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GRI Index

Disclosure Disclosure Title 2019 Response
GRI 102: General Disclosures
Organizational Profile
102-1 Name of the organization Campbell Soup Company
102-2 Activities, brands, products, and services Campbell – At a Glance
102-3 Location of headquarters Campbell – At a Glance
102-4 Location of operations Campbell – At a Glance
102-5 Ownership and legal form Campbell – At a Glance
102-6 Markets served Campbell – At a Glance; 10-K p. 4
102-7 Scale of the organization 10-K p. 14
102-8

Information on employees and other workers

Note: Headcount includes all Campbell employees including International, Snyder’s-Lance and Pacific Foods.
While the International business was divested in early FY2020 and subsequently removed from the rest of this Report, we have included it for employee data because it is included in our 10-K. International employees that are not in our Workday system are excluded from reported data in this Report.

Employees by Region and Type, Salary, and Gender
Region Total Employees Full-Time Part-Time Hourly Salaried Male Female Undeclared
Americas Total Employees: 14,518 Full-Time: 14,004 Part-Time: 514 Hourly: 10,294 Salaried: 4,224 Male: 8,612 Female: 5,905 Undeclared: 1
Europe Total Employees: 508 Full-Time: 488 Part-Time: 20 Hourly: 291 Salaried: 217 Male: 331 Female: 177 Undeclared: 0
Asia-Pacific Total Employees: 3,100 Full-Time: 2,530 Part-Time: 570 Hourly: 1,800 Salaried: 1,300 Male: 1,597 Female: 1,503 Undeclared: 0
Total Total Employees: 18,126 Full-Time: 17,022 Part-Time: 1,104 Hourly: 12,385 Salaried: 5,741 Male: 10,540 Female: 7,585 Undeclared: 1
Employees by Contract and Gender
  Americas Europe Asia-Pacific Total
Permanent Americas: 14,518 Europe: 508 Asia-Pacific: 3,100 Total: 18,126
Male Americas: 8,612 Europe: 331 Asia-Pacific: 1,597 Total: 10,540
Female Americas: 5,905 Europe: 177 Asia-Pacific: 1,503 Total: 7,585
Undeclared Americas: 1 Europe: 0 Asia-Pacific: 0 Total: 1
Contractors Americas: 4,580 Europe: 0 Asia-Pacific: 172 Total: 4,752
Male Americas: Not tracked Europe: Not tracked Asia-Pacific: Not tracked Total: Not tracked
Female Americas: Not tracked Europe: Not tracked Asia-Pacific: Not tracked Total: Not tracked
Undeclared Americas: 4,580 Europe: 0 Asia-Pacific: 172 Total: 4,752
Total Americas: 19,098 Europe: 508 Asia-Pacific: 3,272 Total: 22,878
Employees by Type and Region
  Americas Europe Asia-Pacific Total
Full-Time Americas: 14,004 Europe: 488 Asia-Pacific: 2,530 Total: 17,022
Female Americas: 5,650 Europe: 159 Asia-Pacific: 1,041 Total: 6,850
Male Americas: 8,353 Europe: 329 Asia-Pacific: 1,489 Total: 10,171
Undeclared Americas: 1 Europe: 0 Asia-Pacific: 0 Total: 1
Part-Time Americas: 514 Europe: 20 Asia-Pacific: 570 Total: 1,104
Female Americas: 255 Europe: 18 Asia-Pacific: 462 Total: 735
Male Americas: 259 Europe: 2 Asia-Pacific: 108 Total: 369
Total Americas: 14,518 Europe: 508 Asia-Pacific: 3,100 Total: 18,126
102-9 Supply chain Corporate Responsibility Strategy Grown; Sourced
102-10 Significant changes to the organization and its supply chain Corporate Responsibility and Sustainability Strategy; The organization has acquired two new businesses, Pacific Foods (2017) and Snyder's-Lance (2018), and has divested Bolthouse Farms, Garden Fresh Gourmet, Kelsen, Arnott's and Campbell's International. As a result, Campbell is now a focused North American company with all internal operations located in North America.
102-11 Precautionary Principle or approach We take a precautionary approach to the environment by seeking to apply processes or practices with less environmental impact when possible. Campbell’s Legal Department prepares a comprehensive report on current legal exposures, trends and risks that is presented annually to the Audit Committee of the Board of Directors. This report assesses the risks faced by the company in the geographies in which it does business. The Legal Department also provides an annual report to the Governance Committee of the Board of Directors on trends and developments in corporate governance.

See also Produced – Our Approach
102-12 External initiatives Stakeholder Engagement
102-13 Membership of associations Stakeholder Engagement
Strategy
102-14 Statement from senior decision-maker CEO Message
Ethics and integrity
102-16 Values, principles, standards, and norms of behavior Campbell at a Glance; Ethics
Existing policy statements that are regularly reviewed and revised as needed include:
Governance
102-18 Governance structure Governance; 2019 Proxy Statement p. 27-29
102-30 Effectiveness of risk management processes Governance; 2019 Proxy Statement p. 24
Stakeholder engagement
102-40 List of stakeholder groups Stakeholder Engagement
102-41 Collective bargaining agreements 28 percent of our workforce is unionized or covered by collective bargaining agreements.
102-42 Identifying and selecting stakeholders Stakeholder Engagement; Materiality
102-43 Approach to stakeholder engagement Stakeholder Engagement; Materiality
102-44 Key topics and concerns raised Stakeholder Engagement; Materiality
Reporting practices
102-45 Entities included in the consolidated financial statements Campbell - At a Glance; 10-K p. 4
102-46 Defining report content and topic Boundaries Materiality
This report includes content on our key material corporate responsibility issues and an update to key performance metrics, including progress against our corporate responsibility goals. Significant policy or program advances and recognition occurring before or after FY2019 may also be included, but all data reflects FY2019. This Report covers our owned and leased facilities where we have operational control, including the facilities of our two newest acquisitions, Pacific Foods (acquired December 2017) and Snyder’s-Lance (acquired March 2018). Unless otherwise stated, principles and policies referenced in the report apply to all facilities and employees of Campbell Soup Company. Plum Organics was acquired in June 2013, and Campbell worked with Plum to incorporate it as a Public Benefit Corporation (PBC) under Delaware law in August 2013 and gain B Corp certification. All recently divested businesses, including Bolthouse Farms, Garden Fresh Gourmet, Kelsen, Arnott's and Campbell's International business, have been removed from the data in this Report, unless otherwise stated.
102-47 List of material topics Materiality
102-48 Restatements of information In 2019, we integrated our acquired businesses, Pacific Foods and Snyder's-Lance, into our data systems and goals and removed our divested businesses. We have reset our FY2017 baseline for our public commitments to reflect these changes. Data for FY2018 and FY2019 reflects the same changes and includes our two recent acquisitions and excludes our divested businesses.
102-49 Changes in reporting Materiality
102-50 Reporting period Fiscal Year 2019 (July 31, 2018 – July 29, 2019)
102-51 Date of most recent report March 2019
102-52 Reporting cycle Biennial, with updates annually
102-53 Contact point for questions regarding the report We value and welcome feedback from interested stakeholders. Contact Megan Maltenfort, Director, Corporate Responsibility & Sustainability, One Campbell Place, MS131, Camden, NJ 08103. You may also contact us via our dedicated CSR Feedback Email Address: csr_feedback@campbellsoup.com.
102-54 Claims of reporting in accordance with the GRI Standards This report has been prepared in accordance with the GRI Standards: Core option. This report also includes some content that addresses comprehensive-level disclosures. Please see our GRI Content Index for more details and www.globalreporting.org to learn more about the GRI framework.
102-55 GRI content index We provide a complete GRI Standards content index in our 2020 Corporate Responsibility Report.
102-56 External assurance We completed third-party limited assurance consistent with guidance provided by ISO 14064-3 of our FY2019 Scope 1 and Scope 2 GHG emissions. We also completed limited assurance of our water withdrawal, water discharge and water consumption for FY2019. Previously, in 2017, we completed a similar third-party limited assurance review consistent with guidance provided by ISAE 3000 of our FY2016 nutrition and related sales data. All assurance statements can be found at www.campbellcsr.com.
GRI 201: Economic Performance
103-1 Explanation of the material topic and its boundary 10-K; CDP Climate Change; Performance Scorecard
103-2 The management approach and its components 10-K; 2019 Proxy Statement
103-3 Evaluation of the management approach 10-K; 2019 Proxy Statement
201-1 Direct economic value generated and distributed 10-K; 2019 Proxy Statement; Performance Scorecard
201-2 Financial implications and other risks and opportunities due to climate change 10-K p. 7-8; CDP Climate Change
201-3 Defined benefit plan obligations and other retirement plans 10-K p. 60-66; Performance Scorecard
GRI 203: Indirect Economic Impacts
103-1 Explanation of the material topic and its boundary Shared: Communities – Our Approach
103-2 The management approach and its components Shared: Communities – Our Approach
103-3 Evaluation of the management approach Shared: Communities – Our Approach
203-1 Infrastructure investments and services supported Shared: Communities
203-2 Significant indirect economic impacts Shared: Communities
GRI 204: Procurement Practices
103-1 Explanation of the material topic and its boundary Sourced – Our Approach
103-2 The management approach and its components Sourced – Our Approach
103-3 Evaluation of the management approach Sourced – Our Approach
204-1 Proportion of spending on local suppliers We do not currently track this data, but are determining the feasibility of tracking it in the future.
GRI 205: Anti-corruption
103-1 Explanation of the material topic and its boundary Ethics; Code of Business Conduct and Ethics
103-2 The management approach and its components Ethics; Code of Business Conduct and Ethics
103-3 Evaluation of the management approach Ethics; Code of Business Conduct and Ethics
205-1 Operations assessed for risks related to corruption Campbell’s Legal Department annually assesses corruption risk across the company and reports to the Audit Committee of the Board on that risk and on other legal and regulatory exposures. This assessment addresses the risks faced by the company in the geographies in which it does business. In addition, an annual Conflicts of Interest Questionnaire and Certification is completed by mid- and upper-level management and reviewed by the Legal Department. These assessments and evaluations have not identified significant risks related to corruption.
205-2 Communication and training about anti-corruption policies and procedures Each year, Campbell provides comprehensive online and in-person training for employees on core ethics and compliance issues and risk-based training tailored to the issues associated with employees’ specific job responsibilities. As part of the Winning with Integrity program, full-time salaried employees are required to complete regular training on our Code of Business Conduct and Ethics, although all employees have access to the Code.
205-3 Confirmed incidents of corruption and actions taken There have been no confirmed incidents of corruption.
GRI 206: Anti-competitive Behavior
103-1 Explanation of the material topic and its boundary Governance; Ethics; Code of Business Conduct and Ethics; Anti-Bribery Policy
103-2 The management approach and its components Governance; Ethics; Code of Business Conduct and Ethics; Anti-Bribery Policy
103-3 Evaluation of the management approach Governance; Ethics; Code of Business Conduct and Ethics; Anti-Bribery Policy
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 and violations of anti-trust and monopoly legislation in which Campbell has been identified as a participant.
GRI 302: Energy
103-1 Explanation of the material topic and its boundary Produced – Our Approach
103-2 The management approach and its components Produced – Our Approach
103-3 Evaluation of the management approach Produced – Our Approach
302-1 Energy consumption within the organization Performance Scorecard; CDP Climate Change
302-3 Energy intensity Performance Scorecard; CDP Climate Change
Campbell defines intensity as Energy Use/ Tonne of Food Produced.
302-4 Reduction of energy consumption Performance Scorecard; CDP Climate Change
302-5 Reductions in energy requirements of products and services Performance Scorecard; CDP Climate Change
GRI 303: Water and Effluents
103-1 Explanation of the material topic and its boundary Grown – Our Approach; Produced – Our Approach; CDP Water Security
103-2 The management approach and its components Grown – Our Approach; Produced – Our Approach; Assessing our Water Stewardship and Risks; CDP Water Security
103-3 Evaluation of the management approach Grown – Our Approach; Produced – Our Approach; Assessing our Water Stewardship and Risks; CDP Water Security
303-1 Interactions with water as a shared resource Grown – New Data Analytics Tool Helps Advance Wheat Farmers' Sustainability Efforts; Produced – Our Approach; Assessing Our Water Stewardship and Risks; CDP Water Security
303-2 Management of water discharge-related impacts Grown – New Data Analytics Tool Helps Advance Wheat Farmers' Sustainability Efforts Assessing Our Water Stewardship and Risks; CDP Water Securit;
303-3 Water withdrawal by source Performance Scorecard; CDP Water Security
GRI 305: Emissions
103-1 Explanation of the material topic and its boundary Grown – Our Approach; Produced – Our Approach
103-2 The management approach and its components Grown – Our Approach; Produced – Our Approach
103-3 Evaluation of the management approach Grown – Our Approach; Produced – Our Approach
305-1 Direct (Scope 1) GHG emissions Performance Scorecard; CDP Climate Change
305-2 Energy indirect (Scope 2) GHG emissions Performance Scorecard; CDP Climate Change
305-3 Other indirect (Scope 3) GHG emissions Performance Scorecard; CDP Climate Change
305-4 GHG emissions intensity Performance Scorecard; CDP Climate Change
Campbell defines intensity as Greenhouse Gas (GHG) Emissions/Tonne of Food Produced.
305-5 Reduction of GHG emissions Performance Scorecard; CDP Climate Change
GRI 306: Effluents and Waste
103-1 Explanation of the material topic and its boundary Produced – Our Approach
103-2 The management approach and its components Produced – Our Approach
103-3 Evaluation of the management approach Produced – Our Approach
306-1 Water discharge by quality and destination CDP Water Security
306-2 Waste by type and disposal method Performance Scorecard
306-3 Significant spills There were no significant spills in FY2019.
306-4 Transport of hazardous waste No transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention. The primary hazardous materials include waste chemicals, used/waste oil, paint and medical waste. Hazardous waste is disposed of by incineration, treatment/neutralization and fuel programs.
GRI 307: Environmental Compliance
103-1 Explanation of the material topic and its boundary 10-K, p.5
103-2 The management approach and its components Campbell Soup Company has an Environmental Management System with one of the key aspects being an electronic system, the Campbell’s Environmental Management & Metrics System (CEMMS). The CEMMS system is used globally at our facilities and is the backbone of our overall Environmental Management System. The CEMMS system addresses our document management, permit tracking, monitoring and measurement, tasks and calendar management, waste and recycling tracking/reporting, inspection notifications, incidents of notice of violations management, audits management, water tracking/reporting, energy tracking/reporting and refrigerant tracking/reporting. While this system is auditable and supports ISO 14001, our Environmental Management System is not ISO 14001 certified, and we currently do not have any facilities that are ISO 14001 or OHSAS 18001 certified.
103-3 Evaluation of the management approach
307-1 Non-compliance with environmental laws and regulations Campbell incurred $2,600 in environmental fines in FY2019.
GRI 308: Supplier Environmental Assessment
103-1 Explanation of the material topic and its boundary Grown – Our Approach; Sourced – Our Approach
103-2 The management approach and its components Grown – Our Approach; Sourced – Our Approach
103-3 Evaluation of the management approach Grown – Our Approach; Sourced – Our Approach
308-1 New suppliers that were screened using environmental criteria Our Responsible Sourcing Supplier Code is available to all suppliers and holds our suppliers accountable to environmental standards. We are still developing management systems for comprehensive supplier screening although we do include environmental questions in all new supplier Requests for Proposal (RFPs).
308-2 Negative environmental impacts in the supply chain and actions taken There were no negative environmental impacts identified in the supply chain in FY2019.
GRI 401: Employment
103-1 Explanation of the material topic and its boundary Shared: Employees – Our Approach; Building the Skills We Need to Win
103-2 The management approach and its components Shared: Employees – Our Approach; Building the Skills We Need to Win
103-3 Evaluation of the management approach Shared: Employees
401-1 New employee hires and employee turnover

New employee hires and employee terminations are listed below. Voluntary turnover for FY2019 was 16% and involuntary turnover was 9%, with a total turnover rate of 25%.
New Hires vs. Turnover by Age, Gender, and Region
Age Range New Hires Turnover
30 and under New Hires: 1,064 Turnover: 1,391
31-50 New Hires: 1,019 Turnover: 2,116
51 and over New Hires: 305 Turnover: 1,246
Total New Hires: 2,388 Turnover: 4,753
Gender New Hires Turnover
Female New Hires: 957 Turnover: 1,709
Male New Hires: 1,431 Turnover: 3,044
Total New Hires: 2,388 Turnover: 4,753
Region New Hires Turnover
Americas New Hires: 2,081 Turnover: 4,408
Europe New Hires: 9 Turnover: 12
Asia-Pacific New Hires: 298 Turnover: 333
Total New Hires: 2,388 Turnover: 4,753
401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees While employee benefits may vary at locations, Campbell offers a robust employee benefits package that may include paid sick days, paid vacation, bereavement leave, education benefits including tuition reimbursement, relocation assistance, health insurance (individual and family), dental insurance (individual and family), vision insurance, domestic partner benefits, life insurance, disability insurance (including long-term), flexible spending accounts (health care and child care), stock options, bonus plans, 401(k) savings plans, an onsite daycare center (WHQ), onsite fitness center (WHQ), 10-week paid parental leave, adoption assistance, and retiree health care. Campbell Soup Company also offers corporate benefits to both same- and opposite-sex couples and has a workplace flexibility policy.
401-3 Parental leave Shared: Employees – Our Approach
GRI 403: Occupational Health and Safety
103-1 Explanation of the material topic and its boundary Shared: Employees – Our Approach; A New Path Forward for Safety
103-2 The management approach and its components Shared: Employees – Our Approach; A New Path Forward for Safety
103-3 Evaluation of the management approach Shared: Employees – Our Approach; A New Path Forward for Safety
403-1 Occupational health and safety management system Shared: Employees – A New Path Forward for Safety
403-2 Hazard identification, risk assessment, and incident investigation Shared: Employees – A New Path Forward for Safety
403-3 Occupational health services Shared: Employees – A New Path Forward for Safety; We intend to report more fully on this disclosure next year.
403-4 Worker participation, consultation, and communication on occupational health and safety 100 percent of Campbell’s workforce is represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

All of our locations have some form of health and safety committee with representation from all employee levels.
403-5 Worker training on occupational health and safety Shared: Employees – A New Path Forward for Safety
403-6 Promotion of worker health Shared: Employees – A New Path Forward for Safety
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships Shared: Employees – A New Path Forward for Safety
403-9 Work-related injuries Performance Scorecard
GRI 404: Training and Education
103-1 Explanation of the material topic and its boundary Shared: Employees – Our Approach; Building the Skills We Need to Win
103-2 The management approach and its components Shared: Employees – Building the Skills We Need to Win
103-3 Evaluation of the management approach Shared: Employees – Building the Skills We Need to Win
404-1 Average hours of training per year per employee We track the following metrics related to training and development:
• Average amount spent on training an employee annually: $372
• Average number of hours of training per employee annually: 10
404-2 Programs for upgrading employee skills and transition assistance programs Shared: Employees – Building the Skills We Need to Win
404-3 Percentage of employees receiving regular performance and career development reviews 100 percent of employees receive an annual performance evaluation.
GRI 405: Diversity and Equal Opportunity
103-1 Explanation of the material topic and its boundary Shared: Employees – Our Approach; Making Diversity Part of How We Operate
103-2 The management approach and its components Shared: Employees – Our Approach; Making Diversity Part of How We Operate
103-3 Evaluation of the management approach Shared: Employees – Our Approach; Making Diversity Part of How We Operate
405-1 Diversity of governance bodies and employees

Note: Headcount includes all Campbell employees including International, Snyder’s-Lance and Pacific Foods.
While the International business was divested in early FY2020 and subsequently removed from the rest of this Report, we have included it for employee data because it is included in our 10-K. International employees who are not in our Workday system are excluded from reported data in this Report.
  Age Group (Global)
  < 31 31-50 51+ Total
Board of Directors < 31: 0 31-50: 1 51+: 11 Total: 12
Global Employees < 31: 3,221 31-50: 8,402 51+: 6,503 Total: 18,126
Gender Diversity by Management Level (Global)
Female Male Undeclared Grand Total
Board of Directors Female: 4 Male: 8 Undeclared: 0 Grand Total: 12
Top Management Female: 10 Male: 34 Undeclared: 0 Grand Total: 44
Management Female: 796 Male: 1,119 Undeclared: 0 Grand Total: 1,915
Non-Management Female: 6,779 Male: 9,387 Undeclared: 1 Grand Total: 16,167
Ethnicity by Management Level (United States)
Hispanic/ Latino Black/African American White Asian Other Did Not Disclose Total
Top Management Hispanic/ Latino: 4 Black/African American: 0 White: 35 Asian: 1 Other: 0 Did Not Disclose: 1 Total: 41
Management Hispanic/ Latino: 69 Black/African American: 65 White: 1,206 Asian: 108 Other: 27 Did Not Disclose: 27 Total: 1,502
Non-Management Hispanic/ Latino: 1,866 Black/African American: 2,381 White: 6,862 Asian: 541 Other: 604 Did Not Disclose: 314 Total: 12,568
Total Hispanic/ Latino: 1,939 Black/African American: 2,446 White: 8,103 Asian: 650 Other: 631 Did Not Disclose: 342 Total: 14,111
405-2 Ratio of basic salary and remuneration of women to men

Note: Headcount includes all Campbell employees including International, Snyder’s-Lance and Pacific Foods.
While the International business was divested in early FY2020 and subsequently removed from the rest of this Report, we have included it for employee data because it is included in our 10-K. International employees that are not in our Workday system are excluded from reported data in this Report.
Average Annual Base Pay (USD)
Top Management Level U.S. Outside U.S.
Average Female Salary U.S.: $309,104 Outside U.S.: N/A
Average Male Salary U.S.: $414,068 Outside U.S.: $522,974
Management Level U.S. Outside U.S.
Average Female Salary U.S.: $146,261 Outside U.S.: $107,881
Average Male Salary U.S.: $153,172 Outside U.S.: $127,159
Non-Management Level U.S. Outside U.S.
Average Female Salary U.S.: $47,191 Outside U.S.: $37,083
Average Male Salary U.S.: $51,629 Outside U.S.: $43,889
GRI 406: Non-discrimination
103-1 Explanation of the material topic and its boundary Shared: Employees – Our Approach; Code of Business Conduct and Ethics
103-2 The management approach and its components Shared: Employees – Our Approach; Code of Business Conduct and Ethics
103-3 Evaluation of the management approach Shared: Employees – Our Approach; Code of Business Conduct and Ethics
406-1 Incidents of discrimination and corrective actions taken The company has not been fined or disciplined by the EEOC in the last five years.
GRI 412: Human Rights Assessment
103-1 Explanation of the material topic and its boundary Corporate Responsibility Strategy; Sourced – Our Approach; Human Rights Principles
103-2 The management approach and its components Corporate Responsibility Strategy; Sourced – Our Approach; Human Rights Principles
103-3 Evaluation of the management approach Corporate Responsibility Strategy; Sourced – Our Approach; Human Rights Principles
412-1 Operations that have been subject to human rights reviews or impact assessments In FY2019, no Campbell facilities were subject to human rights reviews or impact assessments. The company has not been involved in any human rights controversies, has not incurred any fines by governmental organizations related to human rights issues, and has not been subject to any human rights litigation in the last five years.
412-2 Employee training on human rights policies or procedures All employees have access to Campbell’s Human Rights Principles.
412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening 100 percent of our suppliers have expectations for human rights outlined in our purchase contract terms and conditions.
GRI 413: Local Communities
103-1 Explanation of the material topic and its boundary Shared: Communities – Our Approach
103-2 The management approach and its components Shared: Communities – Our Approach
103-3 Evaluation of the management approach Shared: Communities – Our Approach
413-1 Operations with local community engagement, impact assessments, and development programs We have community engagement programs in all of the locations in which we operate.
GRI 414: Supplier Social Assessment
103-1 Explanation of the material topic and its boundary Sourced – Our Approach; Goals & Progress Highlights
103-2 The management approach and its components Sourced – Our Approach; Goals & Progress Highlights
103-3 Evaluation of the management approach Sourced – Our Approach; Goals & Progress Highlights
414-1 New suppliers that were screened using social criteria 100 percent of our suppliers have expectations for human rights outlined in our purchase contract terms and conditions and our Responsible Sourcing Supplier Code. In 2019, Campbell became a member of Sedex (Supplier Ethical Data Exchange) and supplier auditing will begin in 2020.
414-2 Negative social impacts in the supply chain and actions taken There were no negative social impacts identified in the supply chain in FY2019.
GRI 416: Customer Health and Safety
103-1 Explanation of the material topic and its boundary Produced – Strengthening Food Safety through Supply Chain Engagement; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
103-2 The management approach and its components Produced – Strengthening Food Safety through Supply Chain Engagement; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
103-3 Evaluation of the management approach Produced – Strengthening Food Safety through Supply Chain Engagement; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
416-1 Assessment of the health and safety impacts of product and service categories Performance Scorecard; Produced – Strengthening Food Safety through Supply Chain Engagement
Campbell has a long history of actively monitoring pesticide residues on incoming ingredients via our own internal chemical residue testing laboratory. Ingredients and suppliers are selected for sampling using a risk-based approach using internal and external data sources on likely residue risk to set sampling frequency. In tomato ingredients, Campbell’s number one ingredient type for our legacy brands, we have over a decade of requiring farmer compliance with Campbell pesticide requirements which are stricter than U.S. Environmental Protection Agency (EPA) and California EPA standards. Farmer pesticide application reports are monitored, and tomato farmers out of compliance with these requirements cannot harvest their fields for Campbell.
416-2 Incidents of non-compliance concerning the health and safety impacts of products and services In FY2019, Campbell had no Class I or Class II recalls in North America and had one recall related to mislabeling of Arnott's Shapes and Cheds in the United Kingdom, which caused two allergens – mustard and celery – to be undeclared. The products were voluntarily recalled and the issue has been resolved through corrective actions.
GRI 417: Marketing and Labeling
103-1 Explanation of the material topic and its boundary Sourced – Our Approach; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
103-2 The management approach and its components Sourced – Our Approach; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
103-3 Evaluation of the management approach Sourced – Our Approach; Shared: Consumers – Our Approach; Product Transparency that Informs and Educates
417-1 Requirements for product and service information and labeling Sourced – Inspiring Better Recycling with How2Recycle; Shared: Consumers – Our Approach; Grain Options that Fit Consumers' Needs; Product Transparency that Informs and Educates; whatsinmyfood.com; Global Guidelines for Responsible Advertising to Children; Commitment Concerning Advertising to Children (U.S.)
417-2 Incidents of non-compliance concerning product and service information and labeling There were zero incidents of non-compliance concerning product and service information and labeling in FY2019.
417-3 Incidents of non-compliance concerning marketing communications There were zero incidents of non-compliance concerning marketing communications in FY2019.
GRI 419: Socioeconomic Compliance
103-1 Explanation of the material topic and its boundary Governance; Ethics; Code of Business Conduct and Ethics
103-2 The management approach and its components Governance; Ethics; Code of Business Conduct and Ethics
103-3 Evaluation of the management approach Governance; Ethics; Code of Business Conduct and Ethics
419-1 Non-compliance with laws and regulations in the social and economic area There were zero incidents of non-compliance with laws and regulations in the social and economic area in FY2019.