Responsible sourcing & production

  • Strategy and policy

    Strategy and policy

    • Strategy captures the company’s overall aspirations and should be regularly benchmarked internally and externally.
    • Policies set out responsible sourcing commitments and should reflect the ESG aspirations of the company and the expectations of customers, investors, shareholders, staff and other stakeholders.
  • Understand the supply base

    Understand the supply base

    • Traceability: mapping supply base to understand where production is happening, and which producers /suppliers are involved
    • Risk assessment: understanding the risk that commitments not being met places in the supply base
  • Plan interventions

    Plan interventions

    To address risks and support positive impacts:

    • Plan: Approaches, implementation, KPIs, budget, resources, monitoring and verification
    • Prioritisation of action across whole supply base
    • Collaboration and alignment: to achieve scale and maximise positive impact
  • Engage within and beyond supply chains

    Engage within and beyond supply chains

    Implement planned actions for volumes, suppliers, landscapes and across the sector:

    • Within supply chains: to ensure volumes deliver on policy commitments and suppliers are engaged
    • Beyond supply chains: to address issues that can’t be addressed within individual supply chains
  • Monitoring and reporting

    Monitoring and reporting

    Recognise the importance of monitoring progress to ensure actions are effective and progress (or lack of it) is understood:

    • Internal monitoring: regular reviews that inform revisions to the strategy and action plan where needed
    • Transparency: progress shared publicly to allow all stakeholders to understand and monitor progress

In order to deliver socially and environmentally responsible sourcing commitments, companies need to understand where the commodities they buy are produced. This is often complex, as there may be many different stages between farmers and the direct supplier.

We provide support by:

  • mapping out these complex supply chains,
  • identifying where commodities are produced and
  • assessing the risks and opportunities in each origin.

Using this understanding, we then help companies to plan the most effective ways to drive change and reward good practice.

We encourage companies to take action both within and beyond their own supply chains. Within their supply chains, they can act both individually and in collaboration with other supply chain companies to engage suppliers and address issues. Beyond their supply chain they can support landscape or sector initiatives in production origins.

We also help companies to increase transparency and accountability by monitoring and reporting on the progress of their suppliers and the production landscapes they source from.

We have applied the five element approach of ACRES to a suite of commodity toolkits 

  • ISF
    ISF
  • Nisshin Oillio
    Nisshin Oillio
  • Ghana Rubber Estates Limited (GREL)
    Ghana Rubber Estates Limited (GREL)
  • Sudcam and Hevecam (Corrie MacColl)
    Sudcam and Hevecam (Corrie MacColl)
  • Okomu Oil Palm Plantation (SOCFIN)
    Okomu Oil Palm Plantation (SOCFIN)
  • McDonald’s
    McDonald’s
  • Mars
    Mars
  • Viterra (formerly Glencore)
    Viterra (formerly Glencore)
  • Danone
    Danone
  • Nestlé
    Nestlé
  • Unilever
    Unilever
  • Apical
    Apical
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