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Kettle Brand Chips, Powered by Nature

Ketles Brand Spicy Queso and Honey Dijon potato chip bags

For Kettle Brand, sustainability comes first – and supporting renewable energy was a natural choice back in 2003 when 600 solar panels were installed on the roof of the Salem, Oregon, plant – then the largest solar array of its kind in the Pacific Northwest. The panels generate 120,000 kWh per year, enough electricity to produce 272,000 bags of chips and avoid 85 tonnes of CO2 emissions annually.

Additionally, the Salem, Oregon, site offsets 100 percent of its electricity use by purchasing wind credits, eliminating 14,850 tonnes of CO2 emissions annually as a result. That’s equal to taking 3,153 cars off the road every year.

Assessing Our Water Stewardship and Risks

In FY2019, we conducted a comprehensive water risk assessment encompassing all of our plants. In partnership with a third-party firm, we looked at water from three risk categories:

  • Local basin-level water risk
  • Assessment of future water risk
  • Financial or strategic water risk impacts on the business

The assessment included benchmarking against peers, evaluating facility-level water risk using a variety of screening-level tools, analyzing a preliminary set of most-at-risk facilities with additional data, including value at risk, as well as on-site interviews to validate and refine model findings and document best practices. The process and results were then reviewed with internal stakeholders.

Ultimately, after applying multiple risk models and conducting plant interviews, it was determined that none of Campbell’s facilities are currently at high risk for water quality and/or quantity impacts. The assessment found that our programs and management approaches were leading or near leading among our peers and sector leaders. It also highlighted an opportunity to better connect our stewardship with setting risk-informed goals and incorporating water as a material risk into our governance. In FY2020, we plan to incorporate the key findings of the assessment into an action plan.

High on our list will be replicating the risk assessment process every year, establishing a stakeholder group of cross-functional leaders, reporting back findings and beginning to assess supply chain risks. Additionally, we completed third-party assurance of our water data for the very first time.

Aerial view of a Campbell's plant by a river

Strengthening Food Safety
Through Supply Chain Engagement

Making real food is the foundation of our purpose. Real food is prepared with care, and providing safe, high-quality food is a key part of the culture at Campbell and essential to maintaining trust with our customers and consumers

Worker preparing cookies

We continue to improve the consumer experience. Over the last five years, overall consumer complaints have been reduced by 16.4 percent, driven by our cross-functional focus on continuous improvement, food safety and consumer satisfaction. In FY2019, we also reorganized our Customer Care team under the Quality team to bring the two functions closer together and improve collaboration and data analysis. This change increased our focus on consumer engagement across all channels, including social media, chat, web inquiries and phone calls. As part of the same team, it will be easier to share information, increase visibility and examine root causes to improve our ability to respond to consumer concerns.

In our operations, we continue to focus on integration, standardization and continuous improvement. Our internal subject matter experts in sanitation, process safety, microbiology, toxicology and chemistry are constantly working to improve our programs. In FY2019, we continued to integrate our new acquisitions into our food safety and quality standards and processes. To further elevate our food safety performance, we consolidated our Global Food Safety Initiative (GFSI) certification for all internal manufacturing facilities under NSF International, which is known for its rigorous standards. This move further raises the bar on our commitment to food safety and quality compliance.

We also rely heavily on our ingredient and packaging suppliers to fulfill our commitment to food safety and quality, as well as to deliver on the promise of our purpose, Real food that matters for life’s moments. To accomplish this, it is important that our suppliers share our same objective: to ensure consistently safe, quality products that meet or exceed our customer and consumer expectations. In order to ensure our suppliers are meeting these expectations, we have a robust supplier auditing program and, in FY2019, increased the number of audits conducted by nearly 6 percent over FY2018.

Campbell’s supplier requirements have been developed from internal and external food safety and quality standards, regulatory requirements, benchmarking with other food company programs, reviews of supplier performance, and critical issues for the food industry. Taking steps to support these programs ultimately helps prevent product recalls and consumer complaints, as well as driving continuous improvement throughout the supply chain for us and our suppliers.

Engaged Employees Drive Water Savings in Napoleon, Ohio

Small improvements can add up if done right. For our Napoleon, Ohio, plant, which makes Campbell’s soups, V8 beverages and Prego sauces, several small initiatives identified by the team led to a 13 percent reduction in water use in FY2019, compared to a baseline of FY2017. The annual savings: $158,000. The team’s efforts included:

  • Identifying and systematically optimizing all water lines going to the cookers
  • Closing an automatic valve in the chiller room, which was not sealed properly and was allowing water to pass through
  • Using tracers to identify problems, allowing for quicker and better identification of leaks and other issues

A combination of system improvements, behavior change and engaged employees play a key role in achieving these savings at Napoleon and other plants.

Smart Innovations Lead to Savings Across Campbell Facilities

Heat flame

Maxton, North Carolina

Heat Recovery Process Led to anannual savings of $350,000

LED light bulb

Maxton, north Carolina
and Napoleon, Ohio

LED Lighting Update reduced GHG Emissions by 7,500 tonnes
and annual savings of $950,000

Box of Lance Toast Cheese crackers

North Carolina

Combustion Fan Updates at Lance Cracker Facility Led to anannual savings of $250,000

Maxton, North Carolina and Napoleon, Ohio

Our Maxton plant team focused on reducing their energy use by innovating on how they could use waste heat produced during food processing instead of expelling it into the air through cooling towers. The team introduced a heat recovery process to capture the heat and return it to the boiler house for reuse. The heat is now captured at the front end and used in the plant’s hot water system, resulting in annual savings of $350,000. We also cut our lighting electricity use in half by converting both the Maxton, North Carolina, and Napoleon, Ohio, plants to LED lighting. This update will reduce GHG emissions by 7,500 tonnes and save us $950,000 annually.

Charlotte, North Carolina

Innovation can come in the smallest of ways – and when the energy management program is owned and led by employees, it can have tremendous results. For instance, an employee in our Lance crackers facility in Charlotte noticed that uncovered belts were running, even when the cracker product wasn’t. The problem was quickly fixed, extending the life of the belts and reducing the costs and energy needed to run the belts. Similarly, upgrading the combustion fan on one of our saltine cracker ovens led to unexpected savings. An old combustion fan was requiring the team to run heavier crackers to prevent breakage. The new combustion fan allows better control of heat during the baking process and helps prevent breakage, thereby allowing for a lighter-weight cracker. The result: a reduction in the amount of dough needed to make the crackers, a lighter cracker and $250,000 in annual savings.

Stockton, California

We continued to focus on water efficiency at our tomato processing plant in Stockton, California. The tomatoes processed here are used to make V8 beverages, Campbell’s soups, Pace salsas, and Prego sauces. In FY2019, we accomplished significant water savings, reducing consumption by 29 percent through several innovative methods, including:

  • Recycling the water evaporated out of the tomatoes when we make paste to offset freshwater use in cleaning various equipment in the plant;
  • Using recirculated water instead of fresh water, to move tomatoes throughout the plant; and
  • Raising general awareness and daily feedback to and from employees on how to limit wasteful uses of water.

Pepperidge Farm Bakeries

We completed converting all remaining heating and cooling systems across our Pepperidge Farm facilities from R22 to natural refrigerants ahead of the Environmental Protection Agency’s (EPA) 2020 deadline. R22 has been declared an ozone-depleting substance in the Montreal Protocol, and the switch to ammonia and CO2, which are natural refrigerants, will result in reduced energy consumption and GHG emissions.

Tackling Food Waste in Our Operations

Women working in a Pepperidge Farm plant

The United States generates roughly 60 million tons of food waste annually, and nearly 40 million tons of that goes to landfill. About 25 to 40 percent of the food that is grown, processed and transported in the United States will never be consumed, making eliminating food waste a core priority for us. Here's how we're doing it:

EPA Food Recovery Hierarchy Infographic

Source Reduction and Reuse:

At our Lakeland, Florida, bakery, bread that would otherwise go to waste is sold to another company to make breadcrumbs.

Feed Animals:

Many of our plants send food byproducts that would otherwise go to waste to feed animals. This is the largest category of food waste diversion for our company. Potato waste from our Salem, Oregon, chip plant for instance, goes to a local dairy to feed their cows. And pomace from the fresh vegetables that we process at our Napoleon, Ohio, plant to make V8 beverages is made into pet food.


At our headquarters in Camden, New Jersey, we send food waste from our cafeteria to compost, and at our Stockton, California, plant, a third-party composts vines and damaged fruit from tomato processing.

Feed Hungry People:

In FY2019, Campbell donated product in the amount of $59.9 million to support the local communities where we operate.

Anaerobic Digestion and Waste Oils:

At our Napoleon, Ohio, plant, where we make soups, sauces and beverages, we send product that does not meet quality standards or is expired to anaerobic digestion. The packaging is removed and recycled, while the food waste is used to create energy. At our chip plant in Salem, Oregon, waste food oil is recycled into biofuels.


The remaining portion of food waste is sent to incineration or landfill. We have a goal to reduce waste to landfill by 25 percent by 2025 and aim to reduce food waste by 50 percent by 2030, in line with the United Nations Sustainable Development Goal 12.3. In FY2019, we reduced waste to landfill by two percent and food waste by 36 percent.

EPA Food Recovery Infographic

(In order from most preferred to least preferred)