Food Fortification to Accelerate Food and Nutrition Security
Our Sustainability JourneyAt Griffith Foods, we are committed to driving positive impact through a regenerative mindset. Sustainability is connected to everything we do as a business, and by 2030, we are dedicated to significantly improving the future with a singular sustainable business strategy that we call our 2030 Aspirations. To learn more about Griffith Foods and its current sustainability efforts, visit them online and download the 2023 Sustainability Report.About Griffith FoodsAt Griffith Foods, our purpose defines who we are, what we do, and why we exist, highlighting what makes us distinct and authentic in the marketplace. We help our partners meet the evolving needs and desires of consumers in ways that respect and sustain the planet. Our care and creativity mean we'll find the right mix of global reach and local impact to serve the earth and nourish all of us who call it home.
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Time Magazine
27-06-2025
- Time Magazine
Climate Action Isn't Dead. It's Just Not Focused on the U.S.
Greetings from London. A week of interviews, events, and meetings—both on the record and behind closed-doors—at the city's Climate Action Week has left me with many reflections, but one stands out: the climate work goes on, but the U.S. is no longer at the center of the universe. That reality is evident almost just from the scale. The organizers tout 700 events and 45,000 participants spread across the sprawling London metropolis. This was the biggest London climate week yet, and the first time for many (myself included). But it was also evident in the meat of the conversations. Investors talked about opportunities outside the U.S., particularly in Asia and Europe. Climate focused executives waffled about how much of a presence they wanted to have at this year's iteration of New York Climate Week, usually an important moment on the climate calendar each September. And British officials emphasized their ability to serve as a global hub for sustainable finance. 'As investors look around the world and they look for places to put capital, I think we sit in a very good position because of what's happening geopolitically,' says Chris Hayward, policy chairman of City of London, the historic center of London, now best known as a financial hub. To get from event to event in London required dashing around the city in the quickest fashion: typically the tube subway system, consistently overheated given the unseasonably hot London temperatures. But the geographic center of the week was undeniably the City of London, the one square mile that hosts the country's premier banking and financial institutions. There's a reason for that: organizers in London see an economic opportunity in supporting the energy transition. And that's at the core of the global shift visible here in London. The companies that gathered this week have, for the most part, doubled down on efforts to make or save money with climate and sustainability initiatives—whether that's an industrial company cutting bills with energy efficiency or a financial firm creating new products to allow companies to invest in renewable power. The reality of this profit-oriented approach means the U.S. will fall behind given the policy uncertainty. The observation was underscored by data released throughout the week. A survey of business executives globally, released by the World Business Council for Sustainable Development (WBCSD) and Bain & Company to coincide with the event, found that large global companies are continuing to invest in green solutions—but are shifting those investments away from the U.S. toward Europe and Asia. Three quarters of surveyed companies said they were increasingly interested in focusing on those regions. Even still, that's not to say that climate work in the U.S. is dead. The report from WBCSD found that 50% of companies now have less interest in investing in climate work in the U.S. That's a striking figure when contrasted with the global picture. At the same time, it means a significant fraction of global companies continue to see potential. In background chats I had, many American business and financial sector leaders were quick to share that they continue to find opportunities to cut emissions in a way that saves them money—though several expressed fear that talking about it publicly could prompt scrutiny from the administration. 'Businesses are not giving up on the decarbonization journey,' says Peter Bakker, president and CEO of WBCSD, 'depending on where businesses are stationed, they are more or less willing to talk about it.' And I was surprised by the response to my informal, totally anecdotal poll about this year's New York Climate Week. In conversations, I asked sustainability executives how they planned to approach the gathering this year. While many said they had considered pulling out, the vast majority said that they have ultimately decided they still plan to show up—perhaps with a smaller footprint than in years past. The calibration of the message in New York this fall will be interesting, to say the least. In more than a decade on this beat, I have never felt more of a reluctance from business leaders to speak on the record. Many long standing sources preferred to talk without attribution, wary of the political consequences of speaking truthfully even while they eagerly highlighted their work to me. While that makes it more challenging to clearly tell the full story of what's happening, I suppose it's somewhat good news if your biggest concern is whether companies are still focused on capping emissions. To get this story in your inbox, subscribe to the TIME CO2 Leadership Report newsletter here.
Associated Press
24-06-2025
- Associated Press
Griffith Foods Aligns, Empowers and Inspires All Employees on Its 2030 Aspirations
At Griffith Foods, our people are the heart of everything we do, and we know that achieving our 2030 Aspirations starts with them. That's why we are proud that 100% of our global team will receive dedicated training on our 2030 Aspirations. We're committed to making sure every team member is aligned, empowered, and inspired to contribute to a more sustainable, nourishing, and resilient food system. We create better, together. From our manufacturing facilities to the innovation lab, our people drive real impact. And we're investing in their growth because we believe that when our people thrive, so does our purpose. Want to be part of the journey? Explore opportunities to join the Griffith Foods team here: Our Sustainability JourneyAt Griffith Foods, we are committed to driving positive impact through a regenerative mindset. Sustainability is connected to everything we do as a business, and by 2030, we are dedicated to significantly improving the future with a singular sustainable business strategy that we call our 2030 Aspirations. To learn more about Griffith Foods and its current sustainability efforts, visit them online and download the 2023 Sustainability Griffith FoodsAt Griffith Foods, our purpose defines who we are, what we do, and why we exist, highlighting what makes us distinct and authentic in the marketplace. We help our partners meet the evolving needs and desires of consumers in ways that respect and sustain the planet. Our care and creativity mean we'll find the right mix of global reach and local impact to serve the earth and nourish all of us who call it home. View original content here. Visit 3BL Media to see more multimedia and stories from Griffith Foods
Forbes
23-06-2025
- Forbes
The Financial Frontier of Climate Risk and Resilience
Pedestrians walk past a stock indicator showing share prices of the Tokyo Stock Exchange (top-C) and ... More other overseas stock markets in Tokyo. (Photo by Kazuhiro NOGI / AFP) (Photo credit should read KAZUHIRO NOGI/AFP via Getty Images) As climate impacts intensify and financial markets adapt, two new reports —Howden's Insurability Imperative and the World Business Council for Sustainable Development's 2025 Business Breakthrough Barometer— reveal a reality that diverges sharply from the prevailing narrative. Despite headlines about ESG backlash and net-zero retreats, companies are not abandoning climate goals. They are embedding them into core strategy, shifting from compliance to competitiveness. At the same time, insurers are redrawing the boundaries of investability, making insurability a frontline filter for capital allocation. These trends mark a profound shift in how risk is understood, priced, and managed. Climate change is not tied to political cycles or market sentiment. Its impacts are structural and cumulative, reshaping both the physical world and global finance. As the Barometer notes, 'where governments lead with clarity, business capital follows'. In the absence of coherent policy, insurers are stepping in to decide what can and cannot be financed. With governments falling short, markets are beginning to price in climate resilience —and for many sectors, it's no longer optional. Climate Risk Is Market Risk The Business Breakthrough Barometer underscores this shift. Despite public skepticism and ESG backlash, most companies are not abandoning their goals. Instead, they are reallocating capital based on a more immediate truth, that climate risk has become business risk According to the Copernicus Climate Change Service, we are on track to breach the 1.5 °C warming threshold within six years or less. This is not a future concern but a present financial reality. Record heatwaves, vanishing ice and billion-dollar disasters are reshaping how risk is modeled and priced. As WBCSD president and chief executive Peter Bakker said in an interview: 'The climate won't wait for the market to find consensus. It won't adjust itself to quarterly earnings. What it demands is system change, in how we price risk, share it, and design markets around physical realities.' The economic transition is unfolding in ways that traditional business systems cannot manage. Companies still rely on linear models — forecasts, fixed returns, long timelines — while the net-zero shift is volatile, uneven and often misaligned with policy and consumer behavior. This misalignment plays out across sectors. EV production is accelerating while charging infrastructure lags. Carbon capture projects are stalling amid weak demand signals, while the decarbonisation of buildings is slowed by outdated codes and permitting bottlenecks. In each case, technological readiness is colliding with systems that are not fit for transition. As Bakker argues, sustainability must move from reporting to real governance, from targets to embedded decision-making. That means adopting robust frameworks like the ISSB's S1 and S2, aligning climate strategy with operational and financial reality. The Barometer reveals a decisive shift: 91% of companies surveyed have either maintained or increased their climate-related investments over the past year (as of May 2025). Crucially, 56% cited long-term competitiveness, not compliance, as the main driver. While high-profile exits from alliances like the Net-Zero Banking Alliance or corporate withdrawal and redesign of net zero targets dominate headlines, many firms are shifting focus. They are beginning to embed climate resilience into core business functions such as capital planning, supply chains and governance. 'We've got sufficient data to act,' said Bakker. 'The perfect mustn't delay progress.' Nowhere is this financial recalibration more visible than in insurance markets. Howden's new Insurability Imperative report warns that insurability is becoming a prerequisite for investability. As climate risks escalate, insurers are withdrawing from high-risk zones and redlining regions. What cannot be insured cannot be financed, and what cannot be financed cannot scale. Historical shocks have prompted similar responses: the Great Fire of London led to fire codes and insurance pools, while 19th-century boiler explosions catalyzed modern engineering standards. Today's escalating climate risks are driving a comparable redesign in how markets address risk particularly in infrastructure, agriculture, and real estate. Insurability now operates as an early indicator of systemic viability, determining which assets, sectors, and geographies remain viable. To secure capital companies must increasingly demonstrate resilience through adaptation planning, risk mitigation and long-term feasibility. 'Resilience is investable,' Bakker says. 'But only if we build the conditions to make it so, together.' This marks a deeper shift in how risk is understood and priced. Unlike weather patterns, climate change isn't cyclical—it brings long-term, structural disruption that's redefining business models and investment priorities. As the Barometer notes, where governments lead with clarity, capital follows. In the absence of coherent policy, insurers are stepping in to decide what can and cannot be financed. With governments falling short, markets are beginning to price in climate resilience and for many sectors, it is no longer optional. When Policy Stalls, Capital Retreats Bakker argues that the climate transition depends on aligning three forces: policy, business, and finance. Policy sets direction, business delivers scale, and finance provides capital. When these pillars are aligned, markets function but when they are not, the system stalls. This disconnect plays out across sectors and is creating tangible capital bottlenecks, with the misalignment especially visible in energy markets. While capital still flows disproportionately to low-risk, mature technologies like solar and wind, funding for capital intensive decarbonisation solutions like hydrogen and carbon capture are falling. In 2024, global investment in clean energy reached a record $2 trillion yet hydrogen investment declined by 42%, and carbon capture by 56%. These bottlenecks are not down to a lack of ambition but rather structural weaknesses, including lack of regulatory certainty, underdeveloped infrastructure, and crucially a lack of offtake agreements to guarantee long-term market demand. 'There must be offtake,' said Bakker. 'There must be market creation.' Policy must now evolve to enable markets, not just regulate them. Ninety-four percent of Barometer respondents said clear, consistent policy is essential to unlock climate investment but 54% no longer trust governments to deliver them. That credibility gap is already reshaping capital flows and creating geographic winners and losers. According to the Barometer, Asia and Europe are increasingly viewed as more attractive for investment than the United States. In the U.S., political volatility has undermined confidence in the Inflation Reduction Act contributing to nearly $15.5 billion in abandoned or scaled-back projects. 'Markets need frameworks that translate ambition into investable pathways and real-world price signals,' Bakker said. Insurability, investability, and effective regulation are now interdependent. Unless policy reflects the full scope of physical and financial risk, not just short-term political cycles, systems that look solid on paper may collapse under pressure. The growing pressure in insurance markets underscores the urgency as attention turns to COP30 in Brazil. 'We don't need another moment of intent' warns Bakker. 'We need a moment of delivery.' Two structural shifts are defining this new phase: implementation is moving from public to private actors, those who control supply chains, capital, and operations; meanwhile momentum is shifting from the Global North to the Global South, where climate vulnerability, economic growth, and industrial opportunity increasingly converge. The climate transition can be profitable, resilient, and equitable if businesses, policymakers, and financial institutions can co-create markets grounded in both physical and financial realities. The markets that align around this are likely to shape the next era of economic leadership.
