Retailers' Transparency & Cocoa Sustainability

Total Page：16

File Type：pdf, Size：1020Kb

BE SLAVERY FREE 2021 Easter Chocolate Shopping Guide Retailers’ Transparency & Cocoa Sustainability Compared to cocoa traders and chocolate manufacturers, retailers are far behind in accepting and addressing the responsibility they have for cocoa products in their value chain. In many cases, they struggle and are resistant to undertaking the work to examine their supply chain. As the biggest beneficiaries in the chocolate value chain, retailers are responsible for their own branded products and for what they put on their shelves. This scorecard is a comparative ranking of retailers on their sustainability practices. SCORE KEY Needs to Needs Starting to Leading the catch up with more have good industry on the industry work policies to policy implement BE SLAVERY FREE 22 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Rewe group Ahold Delhaize Coop Switzerland Woolworths (Aus) / Countdown (NZ) Sainsbury's BE SLAVERY FREE 33 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Aldi Süd Aldi Nord Einkauf GmbH & Co. oHG Tesco Waitrose Metro BE SLAVERY FREE 44 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Lidl Système U Carrefour Marks & Spencer David Jones BE SLAVERY FREE 55 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Whole Foods Albertsons Companies K-mart/ Target (Aus and NZ) Coles (Aus) Foodland (NZ) Costco BE SLAVERY FREE 66 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall The Warehouse (NZ) Migros The following retailers did not respond to our requests for information. Target (USA) Walmart BE SLAVERY FREE 77 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Edeka Hyvee Wegman's Giant Eagle/ Kroger Supervalu Trader Joe's BE SLAVERY FREE 88 2021 Easter Chocolate Shopping Guide | Retailer Transparency Company Contributionbest practice to Due DiligenceTraceabilityTransparency & Living IncomeChild LaborDeforestation& Climate AgroforestryOverall Publix Walgreens/ Boots IGA (Aus) Seven-Eleven (USA) CVS Foodstuff (NZ).

Copy Link

Recommended publications

Mexican Supermarkets & Grocery Stores Industry Report
Mexican Supermarkets & Grocery Stores Industry Report July 2018 Food Retail Report Mexico 2018Washington, D.C. Mexico City Monterrey Overview of the Mexican Food Retail Industry • The Mexican food retail industry consists in the distribution and sale of products to third parties; it also generates income from developing and leasing the real estate where its stores are located • Stores are ranked according to size (e.g. megamarkets, hypermarkets, supermarkets, clubs, warehouses, and other) • According to ANTAD (National Association of Food Retail and Department Stores by its Spanish acronym), there are 34 supermarket chains with 5,567 stores and 15 million sq. mts. of sales floor in Mexico • Estimates industry size (as of 2017) of MXN$872 billion • Industry is expected to grow 8% during 2018 with an expected investment of US$3.1 billion • ANTAD members approximately invested US$2.6 billion and created 418,187 jobs in 2017 • 7 states account for 50% of supermarket stores: Estado de Mexico, Nuevo Leon, Mexico City, Jalisco, Baja California, Sonora and Sinaloa • Key players in the industry include, Wal-Mart de Mexico, Soriana, Chedraui and La Comer. Other regional competitors include, Casa Ley, Merza, Calimax, Alsuper, HEB and others • Wal-Mart de México has 5.8 million of m² of sales floor, Soriana 4.3 m², Chedraui 1.2 m² and La Cómer 0.2 m² • Wal-Mart de México has a sales CAGR (2013-2017) of 8.73%, Soriana 9.98% and Chedraui 9.26% • Wal-Mart de México has a stores growth CAGR (2013-2017) of 3.30%, Soriana 5.75% and Chedraui 5.82% Number
[Show full text]
The Endgame in European Grocery
THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 THE ENDGAME IN EUROPEAN GROCERY EXPECT HALF AS MANY LARGE GROCERS IN EUROPE BY 2025 Against a weak economic backdrop, old growth models based on store expansion, national consolidation, and diversification are no longer delivering the like-for-likes board members and investors want to see. As well as a saturated marketplace, there is increasing competition from discounters and newer online retailers like AmazonFresh. In response, we believe that the European grocery market will begin consolidating internationally so that, by 2025, the total number of large grocers in Europe will have halved. Weak demand, a decline of traditional growth engines, and the aggressive growth of specialist competitors such as discounters (Exhibit 1) will continue to drive the next ten years’ of change in European grocery. As the pressure mounts, expect to see more headlines about price wars, stock value erosion, races to form buying alliances, and even the occasional market exit. With this in mind, we think there are four questions grocers should be considering today to ensure a successful future, listed below and explained in more detail in the rest of the article: How can we deliver a step change in our approach to cost? 1 Cost leadership is becoming a necessity. How can asset productivity be increased? 2 Only business models with high levels of asset productivity will survive. What are our options to grow internationally? 3 Scale matters – and international growth is one of the few ways to drive scale. What more could we be doing to hold on to and build 4 customer relationships? With new competitors on the scene, increasing the ‘stickiness’ of customers is crucial.
[Show full text]
Fuel Forecourt Retail Market
Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready.
[Show full text]
Retail Alliances
EUROPEAN COMMISION DG AGRI WORKSHOP ON RETAIL ALLIANCES Ignacio Larracoechea Manufacturer perspective Brussels, 4 - 5 November, 2019 « FAIRNESS MATTERS » «Running your business in a way that is fair to your competitors, fair to your business partners, and above all fair to consumers» «I believe that companies, and individual business people, have a responsibility to foster trust in the markets – trust in a system that works for all - by playing by the rules when they do business in the EU» 2 Commissioner Vestager speech at Copenhagen Business School 3 September 2018 Why Fairness matters, International Commerce Review, 7(2):92-102, December 2007, Ludo Van Der Heyden, INSEAD OVERVIEW 1. Imbalances in Power between Retailers and Suppliers in the Food Supply Chain 2. Retail Alliances – Who are they? How do they operate? 3. Disruption of the food supply chain ? 4. Conclusions CONFIDENTIAL 3 RETAILERS - GATEKEEPERS TO CONSUMERS EU CONSUMERS Retailers represent 20% of suppliers’ Business whilst 17/8 RETAILERS/ suppliers represent less GROUPS than 2% (or even 1%) of Retailers´ business INDUSTRIAL SUPPLIERS 1.000 FARMS (cerca 1.000.000) CONFIDENTIAL Sources: ESADE, INE y CNMC (Informe 2011) 4 COMPARISON BETWEEN THE 10 LARGEST RETAILERS, INDUSTRIAL SUPPLIERS AND COOPERATIVES ( 2015 - M€) CONFIDENTIAL 5 “Retailers only want talk The Czech Office for the Protection of Competition about price. While the salmon (ÚOHS) issued verdict for leading retailer which RETAILERS - price has increased by 60% in asked more than 200 suppliers to change the basic a year, that the raw material purchase price of their products, otherwise represents 75% of the finished GATEKEEPERS Farmers threatening to delist 30% of their product product, some retailers portfolio” – 21.08.2017 TO 10.8 Million threaten the cooperatives of Wholesalers delisting their products ..
[Show full text]
Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna
Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna A SURVEY & ANALYSIS OF COMPANY ACTION 02 Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna Table of Contents 03 Executive Summary 07 Company Evaluation 08 Company Survey 09 Context: Pacific Tuna Industry ▌ Fishing in the Pacific ▌ Drivers of Abuse ▌ Fishing Industry Practices ▌ Workforce Characteristics ▌ Legal Standards in the Fishing Industry ▌ Multi-Stakeholder Initiatives 15 Survey Findings ▌ Policies & Public Human Rights Commitments ▌ Due Diligence & Supply Chain Awareness ▌ Practical Actions to Address Modern Slavery in Supply Chains ▌ Remediation, Grievance Mechanisms & Reported Complaints ▌ Overcoming Obstacles ▌ External Stakeholder Engagement 23 Conclusion 25 Appendix: Company Responses & Non-Responses Out of Sight: Modern Slavery in Pacific Supply Chains of Canned Tuna 03 Executive Summary The Pacific is home to the world’s largest tuna fisheries, providing almost 60% of the world’s tuna catch, worth US$22 billion (out of US$42 billion globally) in 2016, and demand is growing. Yet reports of severe human rights abuses, including forced labour, slavery, human trafficking and child labour, are rife. Modern slavery is endemic in this industry, where the tuna supply chain is remote, complex and opaque. Few stories leak out about conditions but, when they do, they are often horrendous: with migrant workers bought and sold as unpaid slaves, and tossed overboard if they complain or get injured. In this context of abuse, the buyers – canned tuna companies and supermarkets – have an obligation to ensure their supply chains are not infested with slavery. Increasingly, they also have legal obligations under UK and Australian modern slavery laws.
[Show full text]
Migros Presentation
Migros Ticaret A.Ş. Tesco Kipa Acquisition Roadmap June 2016 Disclaimer Statement Migros Ticaret A.Ş. (the “Company”) has prepared this presentation for the sole purpose of providing information about its business, operations and financial results. The information in this presentation is subject to updating, revision and amendment. The information in this presentation, which includes certain information drawn from external sources, does not purport to be comprehensive and has not been independently verified. No reliance may be placed for any purpose whatsoever on the information contained in this presentation or any assumptions made as to its completeness. No representation or warranty, express or implied, is given by the Company, any of its subsidiaries or any of its advisers, officers, employees or agents, as to the accuracy, reliability or completeness of the information or opinions contained in this presentation or in any revision of the presentation or of any other written or oral information made or to be made available to any interested party or its advisers. Save in the case of fraud, no responsibility or liability is accepted (and all such liability is hereby excluded for any such information or opinions). No liability is accepted by any of them for any such information or opinions (which should not be relied upon) and no responsibility is accepted for any errors, misstatements in or omissions from this presentation or for any loss howsoever arising, directly or indirectly, from any use of this presentation or its contents. The information and opinions contained in this document are provided as at the date of this presentation and are subject to change without notice.
[Show full text]
All at Sea an EVALUATION of COMPANY EFFORTS to ADDRESS MODERN SLAVERY in PACIFIC SUPPLY CHAINS of CANNED TUNA
All at sea AN EVALUATION OF COMPANY EFFORTS TO ADDRESS MODERN SLAVERY IN PACIFIC SUPPLY CHAINS OF CANNED TUNA MARCH 2021 All at sea March 2021 2 Contents Executive summary �� 3 Key findings � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 5 Company evaluation� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Our investigation� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Company surveys � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Fisher engagement �� 8 Context �� 9 Abuses persist in the Pacific tuna industry �� 9 COVID-19 impacts �� 11 Fisher testimonies �� 13 2021 survey findings � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �15 Policies & public human rights commitments �� 15 Due diligence, supply chain & risk awareness � � � � � � � � � � � � 16 Practical actions to address modern slavery� � � � � � � � � � � � � � 19 Company remediation & grievance
[Show full text]
Global Powers of Retailing 2019 Contents
Global Powers of Retailing 2019 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Global Powers of Retailing Top 250 11 Geographic analysis 19 Product sector analysis 23 New entrants 27 Fastest 50 30 Study methodology and data sources 35 Endnotes 39 Contacts 41 Welcome to the 22nd edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2017 (fiscal years ended through June 2018), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2017 Minimum retail US$4.53 US$18.1 revenue required to be trillion billion among Top 250 Aggregate Average size US$3.7 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 5.7% revenue growth net profit margin 5.0% Composite (CAGR from Composite year-over-year retail FY2012-201 2.3% return on assets revenue growth 3.3% Top 250 retailers with foreign 23.6% 10 operations Share of Top 250 Average number aggregate retail revenue of countries where 65.6% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2019. Analysis of financial performance and operations for fiscal years ended through June 2018 using company annual reports, Supermarket News, Forbes America’s largest private companies and other sources. 4 Global economic outlook 5 Global Powers of Retailing 2019 | Global economic outlook The global economy is currently at a turning point.
[Show full text]
Driving Footfall In-Store Through Digital Innovation In-Store Is Sti Ll the Primary Revenue Earner
From Clicks to Bricks Driving footfall in-store through digital innovation In-Store is Sti ll the Primary Revenue Earner Consumers globally have rapidly In-Store Sales sales conversion benefi ts of adopted digital retail channels. Conversions are Higher physical stores. Online retail sales in the US are Compared to Online In the next secti on, we discuss expected to reach $370 billion in which digital services have the 2017, up from $231 billion in 2012. Another key factor that makes potenti al to drive in-store traffi c However, this does not ring a death physical stores indispensable and increase revenues. knell for brick-and-mortar retail to retailers is the higher sales stores. Despite the rapid double- conversion rates that they achieve. digit growth rate of e-business, A study indicates that during online channels are expected to 2011, US store sales conversion contribute to only around 10% of rates were 14 ti mes higher than all US retail sales by 20171 . The their e-business counterparts3. During 2011, US store physical store sti ll remains the Driving more traffi c in-store has an sales conversion rates primary point of sale for a large immediate impact on accelerati ng were 14 times higher proporti on of consumers. sales. than their e-business Digital technologies can help retailers match consumer interest counterparts. in online channels with the higher Online channels are expected to contribute to only around 10% of Figure 1: Percentage of Consumers Preferring In-store vs. Online Experience all US retail sales by 2017. Establishing relationship 51% with merchant 12% Getting answers 50% 13% Majority of Consumers for questions Prefer to Shop In-Store Better 40% A US survey shows that consumers customer service 16% prefer the in-store experience for a variety of reasons (see Figure 1)2.
[Show full text]
The Management
The Management The management is responsible for the operational leadership of the FMC. It consists of the CEO and the members of the Executive Board as well as the heads of the management divisions of the six departments. The Chief Executive Officer (CEO) is appointed by the Board of Directors and confirmed as a member of the Board of Directors by the Assembly of Delegates. The CEO has the right to give directions and has overall responsibility for the operational management of the FMC. The remaining members are responsible for the six Departments: HR, Cultural and Social Affairs, Leisure; Marketing; Logistics and IT; Industry and Wholesaling; Finance; Commerce. Members The seven-member Executive Board oversees the operational management of the Federation of Migros Cooperatives and is responsible for directing the management divisions. Herbert Bolliger (1953 CH) Chairman FMC Chief Executive Officer member since 2005 Lic. oec. University of Zurich Major Mandates Migros Bank AG (Chairman); Hotelplan Holding AG (Chairman); Magazine zum Globus AG; Migros Beteiligungen AG (Chairman); Interio AG; Park «Im Grünen» Gurten (Board of Directors), Foundation «Im Grüene» Rüschlikon (Board of Directors); Adele Duttweiler Prize Foundation (Board of Directors); Galaxus AG Professional experience/career path To 1987 Various functions at Bayer (Schweiz) AG, FMC and PCW Group 1987 – 1994 Head of Finance/IT Migros Berne, Member of the Board of Directors 1994 – 1997 Head of IT Migros Group 1997 – 2005 Managing Director Migros Aare 2005 – present Chief Executive
[Show full text]
Romania: Retail Food Sector
THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 2/6/2017 GAIN Report Number: RO1703 Romania Post: Bucharest Retail Food Sector Report Categories: Retail Foods Approved By: Russ Nicely Prepared By: Ioana Stoenescu Report Highlights: Over the last three years, Romania has seen strong positive growth, with encouraging developments in the economic and policy areas, becoming one of the most attractive markets in Southeastern Europe. After just a few notable events during 2015, the Romanian retail market experienced remarkable growth in 2016 reaching 2,000 stores operated by international retailers. As modern retail systems grow, exports of U.S. processed and high value foods to Romania will continue to expand. In 2015 U.S. agri- food exports to Romania increased by 45 percent from U.S. $96 million to U.S. $139 million over the last year. Romania's food sector is expected to be among the regional best performers during the next five years, with promising market prospects for U.S. exporters such as tree nuts, distilled spirits and wines. General Information: I. MARKET SUMMARY General Information Romania has been a member of the EU since 2007 and a member of NATO since 2004. Within the 28 EU countries, Romania has the seventh largest population, with 19.5 million inhabitants. Romania is presently a market with outstanding potential, a strategic location, and an increasingly solid business climate. Although there is the need for an exporter to evaluate the market in order to assess the business opportunities, exporting to Romania is steadily becoming less challenging than in previous years in terms of the predictability of the business environment.
[Show full text]
Shopping Smarter with Comparis Using Scandit
www.scandit.com Shopping Smarter with Comparis using Scandit Integrating Scandit technology to our Smartshopper app interlinks the physical product and the Smartshopper app. Thanks to the barcode functionalities the app is convenient, user-friendly and cool to shop with. - Benedikt Unold, Chief Technology Officer, Comparis About Comparis Customer Case Study Series #2 / 2012 On www.comparis.ch consumers can compare almost anything, such as Starting point tariffs and health insurances, insurance Starting out as an Internet comparison service for health insurance, comparis.ch companies, financial institutions, mobile has developed its portfolio from year to year and now offers a wide range of operators, and classifieds for property, services not only on the web, but also in terms of mobile applications. To date cars and motorcycles as well as offers and promotions from the retail business. users can download several apps from the Comparis website in order to compare mortgage rates, read about the latest property or used car offerings. How does the business work? After evaluating various offers, customers Vision: Comparis Smartshopper app can pick the supplier with the best cost/ To simplify the lives of its daily users, Comparis wanted to build a dedicated benefit ratio. Users can also access various app for shoppers. With the help of an integrated barcode scanner and self- apps on their mobile devices in order to made templates, consumers are able to create intelligent shopping lists easily get real-time support for some selected and efficiently. The app not only enables shoppers to find special offers and services. deals within Switzerland, but is also able to arrange shopping lists by store location.
[Show full text]