Starbucks Sustainability Bond Second-Party Opinion
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Evaluating Certified Coffee Programs1 Gloria M
WEC306 Evaluating Certified Coffee Programs1 Gloria M. Lentijo and Mark Hostetler2 that have undergone various certifications. Although several products are currently certified, coffee is taking the lead in developing standards to address socio-economic and environmental concerns of consumers (Giovanucci and Ponte 2005). These certifications are quite variable and consumers may not understand exactly what each one of them requires. The purpose of this article is to explain the certification process and describe the various certification programs and what they mean. What is certified coffee? Certified coffees are commonly defined as those that take into account one or more aspects of sustainability: eco- nomic, environmental, and social. The term sustainability Rainforest Alliance-Certified coffee farm in Santander, Colombia. in agriculture refers to a crop that is grown in a healthy Credits: Jorge E. Botero environment, that is economically viable for farmers, and Introduction that promotes social equity among farmers and workers (Giovannucci and Ponte 2005). Coffee that has been certi- Coffee is one of the world’s most important commodities. fied has been produced under specific guidelines adopted It is produced by nearly 50 tropical nations around the by coffee growers and set and verified by an independent world. Coffee is a primary cash crop in several countries third party certification organization. and critical for their economies. In recent years, there has been a growing interest among consumers to buy products that follow strict standards in their production process and The Certification Process that also are healthy and safe. In the case of coffee, people When a coffee is certified, approval is given by an indepen- in the United States are not only interested in the quality dent organization that ensures that the coffee is produced and origin of coffee, but many are also concerned about following guidelines set by the certification agency. -
Triple Bottom Line Operating Unit SUSTAINABILITY HIGHLIGHTS FY2019 the Triple Bottom Line Operating Unit MISSION and VISION for the FUTURE
Triple Bottom Line Operating Unit SUSTAINABILITY HIGHLIGHTS FY2019 The Triple Bottom Line Operating Unit MISSION AND VISION FOR THE FUTURE We believe that food choices matter. Our mission is to care for the planet and its people through the food we make and the land we impact. Our vision is for General Mills to become the company most trusted to care for the planet and its people. Contents Becoming the Triple Bottom Line Operating Unit 1 Part one of this report summarizes our operating unit’s sustainability strategy and our recent process of developing key performance indicators to measure the social and environmental impacts of our business decisions. Introduction …………………………….........…..1 Our Sustainability Strategy………………..…. 3 Supply Chain……………………….……6 External Engagement………….…… 18 Internal Engagement…………...…..23 Updates from Our Brands 2 Part two describes key projects each of our brands has pursued in the past fiscal year. Annie’s………………………………………………..25 Cascadian Farm…………………….………….…33 EPIC Provisions..…………………………….…...39 Muir Glen………………………….…..…………...46 Notes General Mills’ fiscal year runs from the beginning of June to the end of May. This report covers June 2018 to May 2019. To learn more about all of General Mills’ sustainability initiatives, see the 2019 Global Responsibility Report at www.generalmills.com/en/Responsibility/Overview. Introducing the Triple Bottom Line Operating Unit In 2018, Annie’s, Cascadian Farm, EPIC Provisions, and Muir Glen joined together as a new Operating Unit within General Mills. We proudly named our group of brands after our fierce collective commitment to mission: The Triple Bottom Line Operating Unit is committed to driving positive outcomes for the planet, people, and profit. -
Responsible Business Practices
ABOUT THIS REPORT At Starbucks, the choices we make and actions we take are The information in this Report a reflection of our core values. To become what Starbucks is is for fiscal year 2001 (October 2, today—the leading retailer, roaster and brand of specialty coffee— 2000, through September 30, 2001) took the vision to create a values-driven coffee company inspired and covers Starbucks company- by passion, dedicated to quality and guided by exceptionally operated retail and distribution strong principles. operations in North America and Starbucks aspires to be recognized as much for our commitment sourcing activities in coffee-origin to social responsibility as we are for the quality of our coffee. countries. Other than some We’ve focused our efforts on improving social and economic company-wide financial conditions for coffee farmers; minimizing our environmental information, Starbucks specialty impact; making a positive contribution in the communities where operations and international retail we do business; and providing a great work environment for our markets are not included in this partners (employees). Report. Starbucks North American operations include Canada and the Throughout our 30-year history, we have been committed to social U.S., excluding Hawaii. responsibility. Today, with the strength of our brand in the marketplace, Starbucks has an opportunity to lead by example. Our responsibility starts with being accountable to Starbucks stakeholders—our partners, customers, shareholders, suppliers, community members and others—and communicating openly about our business practices and performance. We are, therefore, publishing our first annual Corporate Social Responsibility Report to communicate the way we do business. -
Sustainable and Ethical Cotton Sourcing How to Get It Right, and Make It Pay for Your Business 16-17 March 2015 | London, UK
Sustainable and ethical cotton sourcing How to get it right, and make it pay for your business 16-17 March 2015 | London, UK www.innovation-forum.co.uk/cotton Hear from these leading experts: Understand political risk, resilience and hedging strategies for sustainable cotton. Alison Ward CEO Learn from leadership companies who have paved the way on CottonConnect more sustainable cotton sourcing. Find out how far down the supply chain leading companies can Marcus Bergman – and do – go. And the business impacts. Head of Sustainability Gina Tricot Hear from 12 major brands how they made the business case for serious cotton action on sustainability – and how they measure Stephen Cawley Head of Sustainability and report progress. John Lewis Discover how effective partnerships work, and the nuts and bolts of better sourcing success. Anna Karin Dahlberg Production Support Manager Meet leading experts in the field who have spent decades working Lindex on sustainable cotton – and learn from their experiences. Pramod Singh Engage key stakeholders. Learn about the farmer, ginner and Project Manager India, Better Cotton Project trader perspective on sustainable cotton. IKEA Cotton sustainability: what does it all mean anyhow? Outside Libby Annat organic and fair trade, what do we mean by sustainable or Controller of Ethical Trade & Sustainability ethical cotton? Primark Rachel Singh LEAD SPONSORS: Shell Foundation Business Manager Shell Henrik Lindholm CSR Manager Nudie Jeans HOSTED BY: Phil Townsend Sustainable Raw Materials Specialist Marks and Spencer Eileen Mockus MEDIA CEO PARTNERS: Coyuchi Sustainable and ethical cotton sourcing How to get it right, and make it pay for your business otton has been associated with human development for land area and taking up 70% of freshwater resources, clearly Ccenturies – perhaps for as much as 7,000 years. -
Making Sustainable Supply Chains a Reality
MAKING SUSTAINABLE SUPPLY CHAINS A REALITY Trade for Sustainable Development Street address: ITC 54-56, rue de Montbrillant 1202 Geneva, Switzerland Postal address: ITC Palais des Nations 1211 Geneva 10, Switzerland Telephone: +41-22 730 0111 Fax: +41-22 733 4439 E-mail: [email protected] Internet: http://www.intracen.org The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. © International Trade Centre 2015 Foreword from ITC Executive Director “Our sustainability standards programme provides all who are part of interna- tional supply chains with a way to navigate the constantly moving standards landscape, at a time when supply chains are increasingly complex.” Sustainable development matters to everyone. It is at the National and international governments are moving ahead Harmonization is the third principle. We all need to build core of International Trade Centre’s mission. That is why six with sustainable public procurement commitments as are on existing resources and methodologies in a collaborative years ago we began the Trade for Sustainable Development many multinational corporations. These commitments, way to avoid re-inventing the wheel, duplicating audits or Programme (T4SD), to promote sustainable supply chains however, could entail the risk of being lost in the web of creating overlapping codes, definitions, and initiatives that as a means to help small and medium enterprises (SMEs) overlapping sustainability standards, codes, and sourcing serve the same purpose. in developing countries add value to their products and policies. services. The final principle is about aligning work and activities to Certification costs are increasing and there is a danger that the United Nations Post-2015 Development Agenda – the Since then, the sustainability “landscape” has become a market inefficiencies could occur. -
Clarifying the Meaning of Sustainable Business
OAEXXX10.1177/1086026615575176Organization & EnvironmentDyllick and Muff 575176research-article2015 Article Organization & Environment 1 –19 Clarifying the Meaning of © 2015 SAGE Publications Reprints and permissions: Sustainable Business: Introducing a sagepub.com/journalsPermissions.nav DOI: 10.1177/1086026615575176 Typology From Business-as-Usual oae.sagepub.com to True Business Sustainability Thomas Dyllick1 and Katrin Muff2 Abstract While sustainability management is becoming more widespread among major companies, the impact of their activities does not reflect in studies monitoring the state of the planet. What results from this is a “big disconnect.” With this article, we address two main questions: “How can business make an effective contribution to addressing the sustainability challenges we are facing?” and “When is business truly sustainable?” In a time when more and more corporations claim to manage sustainably, we need to distinguish between those companies that contribute effectively to sustainability and those that do not. We provide an answer by clarifying the meaning of business sustainability. We review established approaches and develop a typology of business sustainability with a focus on effective contributions for sustainable development. This typology ranges from Business Sustainability 1.0 (Refined Shareholder Value Management) to Business Sustainability 2.0 (Managing for the Triple Bottom Line) and to Business Sustainability 3.0 (True Sustainability). Keywords business sustainability, corporate sustainability, triple bottom line, planetary challenges, corporate social responsibility, responsible leadership, purpose of the firm, sustainable development, sustainable business Introduction While sustainability management is becoming more widespread among major companies, the impact of their activities is not reflected in studies that monitor the state of the planet. The con- sequence is a “big disconnect” between micro-level progress and macro-level deterioration. -
Fair Trade and Neoliberalism
)DLU7UDGHDQG1HROLEHUDOLVP$VVHVVLQJ(PHUJLQJ3HUVSHFWLYHV $XWKRU V *DYLQ)ULGHOO 5HYLHZHGZRUN V 6RXUFH/DWLQ$PHULFDQ3HUVSHFWLYHV9RO1R0LJUDWLRQWKH*OREDO(FRQRP\DQG/DWLQ $PHULFDQ&LWLHV 1RY SS 3XEOLVKHGE\Sage Publications, Inc. 6WDEOH85/http://www.jstor.org/stable/27647970 . $FFHVVHG Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]. Sage Publications, Inc. is collaborating with JSTOR to digitize, preserve and extend access to Latin American Perspectives. http://www.jstor.org Fair Trade and Neoliberalism Assessing Emerging Perspectives by Gavin Fridell Emerging perspectives on the fair-trade network can be grouped into three broad categories on the basis of their overarching assumptions. The " "shaped-advantage perspective depicts fair trade as a project that assists local groups in developing capacities to help offset the negative impact of globalization. The "alternative" perspective depicts fair trade as an alterna tive model of globalization that, in contrast to the neoliberal paradigm, seeks to "include" the poorest sectors in the purported benefits of international " trade. The "decommodification perspective portrays fair trade as a chal lenge to the commodification of goods under global capitalism. The group ing that least reflects the full aims of the network, the shaped-advantage perspective, most accurately reflects fair trade's overall impact. -
The Coffee Bean: a Value Chain and Sustainability Initiatives Analysis Melissa Murphy, University of Connecticut, Stamford CT USA Timothy J
The Coffee Bean: A Value Chain and Sustainability Initiatives Analysis Melissa Murphy, University of Connecticut, Stamford CT USA Timothy J. Dowding, University of Connecticut, Stamford CT USA ABSTRACT This paper examines Starbucks’ corporate strategy of sustainable efforts in Ethiopia, particularly in the sustainable sourcing Arabica coffee. The paper discusses the value chain of coffee, issues surrounding the coffee supply chain and the need for sustainable coffee production. In addition it also discusses Starbucks’ position and influence on the coffee trade, and the measures that Starbucks is taking to ensure sustainability efforts throughout the coffee supply chain. COFFEE VALUE CHAIN & P3G ANALYSIS Coffee is produced in more than fifty developing countries in Latin America, Africa, and Asia and it is an important source of income for 20-25 million families worldwide [1]. The initial production of coffee beans including farming, collecting, and processing is labor intensive and as a result is performed in more labor abundant developing countries. The roasting and branding of coffee is more capital intensive and therefore is situated in northern industrialized countries. The top five coffee consumers are United States of America, Brazil, Germany, Japan, and France [1]. The structure of the value chain is very similar regardless of producing or consuming country. The coffee value chain is made up of the four main phases: Cultivation, Processing, Roasting, and Consumption. Each phase in the process has environmental, social, economic -
Sustainable Coffee Certifications a Comparison Matrix
Sustainable Coffee Certifications A Comparison Matrix Created by the SCAA Sustainability Committee (2009) Certification / Organic Fair Trade Rainforest Smithsonian 4 C Utz Certified Verification Certified Alliance Bird Friendly® Common Code Create a verified Support a better life for Integrate biodiversity Conduct research and UTZ CERTIFIED’s Achieve global sustainable agriculture farming families in the conservation, community education around issues mission is to achieve leadership as the system that produces developing world through development, workers’ of neo-tropical migratory sustainable agricultural baseline initiative that food in harmony with fair prices, direct trade, rights and productive bird populations, supply chains, where: enhances economic, nature, supports community development agricultural practices to promoting certified shade Producers are social and environmental biodiversity and and environmental ensure comprehensive coffee as a viable professionals production, processing enhances soil health. stewardship. sustainable farm supplemental habitat for implementing good and trading conditions to management. birds and other practices which enable all who make a living in organisms. better businesses, the coffee sector. livelihoods and Mission environments; The Food industry takes responsibility by demanding and rewarding sustainably grown products; Consumers buy products which meet their standard for social and environmental responsibility. All markets All markets Global, with special All markets Mainstream and Mainstream market emphasis on N. America, Specialty (ambition: vast majority Market Focus Europe, Japan, and of coffee market) Australia Trace back to 19th century Began as Max Havelaar Begun in 1992 by Founded in 1997 with Begun in 1997 as Begun in 2003 as public- practices formulated in in the Netherlands in the Rainforest Alliance and a criteria based on initiative from industry private partnership England, India, and the US. -
Sustainable Coffee Survey of the North American Specialty Coffee Industry
Sustainable Coffee Survey of the North American Specialty Coffee Industry July 2001 Daniele Giovannucci Conducted for The Summit Foundation The Nature Conservancy North American Commission for Environmental Cooperation Specialty Coffee Association of America The World Bank Sustainable Coffee Survey 2 Table of Contents Page Acknowledgments................................................................................................... 3 Executive summary................................................................................................. 4 Methodology ........................................................................................................... 6 Introduction ………………………………………………………...…………….. 7 A. Awareness of sustainable coffee ........................................................................ 9 B. Availability of sustainable coffee ....................................................................... 9 C. Price premiums................................................................................................... 10 D. Important attributes for buying/selling sustainable coffee ................................. 12 E. Which sustainable coffees firms sell .................................................................. 13 F. U.S. and Canadian primary geographic markets for sustainable coffee ............. 14 G. Source countries for sustainable coffee.............................................................. 15 H. Factors that make sustainable coffee valuable to business................................ -
Sustainable Coffee Farming Improving Income and Social Conditions Protecting Water, Soil and Forests
Sustainable Coffee Farming Improving Income and Social Conditions Protecting Water, Soil and Forests BY TENSIE WHELAN, PRESIDENT AND DEANNA NEWSOM, SENIOR ANALYST, EVALUATION AND RESEARCH INTRODUCTION of more than 25 percent despite spraying fungicides May 2014 five or more times per year, Jorge and the dozens of A few years ago, we visited some Rainforest Alliance smallholders who have applied his method reported Tensie Whelan, Certified™ farms in Santander, a beautiful, heav- a mere 5-10 percent reduction in harvest. Jorge has President and ily forested rural area in Colombia. Farmers there also instituted excellent crop-management practices, Deanna had begun working with the Rainforest Alliance including pheromone boxes to control pests, the Newsom, as a result of the demand that had been gener- composting of coffee waste (which supplies more Senior Analyst, ated by companies, like Caribou, that had made than 30 percent of the nutrients for his fields) and Evaluation commitments to sourcing sustainable coffee. The the reforestation of hillsides (creating potential and Research, Colombian Coffee Federation took us to see the habitat for pollinators). He also reports that his net Rainforest results of its work with farmers to meet Rainforest income is higher than that of many of his neighbors. Alliance Alliance certification requirements. It is always fascinating to meet the farmers we work What farmers reported during that visit has been with. They are renaissance men and women—they borne out by in-depth research studies, as you will have to manage funds, market and sell, manage see later in this chapter. They told us that they had people, do hard physical labor, understand com- learned to identify and protect migratory bird spe- plex ecological and agronomic processes, deal with cies. -
Impact Evaluation of UTZ Certified Coffee Program in Colombia November, 2014 Credits
IMPACT EVALUATION OF UTZ CERTIFieD COFFee PROGRAM IN COLOMBIA November, 2014 CREDITS Contributors: Carlos García ([email protected]), Julián García ([email protected]), Gustavo Ochoa (gochoa@ crece.org.co), Juan C. Mora ([email protected]), Juan F. Castellanos ([email protected]). Reviewers: Tessa Laan (UTZ Certified); Henk Gilhuis (UTZ Certified); Francisco Bustamante (Independent Consultant). Sessions with coffee growers were managed by the CRECE team in collaboration with Tessa Laan and Vera Espíndola Rafael. Design: Mariana Álvarez Matijašević. Photography: Patricia Rincón Mautner – David Mauricio Bonilla Abreo. © Copyright FNC 2014. Except for photos on pages 17 and 31, which are reproduced with permission of UTZ Certified. Interviewed: Iván Alvarez (Specialty Coffees Coordinator at Huila Departmental Committee of Coffee Growers), Francisco Bustamante (Former UTZ Coordinator in Colombia), Pedro F. González (Specialty Coffees Coordinator at Caldas Departmental Committee of Coffee Growers), Yaneth Peña (Specialty Coffees implementation Director at Coffee Growers Cooperative Coocentral), Carlos Rodríguez (Specialty Coffee Coordinator at Huila Coffee Growers Cooperative Cadefihuila), Coffee Growers and institutional representatives that attended Focus Groups: Caldas Department: Luis Guillermo Cortéz Jaramillo, José D’Lolo Gómez: Luis Armando Arboleda, Jairo Gómez Chica. Patricia Mejía, Pedro Felipe González, Roberto Mejía, Comité de Cafeteros: Ricardo Velázquez Gómez, Angélica María Escobar, Jorge Humberto Páez, Silvio Valdés Sánchez, Fundación Solidaridad: Carlos Isaza, Expocafé: Angela María Peláez, Hacienda Venecia: Juan Pablo Echeverri, María Hoyos de Gómez, Alberto Jaramillo Botero, Roberto Gómez, Carlos Escobar, María Teresa Delgado. Huila Department: Fredy Betancourt, José Arismendi Cuaji, Juan Cuaji Velasco, Alexander Olaya Cardozo, Ismael Perdomo Astudillo, Luis Alfredo Rojas Fierro, Yoel Trujillo Cedeño, Esther Pastrana, Orlando Figueroa, Didier Francisco Avila Castrillón.