Academic journal article Business Case Journal

Campbell Soup Company: From the Farm to the Family

Academic journal article Business Case Journal

Campbell Soup Company: From the Farm to the Family

Article excerpt

For Campbell, conducting business in a socially responsible manner is mission-critical. Through our Campbell Mission, we have committed ourselves to building "the world's most extraordinary food company by nourishing people's lives everywhere, every day." We recognize that achieving this mission depends on our ability to win, with the utmost integrity, in three arenas: The workplace, the marketplace, and the community.

Doug Conant, President and CEO

Campbell Soup Company

Introduction

On June 29, 2010, Campbell Soup Company, the world's leading soup maker and a global manufacturer of high-quality branded foods, was recognized by the Points of Light Institute and presented with the Points of Light Corporate Engagement Award at the National Conference on Volunteering and Service in New York City, the world's largest gathering of volunteer and service leaders from the nonprofit, government and corporate sectors. (1)

The annual award recognized Campbell as an organization that supported the mission of the Points of Light Institute, which was inspiring, equipping, and mobilizing people to change the world through volunteer service. Through its enhanced "Nourishing Our Neighbors" corporate social responsibility (CSR) programs, Campbell Soup has been widely recognized for making a positive impact in the workplace, in the marketplace, and in the communities in which it operated.

The company has been added to the Dow Jones Sustainability Index. The Dow Jones Sustainability Index (DJSI) was launched in 1999. It measured companies' sustainability initiatives and evaluated the performance of the world's sustainability leaders. (2) DJSI focused on how a company recognized the risks and opportunities arising from sustainability issues in its business strategy. Campbell was named to the 100 Best Corporate Citizens List by Corporate Responsibility magazine, ranked second in 2008 and 2009 for Best Corporate Reputation by Boston College Center for Corporate Citizenship and Reputation Institute, named to the list of 2010 World's Most Ethical Companies by Ethisphere Magazine, and named a Catalyst Award Winner in 2010. (3)

Headquartered in Camden, New Jersey, Campbell, the world's largest soup maker, operated manufacturing facilities located throughout the world. A worldwide supplier of a variety of simple meals, baked snacks, and healthy beverages, Campbell's most popular selections in the U.S. market consistently included chicken noodle, tomato, and cream of mushroom soups. The popular soups were in addition to meal kits, Pace and Prego sauces, V8 beverages, and its renowned Pepperidge Farm baked goods. Campbell's Australian division produced snack foods and Arnott's biscuits. In addition to its North American marketplace, Campbell's principal outlets included France, Germany, Belgium, and Australia. As of June 2010, Campbell's products were sold in more than 120 countries. In fiscal 2010, Campbell had sales of $7.67 billion, a net income of $844 million, and 18,400 employees on its payroll. (4)

Campbell's involvement in corporate social responsibility was built on a belief that a company should be judged not just on its financial performance but on its commitment to CSR and sustainability. This belief was translated into Campbell's Corporate Imperative CSR 2020 Agenda. The agenda defined "success" for Campbell in CSR and sustainability over the next decade. It included four major goals known as destinations at Campbell: (5)

1. Nourishing Our Consumers: Continually advance the nutrition and wellness profile of its product portfolio.

2. Nourishing Our Neighbors: Measurably improve the health of young people in Campbell's hometown communities by reducing hunger and childhood obesity by 50%.

3. Nourishing Our Employees: Achieve 100% employee engagement in CSR and sustainability.

4. Nourishing Our Planet: Cut the environmental footprint of its product portfolio in half, as measured by water use and CO2 emission per product produced. …

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