s received the 2022 Salvation Army Kroc Center Volunteer Partner
of the Year Award.
CORPS COMMUNITY CENTER
CAMDEN
In fiscal 2023:
70%
of Camden employees donated their time or money
6,000
hours of volunteering completed by Camden employees
128+
volunteering activities completed by Camden employees
$606,000+
donated by Camden employees
and Campbell’s Foundation matches
$1,407,573
in grant dollars provided to Camden organizations
through our strategic initiatives and community
impact grants | Campbells_96 |
cm 7) ray
T 8, ? IP
UAM POEMS
Introduction Our food Supply chain Environment
SS
Employee giving
It’s part of our culture to give back to our communities. Our employees prove this
through their commitment to volunteering and fundraising for worthy causes. Below
are some of the ways we foster and encourage our employees to live our value of care
throughout the enterprise:
- Holding an annual employee giving campaign to raise money for causes that are
meaningful to employees. The Campbell’s Foundation matches donations at 100%.
In fiscal 2023, this totaled $1.3 million in donations to nonprofit organizations.
- Hosting an annual Days of Service, called Campbell’s Cares Days, where employees
across the company donate their time to their local community. In fiscal 2023, our
15th year of Days of Service, more than 1,200 employees completed over 100
community projects and donated over 4,200 hours of time. | Campbells_97 |
- Providing a new hire credit grant for every new employee to make a $20 donation
to the charity of their choice. In fiscal 2023, 50% of new hires took advantage of this
opportunity, an increase over previous years, donating to 173 organizations.
- Promoting skills-based volunteering to support nonprofits. In addition to
traditional volunteering, our employees offer their skills and services pro bono to
nonprofits to help with things like finance, marketing, design, and more.
- Creating funds. Eight of our Employee Resource Groups (ERGs) created Social
Justice Funds to support nonprofits aligned with their ERG’s mission, such as the
National Alliance for Hispanic Health, Girls Who Code, the National Young Farmers
Coalition, and more. Our foundation matches employee donations to these funds,
resulting in over $50,000 donated to 30 organizations since the creation of the
funds in 2020.
eS > “The way our employees gave from their
f = «Wa hearts throughout the campaign has been | Campbells_98 |
= i —ooverwhelming to see.”
X S S 7 Chad Johnston
QW (ae HR Manager, Paris, Texas Plant
Disaster relief
Natural disasters can devastate the communities where our employees, suppliers,
and customers live, and where our operations are. We donate to organizations that
support disaster recovery to support our neighbors and communities. In fiscal 2023,
we provided relief following Hurricane lan in Florida, Hurricane Fiona in Puerto
Rico, and tornadoes in Texas. Our foundation’s Emergency Assistance Immediate
Response Program (IRP) offers grants to employees and independent distributor
partners to assist with urgent recovery needs. We also partner with Convoy of Hope,
a humanitarian and disaster relief organization that provides food, supplies, and
services to those in need, to donate product. The Company donates directly to local
organizations, such as the American Red Cross and United Way, and we encourage
our team to donate through our employee giving portal. | Campbells_99 |
Our plants and manufacturing
facilities give back
Beloit, WI - Every week, Beloit team
members spend several hours visiting
with and delivering a van full of meals
to local community members on behalf
of Meals on Wheels.
Charlotte, NC - Our Charlotte team
hosted a blood drive in partnership
with the American Red Cross, which
brought a blood donation bus to our
plant. Employees donated enough
blood to save roughly 50 lives.
Denver, PA - Our Denver team
celebrated Earth Day by adopting a
highway and getting together to hosta
cleanup event.
Maxton, NC - Our Maxton team
worked with Second Harvest Food
Bank of Southeast NC and Two Hawk
Employment Services to pack over 200
food distribution boxes for Robeson
County residents facing food insecurity.
Our reputation as an ethical and responsible business | Campbells_100 |
has been built by acting with character, integrity, and
transparency in everything we do. We go beyond merely
adhering to all relevant laws and regulations and integrate
sustainability considerations into our ways of working,
policies, and incentives. This extends to our relationships
with our suppliers, how we manage risk, and the sensitive
handling of data.
es
P
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Fiscal 2023 highlights
ESG is overseen by the Board of Directors,
CEO, and Corporate Responsibility and
Sustainability (CR&S) team
In fiscal 2023, performance on
ESG goals was considered as part of total
enterprise compensation
The Governance Committee of our Board of Directors oversees ESG activities.
The Committee plays a role in the continued evolution of Campbell's strategy
and public reporting. The Committee receives scorecards for ESG performance. | Campbells_101 |
The Chief Sustainability Officer formally presents to the Governance Committee
at least twice per year. Generally, meetings cover situation analysis, industry
benchmarking, progress toward corporate goals, issues, and other topics. Examples
of the types of issues brought to the Board include emissions reductions, waste,
sustainable agriculture, water use, and community impact.
Issues are also presented to the Board and Audit Committee at least once
per year as part of the Enterprise Risk Management process. Environmental, social,
and other issues are included in the company’s strategic plan and budgeting process.
In fiscal 2023, performance on ESG goals was presented to the Compensation
and Organization Committee of the Board and used as a consideration in our
enterprise Annual Incentive Plan. Certain employees have specific metrics linked
to individual compensation.
The Governance Committee of the Board oversees Campbell's
ESG activities, strategy, and reporting. | Campbells_102 |
Provides executive direction on ESG strategy.
With primary focus on our Executive Vice President and General
Counsel, who oversees ESG; Executive Vice President and Chief Supply
Chain Officer who oversees supply chain sustainability; and Executive
Vice President, Chief R&D and Innovation Officer who oversees food
innovation and packaging sustainability initiatives.
Supports Campbell’s ESG strategy and is directly accountable for
Campbell’s environmental strategy.
Senior leaders from operating divisions, Supply Chain, Corporate
Responsibility and Sustainability, Manufacturing, Research and
Development, Investor Relations, and Communications who meet
regularly to inform the scope and specific elements of the company’s
ESG strategy.
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Board diversity Composition of the Board of Directors
(as of November 30, 2023) | Campbells_103 |
We have a diverse, independent Board. Four of our 12 directors are women and three
of 12 are ethnically diverse with one identifying as Asian, one identifying as Hispanic,
and one identifying as African American. 11 of our 12 directors are independent,
including our Board Chair. Gender diversity Ethnic diversity Independence
Since 2016, we have refreshed the Board with the addition of nine new independent
directors. To see more about our Board members, see our 2023 Proxy Statement. | 7 | Campbells_104 |
. . Hi gsmen HE 9 white Hi 11 independent
Busi ness eth ICS BB 4women I 3ethnically M1 non-independent
diverse
Conducting business according to the highest ethical standards and moral
principles has been a company strength for 155 years. We pursue this through
our compliance program—Winning With Integrity—and our Code of Business
Conduct and Ethics (Code).
Available in English, French, and Spanish on our website, our Code outlines our
company’s ethical standards and expectations, highlights important policies, Tenure of Independent Age of Independent
and summarizes fundamental legal requirements that employees must follow. Director nominees Director nominees
These include topics like anti-harassment, conflicts of interest, protection of data,
anti-corruption, international trade, and more. >,
Upon joining Campbell’s, employees are provided access to the Code, which is oN va 5 In50s | Campbells_105 |
available online. Live and online training sessions on Code compliance are offered 89 || 7 0-5 years 60.5 o Ain 60s
to employees throughout the year, and all salaried employees receive annual years | 2 6-10 years years
Code training. average average || 1In 40s | Campbells_106 |
tenure HM 2 over 10 years age
If employees are concerned about improper, unlawful, or unethical conduct,
they may contact the Campbell’s third-party Integrity Hotline at 800-210-2173 or
at campbellsoup.ethicspoint.com. The hotline operates 24 hours a day, with
translation services available at all times. Campbell’s does not tolerate retaliation
against anyone making a report in good faith.
HB 11n70s
The Senior Vice President, Deputy General Counsel, and the Chief Compliance Officer
have overall responsibility for Winning with Integrity and the Code. The Board Audit
Committee receives an update on the program every year.
Highlights
Enterprise risk assessment carried
out on an annual basis with Board of
Directors oversight
Process fully integrates climate and
other risk factors | Campbells_107 |
We have a formal Enterprise Risk Management (ERM) process. The process
includes input from across the company, secured by surveying a broad set of
employees and leaders, including representatives from Government
and Regulatory Affairs, Sustainability, Engineering, R&D, Procurement,
and the Board of Directors.
Key risk categories are analyzed, and the results are used to develop an enterprise
key-risk portfolio. We identify the top 10 risks, develop response plans, and monitor
progress. Risk categories are revisited annually to determine the drivers and level
of management required for each risk.
Climate and other risk factors are integrated into the ERM process. Inputs from
periodic risk assessments regarding water and climate are also considered in the
ERM process. | Campbells_108 |
We have an ERM steering committee, comprised of members of the Campbell’s
Leadership Team and supported by other subject matter experts, that provides
oversight of enterprise risks and our processes to identify, measure, monitor, manage,
and mitigate these risks. We regularly engage outside advisors, as appropriate, to
assist in the identification and evaluation of risks.
The enterprise risk profile and related action plans for the most critical risks are
reviewed with the Board of Directors annually, with periodic updates as needed.
, on
IO Frond 2 = a ma
iy
\S Dhwtestne’y
Supply chain resilience
Climate change, water stress, extreme weather, and natural disasters pose risks | Campbells_109 |
to the stability of our supply chain. We prepare for these risks by assessing our
priority raw materials, identifying key threats to each raw material, and developing
contingency plans to preempt or respond to a disruption. In fiscal 2021, fiscal 2022,
and fiscal 2023, we completed the following actions to manage these risks:
- Integrated more robust environmental and social risk factors into supply risk
assessment processes
- Developed training for buyers and suppliers on environmental and social risks
- Developed a science-based emissions target and initial emission-
reduction roadmaps
- Completed an updated water risk assessment
To read more about our approach to supply chain risk management, see our
most recent CDPr 2
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix | Campbells_110 |
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— —— wan PACKS or6 PEANUT/BUTTER)
Spic Tomato ig 50 // Materiality Oreos rim usary |
ICKEN NOO xt SOUP ¥ ss
“4 ——— - 51 // Strategic memberships
and affiliations
52 // Stakeholder engagement
54 // Data tables
Appendix i
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Materiality | Campbells_111 |
We hold ourselves to high standards when considering how we create value and the impact we have on key stakeholders.
We identify the environmental, social, and governance topics that most affect our business and society through a materiality
assessment. The assessment informs the direction of our corporate responsibility strategy, ensuring that our programs help
us meet both strategic business objectives and other priorities. During our most recent assessment, completed in 2023,
the ranking of our material topics shifted slightly, which is reflected in the content of this report.
Priority issues Significant issues Important issues
Supply chain resilience and commodity availability Health, nutrition, and wellness Data protection and cybersecurity
Responsible sourcing and traceability Business continuity and resilience Ingredient and product transparency, and labeling
Food safety and quality Environmental compliance Animal welfare | Campbells_112 |
Packaging footprint, waste, and circularity Biodiversity and deforestation Food waste
Emissions reduction and climate risk Water stewardship Farmer livelihoods
Human rights Food access Waste reduction
Inclusion and diversity Occupational health and safety Product innovation
Regenerative agriculture Culture and human capital management Employee volunteerism and giving
Business ethics and compliance Employee health and wellness Corporate philanthropy
Introduction Our food Supply chain
Campbells
Company overview
For 155 years, Campbell’s has been connecting people through food they love. Generations
of consumers have trusted us to provide delicious and affordable food and beverages.
We have a legacy of giving back to our communities and acting as good stewards of the )
environment. The company has been headquartered in Camden, N.J. since 1869, and is Y)
listed on the New York Stock Exchange under ticker symbol CPB.
Our business’ ©
94% | Campbells_113 |
of all American households employees across
have one of our brands North America Headquarters
in their home
14.5K
Camden, New Jersey (World Headquarters)
Two divisions with clear roles positioned to win
o @
Snacks Meals and Beverages
Accelerated growth Steady performance
Manufacturing facilities
Arizona: Goodyear (S)
California: Dixon (M&B), Stockton (M&B)
48% ofsales 52% of sales
- 7 = * =
my my = MCaPE (Godtst
Fiscal2023 Connecticut: Bloomfield (S)
Net Sales
$9.4B
Campbell Fee
spac”: Pais, Prego
Florida: Lakeland (S)
Illinois: Downers Grove (S)
Indiana: Jeffersonville (S)
Massachusetts: Hyannis (S)
1 Based on fiscal 2023 data, which does not include the acquisition of Sovos Brands, Inc.
Mississauga, Ontario (Canadian Headquarters)
Environment Our people Community Governance Appendix
North Carolina: Charlotte (S), Maxton (M&B)
Ohio: Ashland (S), Napoleon (M&B), Willard (S)
Oregon: Salem (S), Tualatin (M&B) | Campbells_114 |
Pennsylvania: Denver (S), Downingtown (S), Hanover (S)
Texas: Paris (M&B) @ Headquarters
@ M&B = Meals and Beverages
© s=Snacks
Utah: Richmond (S)
Wisconsin: Beloit (S), Franklin (S), Milwaukee (M&B)
Campbells
Introduction Our food Supply chain Environment
Strategic memberships and affiliations
American Baker’s Association
Cool Farm Alliance
American Benefits Council
AMERIPEN
Association for Sustainable Food Safety
Association of National Advertisers
Association of Plastic Recyclers
Board.org: ESG and CSR Board
California League of Food Processors
Chamber of Commerce of the United States
Cornell Institute for Food Systems Industry
Partnership Program
Council of New Jersey Grantmakers
Food Allergy Research and Resource Program
Food Marketing Institute
Food Northwest
How2Recycle
Institute for Advancement of Food
and Nutrition Sciences
Chamber of Commerce Southern New Jersey
National Association of Manufacturers
Chief Executives for Corporate Purpose | Campbells_115 |
National Minority Supplier Development Council
Consumer Brands Association
Ohio Manufacturers Association
Our people Community Governance Appendix
OMA Energy Group
Poly Coated Paper Alliance
Potato Sustainability Alliance
Sedex
SNAC International
Stewardship Index for Specialty Crops
Sustainable Packaging Coalition
The Recycling Partnership
The Sustainability Consortium
University of California, Davis (UC Davis)
College of Agricultural and Environmental Sciences
Women’s Business Enterprise National Council
Campbells
Stakeholder engagement
Stakeholders Methods
Advocacy Organization memberships
Groups/NGOs
Direct engagement
Professional conferences
Communities Direct relationships
Corporate and employee giving
Networking events
Consumers 24-hour toll-free hotline
Consumer insights
Branded websites
Customers Dedicated customer teams
Customer meetings and presentations
Customer surveys
Employees Quarterly employee forums
Town hall meetings
Leadership teams | Campbells_116 |
Focus groups
Introduction Our food
Roundtable events
Social media
Website and corporate responsibility report
Surveys
Signature partnerships
Employee volunteerism
Website and corporate responsibility report
Social media
Marketing
Customer letters and responses to inquiries
Sales materials
Industry trade groups
Employee Resource Groups
Internal communication channels
Surveys
Anonymous hotline
Supply chain Environment Our people
Issues
Health and wellness
Nutrition and labeling standards
Animal welfare
Water
Climate change
Food access
Nutrition education
Strategic partnership priorities
Food safety and quality
Transparency
Packaging
Health and wellness
Product innovation
Trade practices
Environmental practices
Transparency
Inclusion and diversity
Occupational health and safety
Recognition
Compensation
Benefits
Talent management, training, and development
Community Governance
Human rights
Sustainable agriculture
Packaging
Inclusion and diversity | Campbells_117 |
Corporate governance
Environmental initiatives
Health and wellness
Nutrition and labeling
Affordability
Food waste
Environmental practices
Sales support and service
Health, nutrition, and wellness
Procurement practices
Business trends
Health and wellness
Transparency
Sustainability
Community engagement
Appendix
Campbells
Introduction Our food
Supply chain
Environment Our people
Community
Governance Appendix
Stakeholders
Investors
Regulators/
policymakers
Suppliers
Methods
Direct engagement
Ratings/rankings and indices
Quarterly earnings releases
Annual report
In-person meetings and plant tours
Direct engagement on issues important to Campbell’s
Advocacy
Collaborative partnerships
Responsible sourcing supplier code
Sourcing events
Strategic relationship management program
Annual shareholder meetings
Investor calls
Industry-related conferences
Website and corporate responsibility report | Campbells_118 |
Monitoring and communication of regulatory activities
Industry trade associations
Coalitions
Face-to-face meetings
Surveys
Assessments and audits
Issues
Business strategy and financial performance
Governance practices
Board composition
Sustainability strategies and issues
Talent management
Food safety and quality
Product labeling and marketing
Trade policy implications
Health and wellness
Environmental policy
Product safety and quality
Human rights
Ethical sourcing
Packaging
Ingredient traceability
Ethical business practices
Supply chain
Inclusion and diversity
Transparency
Climate change
Packaging
Sustainable agriculture
Sustainability reporting
Cost-savings opportunities
Supply chain risk mitigation
Sustainable agriculture
Animal welfare
Supplier diversity
Introduction Our food Supply chain Environment Our people Community Governance Appendix
Campbells
Data tables
gO Trusted food
FY2021 FY2022 FY2023 FY2021 FY2022 FY2023 | Campbells_119 |
% of products and sales are from our nutrition 56% of products, 52% of products, 54% of products, Cage-free eggs
focused foods representing 52% representing 52% representing 54%
of sales of sales of sales
Gestation crate-free pork
% of M&B products provide at least half a serving 45% 51% 51% § Shiva ueetaree ie anaaend
ee our Animal Welfare Guidelines an endum
of vegetables Higher broiler chicken welfare
% of snacks products provide <200 calories 88% 88% 87%
per serving
Average cost of nutrition focused foods (NFF)
per serving, compared to entire portfolio
% of M&B products that meet at least one federal
nutrition program criteria
% of M&B family meal recipes that cost $3 or less
per serving
% of portfolio that meet our nutrition guidelines
for product development
$0.62 (NFF), $0.65
(overall portfolio
average)
71%
53%
69% of products,
representing 65%
of sales
$0.58 (NFF), $0.65
(overall portfolio
average)
72%
54%
68% of products,
representing 69%
of sales | Campbells_120 |
$0.70 (NFF), $0.78
(overall portfolio
average)
73%
50%
68% of products,
representing 72%
of sales
Global Animal Partnership (GAP) Step 2 chicken
for Pacific Foods
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Vibrant communities | Campbells_121 |
FY2021 FY2022 FY2023 FY2021 FY2022 FY2023
Total giving (USD in millions) $54.2 $56.4 $71.8 Palm oil 100% 100% 100%
In-kind giving" $48.8 $51.5 $67 Paper packaging 100% 100% 100%
Foundation giving $3.1 $2.7 $2.4 Potatoes 100% 99.9% 100%
Corporate contributions $2.3 $2.2 $2.4 Tomatoes 94% 96% 100%
Residents with increased food access 49,640 8,753 29,478 Wheat 99.7% 100% 100%
Residents provided with nutrition education 9,083 1,180 12,935 aera materials traceable to country 100% 100% 100%
School food investment $1,030,800 $ 1,077,000 $1,228,673
Traceable to country of origin by priority raw material*
% Campbell’s employees engaged? 21% 28% 39%
Almonds 100% 100% 100%
Traditional and skills-based employee
volunteer hours eae 206) Tests Cashews 100% 100% 100%
i i Cheese 100% 100% 100%
Responsible sourcing
Priority raw materials responsibly sourced? 99% 98% 99.9% Chicken 100 on es
Responsibly sourced by priority raw material* Chocolate 100% 100% 100% | Campbells_122 |
inimonis 100% 100% 100% Palm oil 100% 100% 100%
Gashews 100% 100% 100% Paper packaging 100% 100% 100%
Gheese 100% 100% 99% Potatoes 100% 100% 100%
Chicken 100% 100% 100% Tomatoes 100% 100% 100%
Chocolate 99.8% 99.8% 99.7% Wheat 100% 100% 100% | Campbells_123 |
‘In-kind giving is defined as total product donations. In 2023, we sold our Emerald Nuts business. As a result of the sale, nuts are no longer a priority raw material and will not appear in future reporting.
? Data are cumulative.
3 Responsibly sourced means the supplier has:
- Acknowledged Campbell’s Responsible Sourcing Supplier Code.
+ Disclosed country of origin and has undergone a SMETA audit if the country of origin is high risk according to the World Bank
and if Campbell’s has deemed the material and/or the supplier to be high risk.
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
“Thriving people
rom
FY2021 FY2022 FY2023 FY2021 FY2022 FY2023
Occupational health and safety Workplace diversity and benefits
Total reportable incident rate 111 1.32 1.17 Women in global workforce (%) 40% 39% 39%
(TRIR)/200,000 hours
Women in management (%) 41% 41% 42%
Lost time incident rate (LTIR)/200,000 hours 0.17 0.3 0.32 | Campbells_124 |
Women on the Board of Directors (%) 31% 31% 31%
Employee fatalities 1 0 0
Tuition assistance paid (USD in millions) $0.90 $ 0.83 $0.81
Environmental notice of violations (NOVs) 6 19 14
Environmental fines (USD) $1,600 $4,458 $1,500
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
(p) Healthy environment | Campbells_125 |
Baseline FY2021 FY2022 FY2023
FY2021 FY2022 FY2023
FY2020
Energy use Greenhouse gas emissions'
Electricity use (mmbtu) 2,193,267 2,064,540 1,917,544 Total emissions
Fuel use (mmbtu) 8,399,192 8,293,171 7,642,603 Location-based GHG emissions 687,523 676,982 647,097
(metric tons CO,e)
Total energy use (mmbtu) 10,592,459 10,357,711 9,560,147
Market-based GHG emissions 678,439 666,580 672,061 632,926
Energy intensity 3.09 3.15 3.27 (metric tons CO,e)
(mmbtu/metric ton of food produced)
Location-based GHG intensity 0.2 0.21 0.22
Renewable energy generated (kWh) 57,464,172 53,763,603 44,830,572 (metric tons CO,e/metric ton
for the grid of food produced)
Percent renewable of total electricity use 9% 9% 8% Market-based GHG intensity 0.19 0.2 0.22
(metric tons CO,e/metric ton
of food produced)
; 2
Scope 1 (metric tons CO,e)
Location-based direct 471,188 465,257 461,968 437,433
(Scope 1) emissions
; 2
Scope 2 (metric tons CO,e)
Location-based indirect 222,266 215,014 209,665 | Campbells_126 |
(Scope 2) emissions
Market-based indirect 207,251 201,323 210,093 195,493 | Campbells_127 |
(Scope 2) emissions
’ Please refer to our third-party limited assurance statement of select Healthy Environment metrics.
2 Scope 1 and 2 was calculated in accordance with the GHG Protocol Corporate Accounting and Reporting Standard. These data are assured.
Campbells
Introduction
Our food
Supply chain Environment Our people Community Governance Appendix
@
Healthy environment (continued)
Greenhouse gas emissions' (continued)
Scope 3 (metric tons CO,e)?
Total indirect (Scope 3) emissions
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Scope 3:
Category 1 — Purchased Goods and Services
Category 2 — Capital Goods
Category 3 — Fuel- and Energy-related Activities
Category 4 — Upstream Transportation and Distribution
Category 5 — Waste Generated in Operations
Category 6 — Business Travel
Category 7 — Employee Commuting
Category 8 — Upstream Leased Assets | Campbells_128 |
Category 9 — Downstream Transportation and Distribution
Category 10 — Processing of Sold Products
Category 11 — Use of Sold Products
Category 12 — End-of-Life Treatment of Sold Products
Category 13 — Downstream Leased Assets
Category 14 — Franchises
Category 15 — Investments
’ Please refer to our third-party limited assurance statement of select Healthy Environment metrics.
2 Scope 3 was calculated in accordance with the WRI/WBCSD GHG Protocol Corporate Value Chain (Scope 3) Standard. These data are unassured.
Baseline
FY2020
6,129,639
4,524,315
13,362
102,522
626,683
144,253
5,986
23,395
Not calculated
417,303
Not calculated
Not calculated
230,598
41,222
Not calculated
Not calculated
FY2023
5,123,752
3,659,338
3,389
110,363
478,045
146,933
6,382
23,733
Not calculated
456,865
Not calculated
Not calculated
205,127
33,577
Not calculated
Not calculated
Baseline FY2021 FY2022
FY2017
FY2023
Sustainable agriculture
% by volume engaged in a sustainable | Campbells_129 |
ag program
Almonds? 3% 33%
Cashews? 1% 19%
Potatoes 100% 100%
Tomatoes 83% 95%
Wheat 29% 32%
Pwateruses
Total water withdrawn (m?) 22,800,911 21,477,982 23,839,277
Total water discharged (m?) 19,434,056 20,968,696
Total water consumed (m3) 2,043,926 2,870,581
Water intensity 6.26 7.26
(m?/metric ton of food produced)
53%
56%
100%
94%
44%
24,275,874
21,185,490
3,090,384
8.30
Waste generation’
Total waste generated (metric tons)* 171,636 202,410
Waste to landfill (metric tons) 33,184 55,033 56,207
Waste to incineration/controlled 2,588 2,140
combustion (metric tons)
3 In 2023, we sold our Emerald Nuts business. As a result of the sale, nuts are no longer a priority raw material and will not appear in future reporting.
4 FY2023 data reflect improvements in data gathering and tracking methodologies. Where actual data were not available, estimated data were used based on EPA factors.
213,364
45,484
2,261 | Campbells_130 |
Introduction Our food Supply chain Environment Our people Community Governance Appendix
Campbells
(p) Healthy environment (continued) | Campbells_131 |
Baseline FY2021 FY2022 FY2023
FY2021 FY2022 FY2023
FY2017
Waste generation’ (continued) Packaging
Waste recycled (metric tons) 28,473 50,817 49,337 Recyclability of portfolio, by weight 95% 94% 92%
Food waste diverted to other 85,542 92,946 110,984 Post-consumer recycled (PCR) content, by packaging type* Aluminum: 50% Aluminum: 50% Aluminum: 50%
destinations {metric tons) Corrugate: 38% Corrugate: 38% Corrugate: 29.8%
Total waste diverted from landfill 116,603 146,202 167,880 Glass: 35% Glass: 35% Glass: 35%
metric tons
( ) Steel: 35% Steel: 35% Steel: 35%
Landfill diversion rate (%) 68% 72% 79% Plastic: 0% Plastic: 0% Plastic: 2.6%
Total waste intensity (metric tons 0.05 0.06 0.07 PET Boles:
of waste generated/metric ton of 12.6%
food produced)
Portfolio with How2Recycle label on pack (%)° M&B: 71% M&B 75% M&B: 100%
Regulated waste generated 1 m1 67 Snacks: 70% Snacks: 84% Snacks: 100%
(metric tons)?
Industry partnerships Strategic memberships and affiliations and academia | Campbells_132 |
Food waste generated (metric tons)? 33,958 27,466 27,938 34,307
1 Please refer to our third-party limited assurance statement of select Healthy Environment metrics.
Total food waste (metric tons) 95,634 105.339 114,338 2 Regulated waste refers to any waste regulated by federal or state laws, including but not limited to hazardous waste.
, , , 3 Campbell’s defines its food waste commitment in accordance with the FUSIONS Definitional Framework for Food Waste; as such, we exclude animal feed and biomaterial processing
. from the scope of our goal.
Food waste to animal feed 67,359 64,839 79,132 4 Where actual supplier packaging data were not available, we report averages based on reputable industry sources by packaging type. These data represent post-consumer values only,
not post-industrial values which may have been previously reported. | Campbells_133 |
Food waste to aerobic digestion 13,673 9.094 9.632 5 H2R program active only in U.S. and Canada. Products without the logo may appear in stores until current inventories of product and packaging materials are depleted. Certain packaging
8 , , , materials are excluded due to feasibility and/or suitability to carry the H2R logo.
Food waste to 809 12,561 899
biomaterial processing
Food waste to landfill 9,719 12,392 3,354
Food waste to land application 2,327 1,754 13,940
Food waste to anaerobic digestion 1,375 4,029 6,647
Food waste to controlled combustion 372 669 733 | Campbells_134 |
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
GRI Index
Campbell’s Soup Company has reported with reference to the GRI Standards for the period
August 1, 2022 - July 30, 2023.
Disclosure Disclosure Title FY2023 Response
2-1 Organizational Details Company Overview
2-2 Entities Included in the Organization’s Sustainability Reporting Company Overview
2-3 Reporting Period, Frequency, and Contact Point We are reporting on FY2023 (August 1, 2022 - July 30, 2023). We issue a full report biennially, with updates annually. We value and welcome
feedback from interested stakeholders. Contact Stewart Lindsay, Chief Sustainability Officer, One Campbell’s Place, MS131, Camden,
NJ 08103. You may also contact us via our dedicated CSR Feedback Email Address: csr_feedback@campbellsoup.com. | Campbells_135 |
2-4 Restatements of Information In accordance with the WRI/WBCSD GHG Protocol Corporate Value Chain (Scope 3) Standard, FY2020 Scope 3 Category 1 - Purchased
Goods and Services has been recalculated to improve and expand the use of lifecycle emission factors used to calculate ingredient and
packaging emissions. FY2020 Scope 3 Category 2 — Capital Goods was adjusted to reflect more accurate categorization of spend. Some
emissions previously reported as Capital Goods have been moved to Purchased Goods and Services. FY2020 Scope 3 Category 4 — Upstream
Transportation has been recalculated to remove ton-miles that were double counted.
Regulated waste values were restated for FY2022 to correct a mis-classified waste category, resulting in a decrease of 98%. The waste stream
was reclassified to waste recycled, resulting in an increase of 8%. | Campbells_136 |
Post-consumer Recycled (PCR) by Packaging Type was restated for all years reported to remove post-industrial values for Aluminum, resulting
in a 20% decrease.
FY2022 SASB response for ‘Revenue From Products that are Non-GMO’ was restated to $1.9 billion, resulting in a decrease of 45% as a result
of the more conservative approach.
2-5 External Assurance We completed third-party limited assurance consistent with guidance provided by ISO 14064-3 of our FY2023 Scope 1 and Scope 2
GHG emissions. We also completed limited assurance of our water withdrawal, water discharge, and waste by disposal method for FY2023.
All assurance statements can be found at https://www.campbellsoupcompany.com/wp-content/uploads/2024/03/Campbells-
FY2023-Assurance-Statement.pdf.
2-6 Activities, Value Chain, and Other Business Relationships 10-K
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Our Tapestry | Campbells_137 |
Campbell’s was founded as, and continues to be, a purpose-driven company. Today, we express our approach in our Tapestry, which highlights the linkages Awards and recogn Ition
between our purpose, mission, values, strategy, and employee value proposition, and how these assets work together to guide our culture and decision making.
Newsweek
« D4 America’s Most America’s Greatest World’s Most
Responsible Companies Workplaces for Trustworthy
a Wh Ei 4 & Most Trustworthy Diversity Companies
Companies
Purpose
Connecting people through the food they love Blomberg
FTSE4Good Eipanere
Values FTSE4Good Index Gender-Equality Index
Care Character Collaboration Competitiveness __ Creativity
Unlock our full growth potential
Barron's 100 Canada's Most
Most Sustainable Companies Reputable Companies
Strategy
' :
OX < O Building a winning <aill Accelerate Aaevesime ns ane d Deliver on the promise
1 1) team culture oO 0 l profitable growth 8 P of our purpose
savings and efficiency | Campbells_138 |
Employee Value
Proposition Make history with Campbell’s
Greater Toronto's 2023 American
Top Employers Opportunity Index Employer
Campbells
Introduction
Our food
Supply chain
Environment
Our people
Community
Governance
Appendix
Disclosure
2-7
2-9
2-10
2-11
2-12
2-13
2-14
2-15
2-16
2-17
2-18
Disclosure Title
Employees
Workers Who Are Not Employees
Governance Structure and Composition
Nomination and Selection of the Highest Governance Body
Chair of the Highest Governance Body
Role of the Highest Governance Body in Overseeing the Management of Impacts
Delegation of Responsibility for Managing Impacts
Role of the Highest Governance Body in Sustainability Reporting
Conflicts of Interest
Communication of Critical Concerns
Collective Knowledge of the Highest Governance Body
Evaluation of the Performance of the Highest Governance Body
FY2023 Response
Employees by Region and Type, Salary, and Gender | Campbells_139 |
Region closes Full-Time Part-Time Hourly Salaried Male Female ae en
USA 13,885 13,711 174 9,856 4,029 8,514 5,370 1
Canada 163 163 0 0 163 63 100 0
Mexico 36 36 0 0 36 12 24 0
Total 14,084 13,910 174 9,856 4,228 8,589 5,494 1
In FY2023, Campbell’s had 5,592 contractors. Please see our 10-K for additional detail.
Governance
eh)
S S 8
x x
2
°o
2
S
g
~ |F i
2
S
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Disclosure Disclosure Title FY2023 Response
2-19 Remuneration Policies Prox
2-20 Process to Determine Remuneration Proxy
2-21 Annual Total Compensation Ratio Prox
2-22 Statement on Sustainable Development Strategy CEO Message
2-23 Policy Commitments Policies on Our Impact site
2-24 Embedding Policy Commitments The responsibility for embedding our policy commitments varies depending on the policy. For our environmental sustainability and water | Campbells_140 |
policies, day-to-day responsibility falls to both the Corporate Responsibility and Sustainability team and the Engineering team. These teams
report up through the EVP General Counsel and Corporate Secretary and the EVP, Chief Supply Chain Officer, respectively. Responsibility for
embedding our Code of Business Conduct and Ethics sits with our Corporate Compliance and Ethics team, which also reports to our EVP
General Counsel and Corporate Secretary. For our Responsible Sourcing Supplier Code, responsibility sits with our Procurement team and,
ultimately, with our SVP, Chief Procurement Officer and EVP, Chief Supply Chain Officer.
2-25 Processes to Remediate Negative Impacts See GRI 2-26
2-26 Mechanisms for Seeking Advice and Raising Concerns Code of Business Conduct and Ethics; Anyone inside or outside of Campbell’s who has a concern may call the Integrity
Hotline at 800-210-2173. | Campbells_141 |
2-27 Compliance with Laws and Regulations There were no significant incidents of non-compliance with laws and regulations that resulted in administrative or judicial sanctions and fines
during the reporting period. | Campbells_142 |
Environmental Compliance: Campbell’s manages environmental compliance through the use of an electronic system, the Campbell’s
Environmental Management and Metrics System (CEMMS). The CEMMS system is used at all of our facilities and is the backbone of our
overall compliance monitoring. The CEMMS system proactively addresses our document management, permit tracking, tasks and calendar
management, incident and inspection notifications, and PSM/RMP documentation control. While this system is auditable and supports ISO
14001, our compliance monitoring is not ISO 14001 certified, and we currently do not have any facilities that are ISO 14001 or OHSAS 18001
certified. Campbell’s environmental group uses CEMMS data to provide a monthly report to Supply Chain leadership for the purpose of
identifying environmental compliance status and open issues throughout owned manufacturing and distribution centers. | Campbells_143 |
2-28 Membership Associations Strategic Memberships and Affiliations
2-29 Approach to Stakeholder Engagement Stakeholder Engagement
2-30 Collective Bargaining Agreements 14% of our workforce is unionized or covered by collective bargaining agreements.
Campbells
Introduction
Our food Supply chain Environment Our people Community Governance Appendix
Disclosure
Material topics
Disclosure Title
Process to Determine Material Topics
List of Material Topics
FY2023 Response
Materiality
Materiality
Economic performance
10-K; Proxy
201-1
201-2
201-3
201-4
Management of Material Topics
Direct Economic Value Generated and Distributed
Financial Implications and Other Risks and Opportunities Due to Climate Change
Defined Benefit Plan Obligations and Other Retirement Plans
Financial Assistance Received from Government
10-K; Proxy
10-K; CDP Climate Change
10-K
Campbell’s occasionally receives non-material support from the government in the form of grants and/or credits. | Campbells_144 |
Market presence
202-1
202-2
Management of Material Topics
Ratios of Standard Entry Level Wage by Gender Compared to Local Minimum Wage
Proportion of Senior Management Hired from the Local Community
Not Applicable
Not Applicable
Not Applicable
Indirect economic impacts
203-1
203-2
Management of Material Topics
Infrastructure Investments and Services Supported
Significant Indirect Economic Impacts
Community
Community
Community
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix | Campbells_145 |
Disclosure Disclosure Title FY2023 Response
3-3 Management of Material Topics Responsible Sourcing
204-1 Proportion of Spending on Local Suppliers We do not currently track this data.
3-3 Management of Material Topics Business Ethics; Code of Business Conduct and Ethics
205-1 Operations Assessed for Risks Related to Corruption Campbell’s Legal Department regularly assesses corruption risk across the company and reports to the Audit Committee of the Board on that
risk and on other legal and regulatory exposures. This assessment addresses the risks faced by the company in the geographies in which it
does business. In addition, an annual Conflicts of Interest Questionnaire and Certification is completed by mid- and upper-level management
and reviewed by the Legal Department. These assessments and evaluations have not identified significant risks related to corruption. | Campbells_146 |
205-2 Communication and Training About Anti-Corruption Policies and Procedures Each year, Campbell’s provides online and live training for employees on core ethics and compliance issues and risk-based training tailored to
the issues associated with employees’ specific job responsibilities. As part of the Winning with Integrity program, full-time salaried employees
are required to complete annual training on our Code of Business Conduct and Ethics and biennial training on anti-bribery and corruption.
All employees receive regular messaging about Campbell’s Integrity Hotline, and all employees have access to the Code and Campbell’s
Anti-Bribery Policy. | Campbells_147 |
205-3 Confirmed Incidents of Corruption and Actions Taken There have been no confirmed incidents of corruption.
3-3 Management of Material Topics Business Ethics; Code of Business Conduct and Ethics
206-1 Legal Actions for Anti-Competitive Behavior, Anti-Trust, and Monopoly Practices There were no legal actions during the reporting period regarding anti-competitive behavior or violations of anti-trust and monopoly
legislation in which Campbell’s has been identified as a participant.
3-3 Management of Material Topics Not Applicable
€ ,
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Disclosure Disclosure Title FY2023 Response
207-1 Approach to Tax Not Applicable
207-2 Tax Governance, Control, and Risk Management Not Applicable
207-3 Stakeholder Engagement and Management of Concerns Related to Tax Not Applicable
207-4 Country-by-Country Reporting Not Applicable | Campbells_148 |
te eee
3-3 Management of Material Topics Packaging
301-1 Materials Used by Weight or Volume Packaging
301-2 Recycled Input Materials Used Packaging
301-3 Reclaimed Products and Their Packaging Materials We do not have any reclaimed products.
3-3 Management of Material Topics Climate Change and Energy
302-1 Energy Consumption Within the Organization Data Table; CDP Climate Change
302-2 Energy Consumption Outside of the Organization Data Table; CDP Climate Change
302-3 Energy Intensity Data Table; CDP Climate Change
Campbell’s defines intensity as Energy Use/Metric Ton of Food Produced.
302-4 Reduction of Energy Consumption Data Table; CDP Climate Change
302-5 Reductions in Energy Requirements of Products and Services Data Table; CDP Climate Change
€ ,
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Disclosure Disclosure Title FY2023 Response
3-3 Management of Material Topics Water; CDP Water Security | Campbells_149 |
303-1 Interactions with Water as a Shared Resource Water; CDP Water Security
303-2 Management of Water Discharge-Related Impacts Water; CDP Water Security
303-3 Water Withdrawal Data Table; CDP Water Security
303-4 Water Discharge Data Table; CDP Water Security
303-5 Water Consumption Data Table; CDP Water Security
3-3 Management of Material Topics We consider biodiversity to be embedded within sustainable agriculture and our Scope 3 Climate work, therefore we do not report
on biodiversity as a separate material issue. Management practices related to regenerative programs are included in our sustainable
agriculture section
304-1 Operational Sites Owned, Leased, Managed in, or Adjacent to, Protected Areas and Areas of Not Applicable
High Biodiversity Value Outside Protected Areas
304-2 Significant Impacts of Activities, Products, and Services on Biodiversity Not Applicable
304-3 Habitats Protected or Restored Not Applicable | Campbells_150 |
304-4 IUCN Red List Species and National Conservation List Species with Habitats in Areas Affected Not Applicable
by Operations
3-3 Management of Material Topics Climate Change and Energy
€ ,
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Disclosure Disclosure Title FY2023 Response
305-1 Direct (Scope 1) GHG Emissions Data Table; CDP Climate Change
305-2 Energy Indirect (Scope 2) GHG Emissions Data Table; CDP Climate Change
305-3 Other Indirect (Scope 3) GHG Emissions Data Table; CDP Climate Change
305-4 GHG Emissions Intensity Data Table; CDP Climate Change
Campbell’s defines intensity as Greenhouse Gas (GHG) Emissions/Metric Ton of Food Produced. | Campbells_151 |
305-5 Reduction of GHG Emissions Data Table; CDP Climate Change
305-6 Emissions of Ozone-Depleting Substances (ODS) Not tracked at enterprise level.
305-7 Nitrogen Oxides (NO,), Sulfur Oxides (SO, ), and Other Significant Air Emissions Not tracked at enterprise level.
ps eee
3-3 Management of Material Topics Waste
306-1 Waste Generation and Significant Waste-Related Impacts Waste; Packaging
306-2 Management of Significant Waste-Related Impacts Waste
306-3 Waste Generated Data Table
306-4 Waste Diverted from Disposal Data Table
306-5 Waste Directed to Disposal Data Table
Supplier environmental assessment
3-3 Management of Material Topics Responsible Sourcing
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Disclosure Disclosure Title FY2023 Response | Campbells_152 |
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