SUSTAINABILITY PLAN 2017-2022 - KEY PERFORMANCE INDICATORS FOR 2019-20 - Foleon
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2017-2022 SUSTAINABILITY PLAN KEY PERFORMANCE INDICATORS FOR 2019-20
SUSTAINABLE SOURCING OF COFFEE CONSOLIDATE OUR SUPPLY BASE 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Increase proportion of 85% contracted from “Core 80% contracted from “Core coffee purchased from and “Developing” suppliers. and “Developing” suppliers. “Core” and “Developing” suppliers by 5% (Target: 78%). Provide “Core” suppliers with 40% of “Core” suppliers had 40% of “Core” suppliers had volume commitments prior contracts confirmed prior to contracts confirmed prior to to commencement of the the season commencing. the season commencing. next harvest season. Proactively support Supported ASCARIVE to ACPCU in Uganda has suppliers to transition from transition to “Core”. transitioned to “Core”. “Developing” to “Core”. CHAMPION CERTIFICATIONS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 More than 90% of coffee 97.6% of coffee contracted 99.1% of coffee contracted purchased consistently has held at least one certifica- held at least one certifi- at least one certification. tion. This equates to more cation. This equates to than £1.6M paid in Fairtrade £427,000 paid in Fairtrade and organic premiums. and organic premiums. Continue progression On average our RA certified On average our RA certified towards 100% Rainforest blends contained 67% certi- blends contained 67% Alliance (RA) certified coffee fied beans. Coinciding with certified beans. We are re- in RA Matthew Algie blends. the transition plan, some viewing how our transition blends already have 100% plan may be affected by the whilst others are currently at new Rainforest Alliance 50%. All blends comply with standards. the 30% minimum content and labelling requirements. 01
COLLABORATE TO ACHIEVE MUTUAL BENEFITS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Partner on 3 new projects The commencement of Launched a new at origin with selected our new partnership with partnership with Smokin’ “Core” and “Developing” Ground and COCAFELOL Bean and the Valle Ubiriki cooperatives. marks the third project cooperative. launched since 2017. IMPROVE KNOWLEDGE SHARING & UNDERSTANDING 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Visit 100% of “Core” producer 70% of “Core” and 18% of 67% of “Core” and 19% of partners and 50% of “Developing” suppliers “Developing” suppliers “Developing” suppliers. visited to date. In 2019, we visited to date. Due to visited Valle Ubiriki, Sol y COVID-19 travel restrictions Café, ASCARIVE, Cocatrel, we were only able to visit Café Bras, COOMAP, SMC Honduras in early 2020. and Expocaccer. Increase our supplier’s In 2019 we sent two In 2020 we sent two understanding of our supplier newsletters. We supplier newsletters. priorities and requirements, also hosted Aimable from Unfortunately we have not the UK coffee market and the Sholi cooperative, Armia been able to host producers end consumer, and, the from Permata Gayo, Ivania due to COVID-19 travel other suppliers we choose from Aldea Global and restrictions. to work with. Rafael from COOMAP. 100% of coffee containers Implemented in full in 2017 Implemented in full in 2017 contracted must meet and now standard practice. and now standard practice. our Traceability Code of Practice. Embed our approach and New Blak Nektar brand Changes to our risk information requirements launched including clear assessment form has made when sourcing microlots for sourcing principles. it easier to communicate our hand-roasted range. with, and assess, suppliers with regards to our ethical requirements. We also purchased microlots from three key suppliers – Valle Ubiriki, Ascarive and Capucas – to showcase in our Blak Nektar range. 02
SUSTAINABLE SOURCING OF OTHER PRODUCTS SUPPLIER MANAGEMENT 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Implement formal method Risk assessment Risk assessment for supplier prioritisation methodology continues methodology continues and risk assessment based to be implemented. to be implemented. upon future business Prioritisation methodology Prioritisation methodology requirements and is yet to be developed. is yet to be developed. sustainability objectives. GIVING MORE SUSTAINABLE OPTIONS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Review where there are We launched several new Further developing our opportunities for including ready to drink options in our ready to drink range, we healthier alternatives in our catalogue. DASH sparkling launched Suki sparkling range. water cans, which are zero teas which are made with calories and contain no real brewed tea and have sugar or sweeteners, and no added sugar. We also Gunna soda cans which are launched Kombucha Kat inspired by world famous cans in two organic flavours. soft drinks brands but use Kombucha contains live only natural ingredients unpasteurised bacteria and contain no artificial which are known to support colourings or flavours. good gut health. Furthermore, each Gunna can contains less sugar than comparable products on the market. We also expanded our Minor Figures products to include their sugar-free chai concentrate. This is a healthier alternative to the chai syrup and powder that 03
GIVING MORE SUSTAINABLE OPTIONS (CONTINUED) 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 we currently have available. Additionally, we launched Hello Good Sip’s beetroot latte powder, as a 100% natural, caffeine-free alternative to a coffee. Beetroot is known to be anti-inflammatory and is high in anti-oxidants and vitamins. Consider opportunities for We launched Circular & Co We extended our KeepCup offering customers a more reusable cups which were offering to include their environmentally sustainable formally known as rCUPs. stainless-steel cups which alternative. The outer thermal insulation are long-lasting, insulating layer is manufactured from reusable cups. recycled paper coffee cups. Further expanding our array We also introduced Vegware of Vegware products, we cold compostable cups, lids introduced a selection of and straws to complement compostable take-away our existing range of hot food containers. drinks cups. We extended our range of The DASH sparkling water non-dairy milk alternatives products (referred to on to include Minor Figures page 03) use “wonky” fruit organic certified oat mylk to infuse flavour, helping and Alpro almond, coconut reduce food waste in UK and soya alternatives. supply chains. They are also produced locally in the UK using British spring water. PACKAGING 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Seek opportunities to An extensive Suki Tea Da Vinci syrups redesigned reduce packaging wherever rebrand included changes their plastic bottles, possible and to transition to the packaging materials reducing their plastic away from non-recyclable used in their products. content by 40%. packaging. They have almost entirely We launched a version of transitioned away from our existing Wooden Spoon plastic and use compo- mini shortbread bites in stable alternatives for their a catering size pack. This pyramid teabags, inner retail option uses packaging bags and foodservice bags. more efficiently in instances 04
PACKAGING (CONTINUED) 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 We worked with our where the individually supplier to replace the wrapped packs are internal plastic sleeves unnecessary. with recyclable cardboard dividers in Wooden Spoon biscuit cases. Furthermore, Peppersmith Mints removed the individual plastic wrapping from around their packs. All changes to existing or We launched a review The packaging review new product packaging will of packaging across our and laminate innovation be assessed from a carbon portfolio focusing on projects are still in progress. footprint and recyclability sustainability criteria such By looking in more detail standpoint. as recyclability and carbon. at the packaging that we This project facilitates use internally, we were able clearer comparisons across to substitute our standard products and will help us to case tape for a paper- better define our priorities based tape which is more for action. A key area of easily recyclable with our innovation has been cardboard cases. reviewing compostable and recyclable coffee laminates as an alternative for our Matthew Algie packaging. The review concluded that from a resource efficiency and carbon footprint perspective we should focus on the recyclable options. HUMAN RIGHTS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Share information with We commenced a process Of our employees who have key suppliers on best of introducing individual regular interactions with practice in the prevention supplier agreements to set suppliers, 3 undertook our of human rights abuses in out our contractual terms. training module “Prevention their operations and supply This process highlighted of Modern Slavery in Supply chains. that there was room for Chains” and 7 undertook 05
HUMAN RIGHTS (CONTINUED) 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 improving how we our “Human Rights” training communicate our module. expectations for how suppliers should show respect for human rights. We therefore updated our Supplier Manual, individual supplier contracts and Conditions of Purchase to facilitate clearer, more consistent, communication on our requirements. Of our employees who have regular interactions with suppliers, 9 undertook our training module “Prevention of Modern Slavery in Supply Chains” and 8 undertook our “Human Rights” training module. SUSTAINABLE PURCHASES FOR INTERNAL OPERATIONS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 All office-based employees Fully implemented since Fully implemented since use reusable (instead of 2017. 2017. disposable) cups. Define sustainability This continues to be done This continues to be done criteria and guidelines for on a case by case basis on a case by case basis purchases of products at present. For example, at present. For example, and services that we use we included sustainability the introduction of paper- internally. criteria in the review of base tape for sealing cases our waste management mentioned above. We also contract and when looking included sustainability at the paper we buy for criteria in our review of our printing purposes. travel consultants contract and the review of our leased vehicle contract. 06
REDUCING OUR ENVIRONMENTAL IMPACT REDUCE WASTE 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Reduce percentage of Since 2018 we have been Per 2019, all our residual, waste to landfill to less than working with a waste con- non-recyclable waste (~7.5% 1% of total waste. tractor who does not send of waste at our main site) any residual waste to landfill. was sent for energy from All our non-recyclable waste waste processing. (4% of waste at our main site) is sent for energy from waste processing. Reduce total waste per We produced 50.6 Kg Unfortunately, for some tonne of coffee roasted waste per tonne of coffee parts of the year where the by 5%. roasted at our main site. This business was in lockdown, equates to a 7.5% decrease we had to introduce from our baseline. some estimates to our data records. We therefore estimate that we produced 60.6 Kg waste per tonne of coffee roasted at our main site, equivalent to an 11% increase from our baseline. However, our absolute waste at our main site was down by approximately 47% compared to 2019. REDUCE ENERGY CONSUMPTION 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Reduce our net CO2 Since 2018, we have Per 2019, our commitment emissions per tonne of established a partnership to offsetting our emissions coffee roasted by 10%. with One Carbon World on an annual basis means including offsetting our that our operations, carbon emissions on an within the scope of our annual basis. Therefore our assessment, are carbon operations, within the scope neutral. Our 2020 emissions of our assessment, are are currently in the process 07
REDUCE ENERGY CONSUMPTION (CONTINUED) 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 carbon neutral. Comparing of being calculated. The full like-for-like calculations, our details of this information emissions for 2019 equated will be published as an to 891Kg CO2e per tonne of update to our 2019-20 coffee roasted. This is equiv- Sustainability Report when alent to a 3% decrease from it becomes available. our baseline in 2016. No increase in our absolute Our electricity usage was Our electricity usage was electricity usage. 920,065 kWh, equivalent to a 688,836 kWh, equating to a 3% decrease on our baseline 27% decrease on our base- in 2016. line. However, the primary cause of this decrease was the reduced operations at our roastery due to lock- down restrictions. Reduce our gas usage per Our gas usage was Overall our absolute gas tonne of roasted coffee equivalent to 127m3 per usage has decreased by by 5%. tonne of coffee roasted. This 27% on 2019. However, the marks a 29% increase on our main cause of this efficien- 2016 baseline. The increase cy, was the reduced oper- has been primarily driven ations at our roastery due by space heating and has to lockdown restrictions. been significantly impacted Benchmarking our gas us- by the establishment of our age against productivity, we new warehouse and office have utilised 206 m3 of gas space which has increased per tonne of coffee roasted, our square footage by 31%. equivalent to an 110% in- crease on our 2016 baseline. The reduced efficiency seen here has been due to needing to heat our prem- ises even when our coffee volumes have reduced, and because we have not been able to plan our roast scheduling as efficiently as we would have liked. Increase the fuel efficiency Our fuel efficiency across Our fuel usage has de- of journeys driven by field the fleet was 36.9 MPG. This creased by 40% in absolute staff by 10%. is a small increase on our terms due to the impact of 2016 baseline of 2.5%. COVID-19 on the business. However, our fuel efficiency across the fleet was 36.5 MPG in 2020. This is a 1% in- crease on our 2016 baseline. 08
INSPIRE BEHAVIOUR CHANGE 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 At least one employee Completed in September- Unfortunately, the impact of engagement campaign per October. All employees COVID-19 on the business year which reaches 100% of received campaign emails meant that we were unable employees. and 50 employees actively to run a campaign in 2020. took part in the organised We plan to run our next activities. campaign week in early 2021. ENVIRONMENTAL MANAGEMENT SYSTEM 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Maintain ISO 14001 Recertification successfully The audit was undertaken certified Environmental achieved. remotely and recertification Management System. was successfully secured. Train Environment One representative One representative Committee so that they are undertook our “Life Cycle attended our internal equipped and empowered Perspective” training training on our approach to be ambassadors for module. to carbon footprinting and change. offsetting. REDUCE WATER USAGE 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Reduce the amount of non- We used 23.3 litres of water Overall our absolute water production water used per per £1,000 of company usage has decreased by £1,000 of company turnover turnover. This is equivalent 43% on 2019. However, the by 5%. to a 8.9% decrease main cause of this efficiency, compared to our 2018 was the reduced operations baseline. at our roastery due to lockdown restrictions. Benchmarking our water usage against productivity, we have utilised 26.4 litres of non-production water per £1,000 of company turnover. This is equivalent to a 3% increase on our 2018 baseline. 09
INVESTING IN OUR PEOPLE SKILLS & EMPLOYEE DEVELOPMENT 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Achieve Investors in People Currently at “accredited” Currently at “accredited” Silver standard. level. level. Increase in number of roles 22.2% of roles were filled 31.7% of roles were filled filled internally to 20%. internally. internally. Reduce the ratio of agency The ratio of agency workers The ratio of agency workers workers to fulltime staff to to fulltime employees to fulltime employees 1 in 50 employees. reduced to 1 in 51. reduced to 0 in 50. EMPLOYEE ENGAGEMENT 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Response rate to culture The culture survey has been The introduction of the survey consistently over temporarily suspended, group-wide survey has 80%. with plans to introduce a been delayed due to the new group-wide survey in impact of COVID-19 on the place. business. However, a survey targeting specific issues (e.g. home-working) was utilised. Meet industry benchmark As above, the culture survey As above, the introduction for “Employee Engagement” has been temporarily of the new group-wide in annual culture survey. suspended, with plans to survey has been delayed by introduce a new group- the impact of COVID-19 on wide survey. the business. Employee forum members No refresher training was The employee forum have the skills they need to required in 2019. has temporarily been represent the workforce. suspended due to the impact of COVID-19 on the business. 10
FAIR TREATMENT & PROTECTION OF HUMAN RIGHTS 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Percentage of staff logging No employee grievances 2 grievances noted, employee grievances at less noted. equivalent to 0.87% of than 1% per year. employees. Supervisors and managers Human Rights Training All Glasgow-based line receive training on the module rolled out to managers undertake prevention of modern all Glasgow-based line Human Rights Training slavery in the workplace. managers. module as standard. EMPLOYEE WELLBEING 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Absenteeism due to Absenteeism due to Absenteeism due to sickness less than 3%. sickness at 2%. sickness at 2.3%. 12.5% of workforce take up 13 new employees signed Due to the impact of Cycle2Work scheme. up in 2019. 51 participants COVID-19 on the business have signed up over the this scheme was not lifetime of the scheme opened up to new (equivalent to 20% of the participants in 2020. workforce). Promote healthier lifestyles Completed in September- Unfortunately, the impact of through at least one October. All employees COVID-19 on the business targeted internal campaign received campaign emails meant that we were unable per year. and 50 employees actively to run a campaign in 2020. took part in the organised We plan to run our next activities. campaign week early 2021. DIVERSITY & INCLUSION 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Offer work experience 6 individuals, equating 4 individuals, equating scheme for young people to 2.4% of the workforce to 1.7% of the workforce where uptake is equivalent gained experience through gained employability skills to 2% of the workforce. our placement and and experience through apprenticeship schemes. our student placement and apprenticeship schemes. Report our gender pay gap We have not yet reported We have not yet reported on an annual basis. our gender pay gap data our gender pay gap data analysis externally. analysis externally. 11
ENGAGING WITH OUR COMMUNITY GIVING BACK TO OUR COFFEE COMMUNITY 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Donate towards a Our 2018 project with the We developed a new community development Fundación Amigos del project for 2020-21 in project in coffee growing Café and the COCASMIL partnership with the communities (not cooperative extended into Fundación and the Capucas necessarily linked to our 2019. In total, 45 producers cooperative. It will support supply chain) every year. were trained in best practice the development of honey coffee processing and 360 production on coffee farms. beds (8 beds per farmer) were constructed. Provide consistent support Historically our donation The introduction of the to the David Williamson to the DWRF has been group-wide survey has Rwanda Foundation to tied to the culture survey been delayed due to the achieve a total cumulative response rate. However, the impact of COVID-19 on the donation in excess of survey has been temporarily business and therefore no £9,000. suspended and no donation donation was made this was made this year. year. Promote fairer terms of We were actively involved Our Sustainability Manager trade for coffee farmers in the consultation process was a guest panellist at the through advocacy and for the new Rainforest Fairtrade Foundation’s “She knowledge sharing. Alliance farm standards. Our Deserves” event in Fairtrade Managing Director was a Fortnight. guest speaker at an event at the University of Bath, “Fairtrade or Direct Trade – What is the difference?” GIVING BACK TO OUR LOCAL COMMUNITY 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Support the Prince and Complete. The Hospice Complete. The Hospice Princess of Wales Hospice’s reached it’s fundraising reached it’s fundraising “Brick by Brick” appeal. target of £21m for the “Brick target of £21m for the “Brick by Brick” appeal in 2018. by Brick” appeal in 2018. 12
GIVING BACK TO OUR LOCAL COMMUNITY (CONTINUED) 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Facilitate at least one Our Steptember campaign In the run up to fundraising activity or and Jingle & Mingle Christmas we raffled off volunteering event per year Christmas event raised a Moccamaster and Blak for employees to take £3,570 for our partner Nektar gift set to employees. part in. charity, Make-A-Wish. We The raffle raised £580 for also took part in the World’s Make-A-Wish. Biggest Coffee Morning and raised £355 for Macmillan Cancer Support. Provide coffee school In partnership with The engagement with training to those in need of Uddingston Grammar Uddingston Grammar has employability skills. School we helped to expanded to other local establish a new pupil-run schools and colleges who school café which will are interested in running facilitate pupils gaining an similar courses. We hosted official barista qualification. an “open day” for teachers before the lockdown restrictions came into force. Encourage young people We presented to Holyrood Our partnership with to consider a career in the Secondary School students Holyrood Secondary food and drink industry. on the responsibility of School continued. Before businesses to protect the the lockdown restrictions environment. we presented to Higher Our Sustainability Manager Business Studies pupils was profiled by the Food & on sustainable business Drink Federation Scotland practices. as part of their campaign to promote the sector to young people. Seek out partnerships We continue to look for new We continue to look for new with research institutions opportunities to collaborate opportunities to collaborate to further public on research partnerships on research partnerships understanding of best but we do not have any live but we do not have any live practice in sustainability. programmes at present. programmes at present. 13
POSITIVE CUSTOMER INFLUENCE 2017-2022 GOALS PROGRESS IN 2019 PROGRESS IN 2020 Engage our customers in Our involvement with We have used our new opportunities to make their the Cup Movement in e-zine to highlight operations more socially Glasgow has been a key opportunities for customers and environmentally opportunity for promoting such as re-introducing sustainable. environmental sustainability reusable cups safely during locally, for example by the pandemic, and how to offering fellow members a decide between recycling discount on our range of and composting disposable reusable cups. cups. 14
For further details, please refer to our 2019-20 Sustainability Report
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