ESGBERT/environment_data · Datasets at Hugging Face

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Used Oil Recycling: We collect used oil from customers in our Tractor Supply stores and recycle it through a re-refining process that reduces the production of greenhouse gases by by 99.5% compared to burning oil as fuel.
We recognize the importance of reducing our waste footprint and increasing the amount of materials diverted from landfills.
Doing our part requires a holistic approach in which we are not only recycling where possible, but also looking for new and innovative solutions to create less waste.
As we widen our sustainability lens, opportunities to improve and reduce our waste footprint will likely include a number of initiatives such as better product and packaging design, alternate packaging materials and exploring new recycling/ reuse markets.
Minimizing our packaging footprint on the environment is very important to us and we are evaluating programs and practices to help reduce this footprint.
Tractor Supply continues to undergo an extensive retrofitting of stores and distribution centers with LED lighting as part of our focus on efficiency and conservation.
Emissions intensity (Scope 1 and 2 MTCO2e/ 1,000 Cal.
2 Energy derived from renewables refers to renewable energy specifically contracted by Tractor Supply either in a purchase or operation of solar, geothermal or other energy sources.
The validation process includes facility audits and inspections to ensure integrity in terms of health, safety, environmental, wage, facility and working conditions.
In addition, the Compensation Committee has responsibility for talent recruitment, retention, engagement, succession and diversity, equity and inclusion.
Our Executive Vice President, Chief Human Resources Officer, has day-to-day responsibility for human capital management and diversity, equity and inclusion initiatives and goals, and provides updates to the Board and Compensation Committee.
All Team Members must also participate in Productive Work Environment training annually.
This training is designed to support our Mission and Values and reviews key elements of the Productive Work Environment policy, why it’s important and the Team Member’s role in ensuring compliance.
The Productive Work Environment Policy includes a No Retaliation Policy.
We have a defined incident management and event monitoring program to continuously address threats to the environment and follow a structured plan to report issues of concern, ensure compliance with regulatory requirements and consider opportunities for improvement.
These social audits look to ensure compliance with SA16 unique categories, such as working environment, safety of plant and equipment and working hours.
Green factories do not require a CAP closure: The plan is approved and signed with the auditor on-site and verification is confirmed during the next full audit.
Labor Conditions in the Supply Chain (con't) Description of the greatest (environmental, health, and safety risks in the supply chain CG-AA-430b.3 Tractor Supply has identified the following environmental and social risks in our supply chain.
Environmental Risks: These risks include noncompliance with environmental permits, unsafe levels of air and water pollution, improper management of hazardous substances and wastewater and solid waste disposal violations.
For vendors where Tractor Supply is the importer of record, a third-party performs an annual factory audit to validate environmental conditions in accordance with local laws.
These include permitting, hazardous waste disposal, wastewater, air emissions, and noise, energy and water reductions.
These include first aid, medical services, working environment, fire, safety, and emergency evacuation and plant equipment safety.
Doing the right thing includes taking care of our environment and what kind of food we source from our suppliers and serve to our customers.
It also reflects that Environmental, Social and Governance (ESG) is an ongoing journey for our company, with a commitment to continuous improvement in everything we do.
Important governance milestones this year are the appointment of our first Group Chief ESG Officer, the commencement our Corporate Footprint baseline measurement, a revised Business Partner Code of Conduct and publishing our first Modern Slavery Statement.
Based on our stakeholder consultations, we identified 20 materiality topics that we divided among five pillars: our people, our food, our customers, our environment and our community.
This year we also entered into partnerships with animal welfare organisations and signed the European Better Chicken Commitment.
Our global ESG customer survey showed us that the vast majority of our customers agree on the importance of ESG, and they expect us to prioritise action on our food and our environment.
This year we commenced our global corporate footprint baseline measurement which covers our greenhouse gas emissions, our water impact, our impact on land use change and the quality of ecosystem (biodiversity).
We have further progressed in reducing our waste and the sustainability of our packaging, resulting in a reduction in transport and carbon emissions.
High Volume Mentality is about identifying the barriers, physical or attitudinal, to increasing sales throughout a small-footprint pizza kitchen.
Important milestones this financial year are the appointment of our first Group Chief ESG Officer, the establishment of a global ESG working group, the start of developing our ESG strategy and our Corporate Footprint baseline measurement and tackling key governance topics in several statements and policy documents.
Another milestone in developing our ESG strategy is the commencement of our corporate footprint baseline measurement project in May.
As part of this project, sustainability consulting firm Quantis is helping us set Science Based Targets to address our corporate footprint.
This measurement not only looks at our greenhouse gas emissions (carbon footprint), but also includes other key environmental impact areas (see ‘Our environment’ for further explanation).
Our ESG vision, combined with the outcome of our corporate footprint baseline measurement, the ESG materiality assessment review, peer benchmark and customer survey will be our starting point in determining appropriate targets and actions for the coming years.
Our Community, Our Environment, Our Food and Our People.
Developing a positive working environment through engaging and supporting our workforce, franchisees, and business partners.
for our business partners on human rights, diversity and non-discrimination, environmental management, workplace health and safety, business integrity, anti-bribery and corruption, and animal welfare.
These suppliers mostly provide goods with agricultural inputs, primarily pizza ingredients, as well as printing consumables and packaging, uniforms, and appliances.
This may include, for example, a summary of the number, nature and outcome of matters that have been raised under AntiBribery and Corruption Policy.
We also made progress on improving gender diversity at other levels.
Some of the immediate actions we undertook included: ♦ Ensuring social distancing requirements were met in all our workplaces ♦ Providing our office-based team members with flexible work arrangements ♦ Introducing zero contact delivery (ZCD) and take-away services, including car park delivery ♦ Enhanced cleaning and sanitisation in our workplaces ♦ Provision of appropriate personal protective equipment to our team members At Domino’s, we are committed to providing a safe and healthy work environment for all team members, franchisees, contractors, and visitors by promoting a positive attitude toward health and safety as part of our business undertakings.
A dedicated resource at Head Office was appointed in December enforced policy based on speed detection reports generated from the GPS Driver Tracker system.
Good food for us means food that is good for our bodies, our customers, for our people, and for our environment.
Transparency: By being transparent about our products, the ingredients, and the nutritional value, we help our customers to make their own choice. our ingredients and take environmental and social impacts into account when sourcing our products.
We do not contribute to the depletion of global fishing stocks, instead using farm-grown seafood where possible.
Expand vegetarian and vegan options with introduction of plant based chicken.
Domino’s Germany has partnered with leading animal welfare organisation, Vier Pfoten (Four Paws), to permanently offer a vegan or vegetarian pizza option with every third or fourth promotional campaign.
The shift has seen meat and fish reduced in special promotion pizzas by increases in plant-based alternatives.
Animal welfare Our BP Code of Conduct outlines our strong expectations of our suppliers when it comes to animal welfare.
animal welfare measures that are better than industry standard.
In Europe, for example, we entered into partnerships with animal welfare organisations, including the Four Paws in Germany (see case study) and Compassion in World Farming (CIWF), through their Better Chicken Commitment (BCC) to address concerns about animal welfare, sustainability, and food safety, see case study.
In other markets we are in discussions with relevant animal welfare bodies.
and is highlighted in Domino’s Europe’s partnership with animal welfare organisation, Compassion in World Farming (CIWF).
Next steps We want to ensure a global standard for animal welfare across our business, and next year intend to formulate our vision across all of the animal proteins on our menu, starting with Europe where we intend to develop animal welfare standards for pork, beef and tuna.
This will ultimately enable us to report our progress for all proteins, we are currently investigating our options to publish an animal welfare report next year.
This includes feedback from multiple sources, such as our own online forms or reviews posted to thirdparty platforms.
Suggested actions include: ♦ Transparency regarding how our food is made (open kitchen, preparation online) ♦ Clearly mention local sourcing of the ingredients ♦ Participate in global initiatives and prominently mention these as consumers touchpoints ♦ Our environment: waste reduction and sustainable packaging are key drivers.
♦ An ongoing program of Business Continuity Planning and Disaster Recovery, that commenced this financial year, assists in identifying those systems, services and data that are critical to the operation of our business and work, adding a program of risk mitigation for any risks that may be present.
Furthermore, as part of a skills matrix assessment of the Board we ensure that there is representation with a deep understanding of the online retail environment and the cyber security responsibilities associated with that environment.
Our Business Continuity Plan (BCP) and Disaster Recovery Planning has identified areas of risk mitigation that we are systematically tackling, to build greater redundancy across our organisation.
Next steps Domino’s will continue to invest in ensuring these are best-in-class, that new vectors for cyber-attack are identified, and that risk mitigation procedures are put in place to prevent or minimise their impact.
We have taken important steps that are beneficial for our environment, our communities and our stores.
To further strengthen and structure our commitment, we initiated a global corporate footprint baseline measurement project this year.
This will help us to not only measure our company’s footprint, but also to set science-based reduction targets.
Corporate footprint baseline measurement In May we started our corporate footprint baseline measurement project, which is coordinated by our external partner Quantis.
They help us to set a credible baseline for an ambitious and science-based environmental strategy.
The project includes a hotspot assessment, footprint measurement, the development of a climate strategy and roadmap, and internal communication and engagement program.
While most companies usually focus on greenhouse gas emissions to measure and reduce their environmental impact, the measurement of our footprint consists of four elements that each are key for the food industry: 1.
Greenhouse Gas Emissions (GHG): Climate is the biggest risk faced by the world today; we consider it imperative to reduce our emissions to limit global warming.
We understand that the hotspots of our water impacts will vary between regions and will in many cases be local.
We believe that better understanding our water impact and adequately addressing this, together with our suppliers, is key for the resilience of our company now and in the future.
Understanding this part of our footprint will therefore be essential in our efforts to reduce our impact.
become a key issue for consumers and investors, driven by scientific research results that underline the importance of restoring nature.
Understanding where our impact is in this field is the first step for a consistent holistic biodiversity strategy for our (entire) value chain.
Our current environmental efforts and targets We are always looking for opportunities to reduce our energy consumption.
We choose equipment and appliances based on energy efficiency and look for other ways to improve the efficiency of our operations.
In ♦ Target: We will reduce the emissions of the European Supply Chain Centre fleet by 20% by 2025.
We are working towards increasing the use of green electricity in our offices and stores and are currently investigating the possibilities for this, especially with regard to offering an attractive solution to franchisees.
Less is more A desire to think outside the ‘cardboard’ box and reduce waste drove Domino’s France to revolutionise its supplier product packaging.
With cardboard the primary waste culprit, the Domino’s France team was determined to decrease the amount of cardboard waste in stores by offering cardboard-free supplier product delivery.
For example, in France we have reduced the equivalent paper consumption in packaging by more than tonnes/year, equivalent to 3180 trees.
Our efforts to reduce our waste To ensure we are environmentally responsible and to operate financially efficiently, we continually work to reduce food wastage in our stores – which, per meal, is typically lower than the average household.
Within our own departments we continuously look for ways to improve our operations and reduce our waste, such as we did this year with project Less is More (see case study).
We also initiated a project in France called project Golf; with this project we increased the number of dough balls we can transport in each crate, expectedly significantly reducing transport movements and subsequent carbon emissions.
The program places Domino’s Australia well ahead of the Australian Government’s National Waste Policy Action Plan deadline of and unnecessary plastics will cease.
Domino’s Australia is proud to take positive steps towards improving its environmental footprint and recognises this as an opportunity to drive significant change in reducing plastic consumption.
Linerless box Domino’s Australia’s linerless box project resulted from our mission to remove all single-use plastic whilst minimising commercial impacts.
It identified that this framework extends beyond a singular focus on the environment, or ‘green’ initiatives.
For instance, we will consider the impact of upcoming European Union (EU) legislation as part of the EU Green Deal.
We’ve had a clear focus on social and environmental issues for the better part of two decades, but with COVID-territory, following our instincts and doing what we felt was the right thing.
I’m pleased to say, despite having more vehicles on the road, we have made yet another year-on-year reduction in our operational carbon footprint.
What we’ve achieved in Global greenhouse gas (GHG) emissions are now at their highest levels in history.
Climate crisis How this relates to Morrisons Climate change has the potential to impact our business in a number of ways including extreme weather and water scarcity, which could impact food availability from certain countries.
Reducing our emissions helps to minimise these risks and builds trust with our stakeholders, including customers, colleagues and communities.
Challenges exist throughout these supply chains, which can make it difficult for workers to access their rights and often disproportionately impacts those with additional vulnerabilities including migrants, women and small-scale farmers.
the environment, it can persist for hundreds of years.
We also work in collaboration with civil society organisations and multi-stakeholder initiatives to understand where adverse impacts could occur and identify opportunities for improvement.
Our colleagues in stores have had to adjust to new ways of working, and the pandemic has the capacity to worsen food insecurity in communities as the economic impacts are felt.

Used Oil Recycling: We collect used oil from customers in our Tractor Supply stores and recycle it through a re-refining process that reduces the production of greenhouse gases by by 99.5% compared to burning oil as fuel.

We recognize the importance of reducing our waste footprint and increasing the amount of materials diverted from landfills.

Doing our part requires a holistic approach in which we are not only recycling where possible, but also looking for new and innovative solutions to create less waste.

As we widen our sustainability lens, opportunities to improve and reduce our waste footprint will likely include a number of initiatives such as better product and packaging design, alternate packaging materials and exploring new recycling/ reuse markets.

Minimizing our packaging footprint on the environment is very important to us and we are evaluating programs and practices to help reduce this footprint.

Tractor Supply continues to undergo an extensive retrofitting of stores and distribution centers with LED lighting as part of our focus on efficiency and conservation.

Emissions intensity (Scope 1 and 2 MTCO2e/ 1,000 Cal.

2 Energy derived from renewables refers to renewable energy specifically contracted by Tractor Supply either in a purchase or operation of solar, geothermal or other energy sources.

The validation process includes facility audits and inspections to ensure integrity in terms of health, safety, environmental, wage, facility and working conditions.

In addition, the Compensation Committee has responsibility for talent recruitment, retention, engagement, succession and diversity, equity and inclusion.

Our Executive Vice President, Chief Human Resources Officer, has day-to-day responsibility for human capital management and diversity, equity and inclusion initiatives and goals, and provides updates to the Board and Compensation Committee.

All Team Members must also participate in Productive Work Environment training annually.

This training is designed to support our Mission and Values and reviews key elements of the Productive Work Environment policy, why it’s important and the Team Member’s role in ensuring compliance.

The Productive Work Environment Policy includes a No Retaliation Policy.

We have a defined incident management and event monitoring program to continuously address threats to the environment and follow a structured plan to report issues of concern, ensure compliance with regulatory requirements and consider opportunities for improvement.

These social audits look to ensure compliance with SA16 unique categories, such as working environment, safety of plant and equipment and working hours.

Green factories do not require a CAP closure: The plan is approved and signed with the auditor on-site and verification is confirmed during the next full audit.

Labor Conditions in the Supply Chain (con't) Description of the greatest (environmental, health, and safety risks in the supply chain CG-AA-430b.3 Tractor Supply has identified the following environmental and social risks in our supply chain.

Environmental Risks: These risks include noncompliance with environmental permits, unsafe levels of air and water pollution, improper management of hazardous substances and wastewater and solid waste disposal violations.

For vendors where Tractor Supply is the importer of record, a third-party performs an annual factory audit to validate environmental conditions in accordance with local laws.

These include permitting, hazardous waste disposal, wastewater, air emissions, and noise, energy and water reductions.

These include first aid, medical services, working environment, fire, safety, and emergency evacuation and plant equipment safety.

Doing the right thing includes taking care of our environment and what kind of food we source from our suppliers and serve to our customers.

It also reflects that Environmental, Social and Governance (ESG) is an ongoing journey for our company, with a commitment to continuous improvement in everything we do.

Important governance milestones this year are the appointment of our first Group Chief ESG Officer, the commencement our Corporate Footprint baseline measurement, a revised Business Partner Code of Conduct and publishing our first Modern Slavery Statement.

Based on our stakeholder consultations, we identified 20 materiality topics that we divided among five pillars: our people, our food, our customers, our environment and our community.

This year we also entered into partnerships with animal welfare organisations and signed the European Better Chicken Commitment.

Our global ESG customer survey showed us that the vast majority of our customers agree on the importance of ESG, and they expect us to prioritise action on our food and our environment.

This year we commenced our global corporate footprint baseline measurement which covers our greenhouse gas emissions, our water impact, our impact on land use change and the quality of ecosystem (biodiversity).

We have further progressed in reducing our waste and the sustainability of our packaging, resulting in a reduction in transport and carbon emissions.

High Volume Mentality is about identifying the barriers, physical or attitudinal, to increasing sales throughout a small-footprint pizza kitchen.

Important milestones this financial year are the appointment of our first Group Chief ESG Officer, the establishment of a global ESG working group, the start of developing our ESG strategy and our Corporate Footprint baseline measurement and tackling key governance topics in several statements and policy documents.

Another milestone in developing our ESG strategy is the commencement of our corporate footprint baseline measurement project in May.

As part of this project, sustainability consulting firm Quantis is helping us set Science Based Targets to address our corporate footprint.

This measurement not only looks at our greenhouse gas emissions (carbon footprint), but also includes other key environmental impact areas (see ‘Our environment’ for further explanation).

Our ESG vision, combined with the outcome of our corporate footprint baseline measurement, the ESG materiality assessment review, peer benchmark and customer survey will be our starting point in determining appropriate targets and actions for the coming years.

Our Community, Our Environment, Our Food and Our People.

Developing a positive working environment through engaging and supporting our workforce, franchisees, and business partners.

for our business partners on human rights, diversity and non-discrimination, environmental management, workplace health and safety, business integrity, anti-bribery and corruption, and animal welfare.

These suppliers mostly provide goods with agricultural inputs, primarily pizza ingredients, as well as printing consumables and packaging, uniforms, and appliances.

This may include, for example, a summary of the number, nature and outcome of matters that have been raised under AntiBribery and Corruption Policy.

We also made progress on improving gender diversity at other levels.

Some of the immediate actions we undertook included: ♦ Ensuring social distancing requirements were met in all our workplaces ♦ Providing our office-based team members with flexible work arrangements ♦ Introducing zero contact delivery (ZCD) and take-away services, including car park delivery ♦ Enhanced cleaning and sanitisation in our workplaces ♦ Provision of appropriate personal protective equipment to our team members At Domino’s, we are committed to providing a safe and healthy work environment for all team members, franchisees, contractors, and visitors by promoting a positive attitude toward health and safety as part of our business undertakings.

A dedicated resource at Head Office was appointed in December enforced policy based on speed detection reports generated from the GPS Driver Tracker system.

Good food for us means food that is good for our bodies, our customers, for our people, and for our environment.

Transparency: By being transparent about our products, the ingredients, and the nutritional value, we help our customers to make their own choice. our ingredients and take environmental and social impacts into account when sourcing our products.

We do not contribute to the depletion of global fishing stocks, instead using farm-grown seafood where possible.

Expand vegetarian and vegan options with introduction of plant based chicken.

Domino’s Germany has partnered with leading animal welfare organisation, Vier Pfoten (Four Paws), to permanently offer a vegan or vegetarian pizza option with every third or fourth promotional campaign.

The shift has seen meat and fish reduced in special promotion pizzas by increases in plant-based alternatives.

Animal welfare Our BP Code of Conduct outlines our strong expectations of our suppliers when it comes to animal welfare.

animal welfare measures that are better than industry standard.

In Europe, for example, we entered into partnerships with animal welfare organisations, including the Four Paws in Germany (see case study) and Compassion in World Farming (CIWF), through their Better Chicken Commitment (BCC) to address concerns about animal welfare, sustainability, and food safety, see case study.

In other markets we are in discussions with relevant animal welfare bodies.

and is highlighted in Domino’s Europe’s partnership with animal welfare organisation, Compassion in World Farming (CIWF).

Next steps We want to ensure a global standard for animal welfare across our business, and next year intend to formulate our vision across all of the animal proteins on our menu, starting with Europe where we intend to develop animal welfare standards for pork, beef and tuna.

This will ultimately enable us to report our progress for all proteins, we are currently investigating our options to publish an animal welfare report next year.

This includes feedback from multiple sources, such as our own online forms or reviews posted to thirdparty platforms.

Suggested actions include: ♦ Transparency regarding how our food is made (open kitchen, preparation online) ♦ Clearly mention local sourcing of the ingredients ♦ Participate in global initiatives and prominently mention these as consumers touchpoints ♦ Our environment: waste reduction and sustainable packaging are key drivers.

♦ An ongoing program of Business Continuity Planning and Disaster Recovery, that commenced this financial year, assists in identifying those systems, services and data that are critical to the operation of our business and work, adding a program of risk mitigation for any risks that may be present.

Furthermore, as part of a skills matrix assessment of the Board we ensure that there is representation with a deep understanding of the online retail environment and the cyber security responsibilities associated with that environment.

Our Business Continuity Plan (BCP) and Disaster Recovery Planning has identified areas of risk mitigation that we are systematically tackling, to build greater redundancy across our organisation.

Next steps Domino’s will continue to invest in ensuring these are best-in-class, that new vectors for cyber-attack are identified, and that risk mitigation procedures are put in place to prevent or minimise their impact.

We have taken important steps that are beneficial for our environment, our communities and our stores.

To further strengthen and structure our commitment, we initiated a global corporate footprint baseline measurement project this year.

This will help us to not only measure our company’s footprint, but also to set science-based reduction targets.

Corporate footprint baseline measurement In May we started our corporate footprint baseline measurement project, which is coordinated by our external partner Quantis.

They help us to set a credible baseline for an ambitious and science-based environmental strategy.

The project includes a hotspot assessment, footprint measurement, the development of a climate strategy and roadmap, and internal communication and engagement program.

While most companies usually focus on greenhouse gas emissions to measure and reduce their environmental impact, the measurement of our footprint consists of four elements that each are key for the food industry: 1.

Greenhouse Gas Emissions (GHG): Climate is the biggest risk faced by the world today; we consider it imperative to reduce our emissions to limit global warming.

We understand that the hotspots of our water impacts will vary between regions and will in many cases be local.

We believe that better understanding our water impact and adequately addressing this, together with our suppliers, is key for the resilience of our company now and in the future.

Understanding this part of our footprint will therefore be essential in our efforts to reduce our impact.

become a key issue for consumers and investors, driven by scientific research results that underline the importance of restoring nature.

Understanding where our impact is in this field is the first step for a consistent holistic biodiversity strategy for our (entire) value chain.

Our current environmental efforts and targets We are always looking for opportunities to reduce our energy consumption.

We choose equipment and appliances based on energy efficiency and look for other ways to improve the efficiency of our operations.

In ♦ Target: We will reduce the emissions of the European Supply Chain Centre fleet by 20% by 2025.

We are working towards increasing the use of green electricity in our offices and stores and are currently investigating the possibilities for this, especially with regard to offering an attractive solution to franchisees.

Less is more A desire to think outside the ‘cardboard’ box and reduce waste drove Domino’s France to revolutionise its supplier product packaging.

With cardboard the primary waste culprit, the Domino’s France team was determined to decrease the amount of cardboard waste in stores by offering cardboard-free supplier product delivery.

For example, in France we have reduced the equivalent paper consumption in packaging by more than tonnes/year, equivalent to 3180 trees.

Our efforts to reduce our waste To ensure we are environmentally responsible and to operate financially efficiently, we continually work to reduce food wastage in our stores – which, per meal, is typically lower than the average household.

Within our own departments we continuously look for ways to improve our operations and reduce our waste, such as we did this year with project Less is More (see case study).

We also initiated a project in France called project Golf; with this project we increased the number of dough balls we can transport in each crate, expectedly significantly reducing transport movements and subsequent carbon emissions.

The program places Domino’s Australia well ahead of the Australian Government’s National Waste Policy Action Plan deadline of and unnecessary plastics will cease.

Domino’s Australia is proud to take positive steps towards improving its environmental footprint and recognises this as an opportunity to drive significant change in reducing plastic consumption.

Linerless box Domino’s Australia’s linerless box project resulted from our mission to remove all single-use plastic whilst minimising commercial impacts.

It identified that this framework extends beyond a singular focus on the environment, or ‘green’ initiatives.

For instance, we will consider the impact of upcoming European Union (EU) legislation as part of the EU Green Deal.

We’ve had a clear focus on social and environmental issues for the better part of two decades, but with COVID-territory, following our instincts and doing what we felt was the right thing.

I’m pleased to say, despite having more vehicles on the road, we have made yet another year-on-year reduction in our operational carbon footprint.

What we’ve achieved in Global greenhouse gas (GHG) emissions are now at their highest levels in history.

Climate crisis How this relates to Morrisons Climate change has the potential to impact our business in a number of ways including extreme weather and water scarcity, which could impact food availability from certain countries.

Reducing our emissions helps to minimise these risks and builds trust with our stakeholders, including customers, colleagues and communities.

Challenges exist throughout these supply chains, which can make it difficult for workers to access their rights and often disproportionately impacts those with additional vulnerabilities including migrants, women and small-scale farmers.

the environment, it can persist for hundreds of years.

We also work in collaboration with civil society organisations and multi-stakeholder initiatives to understand where adverse impacts could occur and identify opportunities for improvement.

Our colleagues in stores have had to adjust to new ways of working, and the pandemic has the capacity to worsen food insecurity in communities as the economic impacts are felt.