We’ve all seen companies tout their ambitions to achieve net zero emissions by a specific date. While these statements sound commendable, too often, they amount to nothing more than marketing slogans.
JBS USA, a global meat processing leader, discovered this the hard way when it faced a US$1.1 million fine for claiming it would attain net zero greenhouse gas emissions by 2040, all while lacking a clear strategy to realize that target.
Such declarations fall under the umbrella of corporate social responsibility (CSR), which, when executed effectively, can offer business advantages as it resonates with both consumers and investors.
Historically, CSR may have been viewed as a mere marketing strategy, but in today’s environment, it has become integral to business practices that promote resilience against climate-related challenges and can significantly influence financial performance.
A look at the CSR statements or sustainability reports from major food corporations reveals numerous commitments. However, as evidenced by JBS USA, these commitments must be substantiated with actionable steps and measurable outcomes.
Who is setting a positive example?
Thai Union Group, a premier player in the global seafood industry, is making notable strides. Recently, it achieved recognition in the Top 1% of the S&P Global Sustainability Yearbook 2026, ranking first in the food products sector within the Dow Jones ‘Best-in-Class’ indices.
According to S&P Global, the companies highlighted in this yearbook illustrate that robust sustainability performance is attainable and quantifiable when it is integrated into governance, strategic planning, risk management, and operational choices.
“Their advancement indicates the direction in which the global market is moving, demanding greater comparability, heightened expectations for evidence of impact, and an increasing emphasis on trust.”
Operating in 20 countries and supplying over 120 markets, Thai Union Group is committed to effecting change.
Adam Brennan, Chief Sustainability and Communications Officer at Thai Union, emphasises that their sustainability initiatives are centered on delivering concrete results.
“For the past decade, we’ve held ourselves accountable to the 11 commitments outlined in our SeaChange 2030 strategy, and we are witnessing significant advancements, particularly within our tuna supply chain.”
“Healthy Living, Healthy Oceans is our guiding principle. Presently, over 99.9% of our sourced tuna is either Marine Stewardship Council certified or on a strong path to certification. Additionally, we’ve achieved over 95% observer coverage throughout our tuna supply chain, fostering transparency at sea. This exemplifies our philosophy in action, extending beyond mere documentation – from fish sourcing to our support for fishermen at sea.”
Brennan asserts that the effectiveness of sustainability initiatives should be evaluated on their real-world impact. “The SeaChange strategy is not merely a checklist; it integrates sustainability into the very fabric of our operations.”
“An illustration of this is our connectivity project aboard fishing vessels. While we don’t own any vessels, as a global seafood authority, we prioritise the welfare of fishermen. Therefore, we aim to source 50% of our tuna from long-distance fishing boats equipped with free wi-fi for fishermen by the end of 2026, rising to 75% by 2028. While connectivity might be overlooked, fishermen deserve the ability to communicate with family, access vital information, and raise concerns instantly.”
Brennan emphasises the importance of partnerships, transparency, and adopting a sustainability-centric approach to reaching their ambitions. Thai Union collaborates with fisheries, farmers, and NGOs to bolster ecosystems and promote broad-reaching sustainable transformations, while ensuring transparency with 95% observer coverage in its tuna supply chain, positioning sustainable choices as beneficial for business.
Tangible advancements include the traceability of 100% of sourced tuna through both digital and physical documentation, enabling identification of the specific vessel or group of vessels linked to the tuna.
To enhance transparency, the company has launched a can tracker for specific ambient brands, enabling consumers to trace the journey of their fish by entering the can’s code on websites such as Chicken of the Sea, Genova, John West, Petit Navire, and Mareblu.
Addressing greenhouse gas emissions is a crucial objective for numerous companies.
The GHG Protocol Corporate Standard categorises emissions into three scopes. Scope 1 pertains to direct emissions from a company’s operations. Scope 2 encompasses indirect emissions resulting from a company’s purchased electricity and heat, while Scope 3 includes all other indirect emissions along the supply chain.
The complexities lie significantly in managing Scope 3 emissions.
Unilever, one of the largest fast-moving consumer goods companies with a projected 2025 turnover of €50.5 billion (US$58.2 billion), is actively working to reduce its emissions.
The company’s sustainability initiatives focus on four key areas where it believes it can make the most impact: climate, nature, plastics, and livelihoods.
Unilever is progressing towards its objectives through operational execution across the value chain.
A company representative stated, “Sustainability is woven into our procurement, innovation, manufacturing, and supply chain decision processes, reinforced by detailed roadmaps, governance, and accountability. We collaborate closely with suppliers, customers, and policymakers, as many sustainability initiatives cannot be achieved through isolated efforts.”
In terms of results, Unilever claims substantial advancement in all four sustainability areas. “In the realm of climate, we’ve realized a 77% reduction in Scope 1 and 2 greenhouse gas emissions since 2015. We’re partnering with suppliers accountable for approximately 40% of our Scope 3 emissions as part of our Supplier Climate Programme to devise decarbonization strategies focusing on renewable energy and energy efficiency. Regarding nature, we currently operate 34 regenerative agriculture programs across 17 countries, spanning about 258,000 hectares and enhancing soil vitality, biodiversity, and resilience in critical sourcing regions. In the domain of plastics, we successfully met our target of incorporating 25% post-consumer recycled plastics in our packaging by 2025 while continuing to minimize our reliance on virgin plastic.”
However, the company recognizes that many of its sustainability efforts extend beyond its immediate control.
“Progress in areas such as climate, nature, plastics, or livelihoods often relies on the collaborative movement of suppliers, customers, industries, infrastructure, and policy frameworks,” a spokesperson noted.
“Climate, for instance, showcases how 98% of our greenhouse gas emissions are within Scope 3, with over half linked to raw materials and ingredients in our supply chain. Our emissions intertwine with those of other companies, just as our suppliers are linked to ours, which underscores the importance of collaboration in our strategy. Transitioning requires synchronized movement throughout the entire value chain.”
Brennan from Thai Union also acknowledges the hurdles inherent in sustainability efforts.
“We face diverse operational landscapes. Certain segments of our supply chain are heavily regulated, while others are still emerging. Moreover, demand for sustainably sourced and processed food isn’t consistent, adding layers of complexity to instigating change.
“Our focus remains steadfast on fulfilling our SeaChange 2030 commitments and being the catalyst for the changes we wish to witness within the industry; this entails implementing effective systems within our own operations first.”
Adding to the complexity, different regions present varied challenges. The Unilever spokesperson explained that while its sustainability objectives apply globally, markets navigate different circumstances.
“Progress may fluctuate based on factors like infrastructure availability, policy environments, and access to resources such as renewable energy or recycling capabilities. Therefore, robust collaboration among businesses, governmental bodies, and industries is pivotal for expediting advancement on a global scale.”
Brennan added, “Each nation possesses a unique stance toward sustainability and its willingness to engage. Some countries operate under stringent regulations with high consumer awareness, while others emphasize industry-led initiatives, partnerships, and capacity building.
“Our priority isn’t to gauge which markets excel in sustainability, but rather to respond to the realities encountered within our supply chains, communities, and the ecosystems that support them. Progress is taking place everywhere, albeit at varying speeds and through diverse approaches.”
“In the end, sustainability’s success hinges on its adaptable nature—ensuring that it thrives not only in advanced markets but throughout the entire system. The overarching aim is continued progress that benefits both people and the planet.”
Curious about sustainability in today’s food sector? Consider joining us at the Climate Smart Food summit this September. You can register for free here.