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Associated Press
a day ago
- Business
- Associated Press
Mondelēz 2024 Snacking Made Right Report: Climate Change
Our approach to climate change is comprehensive, interconnecting our goals across areas like responsible sourcing, social sustainability, and human rights. FIND OUT MORE ABOUT OUR: Strategic approachAction plans and progressGoals and metrics HIGHLIGHTS STRATEGIC APPROACH At Mondelēz International, we are part of a broad movement across our sector that aims to bring about more sustainable ways of growing and operating business. For us, this involves aiming to reduce our environmental impact while helping to support resilience across our supply chains and the communities our business touches. Our approach also links our carbon emission-reduction goals, our leadership in sourcing ingredients more responsibly, and our commitment to social sustainability and human rights across our value chain. Every element of our approach reinforces the other. Our ingredient sourcing programs are where most of our carbon emissions reduction work and social sustainability efforts live. So as part of our signature sourcing programs for our key ingredients, such as Cocoa Life for cocoa and Harmony Wheat for wheat, we are working towards supporting more resilient landscapes, communities, and robust human rights to help provide lasting economic, environmental, and social benefits for the communities involved. We focus on areas where we believe we can make the greatest positive difference for the long term. This is why we focus on limiting our environmental impact by contributing to climate change mitigation, across key focus areas within our operations and supply chain. Similarly, we work to identify and manage climate change-related risks which helps us to shape our adaptation strategies as we seek to reduce the impact of climate change both on our organization and on the communities we touch. CLIMATE RISK MITIGATION -OUR NET ZERO PATHWAY We've been on a path to reduce our carbon emissions for several years and took a key step in 2021 when we set our long-term goal of net-zero GHG emissions across our full value chain by 2050. We have signed the SBTi's Business Ambition for 1.5°C, aligning our long-term emissions mitigation goals with the Paris Agreement's aim of limiting temperature rise. We've also joined the United Nations 'Race to Zero' campaign to help build momentum toward a decarbonized economy. In April 2024, the SBTi successfully validated our full value chain goal to reduce absolute end-to-end CO2e emissions by about 35% by 2030 and to reach net-zero by 2050 from a 2018 base year, including the reduction of absolute gross scope 1 and 2 GHG emissions by 50.4% within the same timeframe, in line with the 1.5oC reduction pathway.(1) (2) This followed a thorough review of our carbon accounting documentation, in line with both the GHG Protocol and SBTi standards and guidelines, as well as our commitment to continue transforming our operations and supply chains while transparently reporting progress. This exercise was developed with the input of multiple functions throughout the business – including Manufacturing, Logistics, Finance and Procurement – as well as collaboration with our external partners and suppliers in building a framework for more consistent carbon reporting across our Scope 1, 2 and 3 emissions. For Scope 1, we identify and report on the combustion of fuels taking place in our own facilities and mobile operations, as well as any fugitive emissions from our sites. For Scope 2, measuring emissions involves assessing indirect emissions associated with the electricity, heat and steam we buy for our own facilities. For Scope 3, we measure the indirect emissions generated within our value chain, such as the emissions generated from materials and services we buy, emissions generated from activities associated with fuel and energy, and emissions generated from finished goods storage and transportation, as well as business travel and investments. We also strive to support cross sector sharing and collaboration when it comes to common challenges in decarbonizing supply chains. We actively participate in a number of global organizations focused on supply chain improvements, including the Toward Net Zero Coalition of Action (TNZ) and the Forest Positive Coalition of Action (FPC) as part of our membership with the CGF. We are implementing the SBTi reduction pathway following distinct phases as shown in Figure 1 above. (Find out more on SBTi's website.) STRATEGIES FOR REDUCING CARBON At Mondelēz International, we focus our strategic efforts on three prominent drivers of carbon emissions at play in the food and beverage sector: the changing use of land, including deforestation; emissions related to farming; and use of fossil fuels. That's why we regard deforestation-free, regenerative agriculture and the avoidance of fossil fuels as key focus areas to help cut our emissions. To effectively bring these three strategies to life, we have identified our main focus areas and created reduction roadmaps for each which includes, shifting our ingredient supply chains away from sources where deforestation occurs; focusing on regenerative agriculture that uses ecological principles to sustain and restore degraded soils; and embracing renewable energy sources and low- impact, more sustainable packaging. Completeness & Consistency in Determining Carbon Footprint Reporting (1) To help make our carbon footprint reporting more consistent, we expose our data to external verification and align our internal processes with the GHG Protocol standards. As part of this, we published our formalized Carbon Accounting Manual during 2023. And we continued to increase the internal processes we use to promote consistency of approach, in the form of a growing range of Standard Operating Procedures. We continue to keep our carbon inventory up to date, now including the recently acquired Chipita Global S.A. and Ricolino. Starting in 2024, Mondelēz International partnered with Watershed to improve the GHG accounting process allowing for greater data granularity and streamlined calculation. Overall, our emissions continue to reduce over the years as we continue transitioning our materials to a number of new customized emissions factors, allowing us to reflect the strategic efforts following our three focus areas to reduce our emissions. Our end-to-end emissions are aligned with SBTi guidelines where we focus our initiatives on our most impactful and actionable GHG emissions across the value chain (approximately 90% of our end-to- end CO2e emissions in base year 2018).(1) CLIMATE RISKS & RESILIENT COMMUNITIES Operating at a global scale means we can have a meaningful positive impact by encouraging practices that respect land rights, and by investing in innovation and technology to increase transparency and measure impact at scale across our supply chain. Identifying and managing climate change-related risks is part of our ERM process, enabling us to expand and deepen our understanding of our impact on the planet, informing our strategies and ultimately sharpening and enhancing our approaches. We are in the process of reviewing our approach to assessing environmental dependencies, impacts, risks, and opportunities in alignment with evolving standards and regulations. For this, we collaborate with third-party expert Risilience and their partner, the Centre for Risk Studies at the University of Cambridge. Risilience specializes in providing the methodology and climate modelling platform that, in combination with their own data and assumptions, drives informed decision-making and impact analysis through climate-related risk assessment and scenario analysis. The platform offered by Risilience provides several configurable models that quantify the impact of various physical and transition risks under different emission pathways. These emission pathways range from a 1.5oC of warming to >4oC of warming as compared with pre-industrial levels. Physical risks include the increasing frequency of extreme weather events and natural disasters, effects on water availability and quality, and biodiversity loss. These can increase risks to the global food production and distribution system, and to the safety and resilience of the communities where we live, work, and source our ingredients. They could also further decrease food security for communities around the world. Transition risks include increased focus by federal, state, and local regulatory and legislative bodies around the world regarding environmental policies relating to climate change, regulating GHG emissions (including carbon pricing or a carbon tax), energy policies, disclosure obligations and sustainability, including single use plastics. The analytical output results of this tool are aligned with TCFD's (and similar) reporting requirements, which may be used as a foundation for future climate-related regulatory disclosure requirements. We continue to monitor this space so that our approach remains relevant and transparent, and we continue to strive to provide our stakeholders with relevant information on climate-related issues. We report on our metrics and goals annually in our Snacking Made Right reports and CDP questionnaire disclosures. For more details please read our Annual Report STRATEGIES FOR CLIMATE RISK ADAPTATION Looking at climate physical and transition risks, we strive to help support communities and landscapes to adapt and become more resilient. We do this through three key strategies : Aiming to seek no deforestation across primary commodities by 2025Deforestation is a risk because of its contribution to global climate change as well as its impact on indigenous peoplesand local communities, and ecosystem services in affected areas. Therefore, we believe it is important to take action to help reduce deforestation and promote more sustainable land use practices which respect human rights, including land rights, in line with our Human Rights PolicyOur goal is to seek no deforestation across our primary commodities following an approach starting with our European business in accordance with EU regulations and rolling out to our other regions by December 31, 2025, in accordance with SBTi guidance. The cutoff date was December 31, 2020, in accordance with EU regulations and SBTi guidance. This is the date after which deforestation is counted against a company's supply chain, meaning that products have to be produced on land that has not been subject to deforestation or forest degradation after December 31, 2020. In specific cases, e.g., where specific certification standards exist, we may apply cut-off dates set by those respective standards if they are the same or earlier in time. For cocoa and palm oil, two commodities we source that are considered at-risk when it comes to deforestation, we engage with our key suppliers to supply only deforestation-free cocoa and palm oil to Mondelēz International. We also call on our suppliers to take efforts to end deforestation in their supply chains. While focus lies on cocoa and palm oil, we also consider soy1, pulp, and paper in our deforestation-free approach. Ending deforestation needs sector-level transformation. We support an approach in which key players along the value chain work collaboratively to tackle systemic issues at the industry, country and full deforestation position is available on our website. ACTION PLANS AND PROGRESS ENVIRONMENTAL IMPACT THROUGH OUR OPERATIONS & INGREDIENT SOURCING RAW MATERIALS - COCOA We engage with key suppliers to promote sourcing of deforestation-free cocoa. website We also address challenges of climate change and deforestation in the cocoa supply chain through Cocoa Life by working with partners to advance the ambitions of the Cocoa and Forests Initiative. Particularly as supply of cocoa has been hindered largely due to weather with lower production causing a rise in the price of this important ingredient, we have continued our Cocoa Life focus to support our goal of a thriving cocoa sector that collaborates to tackle interrelated system issues. Cocoa Life Actions to Protect and Restore Forests As part of Cocoa Life, we believe in conserving the land and forests for today and for tomorrow. As part of our integrated approach, we focus on helping to protect and restore forests and seek no deforestation on Cocoa Life farms. Two key elements drive our cocoa emissions reduction: agroforestry and farming practices. Therefore, through Cocoa Life, we are working with partners and governments to help farmers grow more resilient farms through trainings on agricultural and environmental practices. These trainings are delivered to raise awareness, to build farming skills and to encourage activities that help increase cocoa yields while avoiding farm expansion into protected areas. We also help promote agroforestry techniques through planting non-cocoa trees to protect crops from excessive sun and heat. These trees also promote biodiversity and can provide farmers with additional income. By the end of 2024, we distributed ~10,665,000 economic shade trees, trained ~178,000 farmers in Good Agricultural Practices and trained ~571,000 community members in Good Environmental practices.(4) We are also applying farm mapping to monitor deforestation for communities. Farm mapping enables us to assess deforestation risks in our supply chain and gain a deeper understanding of farming community needs and farm boundaries. By the end of 2024, we have mapped more than 237,000 Cocoa Life farms.(29) Promoting Cocoa Agroforestry Carbon removals are key to meeting our carbon objectives as we cannot rely only on carbon reduction. We continue to remain in line with the GHG protocol and continue our efforts while we wait for the GHG Protocol's Land Sector and Removals (LSR) guidance. We have started a carbon booster project focusing on carbon removals to help sequester carbon from the atmosphere and have a bigger positive climate impact. This project focuses on agroforestry and in particular tree planting to sequester carbon. In some countries, this project also includes financial incentives (Payments for Environmental Services - PES) paid to farmers for the number of trees planted (Cameroon) or the survival rate of trees (Indonesia). Generally, research and practitioners expect agroforestry to provide a wide range of environmental, social and economic ecosystem services: We launched the carbon booster project in Côte d'Ivoire, Ghana, India, Indonesia and Brazil in 2023 and in Nigeria and Cameroon in 2024. While we continue to plant trees, we also see climate challenges – low rainfalls in India or El Niño in Brazil pose a higher risk of tree mortality. We currently use field monitoring for tree survival rates to confirm they are still sequestrating carbon. As we scale tree planting in the coming years, we intend to assess how to monitor tree survival leveraging remote sensing data to support the field monitoring. Understanding Our Impact on Forests We work with Satelligence, a remote sensing company, to help us understand the impact on natural forests of Cocoa Life farmers and communities. Satelligence applies satellite imagery to detect forest cover changes that can indicate likely deforestation events, and machine-learning to measure deforestation rates. Following sector practices in 2024, the methodology was adjusted to expand the scope to secondary forests in addition to primary forests. The new definition improves forest detection and helps us better protect already degraded area where forests have newly regrown in addition to primary forests. In alignment with our Cocoa and Forests Initiative ambitions, we look at deforestation signals from 2018 until the latest available data (2024). In 2024, the analysis focused on our impact on forests in Ghana, Côte d'Ivoire and Nigeria. Overall results in West Africa (Côte d'Ivoire, Ghana, Nigeria) show approximately 2.5% deforestation on or closely around Cocoa Life registered farms.(3) The satellite monitoring results show near no deforestation on or closely around Cocoa Life registered farms in Côte d'Ivoire (~0.6%) and Ghana (~2.2%) since 2018. In Nigeria, the new detection approach indicates a level of approximately 19% with most detected occurrences located on potential secondary forest or agroforestry areas versus primary forest which was the focus of our 2023 analysis. We are in the process of engaging with supply chain partners to better understand what triggers the occurrences and, if required, follow up to do checks on the ground and assess the opportunity to rehabilitate impacted areas as appropriate. Understanding the Carbon Emissions Impact Building on our work from 2022, we're continuing to expand our list defining customized emission factors that will help us to understand our carbon emissions intensity, which helps to quantify the carbon reductions resulting from the Cocoa Life doing so, we're using data to translate our interventions in deforestation prevention and agroforestry as well as farming practices into custom emission factors. In our major sourcing countries, this approach is resulting in lower emissions per tonne of product than we would obtain with generic emission factors. Working in Collaboration Across Landscapes As we seek forest protection and restoration, we work with farming communities, peers, sector partners and governments to drive solutions on a landscape level. This includes the CFI and multistakeholder landscape initiatives, such as the Asunafo-Asutifi landscape partnership in Ghana. As part of Cocoa Life Indonesia's activities in Aceh and North Sumatra, we help protect and restore forests in the Leuser Ecosystem landscapes. RAW MATERIALS – DAIRY To better maximize our efforts, we have taken a two-pronged approach to help reduce carbon intensity in dairy: We work directly with farmers supplying our core brands Cadbury Dairy Milk, Milka and Philadelphia, and we closely collaborate with strategic processors. Thanks to first tracking their CO2e emissions and then developing action plans to reduce them, some strategic suppliers have successfully completed their baselines and are delivering lower carbon intensity compared to their base year. Europe at the Helm of Dairy GHG Reduction Programs We are working with several of our dairy suppliers in Europe on ambitious farm-level GHG reduction programs with the goal of reducing CO2e emissions from baselines that Mondelēz International began establishing in 2018. Our goal is to gain a clear picture of GHG emissions and sustainability efforts across our shared value chain. We work with dairy suppliers, industry experts, and our carbon accounting partner, Quantis, to review the tools and methodologies used for measuring GHG emissions. This helps us to accurately assess our baseline and measure progress. A robust baseline, based on farm-level data, highlights environmental hotspots and solutions most relevant for our supply chain. In 2024, we kicked off phase 2 of our baselining efforts to cover more of our Europe supplier base and began to track annual progress for the baselines validated in phase 1. In Italy, our local supplier Fattorie Osella has taken another significant step forward in dairy sustainability. After becoming the first dairy company in Italy to obtain animal welfare certification for ~100% of its milk suppliers since 2016, Fattorie Osella has launched a three-year carbon reduction journey with xFarm Technologies. Through this collaboration, 17 farmers are expected to gain access to their on-farm carbon footprints, enabling them to design a tailored roadmap for reducing on-farm CO2e emissions. Farmers will have access to an online platform that helps digitalize their operations and make informed sustainability decisions. Australia on Its Way Australia is on the dairy emissions-reduction journey, partnering directly with Cadbury dairy farmers in Tasmania. In 2024 Mondelēz Australia completed baselines for on-farm carbon footprints and are now looking at ways to partner with farmers to develop reduction strategies for the short, medium, and long term. Emerging Technologies & Innovations in Dairy Our Research & Development (R&D) organization continued our collaboration with the Scienta Group, a science and innovation consultancy, to stay informed on developments and support us in achieving our ambitions. This partnership has been instrumental in exploring the longer-term technical landscape, assessing the implementation readiness and efficacy of existing technologies,and identifying new areas for exploration through opportunities in academia and industry collaboration. Moreover, our work with Scienta has identified early Technology Readiness Level (TRL) technologies, which we will explore during 2025 to better understand how they can be leveraged to deliver against our plan. As part of our efforts with the Scienta Group, we are proud to have supported and secured approval for a European Institute of Innovation & Technology (EIT) Food-funded project. This initiative focuses on exploring the application of the Marginal Abatement Cost Curve (MACC) to better understand the environmental and economic impacts of various dairy farm typologies across Europe. In addition, we have secured a Knowledge Transfer Partnership (KTP) with Queen's University Belfast, further enhancing our internal expertise in assessing end-to-end emissions on farms as technology interventions are implemented. These collaborations reflect our commitment to innovation and progress as we work towards a more sustainable future. Collaborating Across the Dairy Sector In 2024, we continued our partnership with the Sustainable Agriculture Initiative Platform (SAI Platform) and its Sustainable Dairy Partnership (SDP) to collaborate within the industry. This includes our efforts to scale the adoption of the SDP in Latin America. Through the SDP, we have worked to promote sector alignment on the reporting of sustainability topics and continuous improvement on key dairy issues. Along with a variety of stakeholders, processors and national programs (altogether representing about 30% of the global dairy volume), we are working to raise the bar in dairy sustainability. By recognizing existing programs, we are striving to avoid duplicating efforts, allowing more resources to help create positive impact at farm level. In 2024 we began to explore the option of using SDP data for baselining eligible suppliers. We intend to continue this work in 2025. By collaborating with producers, processors, and buyers like ourselves, we hope to support a more sustainable future for dairy. RAW MATERIALS – PALM OIL Our aim to seek no deforestation is building upon the company's POAP, which was first issued in 2014. We take into account learnings and experience realized in our Company's efforts to collaborate with suppliers to source deforestation-free palm oil and applies those learnings across primary commodities. In the future, this plan will also take into account current and impending regulation, as well as insights from external frameworks such as the SBTi and collaborative organizations such as CGF FPC and CGF POCG. Sourcing palm oil more sustainably means for us switching from broadly RSPO credit sourcing in prior years to sourcing RSPO physical certified starting in 2025. In conjunction we are also adopting NDPE's IRF and require our suppliers to submit NDPE IRF profiles annually. Shifting to deforestation-free sourcing supports our carbon footprint reduction. RAW MATERIALS – WHEAT We also work to help curb our supply chain footprint through our Harmony sustainable wheat program. Our strengthened charter, Harmony Ambition 2030, includes 20 mandatory farming practices plus 17 best practices, built in close collaboration with agronomic experts, NGOs and, of course, our wheat supply chain. To help mitigate climate change, our Harmony Regenerative Charter focuses on the following objectives: We kick-started Harmony Ambition 2030 with a test-and-learn model in France. Participating farmers sowed Harmony wheat under our Regenerative Charter for harvest 2023. Encouraging results in France helped us to apply learnings to a wider European roll-out over the coming years, starting with Belgium for harvest 2024, Central Europe for harvest 2025 and finishing with Spain and Italy for harvest 2026. Strong Data Reporting System to Measure Our Impact Harmony has developed a strong and unique data reporting system on farming practices that allows for full traceability from Harmony wheat storage to factory. Our aim is to calculate and monitor a set of economic and agro-environmental performance indicators, such as nitrogen use efficiency, greenhouse gas emissions and pesticide use. Key results are shared with wheat supply chain partners to fuel a continuous improvement approach, and our charter is reworked to further reduce our environmental footprint. To confirm our Harmony-labeled products comply with requirements of the charter, certified third-party organizations (SGS, Bureau Veritas) conduct annual verifications. All mills and storage bodies as well as about 10% of partner farmers are audited every year with over 285 audits performed in 2024. In 2024, we decided to go further and kicked off a project to launch a new digital platform, developed by the technology company Improvin'. With the detailed farm-level data in the Harmony data platform, we will be able to more effectively track the overall progress of the program including factors such as reduction of greenhouse gas emissions. Designed with user simplicity in mind, the Harmony data platform features an intuitive interface and built- in compatibility with many Harmony partners' existing tools, including Farm Management Systems. The platform's advanced machine learning capabilities, using modeled data from sources such as satellite imagery, streamline the reporting process, allowing farmers to validate information rather than having to enter data manually. Furthermore, the Harmony data platform offers farmers valuable feedback on their performance and tailored support to enhance their regenerative practices. This Harmony data platform will be rolled out across Europe starting in 2025, covering more than 1,260 farms in seven markets by 2026: France, Belgium, Spain, Italy, Poland, Czechia and Hungary. In 2025, the French and Belgian Harmony partners will be the first to gain access to the new platform. MANUFACTURING We're focusing on increasing both our energy efficiency and our use of renewable energy (with a focus on electricity), so that we can go further in reducing our carbon emissions and our costs. In 2024, about 54% of the electricity we used in our manufacturing sites was renewable, compared to around 45% in 2023.(5) We are also continuing to make adjustments to how we operate. We are leveraging improved processing designs for enhanced efficiency. For example, we are replacing some natural gas baking ovens with low-carbon fuels or electricity. LOGISTICS OPERATIONS Outbound logistics activities (from manufacturing plants to customers) represent about 4% of our total company CO2e emissions.(1) Most of our operations are outsourced, thus partnering with our suppliers is crucial to help deliver our net-zero emissions ambition. The main contributor to our emissions is truck transportation. We are working to reduce the emissions across our logistics operations across a range of activities. Efforts include investingin new and energy-efficient mobility solutions, as well as switching to renewable energy sources in our warehouses. We're also optimizing routes, reducing travel distances and improving the ways in which we use trucks and containers. Electric transportation continues to be piloted in a variety of markets, including China, the Brazil and also in 2024 piloted for the first time in Czechia. In Europe, we run a program called Design to Transport which aims to enhance our transportation efficiency by improving vehicle utilization. Three pillars of this program are pallet height optimization, pallet loading optimization (e.g. double stacking) and our Pack Light Right program, which optimizes truck space utilization and drives air reduction in transport. The program initiated in 2023 and continued to thrive into 2024, successfully eliminating over 1,000 trucks annually that transit between our manufacturing facilities and distribution centers. PACKAGING We continue to strive to make our packaging more efficient in line with our strategy. This means working toward reducing the virgin plastic material used in our packaging, while not compromising the quality and integrity of our products. We have deployed packaging sustainability design requirements across our global business. These requirements are aligned with industry guidelines – such as the CGF's Golden Design Rules – to promote consistency with latest leading practices. By designing our packaging to be recyclable, evolving to more sustainable materials and increasing our use of recycled content, we are working toward improving carbon intensity across our packaging portfolio. SUPPLIER PARTNERSHIP PROGRAMS In the last year, we have continued to build two major partnerships that are helping us better understand our broader Scope 3 emissions, while recognizing their level of alignment with our net- zero plans. First, we continue working with EcoVadis, a leading provider of business sustainability ratings and second, we continue to partner with the Supplier Leadership on Climate Transition (Supplier LOCT), a consortium of world-leading businesses aiming to reduce supply chain emissions. Through this approach we are supporting our top suppliers in evolving or (where applicable) creating their Scope 3 footprint, setting CO2e reduction goals, and reporting outcomes in line with the SBTi. INNOVATION During 2024, we've worked on many areas of innovation, which are aimed at helping us reduce our carbon emissions. Key examples include: WHERE OUR CARBON FOOTPRINT COMES FROM Similar to other food manufacturers, we see about 70% of our footprint driven by raw materials.(1) Cocoa and dairy are the two largest contributors to our footprint driven by our portfolio followed by: palm oil, sugar, wheat, other oils, nuts, and all other ingredients. The remaining approximately 30% is broken out across internal manufacturing linked to the production of our products plus related upstream fuel and energy related activities, packaging used to keep our products safe and protected during transportation and handling, logistics operations linked to storage and transportation of finished goods, and various other categories including emissions related to external manufacturing, investments, services, business travel, and small categories. Our end-to-end footprint has reduced by approximately (12)% compared to our 2018 baseline or approximately (9)% compared to emissions in the prior year.(1) Our Scope 1 and 2 emissions continue to decrease, reflecting our progress in renewable electricity and energy efficiency. We reduced our Scope 1 and 2 (market-based) emissions by approximately (28)% compared to our 2018 baseline and approximately (2)% compared to emissions in the prior year.(1) In the past we have been focused on reducing the carbon emissions across our manufacturing operations by 10% from a 2018 base year which has been successfully achieved thanks to our strategic approach in our operations though electrification, transitioning to renewable energy, and efforts towards more energy efficient processes. Our focus moving forward will be shifting to the reduction of absolute Scope 1 & 2 emissions by 50.4% by 2030 against a 2018 base year. Our Scope 3 emissions have decreased by approximately (11)% compared to our 2018 baseline, or approximately (9)% compared to emissions in the prior year as we continue to capture the positive effects of our various roadmaps, with the biggest impact coming from cocoa.(1) Our carbon reduction strategy is based on our focus areas, which each have a distinct roadmap. View the full 2024 Snacking Made Right Report. (1) In the reporting year 2024, our annual GHG emissions were accounted following the GHG Protocol Corporate Standards and using the operational control approach. Reported information following Science Based Targets initiative (SBTi) guidelines for near-term target excludes Capital Goods, Upstream Transportation and Distribution of Raw Materials, Employee Commuting, Downstream Transportation at Customer, and End of Life long-term target excludes these same categories, except for Upstream Transportation and Distribution of Raw Materials and Employee Commuting. We have recalculated our base year 2018 and most recent years (2023 and 2024) inventory following the GHG Protocol Corporate Standards. Recent updates incorporate acquisitions Chipita and Ricolino. The footprint includes all acquisitions and divestitures to date except for Evirth. For more details, please see the Carbon Accounting Manual. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. In the context of the Science Based Targets initiative (SBTi), an 'absolute target' refers to a reduction in total greenhouse gas (GHG) emissions by a specific percentage or amount, measured against a baseline year, rather than a reduction per unit of production or activity. (2) Our near-term goal aligns with the latest standards and guidelines including the current SBTi Net Zero Standard (from March 2024) and the current SBTi FLAG (Forest, Land and Agriculture) Guidance (from December 2023) by setting near-term targets in line with limiting warming to 1.5°C. (3) Reported information for the period from January 1, 2024 to December 31, 2024 for West Africa includes Côte d'Ivoire, Nigeria and Ghana. (4) Reported information for the period from January 1, 2024 to December 31, 2024 covers Brazil, Cameroon, Côte d'Ivoire, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). (5) Reported information includes all divestitures to date and the following acquisitions (which were not included in previous years): Chipita, Clif bar, Give & Go, Gourmet Foods, Ricolino and Tate's Bake Shop except for Evirth (subject to future data integration). We have recalculated our base year 2018 (where applicable) and most recent years (2023 and 2024) for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive. Visit 3BL Media to see more multimedia and stories from Mondelez International
The Sun
29-06-2025
- Business
- The Sun
Sweet chocolate factory experience
VISITING a chocolate factory is a fun and educational experience, given the opportunity to learn about chocolate production, indulge in sweet treats and immerse oneself in the wonders of chocolate. The classic Cadbury Dairy Milk that Malaysians are familiar with are produced at Cadbury Confectionery Malaysia in Shah Alam, a plant that employs over 250 workers. Established in 1974, the Shah Alam factory is the sole manufacturing hub for Cadbury in Southeast Asia. It makes 130 types of chocolate, producing over 14 tonnes of chocolates annually, equivalent to 100 million 135g bars. With nine production lines, the factory spans 20,000 sq ft and is as big as five basketball courts. The plant has been certified halal since 1994 and adheres to the food safety and quality standards. It embraces sustainable practices through recyclable packaging, renewable energy and sustainable cocoa sourcing, supported by Mondelēz International's global Cocoa Life initiative, which promotes the improvement of farming, communities and our planet. Mondelēz International (Malaysia & Singapore) marketing head See Mei Sin said its cocoa is sourced from Indonesia, Ghana and Ivory Coast, as local production is insufficient. See said in Southeast Asia, Malaysia is its biggest market, while the central region (Klang Valley) is the biggest market locally, making up half of the consumption and the appetite for chocolate keeps growing every year. 'We are not scaling down production (amid the Middle East crisis),' she told the media at a factory tour yesterday, following the launch of a richer, creamier and more indulgent recipe for its Cadbury Dairy Milk. 'More and more consumers are craving for richer, creamier and chocolatey bars,' said See. This upgrade also introduces a new king size 200g bar and a redesigned chunk shape across the entire range. Cadbury Dairy Milk's Purple Truck is travelling across Malaysia from July 1 to Aug 31 – an initiative that aims to connect with communities and celebrate the simple pleasures of chocolate through activities, treats and experiences. Secret to a rich creamy bar • Sugar • Cocoa mass • Milk • Cocoa butter • Vanilla How cocoa beans become a chocolate bar 1. Harvesting Cacao fruit is harvested. Each pod contains between 30 to 50 beans. 2. Fermenting Beans are removed from the pods and fermented. 3. Drying Beans are dried in the sun for two weeks. 4. Roasting Beans are roasted with care to develop the flavour. 5. Winnowing Nibs are separated from the shells. 6. Grinding Roasted nibs are crushed to form a paste. 7. Conching The chocolate mixture is conched into a smooth chocolate mixture. 8. Tempering The chocolate is carefully cooled and heated for consistency in texture, colour and flavour. Cadbury Dairy Milk bars are freshly molded and ready to be packaged. 9. Moulding The chocolate is poured into special moulds and cooled to set.
The Sun
26-06-2025
- Business
- The Sun
New Cadbury Dairy Milk Chocolate ‘to captivate Malaysian tastebuds'
'CADBURY is calling all fans to fall in love with chocolates all over again!' said Cadbury Malaysia today, as it unveiled a richer, creamier and more indulgent recipe for its classic Cadbury Dairy Milk, enhancing the signature taste that fans have loved for generations. The upgrade also introduced a new King Size 200gm bar and a redesigned chunk shape across the entire range, 'delivering a more satisfying chocolate experience in every bite'. 'Crafted with love at the Shah Alam plant by over 250 chocolate-makers, Cadbury Dairy Milk embodies a commitment to quality and innovation,' the company stated yesterday, in front of selected local media representatives at the brand's only plant in Southeast Asia. It added that the plant has been certified halal by the Department of Islamic Development Malaysia (Jakim) since 1994 and adheres to the highest food safety and quality standards. 'Additionally, it embraces sustainable practices through recyclable packaging, renewable energy, and sustainable cocoa sourcing, supported by Mondelez International's global 'Cocoa Life' initiative. Mondelez International (Malaysia & Singapore) marketing head See Mei Sin said: 'Cadbury Dairy Milk has enjoyed a long heritage and brand love in Malaysia for more than 75 years. It has become a huge part in the lives of Malaysians, helping them to share connection, celebrate milestones and create milestones to last. As we continue this journey, we've been listening closely to our consumers and evolving with them. 'Today, we are proud to build this continued connection with our fans with the launch of our new and more enriching Cadbury Dairy Milk chocolates that are richer and more chocolatey with every bite.' 'Not just a chocolate bar' See stated that Cadbury's 'Glass and a Half' spirit is rooted in generosity and the belief in uplifting others in meaningful ways. 'This comes to life through initiatives that celebrate everyday kindness, such as 'For You I Would' and 'Cadbury Kuih Raya Dari Hati'. In partnership with MyKasih Foundation, 'Kuih Raya Dari Hati' is a bake-for-charity initiative that empowers women from underserved communities with a chance to showcase their skills, earn additional income and support other communities in need during the festive season. 'Since its launch in 2021, the programme has grown into a national movement that blends cultural celebration with social impact. In 2024, it was recognised by the Malaysia Book of Records for the baking of 150,000 Cadbury chocolate tarts, donated to over 30 welfare homes and underserved communities through Food Aid Foundation. More than just a charitable initiative, it created real income opportunities ahead of the festive season while fostering a strong sense of community.' The richer and more chocolatey Cadbury Dairy Milk, including the King Size 200gm bar is now available nationwide. 'With a renewed recipe and a heartfelt mission to spread joy, Cadbury invites Malaysians to fall in love with chocolate all over again,' said See. She added that Cadbury Dairy Milk is spreading joy across Malaysia with its Purple Truck, travelling nationwide from July 1 to Aug 31, 2025. 'This exciting initiative aims to connect with communities and celebrate the simple pleasures of chocolate through interactive activities, indulgent treats and unforgettable experiences. Malaysians can look forward to sampling the brand's rich, chocolatey goodness while embracing moments of togetherness at every stop.' For more information on Cadbury Dairy Milk's products and activities, check out the company's Facebook page here. The Cadbury Dairy Milk Purple Truck 'is spreading joy across Malaysia' from July 1 to Aug 31, 'to connect with communities and celebrate the simple pleasures of chocolate through interactive activities, indulgent treats and unforgettable experiences.'
Yahoo
04-06-2025
- Business
- Yahoo
Mondelēz International Scales Up Due Diligence and Sector Collaboration to Promote Human Rights; Releases Annual 2024 Progress Report
Continued to scale human rights due diligence across global operations and supply chains, with ~96% of owned plants and ~98% of prioritized supplier sites audited in the last three years.1 Trained more than 50,000 colleagues since launching Human Rights Policy in 2021. Advanced efforts to help prevent child labor and support community resilience, expanding Child Labor Monitoring & Remediation Systems to cover ~89% of Cocoa Life communities in West Africa by the end of 2024. CHICAGO, June 04, 2025 (GLOBE NEWSWIRE) -- lMondelēz International, Inc. (Nasdaq: MDLZ) today released its 2024 Human Rights Due Diligence and Modern Slavery Report, outlining the company's progress in helping to prevent, identify, and address potential human rights and modern slavery risks across its operations and value chain. 'Doing what's right is ingrained in our Snacking Made Right mission. We strive to embed human rights due diligence into how we do business every day,' said Chris McGrath, Chief Impact & Sustainability Officer, Mondelēz International. 'The scale of challenges needs increased focus and meaningful partnerships – and we continue to evolve and make progress on both fronts. We have strong execution plans that we believe will continue to support our growth around the world, underpinned by our focus on promoting a culture where everyone is treated with care and integrity.' Scaling and Enhancing Due Diligence across the Value Chain Beyond information included in the 2024 Report released today, Mondelēz International continues to strengthen its human rights due diligence (HRDD) across both its own operations and supplier network: ~96% of owned manufacturing sites and ~98% of prioritized suppliers have completed third-party SMETA audits in the past 3 years. HRDD coverage has been expanded to increase coverage of suppliers' manufacturing and logistic sites handling the company's finished products. Since launching its dedicated Human Rights Policy in 2021, the company has trained more than ~50,000 colleagues on human rights issues, including ~7,000 in manufacturing and logistics, and ~3,000 in key stewardship roles. As part of its focus on prioritized ingredients, Mondelēz International continued scaling its signature cocoa sustainability program Cocoa Life in 2024: Partnering with around 208,000 farmers and backed by a $1 billion investment from 2012 through 2030. As of year-end 2024, approximately 89% of Cocoa Life communities in West Africa – representing approximately 2,480 communities – are covered by Child Labor Monitoring & Remediation System (CLMRS). The company aims to cover all West African Cocoa Life communities with a CLMRS by the end of 2025 and has conducted more than 240,000 interviews to help prevent child labor. Cocoa Life's integrated approach focused on developing ways to help make cocoa farming more profitable, help protect and restore forests and help lift local cocoa communities. This includes efforts focused on women's empowerment, income diversification, and entrepreneurship through Village Savings and Loan Associations and partnerships with CARE International. Sector Collaboration to Accelerate Impact Mondelēz International believes addressing systemic human rights issues in ingredient supply chains needs collaboration between governments, industry, and civil society. To help address child labor in the West African Cocoa supply chain, in 2024, the company deepened its support for sector-wide systemic solutions, through its continued support and investment of ~$3million from 2022 to 2026 in the Child Learning and Education Facility (CLEF), which aims to reach over 4 million children by transforming rural education in Cote d'Ivoire. Building on the success of the CLEF initiative, Mondelēz International is supporting the development of a new public-private partnership, the System Change Architecture for Learning Excellence (SCALE) initiative to help improve the quality of education in Ghana with an investment of ~$1million over the next four years. SCALE is innovating how national-level financing can be unlocked. To date, three philanthropic partners and 10 cocoa and chocolate companies have joined forces to support SCALE — a collaborative co-funding mechanism that will inject further funds into the Ghana Accountability for Learning Outcomes Project (GALOP), a five-year governmental initiative seeking to improve the quality of education in low-performing basic education (ages 4-15) schools and strengthen the education sector across Ghana. It focuses on strengthening teaching capacity, accountability and leadership systems, access to high-quality school resources, and better operational management. It is the first time that private and philanthropic organizations have raised enough finance to trigger the Global Partnership for Education's (GPE) Multiplier Grant in Ghana. By pooling US$40 million, SCALE partners were able to unlock an additional US$40 million from GPE to support GALOP. Beyond cocoa, the company's multiple collaborations with industry coalitions help support the company's progress and human rights efforts. These include: Co-chairing the Consumer Goods Forum (CGF) Human Rights Coalition, to help shape industry leading practices. This year, Mondelēz supported the development of the Best Practice Note on Human Rights Defenders which aims to inspire businesses in helping to better protect human rights defenders. Supporting World Cocoa Foundation's (WCF) vision to catalyze a thriving and equitable cocoa sector. Serving as a member of the International Cocoa Initiative (ICI) Board of Directors to support sector-wide progress in addressing child labor in West African cocoa. Joining the Coalition for Responsible Sugarcane India (CRSI) to help strengthen human rights practices in India's sugarcane sector. Co-chairing the CAOBISCO's partnership with the International Labor Organization to help combat child labor in seasonal harvesting of hazelnuts in Turkey. Partnering with WageMap, a new initiative to drive alignment across living wage methodologies and frameworks. Our Human Rights Approach At Mondelēz International, we are committed to making our snacks the right way, including respecting the human rights of people in our value chain. As part of our business practices, we use the United Nations Guiding Principles on Business and Human Rights (UNGPs) as a guide to prevent and mitigate associated risks, supporting our commitment to fostering a safe, healthy and sustainable working environment, as detailed in our Human Rights Policy. About Mondelēz InternationalMondelēz International, Inc. (Nasdaq: MDLZ) empowers people to snack right in over 150 countries around the world. With 2024 net revenues of approximately $36.4 billion, MDLZ is leading the future of snacking with iconic global and local brands such as Oreo, Ritz, LU, Clif Bar and Tate's Bake Shop biscuits and baked snacks, as well as Cadbury Dairy Milk, Milka and Toblerone chocolate. Mondelēz International is a proud member of the Dow Jones Best-in-Class North America and World Indices, formerly Dow Jones Sustainability Indices. Visit or follow the company on X at Contacts: Maggie McKerr1-847-943-5678news@ 1 We aim to regularly and transparently report our progress. You can find additional details on Mondelēz International's ESG goals and reported information within the About This Report section of our 2024 Snacking Made Right in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
The Independent
08-02-2025
- Business
- The Independent
Be careful – this might just ruin your Valentine's Day
Is chocolate off the menu for Valentine's Day gifts? And even Easter? Disease, extreme weather, and, sometimes, government policy in the Ivory Coast and Ghana – which combine for two-thirds of the world's cocoa supply – are the guilty parties. They are responsible for the price nearly trebling in the past year and repeatedly breaking records. Chocolatiers have inevitably sought to pass on the increasing costs of their raw material to the consumer. The most recent food price inflation monitor by the consumer group Which? cited the chocolate category as the highest riser. It jumped by 12.4 per cent in the year to November 2024. Manufacturers have been looking at ways to deal with the issue, including cutting the cocoa content of their products or using a greater proportion of fillings where possible. You may find your favourite fruit and nut bar is more fruit, more nut, and less bar this year. Then, there is shrinkflation; reducing the size of the product while holding its price point. It is a highly controversial practice in Britain. But you can expect to see more of it, particularly when it comes to the likes of Easter eggs, which are particularly susceptible to the practice because they are only bought once a year. How much pain the consumer, battered by inflation and a bad economy, will put up with is an open question. Kantar's latest supermarket survey put food price inflation at 3.3 per cent in January, which is down on the previous month but still painful when one considers that it is cumulative. Needless to say, chocolate isn't an essential, and even during gifting seasons, there are alternatives available. There have been signs that consumers are becoming restive. The US confectioner Hershey cited this when it released its third-quarter results which blamed 'historically high cocoa prices and a challenging consumer environment' for a fall in sales (and a miss when it came to Wall Street's expectations). There is scant sign of any relief on the horizon. Predictions for the year ahead are not rosy when it comes to the availability of cocoa, and thus its price. So volatile has the futures market become that even hedge funds, which make bets on the financial and commodity markets, have started to fight shy. As the news agency Reuters explained: 'In the middle of last year, hedge funds – a class of investors that use privately pooled money to make speculative bets – started pulling back from trading cocoa futures because price swings in the market were raising their cost of trading and making it harder to make profits.' One cannot ignore the malign impact of climate change in all this, something that is increasingly viewed with concern by chocolate makers. Mondelez, a US multinational with an enviable portfolio of much-loved consumer brands including Cadbury, has an initiative called 'Cocoa Life'. 'If the cocoa sector doesn't take action, current cocoa-producing regions may no longer be viable in the future as a result of climate change,' it warns. The company has also been active in seeking to encourage more farmers to grow the crop. It has skin in the game here, but its point is well-made. Own-label produce is, as ever, considerably cheaper than brands, which are particularly prevalent in this sector. A 200g bar from Sainsbury's will set you back £2.50. You would need to spend £2.75 to buy 180g of Cadbury's Dairy Milk. It isn't inconceivable that chocolate goes from an affordable sweet treat to a luxury item. Some would argue that we're already there. It is a bitter pill to swallow for those who love the stuff. If you are planning to stomach the price rises to buy your loved one a Valentine's gift or an Easter egg, you might have little choice but to give it up for Lent.
