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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 (CR) strategy. After a series of key acquisitions and divestitures over the last few years, we took a step back 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 accordingly to reflect that new focus.

Transitioning to a More Holistic Strategy

To make an even greater impact, we are evolving our CR strategy to a more holistic approach with a focus on environmental, social and governance (ESG) opportunities. This approach will allow for increased engagement across the organization and help us to continue meeting the expectations of our consumers, customers, investors and other stakeholders.

We have identified 14 ESG focus areas that were determined by three key considerations:

  • Issues that are most material to Campbell
  • Issues that have historically been a strength for Campbell
  • Issues that the company and our brands can leverage to make a measurable impact into the future

In FY2020, owners of each focus area were identified within the business to build out three-year strategic plans for their focus area. While we have been reporting on these focus areas for years, this new approach will enable Campbell to manage corporate responsibility in a more holistic and strategic way over the long term by building strategies for progress into the business itself with alignment from our senior leadership team.

While we continue to report our corporate responsibility work in the Grown, Sourced, Produced and Shared framework in this report, we will be co-creating and launching a new communications framework in FY2021 that reflects our new approach and builds an aspirational vision for Campbell.

Our 14 ESG Focus Areas:


  • Climate
  • Water
  • Waste
  • Packaging


  • Food Safety & Quality
  • Transparency
  • Community Impact
  • Nutrition
  • Animal Welfare
  • Human Rights

& Ethics

  • Board Diversity
  • Code of Conduct
  • Risk Management
  • Customer Satisfaction

Completing Our Commodity Risk Assessment

In FY2020, we worked with The Sustainability Consortium (TSC) to complete a commodity risk assessment that represented our new family of brands. This assessment reviewed the environmental and social risks associated with 30 ingredient categories in our product portfolio. The results indicated that we needed to make the following changes to our priority raw materials list:

  • Removed beef, eggs, pork, soy and sweeteners because we source primarily from the U.S. and Canada, which is lower risk.
  • Removed jalapeños and seafood because we purchase small volumes of these categories, and 89% of our seafood is Marine Stewardship Council (MSC) certified.
  • Focused dairy on cheese ingredients, as they feature most prominently in our products.
  • Added almonds and cashews because of volumes purchased and shift in brand focus since purchasing the Pacific Foods, Emerald and Lance brands, along with the environmental and social risks associated with these ingredients.

For the ingredients removed from our priority list, we will continue to monitor our suppliers to ensure continued compliance with our Responsible Sourcing Supplier Code.

Celebrating Notable Wins

We also achieved some notable corporate responsibility wins.

  • We launched four new sustainable packaging commitments focused on packaging recyclability, recycled content, consumer education and expanding access to recycling infrastructure.
  • We enabled food access across the country during the COVID-19 pandemic by increasing production to help meet demand and giving over $8 million in cash and in-kind donations to community organizations in our 33 Campbell hometowns.
  • We prioritized the health and safety of our employees during the pandemic, especially our front-line workers with supplemental payments, temperature checks, personal protective equipment, social distancing practices and other accommodations.
  • We advanced our farmer engagement work in our tomato, wheat and potato supply chains, and reached our wheat fertilizer optimization goal one year ahead of schedule.
  • We advanced traceability of priority raw materials along our supply chain.

As we build the next generation of our corporate responsibility strategy, we will continue to advance these efforts, and others, and report on our progress in our annual Corporate Responsibility Report.

Our strategy will also continue to be 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 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.

Current Corporate Responsibility Strategy

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
Campbell Food Worker


Improve stakeholder
value through transparency and
our Real Food

  • Employees
  • Customers/Consumers
  • Investors
  • Communities