feeding our future - 2sfg.com · feeding our future is an exciting key part of our plans to ensure...

Our Sustainability Plan

Feeding Our Future

Our SuStainability Plan

2 Feeding Our Future

2 Sisters Food Group is one of the uK’s biggest and brightest food companies. Our 23,000 colleagues are fanatical about food, and we’re truly proud of the role we play in helping to feed the nation.

Our aim is to be the most progressive, professional and innovative supplier to each of our valued customers, and to achieve this we need to take the lead in sustainability.

From humble beginnings in the early 1990s, 2 Sisters has grown to become one of the leading food manufacturing companies in Europe, producing great quality, great value food. Our business touches lives in communities in every corner of the uK, as well as in more than 50 countries worldwide.

the world in which we now operate is affected by a perfect storm of population growth, resource depletion, environmental damage, financial pressure on communities, and unprecedented demands on land use. this not only affects our business, but also all of our people, partners and customers, and to ensure our success we must face these new challenges.

Feeding Our Future is our response to these sustainability challenges, and is an exciting key part of our plans to ensure our future success. it focuses on the things that really matter to us and to our stakeholders, and puts sustainability at the heart of our business. it shows that we believe growing in a sustainable manner can improve all parts of our business.

Our vision goes beyond reducing our impact and living within constraints. Our global reach allows us the opportunity to bring about positive change and proactively do good, rather than simply less harm. Energy, water, diet, raw materials and agriculture are some of the many areas in which we aim to do more than just lower our impact.

i look forward to us all working together to ensure the implementation and effectiveness of Feeding Our Future.

WElcOmE

Ranjit SinghcEO 2 Sisters Food Group

Ranjit

cOntEntS

3Feeding Our

Future

We source from more than 50 different countries! One of our big challenges is developing sustainable sources of supply.

DID YOU KNOW? 4 Background: the risks we face

6 Our strategy and goals

7 Our vision: targets

8-9 Our targets: Environment

10 Our targets: People

11 Our targets: Economic Success

12-14 Our targets: Sustainable raw

materials and Vertical targets

15 What’s next?

cOntEntS

4

bacKGrOund

as a growing food company that wants a sustainable future, there are a number of challenges we face, from increasing populations and demands on the land, to changing climate and demographics. as part of the Feeding Our Future programme, we have identified these risks in order to acknowledge their impact – and ensure our continued success.

The risks we face in a changing world

Feeding Our Future

HealtHWith 50% of the uK population forecast to be obese by 2050, social, media and political interest in the health of the global population continues to increase, creating increased focus on the food that is supplied.

gOvernment and gOvernanceGlobal political uncertainty, increased international trade and new trans-boundary agreements create questions over the governance of our food systems. as a result, there’s a need for all those involved in food production to ensure that they are able to create governance of food systems that traditional governments are no longer able to or interested in developing.

trust and transparencyinterest in food and its provenance continues to increase, while trust in the food industry declines. building trust and transparency into food systems is critical to creating public trust.

data prOliFeratiOnbig data offers the opportunity to manage a business with more clarity and accuracy than ever before. Faster access allows stakeholders to review business performance in ways and at speeds never before possible.

cHanging demOgrapHicsan ageing population and a widening earnings gap mean consumer profiles are changing, resulting in demands for different types of food, packaging, labelling and preparation, as well as increasing the risks from poverty and skills shortages.

at 2 sisters we have a huge range of innovators.

they can be found in our new product development teams through to agriculture, procurement, supply chain, Operations, technical and engineering.

DID YOU KNOW?

Feeding Our

Future 5

demands On land the need for food, feed and fuel is growing, while the availability of healthy, productive land is decreasing owing to degradation, urbanisation, climate and sea-level change. Our suppliers will continue to face the challenge of declining access to suitable land on which to produce our raw materials.

skills gapsthe food industry is facing a time bomb owing to an ageing population and change in the skills base of the uK, combined with a lack of new entrants into the industry. lack of science, engineering and technical staff increases the risk to the long-term future of our business.

cOmmunity invOlvementPeople now expect more from businesses. it’s not just enough for businesses and sites to create jobs in the local area – they are now expected to contribute to the local community through programmes, contributions, fundraising for charity and volunteering.

Water scarcitybillions of people face daily issues with access to water. increased demand for food will mean increased demand for water, and water scarcity, including in parts of the uK.

pOpulatiOn grOWtH and resOurce scarcityas global populations grow and develop, demands on both the type and amount of food will evolve, sometimes rapidly. Feeding nine billion people healthy, sustainable diets is a key challenge that all those in the food supply chain face.

climate cHangechanging world weather patterns will impact on agriculture, biodiversity and people through increasing disease and pests, drought and rising sea levels. reducing our impact on the climate, while adapting to inevitable change poses a dual challenge to our business.

Feeding Our Future is an exciting key part of our plans

to ensure success for the future. the plan confirms our

commitment in areas where we have always focused,

and sets ambitious new goals that will challenge our

business in others. if we do business in the right way,

strive for the highest achievement and keep an eye on

our customers and their customers – we will succeed in

both our business and our sustainability goals. as part of

the Feeding Our Future programme, we have shaped our

sustainability work around four key pillars. With each pillar

there are a number of targets – key sustainability issues

we work with horizontally across all our sites. We also

target our key vertical supply chains, looking at everything

from farm to fork. in these – poultry, beef and lamb – we

will work with our suppliers to identify challenges and

opportunities, set objectives at appropriate levels and work

together to deliver more sustainable solutions. For our

Vertical targets, turn to page 14.

6

our sTraTegy and goalsresponding to sustainability challenges forms part of our strategy to become one of the world’s leading food companies.

Our StratEGy and GOalS

Feeding Our Future

Find Out mOrEthroughout this booklet, you can learn more about our sustainability visions and targets in key business

areas – from water and waste management, to procurement and innovation. read more about our targets

on page 7 (opposite), and you can also find out about our targets for each area from page 8 onwards.

i

EnvironmEnt PEoPLE

1 2 3 4

Economic succEss

sustainabLE raw matEriaLs

FEEDING OUR

FUTURE

FEEDING OUR

FUTURE7Feeding Our

Future

Our ViSiOn

Our sustainability efforts are grouped into four key pillars: environment, people, economic success and sustainable raw materials. Within these pillars, there are nine Horizontals – key sustainability issues we work with horizontally across all our sites. For each Horizontal we have a vision of where we want to be:

our Vision

cOmmunityOUR vISION:

We are welcomed as a key part of the local

community.

innOvatiOnOUR vISION:

We consistently deliver significant growth through

sustainable product innovation.

prOcurementOUR vISION:

all our products and services are sourced from partners who support and deliver our sustainability

aspirations.

Our cOlleagues OUR vISION:

as an employer of choice, we contribute positively

to employment and education.

Watermanagement

OUR vISION: We will be efficient users

of water and save more in our supply chain than we

use in our sites.

Our custOmers OUR vISION:

We are recognised leaders in sustainability

and our customers and stakeholders acknowledge this.

sustainable agriculture

OUR vISION: We lead on the development

and implementation of farm standards for welfare,

assurance and skills.

climate cHange and energy

OUR vISION: We are a carbon-neutral

business and a net energy producer.

WastereductiOn

OUR vISION: reducing food waste and loss is embedded in our

operations and we create value through beneficial

use of all waste.

Our tarGEtS

our TargeTsuntil the end of 2018, the different teams across 2 Sisters will be focusing on achieving a number of targets as part of Feeding Our Future. Each of these targets is described below.

Our tarGEtS


WHAT WE WILL FOCUS ON

WHY WE WILL FOCUS ON IT HOW WE WILL DELIvER ITTARGET DATE

Operational waste

Food waste is a global problem in all stages of the supply chain, with economic, social and environmental implications.

Every site achieves 5% year-on-year reductions in the amount of waste produced.

2017

Waste has a value, and any waste sent to landfill is a lost opportunity and an increased cost to the business.

Zero waste is sent to landfill. 2017

Each site produces a baseline measure of its quantity of waste by waste hierarchy category (reuse, recycle, recovery and disposal).

2015

all waste goes for beneficial use, moving waste up the hierarchy as far as possible (reuse, recycle, recovery).

2018

PackagingFood packaging not only protects the quality and freshness of food, but also contributes to landfill if not easily recyclable.

achieve a 3% reduction in product and packaging waste in our grocery supply chain through innovative packaging solutions.

2018

Where appropriate, increase the quantity of recycled content of packaging used for our products by 5% from a 2014 or earlier baseline.

2017

We will actively engage with our customers and suppliers to develop improved sustainable packaging solutions.

2016

Lean management

lean management has been proven across sectors to positively enhance business performance and efficiency, reducing waste and maximising the efficient use of resources.

Each division will define and implement its approach to lean, operational excellence and continuous improvement.

2017

Reducing food waste and loss is embedded in our operations and we create value through beneficial use of all waste.



Clean water

two-thirds of the world’s population is forecast to face water shortages by 2030, and parts of the uK face significant challenges in supplying fresh water.

absolute water use reduced by >8% from a 2014 or earlier baseline. 2018

by the end of 2015 the company will implement assessment tools to identify the high water usage sites and those situated in areas of water stress or vulnerability for priority action.

2015

Waste waterEffluent has a significant environmental impact if not correctly treated, and has significant economic costs if not managed correctly.

all sites achieve total compliance with effluent discharge consents and legal requirements.

2017

True Price

the price paid for water does not always reflect the true cost to society and the environment, with significant external costs not included in the price.

We will measure the true Price of water to one site in each of our divisions.

2017

We will be efficient users of water and save more in our supply chain than we use in our sites.WATER vISION

WASTE vISION

9Feeding Our

Future



Energy use

burning fossil fuels, agricultural practices and release of stored carbon by human activity increase carbon dioxide in the atmosphere, leading to warming and climate change. these changes will impact on all parts of the food supply chain, reducing resource availability and impacting on the lives of millions. moral, environmental and legal drivers mean action is required.

Every site has implemented an energy reduction plan. 2016

all sites meet their 2016 climate change levy agreement targets. 2016

all sites exceed their 2018 climate change levy agreement targets. 2018

Where sites do not have a cca, they achieve a 13% normalised reduction.

2016

Where sites do not have a cca, they achieve a 16% normalised reduction.

2018

Energy generation

We will develop and implement a strategy for renewable energy generation across the business, including agriculture.

2016

Carbon footprintthe Group achieves a 20% reduction in its carbon footprint from a 2008 baseline.

2018

Supply chain and logistics

the Group will have a full assessment and understanding of transport utilisation and identified opportunities for improvements.

2015

a full supply chain (outbound to customer) carbon footprint will be completed for three divisions.

2015

a full supply chain (outbound to customer) carbon footprint will be completed for all divisions.

2016

Climate change resilience

climate change will already impact on the business and 2SFG must plan to adapt to these changes.

We will complete a business-wide climate change adaptation and resilience plan.

2016

We are a carbon-neutral business and a net energy producer.CLImATE CHANGE AND ENERGY vISION

soya is the world’s most important source of protein. Our main use for soya is as a component of animal feed – and we’re committed to ensuring that the soya we use is cultivated sustainably.

DID YOU KNOW?

Our tarGEtS




Youth unemployment

the 2007 economic crisis disproportionately impacted on the employment opportunities for young people.

We will develop a company-wide youth employment strategy, starting by engaging three sites in the process.

2016

We will increase the number of sites engaged in the youth employment strategy year on year.

2016-18

Ethical businessFood supply chains cross international borders, but it is also important to ensure ethical standards are upheld in our business.

Site and divisional senior managers have completed a training course on delivering ethical management.

2017

We will have zero breaches of our Ethical trading Policy. 2018

We will implement a joint action plan with Gla to tackle modern slavery and exploitation internally and externally.

2016

Skills and development

Employees who are engaged in the business are given the skills to do their jobs, and the opportunity to progress will be critical to the success of the business, the delivery of customer standards and product quality.

We will improve our annual employee survey participation rate and engagement score from each year from a 2014 baseline.

2016-18

Our internal development programmes create a talent pipeline for internal promotion.

2018

all our employees have appraisals, personal development reviews, and a personal development plan, including sustainability objectives for managers.

2017

SafetySafety first every time and providing a safe place to work are critical to the success of the business.

Every site is demonstrating improvement against the Group Health and Safety Plan.

2015

Our employees are increasingly involved in creating a safety culture. 2016

Sites continue to achieve year-on-year aFr improvements. 2016-18

As an employer of choice we contribute positively to employment and education.



Fundraising2 Sisters sites are part of local communities, employing local people, using local businesses and working with residents. it is critical we understand, respect and support those communities and we believe employees who achieve that will be more passionate about their work and site.

Every site implements structured fundraising for charity. 2016

through site-based events every site raises £7 per employee per annum for charity.

2016-2018

Community relations

Sites achieve zero complaints from local communities. 2018

Every site develops a community engagement plan. 2017

We are welcomed as a key part of the local community.

COLLEAGUE vISION

COmmUNITY vISION

We support the prevention of deforestation, protection of water habitats and the use of labour rights.

DID YOU KNOW?

11Feeding Our

Future



Customer sustainability aspirations

customers are at the heart of everything we do and partnering with customers to develop and meet their sustainability standards will support business success.

We will ensure we continue to meet all customer requirements for sustainability and engage in the process of developing sustainable and responsible approaches to business.

2016-2018

True Price

the cost of social and environmental impacts of site operations are not always reflected in the costs our business faces, and understanding these better presents the opportunity to ensure the sustainability of our operations.

We will develop a true Pricing model of the environmental impact of our sites.

2018

Product integrityintegrity of the claims made about food is critical to ensuring consumer trust.

We will ensure all sustainability claims made on our products are verified and monitored.

2016-18

We are recognised leaders in sustainability and our customers and stakeholders acknowledge this. CUSTOmER vISION



Innovation skills

innovation is key to the success and sustainability of the business, our partnerships with customers and future of the company.

Sustainability is integrated into innovation training programmes. 2015

all innovation staff are fully conversant with principles of Sustainable innovation.

2018

Best practice

creation of a ‘best in class’ innovation process which integrates sustainability.

2015

all innovation projects are subject to a sustainability assessment. 2018

Business opportunities

Sustainability is a key criterion in project selection and prioritisation. 2015

year-on-year increase in number of projects with sustainability as a key driver.

2018

We consistently deliver significant growth through sustainable product innovation. INNOvATION vISION




Welfareas a food company, agriculture is critical to the future of the business, and working together with our partners to ensure they manage environmental impacts, develop the skills for the future and improve welfare standards will ensure that the agriculture supply base will continue to succeed.

We will implement core agricultural standards across our supply chain. 2015

We will develop a suite of animal welfare KPis/outcome measures for our suppliers, and provide feedback on performance.

2015

We will engage with retailers and other interested parties to develop sustainable welfare solutions for agriculture across their tiers.

2016

Working with contracted farmers we will develop a bespoke cattle rearing and finishing model that delivers better animal welfare and improved returns for the farmers we work with.

2016

FeedWe will work with stakeholders and third parties to develop a Sustainable Feed Plan.

2016

Skillsthe agriculture team will work with external parties developing farm managers for the future of our business.

2016

Farm assuranceFor our red meat suppliers we will work with the industry to achieve birth to slaughter farm assurance.

2016

We lead on the development and implementation of farm standards for welfare, assurance and skills.

in the first half of 2014, over 50% of our factories achieved zero to landfill. We have simple goals in this area – reduce the waste we produce, no landfill and 100% of our waste going to a beneficial use.

DID YOU KNOW?

SUSTAINABLE AGRICULTURE vISION

Our tarGEtS

13Feeding Our

Future



Commodities

commodity production is responsible for a significant amount of environmental impact, but also provides 25% of the world’s population with livelihoods. as populations and incomes grow, the demand for commodities increases, placing risk on the supply, the environment and the availability of crops.

Our top 25 commodities by value have been subject to a sustainability risk assessment.

2015

a specific assessment of fish sourcing will be completed to assess if this should be added as a further Vertical.

2015

a sustainable sourcing plan has been implemented for all our high risk commodities.

2016

We will increase the quantity of responsibly sourced raw materials including:

• certified sustainable fish (cod, tuna, salmon, haddock, white fish)

• cocoa

• Sugar

• Soya (feed)

• Palm oil and derivatives

2017-18

Supply chain compliance with the UN Global Compact

Food supply chains cross international borders, potentially causing the exploitation of people and the degradation of the environment. Ethical risk includes labour standards, health and safety, the environment and business ethics and as a global player we must ensure we are a force for good.

define and implement the sustainability criteria for assessing and approving suppliers to the business.

2016

implement sustainability plans across our key suppliers which supports delivery of the 2SFG sustainability strategy.

2018

100% of direct commodity, packaging and labour suppliers will receive an ethical risk assessment by being registered on SEdEX.

2016

Suppliers identified as high risk in SEdEX have undertaken an ethical audit, reported it on the system, and will be supported to ensure any non-conformances are addressed.

2017

We will identify our high risk indirect suppliers and add them to SEdEX, complete risk assessment and implement audits and address non-conformances.

2016

We will implement a formal supplier sustainability strategy across our supply base and make this public.

2015

All our products and services are sourced from partners who support and deliver our sustainability aspirations.PROCUREmENT vISION


iFind Out mOrEto find out more about our targets – and our sustainability strategy – please visit the sustainability section on

the 2 Sisters website: http://www.2sfg.com/sustainability



• Poultry

• Beef

• Lamb

Our three Vertical supply chains are those where we represent 10% or more of the uK supply chain and have the scope and scale to improve sustainability across that chain.

Water footprint completed for each entire Vertical chain.

2016

carbon footprint completed for each entire Vertical chain.

Waste footprint completed for each entire Vertical chain, including food waste.

complete the Ethical risk assessment of each of the Vertical chains including labour rights, equality, diversity and development.

complete the assessment of the health and safety risks and opportunities for each of the vertical supply chains.

identify the food quality impacts of the Vertical supply chains.

complete an assessment of the air emission impacts of the Vertical chains.

complete the assessment of pollution impacts of the Vertical chains.

develop a biodiversity assessment and plan for each Vertical.

We will perform a land use assessment for all Verticals.

With the knowledge gained from our Vertical assessments, we will implement specific Vertical action Plans with our partners to improve the sustainability throughout the chain, focusing our resources on hot spot areas through the chains.

2017

assess the ecosystems service throughout the entire Vertical chain. 2018

assessment of the true Price of sustainability impacts throughout our Verticals.

2018

All our vertical partners are leaders in sustainability and challenge us in achieving leading sustainable performance.

vERTICALS vISION

Our tarGEtS

We’re a member of the roundtable on sustainable palm Oil (rspO). this means that 100% of the palm oil we use is rspO certified – and we’re committed to continuing this to progress our 2015 targets for sourcing palm oil responsibly.

DID YOU KNOW?

15Feeding Our

Future

Having the plan in place is only the start. to be really effective we know

that our people, customers and partners have to understand what we

are trying to do and why, and be engaged in working with us to meet

these goals. We are going to take several actions to make this happen:

intErnal cOmmunicatiOnS Engaging our people is critical to success, and using our

communication channels we will ensure everyone in the business is

aware of our plans. We will also ensure there are two-way lines of

communication, as our amazing people will have a huge number of

ideas that can help us on our journey.

EXtErnal cOmmunicatiOnSthis plan will be made public, available for anyone to review, provide

feedback or challenge. to be successful, we know we have to go

outside the organisation and work closely with our customers and

suppliers, but also engage with partners on key aspects of the plan. We

don’t have all the answers ourselves, and finding those partners will be

critical. Our [email protected] email address is already up

and running.

Our SitES Where we make our food is the heart and soul of the business, and

this is where we must focus our actions and support. Sites and

functions will plan to deliver the targets relevant to their area of

responsibility, and progress will be regularly reviewed.

PErFOrmancEto ensure we can effectively review performance, measures have been

set for each of the targets detailed on pages 8 to 14 and these will be

reviewed by the 2 Sisters board.

Plan rEViEW to ensure we are working towards the right visions and targets, the

entire Feeding Our Future programme will be reviewed at least every

two years by a cross-sectional group of people from our business and

selected third parties as appropriate.

as we learn more, we will continue to look for opportunities to

make our progress public, sharing our performance and learning so

that others may use what we learn on their journey.

WHat’S nEXt?

WHat’S nEXt?

For more information about Feeding our Future, please email [email protected]

@2SFGofficial / www.2sfg.com

feeding our future - 2sfg.com · feeding our future is an exciting key part of our plans to ensure...

Documents