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IMPACT
REPORT
PUBLISHED SEPTEMBER 2024
Sip Boston Pizza
TABLE OF CONTENTS
TABLE OF
CONTENTS
1. INTRODUCTION
A. A Message From Our President
B. About Boston Pizza 6
¢ Throughout The Years
¢ Our Restaurant Locations
C. Impact at a Glance 9
D. Governance Structure 10
2.PEQPLE Sn
A. We're Big on People 12
B. Community Giving and Philanthropy 13
¢ Foundation History
¢ Franchisee Spotlight
¢ Looking After Local
C. Working at Boston Pizza 16
D. Employee Development & Training 17
E. Employee Wellness at BPI 20
F. Diversity, Equity and Inclusion 2!
3.PLANE. =e
A. Reducing Our Impact on the Environment 23
B. Green Design & Construction 24
C. Packaging & Materials 25
D. Managing Our Waste 26
A. Serving up Quality Food
B. Responsible Food Sourcing
C. Improving Choice, Nutrition
& Transparency
D. Food Safety
THANK YOU
28
29
31
32
33
© PEOPLE | A: WE'RE BIG ON PEOPLE
WE’RE BIG ON
PEOPLE | BostonPizza_0 |
Our greatest asset is our people. From our dedicated
franchisees to our hard-working staff, they are the
foundation of Boston Pizza, greeting you with a smile
and ensuring a memorable dining experience. We’re
committed to supporting them and fostering our team
through employee development and training, creating
a purposeful and inclusive culture, and prioritizing
their overall well-being.
Having a strong team is how we deliver exceptional
service to our guests. Our guests are the heart of our
business, bringing people together over great food for
shared occasions, and being there when you need us
most.
We understand that when people unite, that’s when
life’s best moments happen.
© PEOPLE | B: COMMUNITY GIVING AND PHILANTHROPY
COMMUNITY
GIVING &
PHILANTHROPY | BostonPizza_1 |
Boston Pizza restaurants do more than serve great
food, we also serve the community. Being in hundreds
of locations across the country gives us the unique
opportunity to make a difference across the country in
all of the communities we’re in. Giving back has always
been integral to our business model, going back to the
beginning when Boston Pizza restaurants sponsored
local hockey teams, and it’s evolved so much since
then. We have a strong passion for community that is
only growing stronger.
THE HISTORY OF THE
BOSTON PIZZA FOUNDATION
For over 30 years, the Boston Pizza Foundation has
strengthened and improved Canadian communities by
supporting a variety of causes through partnerships.
Through initiatives like our Valentine’s Day Paper
Hearts and Heart-Shaped Pizzas, Kids Cards, and the
Boston Pizza Foundation Invitational Golf Tournament,
we've raised and donated close to $40 million to
charities across Canada and beyond.
Throughout our history, we’ve partnered with | BostonPizza_2 |
various national charities, including Big Brothers Big
Sisters, Heart & Stroke Foundation, Juvenile Diabetes
Research Foundation, Kids Help Phone, and Rick
Hansen Foundation. In 2014, we launched the Future
Prospects program, with a focus on youth mentorship.
As part of the Future Prospects program, we partnered
with Live Different at the national level to inspire
kids across the country to live a life of compassion
and kindness. Throughout our partnership with Live | BostonPizza_3 |
Different, we organized several volunteer-funded
trips to the Dominican Republic. During these trips,
employees from both our restaurants and corporate
offices pitched in to construct homes and schools.
These trips not only strengthened our team bonds but
also facilitated personal development by encouraging
individuals to step out of their comfort zones and forge
meaningful connections. Unfortunately, these trips
were suspended due to the disruptions caused by the
COVID-I9 pandemic. Though the trips have ended,
during 2022 and 2023, we maintained an exclusive
partnership with with Live Different to actively
contribute to their goal of inspiring and involving young
people in acts of compassion and kindness.
While we’re proud of the impact made through
Future Prospects, we’ve shifted the Foundation’s
focus to honour our franchisees’ passion for their local
communities, through our new Looking After Local
Program.
© PEOPLE COMMUNITY GIVING AND PHILANTHROPY
| FRANCHISEE SPOTLIGHT | BostonPizza_4 |
Franchise owner Andy Staffen hosts an annual golf
tournament, directing funds through the Boston Pizza
Foundation to the Wendat Community Program, a
charitable corporation serving both seniors with care
needs and adults with mental health needs. In 2023,
the tournament raised $64,000 for Wendat Community
Programs, supplemented by additional funds from the
Valentine’s Day Heart Shaped Pizza and Paper Hearts
program.
5
Franchise owners Alexis and Bill Beaton made a
donation to the Sick Children Foundation, specifically
allocated to The Ewings Cancer Foundation of Canada
Endowment in honour of Oliver Smith for his Ollie Bot
Project. As part of the Valentine’s Day initiative, they
matched funds through the Boston Pizza Foundation
for a total donation of $6,142.
mane ___ Ole. Bot? —___ | 3500.00
Thefonol VLE
«Feat: Gandusarite on: BP chiligoniahe~ ——_ | BostonPizza_5 |
The Enright Group, based in Winnipeg, Manitoba,
epitomizes community engagement, participating in
many local fundraisers and golf tournaments each
year. In 2023, with an annual donation just shy of
$100,000, this group donated to numerous charities
in their community, including a $10,000 donation to
Movement Centre of Manitoba, a $10,000 to Manitoba
Theatre for Young People, and a substantial multi-
year commitment in support of Children’s Hospital
Foundation of Manitoba.
© PEOPLE | B: COMMUNITY GIVING AND PHILANTHROPY
| LOOKING AFTER LOCAL | BostonPizza_6 |
At Boston Pizza, we look after our local communities.
It’s who we are. That’s why we are excited to announce
our new Looking After Local Program, designed to
ensure each of our locations can support the needs of
their immediate neighbourhoods and ensure all funds
they raise stay in the local communities they serve.
This program comes as a response to feedback from
both our guests and our dedicated franchisees who
expressed the desire to contribute more to their local
communities, exactly when and how they need it most. | BostonPizza_7 |
Moving forward, all funds from the Valentine’s
Day Heart Shaped Pizza, Paper Hearts, and Kids
Cards promotions will be donated to local charities
of each restaurant’s choice through the Boston
Pizza Foundation. All restaurants are encouraged to
continue supporting their communities throughout the
year with other fundraising events and sponsorships.
From backing local sports teams to hosting a trivia
night fundraiser, Boston Pizza is here to lend a helping
hand. Together, let's make a meaningful difference in
our own backyard.
© PEOPLE | C: WORKING AT BOSTON PIZZA
WORKING AT
BOSTON PIZZA | BostonPizza_8 |
Our dedicated franchisees employ over 20,000
employees across Canada and offer opportunities
for both part-time roles and long-term career paths.
Regardless of their journey within the company or
restaurant, employees can find an inclusive and
welcoming environment. We’re dedicated to fostering a
workplace where employees feel a sense of belonging.
Together, we form a great team and recognize our
success lies in collaboration.
We're always looking for great individuals to join our
team. Come find out for yourself why Boston Pizza is
such an amazing place to work.
Check out https://careers.bostonpizza.ca/en for both
restaurant and corporate openings, or apply directly at
your local Boston Pizza.
| ONE OF THE BEST
We’re one of the best places to work, but don’t just
take our word for it! We’ve got the proof to back it up. | BostonPizza_9 |
BPI has been recognized as a Platinum Club
member of Canada’s Best Managed Companies for 30
consecutive years and is one of Canada’s top fifty great
places to work among medium-sized organizations,
with special call-outs for Best Workplaces for Women,
Most Trusted Executives and Mental Wellbeing.
We've also been a Franchisees’ Choice Designation
winner for seven consecutive years.
“BEST
2 MANAGED
5 COMPANIES
Platinum member
Recognized as a Platinum Club member of
Canada’s Best Managed Companies for 30
consecutive years
Best .
Workplaces
CANADA
One of Canada’s top 30 Great Places To
Work among medium-sized organizations
Canadian
Franchise
Association’
2024
FRANCHISEES’
CHOICE
A Franchisees’ Choice Designation
winner for seven consecutive years
© PEOPLE | D: EMPLOYEE DEVELOPMENT & TRAINING
EMPLOYEE
DEVELOPMENT
& TRAINING | BostonPizza_10 |
At Boston Pizza, we recognize our employees are
central to our success. That’s why we offer a range
of education and training opportunities to support
our team members on their journey. From on-the-
job training in restaurants to corporate professional
development programs and_ formal education
resources, Boston Pizza is here every step of the way.
| IN OUR CORPORATE OFFICES
Our corporate teams are located across the country,
just like our restaurants. We have two corporate
offices in Mississauga, Ontario, and Richmond,
British Columbia, but do our best to provide the same
experience for our entire team, regardless of where
they’re located. We’re building out our online learning
platform for corporate-specific courses as well as the
great content available to our restaurant staff, outlining
things like ingredients and menu items. | BostonPizza_11 |
We believe in personal and professional development,
and in order to facilitate that we have yearly reviews
for each employee, including bi-annual check-ins to
make sure everyone is set up for success. We offer
an education fund for team members to participate in
further education, and we ask all employees to work
with their respective Manager to complete individual
development plans to develop skills and advance their
career aspirations.
| IN OUR RESTAURANTS
While BPI does not directly manage in-restaurant
employees due to our franchise model, we have
required training for all team members and offer
guidance and resources for staff to ensure a consistent
brand experience.
THE BOSTON PIZZA
ORIENTATION PROGRAM
The restaurant orientation program lays the groundwork
for employees beginning their journey with us. It’s their
first encounter with Boston Pizza, and we want to make | BostonPizza_12 |
it a great one. Through the Boston Pizza Orientation
Program, we introduce new team members to our history,
culture, their local BP, and their role and responsibilities, to
set them up for success.
THE ON-THE-JOB
TRAINING PROGRAM
Once new employees are all set up, the training begins. Our
approach to training is slow and steady to ensure employees
feel confident about their new role. To start, we offer a
training lesson document that goes over multiple exercises
in a Tell, Show, Do and Review format. Then, each employee
completes a 3-4 day structured on-the-job training.
Here’s an example of what a training session is like:
( TELL: Explain table maintenance (how to
use a tray, table setting, etc.)
2 SHOW: Demonstrate and explain why
3 DO: Trainee to practice and receive
feedback
© PEOPLE | D: EMPLOYEE DEVELOPMENT & TRAINING | BostonPizza_13 |
Leadership is essential to any team, and at Boston Pizza,
we prioritize the development of our leaders. Through our
Foundations of Leadership program, we emphasize four
key pillars: coaching, building connections, impacting
profitability, and task focus. These pillars empower our
team members to lead with confidence and help achieve
their goals.
Our Four Pillars of Leadership are:
COACHING
Coaching tips explain how managers can
effectively coach and support their team
members.
BUILDING CONNECTIONS
Connection tips help managers look
for opportunities to build and develop
connections with guests, team members,
and the community.
IMPACTING PROFIT
Profitability Impact tips discuss how
managers can enhance restaurant
profitability through good business
practices and effective operating protocols.
TASK FOCUS
Task Focus tips explain the different
processes and tasks managers can use to
run a successful shift and support their
team members.
f -|- | BostonPizza_14 |
Hospitality is our secret sauce at Boston Pizza. Every
member of our team is equipped with the skills to create
unforgettable experiences for our guests. Our Foundations
of Hospitality program focuses on the most important
elements of the service experience, allowing restaurant
teams to deliver on what matters most to guests and keep
them coming back for more.
The Foundations of Hospitality consists of:
I) BIG HELLOS & BIG GOODBYES
ALWAYS BE SMILING
SITUATIONAL SERVING
WORKING WITH PURPOSE
PERFECT FOOD EVERY TIME
© PEOPLE | D: EMPLOYEE DEVELOPMENT & TRAINING
BP LEARNING
Forgot your username?
Forgot your password?
Username
Password
English Frangais
There’s always something new to learn, especially
in the restaurant industry. That’s why we have BP
Learning, an online platform that helps restaurant
staff stay up to date on new promotions, menu items,
policies, and food safety. In 2023, BP team members
completed over 50,000 hours of E-learning. | BostonPizza_15 |
In 2024, we’re excited to expand our course offering to
include corporate staff, providing tailored courses to
meet their specific needs.
We want to set our employees up for success
inside the restaurant, as well as out. To show our
commitment to our team members, we’re proud to
offer the BPI Scholarship Program. This scholarship
aims to promote post-secondary education for team
members by providing financial assistance in obtaining
a university degree, college diploma, or certificate.
We want to empower our employees to pursue their
academic aspirations and achieve both personal and
professional growth.
Since its inception in 2007, we have awarded almost
600 scholarships across the country.
SCHOLARSHIPS
AWARDED
NATIONALLY
DIVIDED UP BY REGIONS BASED ON
THE NUMBER OF RESTAURANTS:
EAST WEST QUEBEC
FOR UNIVERSITY, COLLEGE, OR VOCATIONAL
STUDIES, TENABLE FOR ONE ACADEMIC YEAR,
FOR FULL-TIME STUDIES LEADING TO A DEGREE,
ASSOCIATE DEGREE, DIPLOMA, OR CERTIFICATE | BostonPizza_16 |
© PEOPLE | E: EMPLOYEE WELLNESS AT BOSTON PIZZA | NATIONAL
my EMPLOYEE
WELLNESS AT
BOSTON PIZZA
| INTERNATIONAL
We understand the benefits and policies that we
provide for our employees play a big part in attracting
and retaining talent. From benefits like a hybrid working
model at BPI promoting a healthy work-life balance,
to maternity/paternity leave and personal days for
corporate and restaurant employees.
We have also recently transitioned to an industry-
leading service provider for our Employee Assistance
Program, offering unlimited mental health counseling
services while providing strong resources for financial,
physical and emotional wellness. We make sure that
the entire BPI team is looked after.
TOUBP!
© PEOPLE | F: DIVERSITY, EQUITY AND INCLUSION
DIVERSITY,
EQUITY AND
INCLUSION | BostonPizza_17 |
At Boston Pizza we value a diverse workforce
reflective of Canada’s modern mosaic -_ it’s what
makes us stronger. We’re committed to fostering an
inclusive, healthy, and respectful work environment
that’s free from discrimination, bullying, harassment,
and violence. All employees in both our restaurants
and our corporate offices share the responsibility of
ensuring that our workplace is a safe and welcoming
place to work.
Our franchisees are proud to partner with Indigenous
Link to strengthen relationships with Indigenous
communities across Canada and increase diversity in
our talent pool and our teams.
Our corporate employment equity policy upholds
and promotes employment opportunities regardless
of race, ancestry, place of origin, colour, ethnic origin,
citizenship, creed, sex or sexual orientation, age,
marital status, family status, or physical or mental
disability.
Some highlights of our DEI training over the past year
at BPI:
Chantal Fraser from Empowered Path | BostonPizza_18 |
Inc. supported an education session on
National Indigenous Peoples Day 2023 for
BPI staff
Homewood Health led Mental Health 2023
training sessions for BPI staff
Ongoing education through monthly HR
newsletter recognizing monthly days of
significance
Quarterly BPI All Staff Webcasts
highlighting commemorative days and
activities
As a leading franchisor in the Canadian restaurant
industry, we recognize the important role we have in
ensuring that our operations and the supply chains that
support them adhere to the highest ethical standards,
including the prevention and identification of forced
labour and child labour in our supply chain. In 2024,
we published our first annual anti-slavery report which
can be found on our website, here.
r4|
€) PLANET | A: REDUCING OUR IMPACT ON THE ENVIRONMENT
REDUCING OUR
IMPACT ON THE
ENVIRONMENT | BostonPizza_19 |
We know we share lots of good times at Boston Pizza,
and we also share the planet we call home. Just as we
prioritize the well-being of our guests, we are equally
committed to caring for the environment to ensure
its preservation for generations to come. The planet
not only sustains us but also plays a vital role in the
creation of the delicious food we serve.
That’s why we are committed to reducing our
environmental footprint and exploring innovative
solutions to industry-wide challenges. From packaging
and waste to restaurant design, we’re excited to share
with you the improvements we’ve been making. We all
have a role to play in a bright and more sustainable
future.
€) PLANET | B: GREEN DESIGN & CONSTRUCTION
| GREEN DESIGN &
CONSTRUCTION | BostonPizza_20 |
The vibe at our restaurants is always electric, but it’s
especially so at a particular location on the East Coast.
We are thrilled to be in the design phase of our new fully
electric restaurant in Newfoundland, a project that we
hope is the first of many. This restaurant won’t use any
fossil fuels and will leverage energy from renewable
sources like hydro, wind, and solar.
Locations across the country are adopting green
designs and more efficient equipment. Boston Pizza
restaurants use induction cooktops, 84% more efficient
than other cooking methods. New construction builds
and renovations present a significant opportunity to
reduce our environmental footprint with more energy
efficient options.* We hope to inspire our independent
franchises to incorporate many of these technologies,
as they offer long-term cost savings in terms of both
dollar - and planet!
HA | BostonPizza_21 |
*Most locations are independently owned and operated, so while Boston Pizza International can offer guidance, it cannot mandate upgrades. 94
€) PLANET | C: PACKAGING & MATERIALS
THE BREAKDOWN
PACKAGING & |
MATERIALS
13% OF PACKAGING IS
0 RECYCLABLE*
While the environment in a Boston Pizza is like no
other, sometimes you just want to be in the comfort A OF PACKAGING IS
of your own home with some takeout. Takeout is so 0 REUSABLE*
loved at our restaurants that it even helped us hit
record sales last year. Because of this, it’s extremely 8% OF PACKAGING IS
important to us to make sure we’re making takeout 0 BIODEGRADABLE*
more environmentally friendly. We’ve made strides
by prioritizing recyclable packaging and _ finding 0/ OF PACKAGING IS
opportunities to consolidate food packaging. | i % COMPOSTABLE*
*Subject to change based on market conditions (e.g., market demand and government mandates). 25
€) PLANET | D: MANAGING OUR WASTE
MANAGING
OUR WASTE | BostonPizza_22 |
We're exploring ways to minimize waste. While waste
management decisions are primarily handled at the
restaurant level and aren’t mandated by BPI, they are
highly encouraged. Through forecasting, historical food
sales data, and kitchen management we’re increasing
our efforts to track and mitigate waste.
| PARTNERSHIP WITH ECODINE
Making the meals our guests love most requires
a lot of cooking oil which can be wasteful. That’s
why we’ve partnered with EcoDine to limit our waste
and repurpose cooking oil. EcoDine collects the
used oil from some of our Alberta locations and
transforms it into valuable products, ensuring zero
waste. EcoDine has successfully developed refined
products in the renewable energy sector, specifically
biofuels, contributing to the sustainability of Alberta’s
agriculture. This collaboration benefits the entire food
chain and supply, and we’re looking forward to finding
more innovative partnerships to help mitigate industry
challenges. | BostonPizza_23 |
(4) FOOD | A: SERVING UP QUALITY FOOD
SERVING UP
QUALITY FOOD
We wouldn’t keep our guests coming back for more
if we didn’t have great food. Whether it’s our famous
pizza or pasta, our guests are in for a good time with
the flavours to match. Although we’re all about fun, we
take food very seriously, which is why we serve quality
products that are always up to standard. We want our
guests to feel good around the table with food choices
that suit their dietary needs and taste. We also want
our guests to know more about their food, which is
why we’re working to provide more transparency about
where our products come from.
(4) FOOD | B: RESPONSIBLE FOOD SOURCING
RESPONSIBLE
FOOD SOURCING | BostonPizza_24 |
We believe some of the best food is grown right at
home. That’s why we choose to source a lot of our
products locally, throughout Canada, which in turn
supports the local Canadian economy. We’re committed
to sourcing only the highest quality ingredients, so our
guests can have confidence in what we're serving. To
do so we make sure that we’re getting ingredients from
trusted suppliers that have third-party certifications
for responsible sourcing and animal welfare, such as
Maple Leaf Foods and Olymel.
0e2e
“(ip
We’re also continuing to improve our reporting
requirements with suppliers through our Supplier
Code of Conduct. In doing so, we'll be able to track and
communicate their progress and identify ways we can
support them in their ongoing improvement.
| ANIMAL WELFARE | BostonPizza_25 |
We do our part to ensure the welfare of animals in our
supply chain. We work with our suppliers to support
their compliance with the Five Freedoms of Animal
Welfare and many hold third-party endorsements such
as the Global Animal Partnerships (GAP) certification.
We'll continue to encourage and support our suppliers
to uphold the highest standards of animal welfare.
ANIMAL
WELFARE
CERTIFIED
CertifiedGAP.org
: RESPONSIBLE FOOD SOURCING
| KEY INGREDIENT TRACEABILITY
All of our key ingredients can be traced back to their
original sources. They each have their own story of
how they came to be on the plates we serve.
FLOUR
Our flour has always been harvested from the golden fields
of the Canadian prairies and is ranked amongst the best
wheat flour in the world. Every day our flour is hand-pressed
in-restaurant into fresh pizza dough. | BostonPizza_26 |
Our pizza sauce is made with special vine-ripened tomatoes
grown under the Californian sun and carefully transported to
their Canadian facilities to be hand-made into our delicious
marinara sauce.
Our pizza mozzarella is a Canadian cheese from Canadian
dairy farmers.
We proudly serve burgers and steak made with 100%
Canadian beef.
30
(1) INTRODUCTION | A: A MESSAGE FROM OUR PRESIDENT
A MESSAGE FROM
OUR PRESIDENT | BostonPizza_27 |
For as long as | can remember, Boston Pizza has held
a special place in my life. Growing up in small towns
in British Columbia, Boston Pizza was more than
a restaurant - it was a community hub that hosted
everything from family meals to team celebrations,
quiet date nights to rowdy game nights. BP was always
the place to be for great food and drinks, and time
to socialize. It was in those small towns that | first
appreciated the unique brand of Canadian hospitality
that makes Boston Pizza restaurants so welcoming
for such a wide variety of guests and occasions. Come
as you are and pull up a chair because there’s always
plenty to go around at BP. | BostonPizza_28 |
It is this everyday difference we can make in people’s
lives that has always been our focus. We choose to
make our biggest impact for good on people — those
we serve and those we employ. But we do so ona
firm foundation of good and responsible Corporate
Citizenship with regards to the food we serve and the
planet we share. Said another way, at Boston Pizza
we believe it isn’t good enough for us to serve up great
food and even better social occasions, we also need to
be good neighbours in the many communities we call
home.
SERVING UP GREAT FOOD & EVEN
BETTER SOCIAL OCCASSIONS | BostonPizza_29 |
Today, there are over 365 Boston Pizza restaurants
across Canada in all ten provinces and two of the
territories and it continues to be a mainstay in
Canadians’ lives; whether you are catching the game,
enjoying a family dinner, soaking up the sun on the
patio, or grabbing takeout for dinner at home tonight,
Boston Pizza brings people together over food everyone
loves. At Boston Pizza, our purpose is to Feed The Need
To Connect. This mission comes to life everyday in a
literal sense by serving food that Canadians love and
crave - but we’re also proud to provide a space that is
carefully designed for people to connect in whatever
way they are looking for that day. In a post-pandemic
era of increasing digital interactions and life that
moves at light speed, the importance of opportunities
for human social connection has never been greater.
Boston Pizza believes in the basic human need for
social interaction and, after 60 years in business, | BostonPizza_30 |
we continue to be dedicated to being THE place that
brings Canadians together more often than any other
full-service restaurant brand in Canada. | BostonPizza_31 |
: IMPROVING CHOICE, NUTRITION AND TRANSPARENCY
Wy IMPROVING
CHOICE,
NUTRITION &
| TRANSPARENCY
It’s important to us to provide our guests with a safe
dining experience, by providing transparency around
our ingredients and allergens. All of our nutritional
information can be found on BostonPizza.com as well
as on our app. We have a highly flexible menu that
caters to personal preferences and specific dietary
needs so our guests can dine worry-free.
We're continuously adapting our menus to meet
the evolving needs of our guests. All BP restaurants
currently offer GlutenWise and some offer Halal menus.
Wealso provide calorie information on all of ourmenus
in Ontario per provincial government requirements and
the Menu Nutritional Guide is available at
Boston's Pizza Bread
Calories
Protein
Carbohydrates
Dietary Fiber
Total Sugars
Fat
Saturated Fat
Trans Fatty Acid
Cholesterol
Vitamin A - RE
Vitamin C
Calcium
Iron
Sodium
500kcal
5g
84g
3g
5g
l2g
3g
0.100g
5mg
0%
6% | BostonPizza_32 |
4%
45%
670mg
3l
(4) FOOD | D: FOOD SAFETY
FOOD
SAFETY
Not only does our food get a green light in the
delicious department, but it also upholds the highest
standards of food safety. We’ve teamed up with two
industry leaders, Steritech and Ecolab, to ensure the
safety and quality of food across our restaurants.
We also use various metrics and assessments on a
restaurant level to ensure we're delivering exceptional
quality and safety.
| STERITECH
Steritech is different from other standard industry
audits, whichis what makes it the #1 food safety, quality
assurance and customer experience management
in North America. Their highly trained staff conduct
assessments to help restaurants go above and beyond.
| ECOLAB
Boston Pizza partners with Ecolab, using their
industry-leading chemicals and services to help keep
our restaurants safe and clean.
| ASSESSMENTS & ALL-STARS | BostonPizza_33 |
We further support franchisees in delivering top-
notch services to our guests through the Core Brand
Standards Assessment. This assessment is conducted
regularly and evaluates all aspects of the restaurant,
including food quality and service.
To provide holistic support, we have additional
training, assessments and check-ins which we use to
compile a national ranking, the National Service and
Standards Report (NSSR). The restaurants that rank in
the top [5 on the NSSR make up the annually awarded
All-Stars winners.
(5) THANK YOU & GLOSSARY
THANK
YOu
Thank you for taking the time to read through our
Impact Report. We’ve reached the end of the report,
but the beginning of a brand new chapter. 2023 and
2024 were hugely successful years at Boston Pizza,
thanks to so many Canadians - from guests to team
members and franchisees and everyone in between.
We're looking forward to making 2025 a year filled with
even more impact, great food and amazing times going
forward. | BostonPizza_34 |
(1) INTRODUCTION | A: A MESSAGE FROM OUR PRESIDENT
| THE POWER OF LOCAL
Boston Pizza may be Canada’s largest casual dining
brand, but our power lies in our locally owned and
Operated restaurants. Beyond our one corporately
owned location, all other Boston Pizza restaurants in
Canada are independently owned by local franchisees.
From the very first Boston Pizza franchisee (Jim
Treliving in 1968 who went on to buy the franchisor,
Boston Pizza International in 1983 and still owns the
company today) to our network of over 365 restaurants,
we are dedicated to growing through local franchisee
partners. This structure has allowed Boston Pizza to
serve more communities and more guests than any
other full-service restaurant brand in Canada, while
also creating successful independent business owners
leading local operating teams in BP restaurants from
coast-to-coast-to-coast.
| BEING A GOOD NEIGHBOUR | BostonPizza_35 |
Our commitment to the communities we serve
has been a cornerstone of our brand from the very
beginning in 1964; hosting fundraisers, sponsoring
local sports teams and donating food in times of need.
Since 1990, we’ve formalized this commitment through
the Boston Pizza Foundation, raising and donating
almost $40 million over that time to hundreds of
local and national charity partners. Looking ahead,
we're excited to double down on our commitment to
communities through our Looking After Local program
which will ensure 100% of funds raised remains in the
local community to benefit the charities chosen by
each restaurant team themselves. | BostonPizza_36 |
While we cherish our rich history, we know the
importance of planning for the future. We are committed
to upholding integrity in everything we do - whether
it’s supporting the communities we serve, looking
after our shared planet, or delivering quality food our
guests love. We invite you to join us in reflecting on
the impact we’ve made and the future we aspire to
achieve. Together, let’s embrace the journey for Boston
Pizza ahead.
Thank you,
Jordan Holm,
President of Boston Pizza International
(1) INTRODUCTION | B: ABOUT BOSTON PIZZA
ABOUT
BOSTON PIZZA | BostonPizza_37 |
In 1964, Boston Pizza welcomed our first guests in
Edmonton, Alberta, offering a family-friendly casual
dining restaurant experience. Boston Pizza has evolved
over the years, adding even more experiences under
the same roof including our sports bar, patio, and
takeout. No matter the occasions that bring our guests
in, they can always find delicious, quality food and a
sense of community. We’re the place where everyone
can come in and feel welcomed even if you’re cheering
for opposite teams. | BostonPizza_38 |
Every year, we proudly serve over 40 million guests
across our expansive network of more than 365
locations throughout Canada. We’re a Canadian-owned
company with independent franchisees who own and
operate their restaurants. We’ve grown a lot over the
years, and currently employ around 20,000 people
in our corporate offices and restaurants. Our growth
extends beyond expansion. We are continuously
evolving, particularly in our commitment to making a
positive impact. As a company, we strive to do what’s
right, exploring ways we can make a difference in the
products we serve, the people we help, and the planet
we Call home.
| THROUGHOUT THE YEARS
From humble beginnings to becoming the largest
casual dining restaurant in Canada, Boston Pizza has
seen a lot of change, and we’ve made a lot of impact.
We’re inviting you to take a look at where we’ve been
so you can get an idea of where we are going.
1968 | The first franchise is opened by Jim | BostonPizza_39 |
Greek immigrant Gus Agioritis opens
Boston Pizza and Spaghetti House.
Treliving in Penticton BC.
‘i983 im Jim Treliving & George Melville purchase
Boston Pizza International.
Boston Pizza sponsors Expo ‘86 in
1986 me
Vancouver, garnering Canada-wide
attention.
Boston Pizza expands eastward with the
first location in Ontario.
Boston Pizza Foundation is created.
Heart-shaped pizza promotion begins.
Boston Pizza is recognized as one of
Canada’s Best Managed companies.
Boston Pizza expands into the U.S.
Boston Pizza expands into Mexico.
2008 a BP Kids Cards promotion begins.
(1) INTRODUCTION | B: ABOUT BOSTON PIZZA
y- |__| Launch of the Local Community
ee Program.
Foundation rebrands to the Boston Pizza
]__| Foundation Future Prospects focusing on
GMa supporting role modeling and mentoring
programs for youth.
Peg | 25th Annual Valentine’s Day Heart-
letetoes oi Shaped Pizza Promotion.
Over a nine-year span, | BostonPizza_40 |
Boston Pizza Foundation engaged with
Live Different to help build 30 homes
and | restaurant (social enterprise) in
struggling communities in the Dominican
Republic thanks to hundreds of
volunteers, comprised of Boston Pizza
employees and a dedicated number of
| supplier partners.
"§ | Boston Pizza Foundation celebrates 30
i years of giving back.
28th Annual Boston Pizza Foundation
Invitational. This charity golf tournament
has raised over $18 million, thanks
: | in large part to our valued supplier
: | community.
2 | ‘. Valentine’s Day Program celebrates its
~— : | 30th anniversary of selling Paper Hearts.
Over $3.7 million has been raised and
donated through the Local Community
Program, supporting more than 1,200
| local charities across Canada.
| Boston Pizza International is recognized
: | as one of Canada’s best managed
: | companies for the 30th consecutive year.
| Boston Pizza celebrates its 6Oth
anniversary.
(1) INTRODUCTION | B: ABOUT BOSTON PIZZA | BostonPizza_41 |
| OUR RESTAURANT LOCATIONS
Thanks to our dedicated franchisees, we've
established more than 365 independently owned
restaurant locations nationwide. We take a lot of pride
in being so deeply woven into the lives of so many
Canadians. Let’s toast to being coast-to-coast-to-
coast!
To find the Boston Pizza closest to you check out
(1) INTRODUCTION | C: IMPACT AT A GLANCE
IMPACT AT
A GLANCE
We’re committed to serving quality food our guests
can trust, actively engaging with our communities, and
reducing our impact on the environment. It’s not just
about business; it’s about doing what’s right. Check
out the strides we made in 2023.
ETHIS YEAR, WE'VE: Continued t to work on n reducing our
Raised and donated $1,180,000 for reviewing our take- -out and
communities across the country. delivery packaging.
Supported hundreds of charities Started a on our first-ever
in eonmiunities across Canada, ectric restaurant.
We welcomed the next evolution of | BostonPizza_42 |
our foundation, which will focus on
supporting charities in the communities
we serve throueh our LOOKIE
After Li rogram. 100% of
proceeds raised i in BP r restaurants will
be donated back to local charities of the
restaurants’ choices.
Served 1OO”% Canadian beef,
mozzarella, and wheat.
(1) INTRODUCTION | D: GOVERNANCE STRUCTUR
§) GOVERNANCE
STRUCTURE
In 1983, Jim Treliving and George Melville purchased
Boston Pizza International Inc. (BPI) along with its
chain of 44 restaurants. Soon after, the franchisee
model was adopted for the restaurants, and Boston
Pizza was set on a path of sustainable growth across
Canada.
In other words, the local Boston Pizza you know
and love is independently owned and operated by
passionate franchise owners from your very own
community. | BostonPizza_43 |
BPI and its subsidiaries continue to operate as the
corporate entity and franchisor of the Boston Pizza
brand, responsible for overseeing brand _ identity,
marketing materials, menu items, development, and
providing operational guidance and support to our
franchise network.
Cheryl Treliving, the daughter of Jim Treliving,
grew up immersed in the Boston Pizza business. She
is now the CEO of Treliving Private Investments Ltd.
and works closely with the executive team to support
BPI. Additionally, Cheryl has played a vital role as the
Executive Director of the Boston Pizza Foundation, and
will continue to be involved as the foundation evolves
this year. | BostonPizza_44 |
Separately, sits the Boston Pizza Royalties Income
Fund (Fund), which owns the Boston Pizza trademarks
and licenses them to BPI in exchange for receiving a
royalty on sales made by Boston Pizza restaurants. The
Fund is managed by an experienced board of trustees
whose focus is on maintaining brand equity value and
upholding a high standard of corporate governance. | BostonPizza_45 |
The Trustees of the Boston Pizza Royalties Income
Fund (BPRIF) have extensive experience and provide
strong governance. Led by Marc Guay, former President
of PepsiCo Foods Canada and current board member
of Metro Inc., the BPRIF board includes Paulina
Hiebert, Vice-Chair of the Alberta Credit Union Deposit
Guarantee Corporation, who also serves on the Board
of Governors of Trez Capital, and Shelley Williams, a
Chartered Professional Accountant who currently
serves on the board of the Bank of Canada and
several other organizations. Their collective and deep
experience provides robust independent oversight
from a governance perspective for BPRIF. The Fund is
publicly traded on the TSX under the symbol BPF.UN.
See HERE for more information on the Fund. | BostonPizza_46 |
DEL'VERY
Campbells
Cautionary note
This report contains information about our sustainability and social impact goals,
targets, initiatives, commitments, and activities. Unless otherwise noted, this report
covers initiatives and performance metrics associated with our operations for our
2023 fiscal year, spanning August 1, 2022 through July 30, 2023. Sovos Brands, Inc.,
which we acquired on March 12, 2024, is not included in the contents of this report.
These efforts involve certain risks and uncertainties, such as changes in our business
(i.e. acquisitions, divestitures, or new manufacturing or distribution locations), | Campbells_0 |
the standards by which achievement is measured, the assumptions underlying a
particular goal, and our ability to accurately report particular information. Actual
results could differ materially from our stated goals or the results we expect.
Changing circumstances, including evolving expectations for sustainability and
social impact generally, or to specific focus areas or changes in standards or the
way progress or achievement is measured, may lead to adjustments in, or the
discontinuation of, our pursuit of, certain goals, commitments or initiatives.
This report does not include details on our financial performance. Details on | Campbells_1 |
our financial performance can be found in the investor relations section of our
website and in our public filings available through the U.S. Securities and Exchange
Commission (SEC). This report may use certain terms that certain third-party
entities refer to as “material” in connection with certain sustainability and social
impact matters. Used in this context, this term is distinct from, and should not be
confused with, the terms “material” and “materiality” as defined by, or construed
in accordance with, securities or other laws and regulations. Matters considered
Introduction Our food Supply chain Environment Our people Community
material for purposes of this report may not be considered material in the context of
our financial statements, reports with the SEC, or our other public statements, and
the inclusion of information in this report is not an indication that such information
is necessarily material to us in those contexts. | Campbells_2 |
This report has been prepared with reference to the Global Reporting Initiative
(GRI) Standards. We have also aligned this report to the general principles of the
Sustainability Accounting Standards Board (SASB) for food and beverage companies
and have prepared a limited Task Force on Climate-related Financial Disclosure (TCFD)
Index. Our GRI Content Index, and SASB and TCFD disclosures are available in the
appendix of this report and on our website. We have engaged with Apex Companies,
LLC to provide limited assurance in relation to specific fiscal 2023 environmental data.
Details on our limited assurance activities are available on our website. | Campbells_3 |
This report includes forward-looking statements within the meaning of the Private
Securities Litigation Reform Act of 1995, including statements regarding our
sustainability and social impact goals, targets, initiatives, commitments, and activities
as well as our future operations and long-term strategy. These forward-looking
statements rely on a number of assumptions and estimates that could be inaccurate
and which are subject to risks and uncertainties. The factors that could cause our
actual results to vary materially from those anticipated or expressed in any forward-
looking statement include impacts of factors described in our most recent annual
report on Form 10-K and subsequent SEC filings. We disclaim any obligation or intent
to update the forward-looking statements in order to reflect events or circumstances
after the date of this report.
Governance
Appendix
c ’
Campbells Introduction Our food Supply chain Environment Our people Community Governance Appendix | Campbells_4 |
We make delicious, wholesome, accessible food consumers
love—made with quality ingredients they can trust.
Nutritious, whole food ingredients, plant-based alternatives, In this section
and leading edge, trending flavors that delight consumers ) ;
drive our portfolio. 4 12 // Food safety and quality
Our food
13 // Health and nutrition
15 // Product innovation
17 // Animal welfare
—
Campbells
Introduction Our food Supply chain Environment
Our people Community Governance Appendix
gO Trusted Food
Food safety
and quality
Fiscal 2023 highlights
All owned manufacturing sites were
audited against the GFSI standard
and certified
Product taste testing expanded
to manufacturing sites to further
ensure quality
Zero product recalls | Campbells_5 |
Food safety and quality are top priorities. We rigorously assess our operations,
ingredients, and products according to standards set by the Global Food Safety
Initiative (GFSI), a consortium of food safety experts working to harmonize
industry standards. We ensure product quality through online and visual
inspections, and taste testing.
Food safety
Our team takes a proactive approach to food safety and quality through our
comprehensive Quality Management System (QMS). The QMS represents our
collective policies and procedures, which help ensure that our products are safe,
of high quality, and deliver on consumer expectations. This year, we took steps to
enhance the digitization of our QMS, enabling automation, real-time dashboards, and
reporting tools that have improved our efficiency, effectiveness, and decision making. | Campbells_6 |
Our team has expertise across many disciplines, including sanitation, microbiology,
toxicology, and chemistry. Our broad expertise and ability to conduct testing in-
house supports quicker problem solving and innovation. Our testing labs also assess
ingredients and packaging from suppliers to ensure their facilities and ingredients
meet our high standards.
All of our manufacturing sites are certified and audited against the GFSI standard.
Additionally, 95% of our ingredient suppliers are GFSI certified. In fiscal 2023, we
issued zero product recalls. | Campbells_7 |
Beyond the work we do internally and with suppliers, we engage with external
academic, regulatory, and industry groups to exchange best practices in food
safety. We are members of the Food Allergy Research and Resource Program, the
Association for Sustainable Food Safety, the Institute for the Advancement of Food
and Nutrition Sciences, the Cornell Institute for Food System’s Industry Partnership
Program, and other industry benchmarking programs.
Quality
Our team ensures that our products meet high standards. Inspections are completed
by our Quality, R&D, and Sensory teams for appearance, taste, texture, and packaging
integrity. We have expanded our taste testing process to include additional sensory
assessments at the manufacturing site level prior to shipment.
Campbells. | Campbells_8 |
“Protecting consumers and our brands through
food safety and quality is the foundation of
everything we do. It begins with our behaviors
and culture. We continue to build that mindset
as we apply Campbell’s ways of working,
ensuring food safety, high product quality,
and regulatory compliance.”
Annalisa Fornarelli
Senior Vice President, Global Food Safety and Quality
Fiscal 2023 highlights
Co-ranked #1 on the Access to
Nutrition Initiative’s U.S. Index for
healthfulness of our product profile
Launched Campbell’s
Condensed Unsalted Soups
and Pacific Plant-Based Chilis
Cut added sugar in V8 Splash
beverages by 25% or more since
fiscal 2021
We work to advance health and well-being by offering nutritious options across
our portfolio and making food affordable and accessible. This includes providing
clear and transparent labeling of nutrition information, which can be found on
product labels and on our website. Learn more about our nutrition strategy on
Our nutrition metrics | Campbells_9 |
In 2022, we launched a new set of metrics to assess progress in advancing health
and well-being:
- Track our nutrition-focused offerings by reporting on the percentage of sales that
meet our strict Nutrition-Focused Foods profiling system criteria
- Measure our efforts to manage negative nutrients in all product innovation
and renovation through our Nutrition Guidelines for Product Development.
These guidelines include category-specific guidance on calories, saturated fat,
sodium, and added sugar for all products, regardless of product positioning in
the marketplace
- Quantify the affordability and accessibility of our foods by tracking the average
cost of our products and family meal recipes, and by tracking the eligibility of our
products for federal feeding programs
The nutritional profile of our product portfolio was independently measured by the | Campbells_10 |
e, anonprofit dedicated to improving the accessibility
of nutritious foods. On their U.S. Index, we were co-ranked number one for the
healthfulness of our products, weighted by sales.
Lower in
Negative Nutrients
Managing nutrients of public
rar sas health like sodi
Products that meet the criteria for Nutrition-Focused Foods cost $0.70 per He a eee
and added sugar in innovation
serving on average, compared to $0.78 per serving for our entire portfolio. and renovation
Our portfolio’
50% of our Meals and Beverages family meal recipes cost $3 or less per serving.
73% of U.S. Meals and Beverages products meet the requirements for at least one federal
nutrition program (e.g. WIC, SNAP Staple Foods, USDA Smart Snacks).
1 All metrics based on average pricing in fiscal 2023 in the U.S. and Canada.
Affordable and
Accessible
Making trusted food
affordable and
accessible for all
Nutrition metrics at work | Campbells_11 |
Our Nutrition and Health Sciences team works closely with R&D, Marketing, and others to bring our nutrition strategy to life.
ro
\v
Nutrition-focused foods
We offer options that provide positive nutrition like protein, fiber, vitamins,
minerals, fruit, vegetables, and/or whole grains and have strict limits on
negative nutrients.
- Our new line of Campbell’s Condensed Unsalted Soups-including Tomato,
Cream of Chicken, and Cream of Mushroom-allow people to customize
the flavor of their soups with seasonings of their choice.
~ Mango Peach
ANANGO AND PEACH FLAVORED BEVER
‘SSCARROT JUICE CONCENTRATE WITH OTHER
ANTIOXIDANT €
&B VITAMINS
Lower in negative nutrients
We work to manage the nutrition of all of our products with our Nutrition
Guidelines for Product Development. Our teams work together to manage
calories, saturated fat, sodium, and added sugar in all new and updated products. | Campbells_12 |
- Across our line of V8 Splash beverages, we cut added sugar by 25% or more
since fiscal 2021.
N
Affordable and accessible
agement work in Campbell’s communities,
In tandem with our community engage
able food and track metrics related to the cost
we aim to provide access to afford
and accessibility of our products (see previous page).
- Campbell’s Condensed Gluten Free Soups make it easier for families to meet
individual dietary needs and prepare one meal that everyone can enjoy.
Our recipes using these soups cost, on average, $2.30 per serving.
Fiscal 2023 highlights
Increased net sales attributable
to innovation vs. fiscal 2022 for
both divisions
Successfully launched new products
with leading edge flavors and designs
inspired by our Insights Engine
Incorporated creative input across
the organization through our Maker’s
Culture rapid prototyping design events | Campbells_13 |
Built a foresight process that identifies
macro trends that will shape our
business over the next five to ten years
We drive innovation by tapping into the creativity and talent of teams across
the company, and by embracing new processes and technologies. We leverage
agile design methodology to rapidly solve difficult technical problems and help
design delicious, wholesome, and accessible food. Our dedicated R&D teams
develop innovation that pleases consumer palates and meets other lifestyle
needs like diet, convenience, and affordability.
Innovation approach
and culture
Our approach to innovation creates value through new product development,
renovation of existing products, uncovering cost-savings and efficiency
improvements, and enhancing supply continuity. Our work is driven by collaboration
with brand teams. | Campbells_14 |
The process starts with market vision. Campbell’s Insights Engine uses artificial
intelligence to identify early trends and news that spark ideas and point to promising
areas for deep dives, research, and testing. Product development cycles are driven
by agile design principles and a “Makers Culture” of experimentation, in which
employees are encouraged to experiment with new concepts and fuel novel
product ideas.
Campbell’s Makers Culture came to life in fiscal 2023 through our Makers Hives.
These R&D-led events bring together employees from across the organization
to brainstorm new products and packaging. Our R&D team then develops
approved prototypes into real-world samples. Great ideas can receive support
from our internal Makers Fund, which helps drive further analysis, rapid iteration,
and go/no-go decisions.
R&D Innovation Excellence | Campbells_15 |
We recognize employees who develop outstanding new products with R&D
Innovation Excellence awards. These awards celebrate those who embody our value
of creativity, provide significant contributions to our innovation pipeline, and help us
live into our purpose of connecting people through food they love.
R&D Innovation Excellence
award winners
Goldfish
SNACK FACTORY.
Pulgel Crith
bites
sea salt
Azalenah Shah, Hector Maldonado,
and Kyle Filipowicz won our
2023 Grand Prize for their work on
the new Goldfish Crisps, launched in
December 2023. This team worked
tirelessly on this unique and delicious
product using existing equipment.
Mindy Woods, an R&D Technologist,
in Hanover, PA, created Snack Factory
Pretzel Crisps bites, a thin, crunchy,
and bite-sized pretzel cracker. She
combined ingredients from several
product categories to create a crisper,
sturdier pretzel. | Campbells_16 |
Alison Hastings and the product
development team brought Campbell’s
Chunky Ghost Pepper Chicken Noodle
Soup from idea to launch in just six
months by developing a new process.
FOODS ™
a
Plant-based and flavorful
Chili is a staple, loved for its heartiness and flavor. Our Pacific
plant-based chilis are certified organic and made with nutrient-dense
ingredients like chickpeas and roasted veggies. These satisfying
chilis feature 12 to 17 grams of protein and fiber in each can, as well
as delicious on-trend flavors like Fire Roasted Vegetable, White Bean
Verde, and Harvest Black Bean.
Partnerships | Campbells_17 |
Some of our most popular innovations have come through partnerships with
suppliers and other companies. Recent consumer favorites were limited-edition
Goldfish OLD BAY Seasoned Crackers, Campbell’s Chunky OLD BAY Seasoned
Clam Chowder, and Frank’s RedHot Goldfish crackers, made in collaboration with
McCormick & Company. These were so popular that we re-released the OLD BAY
Seasoned Crackers and Clam Chowder for a second season and added the Frank’s
RedHot Crackers to our everyday portfolio.
Fiscal 2023 highlights
Expanded scope of animal welfare
goals to include prepared ingredients
Converted supply chains to crate-free
pork and chicken meat raised in
improved environments | Campbells_18 |
Animal welfare is a key part of our vision for an ethical and responsible supply
chain. We, along with customers, consumers, suppliers, growers, and non-
governmental organizations, have a shared interest in meeting increased
demand for affordable food while improving animal welfare. We codified this
stance in fiscal 2012 when we released our first animal welfare policy. Since that
time, we have continuously updated our standards and practices through goal-
setting, supplier partnerships, and ongoing dialogue. For more information,
read our Animal Welfare Guidelines and Addendun
Philosophy
Our philosophy towards animal welfare is rooted in the Five Freedoms, originally
developed by the British Government’s Animal Welfare Committee. The guidelines,
to which our suppliers are expected to adhere, state that farm animals should have:
- Freedom from hunger and thirst
- Freedom from discomfort
- Freedom from pain, injury, or disease
- Freedom to express normal behavior | Campbells_19 |
- Freedom from fear and distress
We have goals that cover eggs, pork, and chicken meat. In 2022, we assessed our
goals and decided to expand the scope to include additional ingredients, including
prepared ingredients that we purchase from suppliers and use in our products. We
made this change because we believe the expanded scope better reflects the intent
of our goals and provides greater transparency to stakeholders about what’s in our
food and how it’s made. The change increases the total volume of higher-welfare
ingredients we will source directly or indirectly.
Eggs
In 2016, we committed to transition to the exclusive use of eggs
from cage-free hens by the end of calendar year 2025. At the end of
fiscal year 2023, we had reached 24%. This figure is calculated using
our expanded scope that includes prepared ingredients that we
purchase. We are working actively with our suppliers and expect to
reach 100% on time by the end of calendar year 2025.
Pork | Campbells_20 |
We apply the Ohio Livestock Care Standards regarding preferred
housing systems and social needs for pigs to our sourcing. Under
the standard, sows are kept out of group housing for specific
periods, including to protect them during insemination and prior
to confirmation of pregnancy. In fiscal 2023, we completed the
transition to gestation crate-free pork for 100% pork meat and skin
ingredients and the pork in blended meat products.
Chicken
In 2017, we aimed to move our U.S. chicken meat supply to a higher
standard of animal welfare by the end of calendar year 2024. In 2021,
we focused this goal on providing improved environments with
litter management and enrichments for 100% of our sourcing,
which we achieved in fiscal 2023. We continue to aspire over time
to the Better Chicken Commitment.
We source only “No Antibiotics Ever” (NAE) diced and
canned chicken.
Seafood | Campbells_21 |
We use a small amount of seafood in our products—primarily clams.
All our clam meat comes from Marine Stewardship Council-certified
fisheries in U.S. waters with national sourcing limits.
’ { Gan 2p OE bells Introduction Ourfood MSU) Zire Environment Our people Community Governance Appendix 18
abel iad
We know that for our business to thrive it is vital to operate
a resilient, responsible, and ethical supply chain. To achieve
this, we maintain sourcing standards, and supplier codes and
guidelines, and have processes and approaches to assess
19 // Responsible sourcing
and mitigate supply chain risks.
21 // Sustainable agriculture
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——— >
Introduction Ourfood JST Ze \ Environment
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DaAaecenranathla
Fiscal 2023 highlights
100% of priority raw materials
were traceable to country of origin | Campbells_22 |
99.9% of priority raw materials
were sourced in line with our responsible
sourcing program expectations
Our people Community Governance Appendix 19
Our Responsible Sourcing Supplier Code forms the foundation of our
responsible sourcing program. Developed through collaboration between the
Procurement, Legal, and Corporate Responsibility and Sustainability teams,
the Code outlines our expectations for suppliers to operate ethically, safely, and
sustainably. It contains specific requirements and prohibitions related to human
rights, animal welfare, environmental practices, and other topics. | Campbells_23 |
Ensuring the rights and dignity of the people who work to grow our ingredients
and produce the materials we purchase is a priority. In addition to setting forth
requirements in the Responsible Sourcing Supplier Code, our philosophy toward
the treatment of workers is stated in our Human Rights Principles and Coerced
Labor in Supply Chains Statement. These and other important documents can be
found on our website.
Risk assessment
We have identified 10 priority raw materials through a comprehensive social and
environmental risk assessment conducted in partnership with The Sustainability
Consortium. We believe careful sourcing of these materials mitigates risks to our
business and has a meaningful impact on the sustainability of our supply chain.
At a global level, issues related to these materials may include biodiversity loss,
deforestation, water quality and supply, and forced labor. | Campbells_24 |
Our Responsible Sourcing team ensures that suppliers of these materials
acknowledge our Responsible Sourcing Supplier Code and provide country of origin
information. Fiscal 2023 represented the third consecutive year in which 100% of
priority raw materials were traceable to their country of origin.
The team evaluates relevant data from the World Bank, U.S. Department of Labor,
and other sources, to assess and manage social and environmental risks inherent
in these materials. Suppliers considered high risk may be asked to complete or
share results of a social and environmental compliance audit consistent with Sedex
Members Ethical Trade Audit (SMETA).
Materials purchased from suppliers that have acknowledged Campbell’s Responsible
Sourcing Supplier Code, disclosed country of origin, and undergone a SMETA audit | Campbells_25 |
if considered high risk, are deemed to be responsibly sourced. We set a target to
source 100% of priority raw materials in line with our responsible sourcing program
expectations by 2025. At the end of fiscal 2023, we reached 99.9%.
For certain ingredients, we take additional steps. We have had a program dedicated
to sourcing palm oil that is certified by the Roundtable on Sustainable Palm Oil
(RSPO). Since 2021, we have sourced 100% RSPO-certified palm oil. | Campbells_26 |
Cheese animal welfare; climate change; water
Chicken animal welfare; climate change; water; worker rights
Chocolate biodiversity; climate change; deforestation; farmer
livelihoods; forced and/or child labor; worker rights
Palm oil biodiversity; climate change; deforestation; farmer
livelihoods; forced and/or child labor; worker rights
Paper packaging biodiversity; climate change; water
Potatoes biodiversity; climate change; pesticides; water
Tomatoes biodiversity; climate change; pesticides; water
Wheat biodiversity; climate change; pesticides; water
Almonds! biodiversity; climate change; pesticides;
pollinators; water
Cashews! biodiversity; child labor; climate change; deforestation;
farmer livelihoods; pollinators; worker rights
In 2023, we sold our Emerald Nuts business. As a result of the sale, nuts are no longer a priority raw material and will not
appear in future reporting.
Supplier diversity strategy | Campbells_27 |
In 2020, as part of our Inclusion and Diversity strategies, we announced a goal to
grow spend with diverse suppliers? by 25% over three years. We surpassed this goal
in 2021, two years ahead of our target.
Also in 2020, we pledged to increase spend with New Jersey-based small and
diverse suppliers in collaboration with a coalition of companies and the New Jersey
Governor’s Office as a means of supporting economic recovery in our home state,
especially among underserved communities. We partner with the Rutgers School of
Business Procurement Center of Excellence to increase our capacity and extend our
reach through targeted, project-based work chosen specifically to better understand
New Jersey’s small and diverse-owned supply base.
We employ several strategies to pursue supplier diversity, including membership | Campbells_28 |
in the Women’s Business Enterprise National Council and the National Minority
Supplier Development Council. Our strategic sourcing analysts utilize their resources
to identify capable suppliers to compete for our business. We leverage an internal
database of prospective suppliers that have registered on our website and maintain
a procurement-based supplier diversity working group. With presence from key
functions and procurement categories, this group informs strategic direction,
provides feedback, identifies areas of opportunity, and helps improve existing
processes. Our Responsible Sourcing Manager and Vice President of Procurement
provide updates on progress every three months to our EVP, Chief Supply Chain
Officer and SVP, Chief Culture Officer. | Campbells_29 |
2 Diverse suppliers are defined as privately held U.S. businesses which are at least 51% owned and controlled/operated by
a U.S. citizen in one or more of the following categories: Asian Indian, Asian Pacific, Black, Hispanic, lesbian, gay, bisexual,
and transgender, Native American, person with disabilities, service-disabled veteran, veteran, and woman.
c ’
Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
Table of contents | Campbells_30 |
CEO message 04 Supply chain 18 Community 39
Introduction 05 Responsible sourcing 19 Community impact 40
Company overview 06 Sustainable agriculture 21 Governance 45
Our Tapestry 07 Environment 24 Corporate governance 46
Our ESG Framework 08 Climate change and energy 25 Enterprise risk management 48
Goals and performance 09 Packaging 27 ;
2023 highlights 10 Waste we Appendix 49
Materiality 50
Our food 1 Water 30 ; ; —
Operational efficiency vm Strategic memberships and affiliations 51
Food safety and quality 12 Stakeholder engagement 52
Health and nutrition 13 Our people 32 Data tables 54
Product innovation Li Occupational health and safety 33 Indices 60
Animal welfare 17 Culture, leadership, and development 34
Inclusion and diversity 36
Download data tables >
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Fiscal 2023 highlights | Campbells_31 |
Exceeded sustainable sourcing goals
for tomatoes, potatoes, cashews,
and almonds
On track to achieve goal for wheat
Launched new regenerative
agriculture initiatives for tomatoes
and wheat
Working closely with growers is not new for us. Since our beginnings, we’ve
helped to develop new tomato varieties, promote better agricultural practices,
and serve as a long-term business partner to farmers. Our vision is to build
on our long history and develop supply chains that are more resilient, employ
climate-smart production practices, and intersect important trends among
customers and consumers, who are increasingly aware of the benefits of
regenerative agriculture.
In fiscal 2023, we made notable progress toward our goal of sourcing 50% of key
ingredients from acres engaged in sustainable agriculture programs, and we
launched new efforts to promote regenerative agriculture.
Source 50% (by volume) of each plant-based priority Almonds": 53% | Campbells_32 |
ingredient from acres engaged in an approved
1s ()
sustainable agriculture program by fiscal 2025 CASeNS SSE
Tomatoes: 94%
Wheat: 44%
Potatoes: 100%
1 In 2023, we sold our Emerald Nuts business. As a result of the sale, nuts are no longer a priority raw material and will not
appear in future reporting.
Tomatoes
We buy over 90% of our tomatoes directly from growers in California with whom we
e, we have supported
growers to employ sustainable practices that have helped to reduce fertilizer, water
use, and emissions.
maintain close and lasting relationships. Over the past decad
In fiscal 2023, we launched efforts to encourage the adoption of regenerative
agriculture practices. Growers representing about a third of our tomato supply
participated in the first year of the regenerative programs. We are continuing this
work in fiscal 2024 with plans to expand participation, encourage new practices,
and enhance data and insights.
Gathering with Growers | Campbells_33 |
In February 2023, we held a Tomato Sustainability Summit,
rekindling a tradition established by John Dorrance, Campbell’s
President from 1914 to 1930, who organized similar gatherings.
Growers representing farms that produce more than 70% of the
tomatoes we use in our iconic soups, V8 beverages, Pace salsas, and
Prego sauces attended. We shared with growers the importance of
their crops to our business and how we are positioning our brands in
the marketplace. We also celebrated past wins and launched new
regenerative agriculture initiatives.
Advancing regenerative agriculture
on California tomato farms | Campbells_34 |
Campbell’s has long encouraged the use of sustainable agriculture
practices, particularly among our tomato growers. Soil health is not a
new concept among these farms; however, many of the most impactful
practices are costly and challenging to implement. It can take several
years for benefits to be realized. To help address constraints to piloting
and scaling up soil health practices, we established the Campbell’s
Sustainable Practices Fund. Grants have been awarded to tomato
growers for projects focusing on the use of compost, manure, cover
crops, biochar, microbial products, and other practices. To facilitate
peer learning, we’re also working with growers to document lessons
learned from these projects in case studies that will be shared across
our tomato grower network.
Additionally, more scientific research is needed to bridge the
knowledge gap that exists on the benefits and best practices of
regenerative agriculture for California processing tomato farms. | Campbells_35 |
We launched and funded a multi-year program with the University
of California, Davis that is focused on quantifying the agronomic,
environmental, and nutritional benefits of soil health practices, and on
developing guidance to support grower adoption. The program, which
leverages additional support from the California Tomato Research
Institute and the California Department of Food and Agriculture,
builds on our longstanding partnership with UC Davis and involves
participation and new field data from our growers.
fam WELL Introduction Mac mam Supply chain | Environment Community Governance Appendix 22
Wheat | Campbells_36 |
Our sustainable wheat program now reaches over 175,000 acres and is built on
collaborations with flour suppliers, growers, and other partners. Working with
partners Ardent Mills and Truterra, since 2018 we have engaged nearly 100
growers across seven states to promote best practices and measure progress.
In fiscal 2024, we partnered with flour supplier Bartlett, a Savage Company, in
our North Carolina supply shed. We are close to achieving our 50% sustainably-
sourced wheat goal, and the work to date has created a strong foundation
on which to advance regenerative wheat programs. In fact, in fiscal 2023 we
launched our first regenerative wheat pilot with ADM.
Supporting regenerative practices
on U.S. wheat farms | Campbells_37 |
Daniel Kelly returned to his family’s roots in 2016 when he and his wife
became fifth generation farmers in Hutchinson, Kansas. We source
wheat from the Kelly Family Farm through our supplier, ADM, which
has been supporting Kelly’s transition to regenerative practices since
2018. Today, the farm uses cover crops to improve soil quality.
Sharing about the benefits of the Campbell-ADM regenerative
program in which he participates, Daniel said:
“We farm in an area with very low organic matter.
Regenerative agriculture is important to us because
we have an obvious need to improve our soils. ADM
has provided resources to make the data collection
as seamless as possible and is willing to partner with
farmers to find improvements that fit the program.”
Daniel Kelly
Potatoes | Campbells_38 |
Our potato growers are located in over a dozen states and
actively use regenerative practices in their operations,
including cover crops, organic amendments, and crop
rotations. Through data collection and participation in
the Potato Sustainability Alliance and other partnerships,
we are enhancing insights into our supply chain while
actively helping to measure and advance sustainability
in the North American potato industry.
In fiscal 2024, we are expanding our potato work to include a new Campbell’s
Sustainable Practices Fund, which, similar to our tomato fund, will help offset
growers’ costs of testing and scaling regenerative agriculture practices.
Partnering to advance our industry
Through a hew
S, we have partnered with McCain Foods and the Soil Health
Institute to help potato growers implement regenerative agriculture | Campbells_39 |
practices on more than 6,000 acres in Wisconsin and Maine. Funded
through a $6.9 million USDA award, the project will scale up existing
soil health technical assistance partnerships, supporting sustainable
farming that prioritizes soil health through residue and tillage
management, cover cropping, nutrient management, soil carbon
amendments, and integrated pest management.
Integrated pest
management
Responsible pest management aims to control pests while minimizing pesticide-
related risks to people and nature. We have a three-part strategy for reducing
pesticide risks in our supply chains and track three reporting metrics for our priority
ingredients. For more information, read our responsible pestr I
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We care deeply about protecting the environment and
reducing our impacts. We seek to enhance the efficiency
of our operations and reduce environmental impacts by | Campbells_40 |
sourcing renewable energy and investing in operational
efficiency, mitigating our food and packaging waste, and
managing our use of water.
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Gam bells Introduction Our food Supply chain Environment Our people Community Governance Appendix
(WN Climate change poses a risk to the operations and supply chains on which GHG emissions by scope (MT co e)
OZ) Healthy Environment we rely to make our products and bring them to consumers. To create a more 2
resilient business and mitigate our impact, we are taking a proactive approach
to reducing our emissions. In 2022, we set Science-Based Targets (SBT) to
[vl
| m ate Cc h rs; | n e reduce greenhouse gas emissions across Scopes 1, 2, and 3 and have been
working to implement strategies and plans to achieve the goals. We work with
Total emissions
partners and suppliers to find ways to reduce value chain emissions. | Campbells_41 |
Climate goal
Target Progress
Reduce absolute Scope 1 and 2 greenhouse gas (GHG) Scope 1 and 2: -7%
emissions 42% by fiscal 2030 from a fiscal 2020 base
year and reduce absolute Scope 3 GHG emissions from
purchased goods and services and upstream transportation
Fiscal 20 23 h igh [ ights and distribution 25% within the same time frame!
Scope 3: -23%
’ Our Scope 3 Science Based Target includes emissions from ingredients, packaging, and upstream transportation.
Reduced Scope 1 and 2 greenhouse gas
footprint by 7% Hi 7.6% Scope 1 HM 3.4% Scope 2 He 89% Scope 3
| On-site fuel use
Commenced 12-year virtual renewable
power purchase agreement Fuel used at our facilities and plants, such as oil or natural gas for boilers and gasoline
for fleet vehicles, generates Scope 1 emissions. In fiscal 2023, Scope 1 emissions Scope 1 471,188 437,433 | Campbells_42 |
fell year-over-year (YOY) by 5%. Looking ahead, we have emissions-reduction
; Scope 2 (market-based) 207,251 195,493
Carried out energy assessments to opportunities across numerous sites. SSS =
identify opportunities for reductions Scope 3 6129,752 5,123,752
Electricity
Scope 2 emissions come from electricity use at our manufacturing facilities and
other locations. We seek opportunities to reduce these emissions through efficiency
measures and low-carbon energy sourcing. Scope 2 (market-based) emissions fell
by 7% over the previous year.
Began scoping new on-site
solar installations
“Reducing emissions in our operations
and supply chain helps us lower risk
from climate change and contributes
to the long-term viability and success
of the company.”
Stewart Lindsay
Chief Sustainability Officer
Campbells
Renewable sourcing
In fiscal 2023, we signed a 12-year virtual renewable power purchase agreement | Campbells_43 |
with Enel North America. The agreement is expected to reduce our reported Scope 2
emissions by approximately 191,000 MT CO. every year - the equivalent of roughly
30% of our combined fiscal 2023 Scopes 1 and 2 footprint.
We also completed evaluations to install on-site solar projects at five of our
manufacturing projects in the coming years. We look forward to sharing more
about these projects when they come online.
Energy efficiency
We partnered with a third-party company to help us identify opportunities to
reduce fuel, energy, and electricity use at our facilities, beginning with 11 locations.
This assessment has identified reduction opportunities of approximately 48,000
MT CO,e. We have identified potential investment projects and solutions as well as
initiated interventions, such as find-and-fix events.
TO0ctE:
Introduction Our food Supply chain Environment
Supply chain emissions | Campbells_44 |
We recognize that, like most food companies, the majority of our greenhouse gas
footprint occurs in our supply chain. To address these Scope 3 emissions, we are
working closely with suppliers to identify and realize reduction opportunities.
We are also achieving reductions through our logistics strategies, cost savings
measures, packaging changes, and other efforts. We expect our sustainable
agriculture work to contribute as well. In FY23, Scope 3 emissions fell due to
reductions in volume, improvements in transportation emission factors, and
internal interventions focused on efficiency. Our Scope 3 emissions are closely tied
to production volumes. We anticipate that emissions may change overtime as we
grow our business. | Campbells_45 |
In 2023, we carried out an analysis of the sources of our Scope 3 emissions and
outlined projects across key categories to reduce these emissions, such as on-farm
interventions, sourcing changes, logistics, and packaging. We engaged with over
45 of our top suppliers and are working to implement projects through ongoing
supplier collaboration and pilot projects.
Looking ahead, we recognize that the Science-Based Targets initiative requires
enhanced accounting for forest, land, and agriculture (FLAG) emissions. Land use
change is currently integrated into our Scope 3 accounting methodology, as are
certain other FLAG-related emissions.
Climate risk | Campbells_46 |
In fiscal 2022 and fiscal 2023, we carried out assessments to better understand the
risk that climate change and related regulation pose to our business. We conducted
a climate screening to identify relevant physical and transitional climate risks, a
climate scenario analysis to assess risk to specific locations, and a carbon pricing
analysis to assess potential cost changes. We intend to use these analyses to inform
strategic planning moving forward. See TCFD index for more.
Our people
Community Governance Appendix
Scope 3 breakdown!
® 71% Purchased Goods HM 2% Fuel and
and Services Energy-related Activities
Hm 9% Upstream Transportation H 1% Downstream
and Distribution Leased Assets
HH 9% Downstream Transportation MH <1% Employee Commuting
and Distribution Mm <1% Capital Goods
H 4% End-of-Life Treatment
of Sold Products
™ 3% Waste Generated
in Operations
<1% Business Travel | Campbells_47 |
' Values may not add up to 100% due to rounding.
2 Upstream Leased Assets, Processing of Solid Products, Use of Solid Products, Franchises,
and Investments are not calculated.
(py
4 Healthy Environment
Fiscal 2023 highlights
Reached 25% post-consumer recycled
content goal for multiple bottle formats
Achieved goal of including How2Recycle
label on 100% of in-scope packaging
We continuously seek opportunities to reduce the impact of our packaging.
By weight, the vast majority of our packaging, like soup cans and cardboard
containers, is already recyclable through standard curbside and industrial
recycling. We have set several goals to drive additional progress on packaging
recyclability, prioritizing new formats, increasing recycled content, and
advancing recycling infrastructure more broadly.
Transition 100% of packaging to recyclable orindustrially 92%
compostable designs and materials by CY2030
Increase the use of post-consumer recycled content and Aluminum: 50% | Campbells_48 |
incorporate 25% post-consumer recycled content into . 6
polyethylene terephthalate (PET) bottles by CY2030' Comugate: 22.8%
Glass: 35%
Steel: 35%
Plastic: 2.6%
PET Bottles: 12.6%
Drive increases in recycling rates through standardized 100%
on-pack labeling by including the How2Recycle label on
100% of packaging by CY2022?
Expand access to recycling and advance the
development of collection and recycling infrastructure
by building and investing in partnerships with peers
and industry groups
1 Where actual supplier packaging data were not available, we report averages based on reputable industry sources
by packaging type. These data represent post-consumer values only, not post-industrial values which may have been
previously reported. | Campbells_49 |
2 H2R program active only in U.S. and Canada. As of mid-2023, we have converted all our packaging to include the H2R
logo. Products without the logo may appear in stores until current inventories of product and packaging materials are
depleted. Certain packaging materials are excluded due to feasibility and/or suitability to carry the H2R logo.
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Plastic recycling and sourcing recycled content pose challenges across industries.
We are working towards our goals by testing alternatives to plastic film and, when
selecting new packaging options, evaluating them for recyclability as well as levels of
recycled content. | Campbells_50 |
When possible, we are shifting away from non-recyclable materials, like certain
types of plastic, to more recyclable materials, like paper. For example, on snack
multipacks we previously used plastic bag-in-bag packaging and trays with shrink
wrap that required special plastic film recycling. These materials have been replaced
with paperboard cartons that can be recycled through curbside municipal recycling.
We are currently carrying out studies on additional formats and closely monitoring
developments around alternative means of recycling.
Among our PET bottles, our 12-, 16-, 46-, and 64-ounce beverage containers have
already reached 25% post-consumer recycled (PCR) content. We intend to continue
progressing in this area.
FULL SERVINGS OF
VEGETABLES
Original
100% VEGETABLE JUICE
NET 12.FL OZ. (354ml)
Enhancing recyclability | Campbells_51 |
In 2023, we transitioned all our V8 products from a vendible bottle,
which could not be recycled, to an active-hinge bottle, which has a
full-wrap label. As a result, our consumers can now recycle
approximately 800,000 additional pounds of plastic, equivalent to
roughly 11 million bottles, per year.
Helping consumers recycle
We have included the How2Recycle (H2R) logo on our product packaging for several
years to help consumers determine the best way to recycle. As of mid-2023, we had
converted all of our in-scope packaging to include the H2R logo. Products without
the logo may appear in stores until current inventories of product and packaging
materials are depleted.
Recycle if
/ 4 Clean & Dry
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Cross-industry collaboration | Campbells_52 |
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