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Responsibility Strategy

As a food company, we continually evolve our business to meet market conditions, best practices, and social and environmental demands. We take the same approach with our corporate responsibility strategy. After a series of key acquisitions and divestitures over the last two years, we took a step back in 2019 and reevaluated our focus areas and targets against a renewed Campbell. We asked ourselves where we could have the greatest impact with our new family of brands and have evolved to reflect that new focus. And while we remain committed to our strategy, we have made some changes to our public goals.

Our Vision

We strive to build a more resilient food system, making real food that improves the world we all share, for generations to come.

Our Mission

To deliver on the promise of our purpose through food that is ethically and sustainably grown, sourced, produced and shared.



Protect natural
resources and
livelihoods on farms

  • Resource conservation
  • Farmer livelihoods
  • Pesticide & fertilizer use
  • Agricultural innovations
Hanfull of palm fruit


Ensure ethical
and sustainable
practices in our
supply chain

  • Responsible sourcing
  • Traceability
  • Supplier diversity
  • Human rights
Campbell's Soups Water Tower


Promote stewardship
of natural
resources in
our operations

  • Climate
  • Water
  • Waste
Soup bowl


Improve stakeholder
value through transparency and
our Real Food

  • Employees
  • Customers/Consumers
  • Investors
  • Communities

We added five new measurable goals to
gauge our performance in the community

We have made considerable progress in our work with nonprofits on tackling hunger and expanding nutrition education for our communities, especially for children – a commitment enthusiastically shared by our new family of brands at Pacific Foods and those we acquired from Snyder’s-Lance. So, in FY2019, we formalized five new FY2025 community goals to help guide our work across brands:

Goal #1

Increase food access for
100,000 residents
in Campbell communities.

Goal #2

Provide nutrition education
to 50,000 people to
encourage healthy living in
Campbell communities.

Goal #3

Invest $5 million to
improve the school food
environment for children.

Goal #4

Engage 70 percent of
Campbell employees in
community-based activities.

Goal #5

Contribute 75,000 traditional
and skills-based employee
volunteer hours across
Campbell’s footprint to
increase the capacity of
our community partners.

We also eliminated two goals and deprioritized one raw material

Girl holding two handfulls of grape tomatoes

Given that we are now primarily a North American company, our supplier base changed significantly in 2019, and our owned and leased manufacturing facilities are now all in North America. While we remain committed to supplier diversity and human rights in our operations, we have moved away from public commitments in these two areas, as there are more material corporate responsibility risks for the company to focus on. However, we will continue to include information on supplier diversity and human rights in our operations in our report.

And with the divestiture of Bolthouse Farms, we no longer use the volume of carrots that we used to, eliminating the material focus for us as a priority raw material. On the other hand, through our acquisition of Snyder’s-Lance and the formation of the Campbell Snacks division, we are now one of the largest purchasers of chipping potatoes in the country, making our family of potato farmers close allies in sustainability.

We continued to make progress in expanding partnerships with tomato, potato and wheat farmers, retrofitted our facilities and plants with energy-saving technologies, and celebrated major wins on the packaging front with Kettle Brand, V8 and other brands. All of these showcase the intended impact of our strategy.

Our strategy is always built with major food industry trends in mind. From water scarcity, climate change and animal welfare to affordability, nutrition and transparency, we are driving impact and will continue to do so with our scale, household presence and consumer love. And as we work together now to lay the foundation for Campbell’s next 150 years, we remain resolute in our belief that while the world continues to change around us, some things must remain constant: our commitment to real food and our commitment to transparency.