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The Business Benchmark on Farm Animal Welfare Report 2019 The Business Benchmark on Farm Animal Welfare Report 2019 Nicky Amos of these, 14 (25%) moved up one Tier , 18 (33%) moved up two Tiers and 12 (22%) moved up three Tiers. These improvements are even more striking given the tightening of the Benchmark criteria and the increased emphasis on performance reporting and impact over this time. Down 1 Tier No Tier change Up 1 Tier Up 2 Tiers Up 3 Tiers Unilever Autogrill The Co-op (UK) Gategroup Groupe Lactalis Marfrig Mars McDonalds Mller Group Starbucks Subway Arla Foods Carrefour Compass Group FrieslandCampina ICA Gruppen J Sainsbury Kaufland Lidl Mercadona Noble Foods T yson Foods Umoe Gruppen Vion Food Group Wm Morrison 2 Sisters Food Group Associated British Foods Barilla Camst Coop Group (Switzerland) Cremonini Danish Crown Groupe Auchan Groupe Danone JD Wetherspoon Marks improving animal welfare (e.g. ensuring good air and water supply quality, appropriate ventilation rates and space allocation); ensuring good hygiene, biosecurity measures, and general conditions on farms; applying rigorous disease control measures (e.g. vaccination); using feed ingredients/ additives that enhance the efficiency of feed conversion to substitute antibiotics as growth promoters (e.g. in-feed enzymes, probiotics, prebiotics, acidifiers, plant extracts, essential oils and many others). 4. Management systems and processes appear to be delivering better welfare outcomes for farm animals but progress is slow With 104 companies (69%) now reporting at least some animal welfare performance data, we are beginning to see how companies management systems and processes are translating into improved welfare outcomes. For example, 12 companies report that 100% of the laying hens in their supply chains are free from close confinement, eight companies report that 100% of pigs in their supply chains are free from sow stalls/ gestation crates, and three companies report that more than half of the broiler chickens in their supply chains are kept at or below a maximum stocking density of 30 kg/m 2 . Despite some good progress being made by a handful of companies, performance reporting overall remains weak, with companies achieving an average score of just 15% for the performance section. This suggests that while companies have strengthened their farm animal welfare management systems and processes, they have yet to translate this effort into improved welfare outcomes for animals. While we recognise that it takes time for companies to reach a stage where they are confident in the data they report, we would expect to see improvements in the scoring of this section of the Benchmark in the future. This will require companies both to expand the scope of their performance reporting to cover relevant species and welfare topics, and to more accurately report on their welfare impacts as a proportion of their global supply chains. 5. The UK has a clear leadership position The UK continues to lead the global food industry on farm animal welfare management, reporting and performance. Companies that are domiciled in the UK are also making the most progress year-on-year in both their governance of farm animal welfare and their performance reporting on farm animal welfare. UK companies achieved an average score of 64% compared to 40% for companies in Europe (excluding the UK) and 34% for all companies covered by the Benchmark. 6. Food companies are starting to address systemic challenges to driving higher welfare standards In our 2019 survey of how companies use the Benchmark, customer willingness to pay continues to be the principal barrier to adopting higher standards of farm animal welfare, with 79% of companies identifying this as a key concern. This is despite recent evidence that consumers are more willing to pay higher costs when they have been provided with more knowledge about animal welfare 1 . Companies also indicated a possible conflict between higher animal welfare production and other sustainability issues (cited by 47% of respondents), while 43% cited a lack of concern by suppliers and/or business customers, who considered their current approach to be adequate. In response to these challenges, 86% of companies responding to our survey indicated that they are engaging with suppliers to exchange knowledge, and 44% are providing financial incentives (e.g. price premiums, extended term contracts, contracts based on cost-of-production) for suppliers. The fact that 68% of company respondents are partnering with industry stakeholders indicates a willingness by food companies to work collaboratively to advance animal welfare standards. 1. The 2019 Benchmark An overview 69% of companies report some animal welfare performance data, but the overall average score for performance reporting is just 15% 68% of companies are partnering with industry stakeholders to advance animal welfare. 64% compared to 34% for all companies covered by the Benchmark. UK companies achieved an average score of The Business Benchmark on Farm Animal Welfare Report 201911 10 The Business Benchmark on Farm Animal Welfare Report 2019 1. The 2019 Benchmark: an overview The Benchmark assesses companies across four core areas as indicated in T able 1.1 3 . The full evaluation criteria are provided in Appendix 1. T able 1.1: Benchmark elements Pillar Key elements % weighting 1. M anagement Commitment Explanation of why farm animal welfare is important to the business. Statement of overarching farm animal welfare policy that sets out core principles and beliefs on farm animal welfare and that explains how these are addressed and implemented throughout the business. Statement of specific policy positions on key welfare concerns such as close confinement, environmental enrichment, routine mutilations, antibiotic usage, pre-slaughter stunning, and long-distance live transportation. 26 2. Governance and Management Allocation of responsibilities for day-to-day management and oversight of the companys farm animal welfare policy. Adoption of farm animal welfare-related objectives, targets and performance indicators, including the allocation of resources and responsibilities for the delivery of these. Establishment of appropriate control systems such as employee training on farm animal welfare, corrective action. 28 3. Leadership and Innovation Involvement in research and development programmes to advance farm animal welfare. Involvement in industry or other initiatives directed at improving farm animal welfare. Promotion of higher farm animal welfare amongst customers or consumers. 11 4. P erf ormanc e Reporting and Impact Reporting on farm animal welfare performance measures such as the proportion of animals free from confinement and from routine mutilations, the proportion of animals pre-slaughter stunned, and permitted live transport times. Impact on key farm animal welfare issues, such as the actual proportion of animals free from close confinement, the proportion of animals free from routine mutilations, the proportion of animals pre-slaughter stunned and the proportion of animals transported within specified maximum journey times. 35 The benchmarking process 4 Companies were assessed solely on the basis of information published at the time of the assessments (August-October 2019). The preliminary company assessments were peer reviewed and quality checked prior to a technical review conducted by Compassion in World Farming and by World Animal Protection in early October . Following this, the BBFAW companies were invited during October and November to review their draft assessments to check the factual accuracy of the assessment and to ensure that all relevant information had been considered by the assessor . Companies covered The 2019 Benchmark assessed 150 companies. Some minor changes were made to the universe of companies following changes to ownership as follows: SuperValu was assessed as part of its parent company, United Natural Foods Inc (UNFI). Panera Bread was assessed as part of its parent company, JAB Holding Company. Sonic Corporation was assessed as part of its parent company, Inspire Brands Inc. Coles Supermarkets was assessed as a separate entity following the demerger of Coles Group from Wesfarmers. Wesfarmers was removed from the 2019 company scope. These changes meant that UNFI, JAB Holding Company, Inspire Brands, and Coles Group were assessed for the first time in 2019. Additionally, two companies were renamed following changes to their trading name: Marine Harvest SA is now listed as Mowi ASA. Nippon Meat Packers is now listed as Nippon Ham. A full list of the companies covered by the 2019 Benchmark is provided in Appendix 2. As a result of these changes, the 2019 Benchmark covered (see Appendix 2): 94 public companies (92 in 2018) 38 private companies (40 in 2018) 14 c ooper ativ es 4 joint stock/partnership owned companies. The changes also meant that the 2019 Benchmark covered one new country, Luxembourg, due to JAB Holding Company being domiciled in this country. The total number of countries of origin covered by the BBFAW increased from 23 in 2018 to 24 in 2019. The Benchmark structure This is the eighth Business Benchmark on Farm Animal Welfare (BBFAW) report 2 . As with previous Benchmarks, it analyses the farm animal welfare policies, management systems, reporting and performance of the worlds largest food companies. 4 companies assessed for the first time in 201913 The Business Benchmark on Farm Animal Welfare Report 2019 12 1. The 2019 Benchmark: an overview Figure 1.1: Geographic distribution of the companies covered by the 2019 Benchmark Asia Pacific 13% Europe 34% Latin America 7% North America 33% UK 13% In terms of the distribution of companies by sub-sector , the 2019 Benchmark covered: 52 Retailers in the 2012 Benchmark, only 22% of companies reported on senior management oversight of farm animal welfare and only 26% had published formal improvement objectives for farm animal welfare. Despite the year-on-year progress, there is still much to be done. Fifty-eight of the 150 companies appear in Tiers 5 and 6, indicating that these companies provide little or no information on their approach to farm animal welfare. In fact, 38 companies (25%) do not even publish a farm animal welfare policy. We clearly have much to do if we are to get to the point where farm animal welfare is well managed by the food industry globally. Thirty of the 150 companies assessed in 2018 (see the list in T able 2.3) improved by at least one Tier in the 2019 Benchmark. This is the largest year-on-year increase we have seen since the Benchmark was established in 2012. Eight companies did fall by one Tier (see T able 2.4), a figure that is broadly in line with previous years. Of these, five were directly impacted by the changes in weighting made in the 2019 Benchmark. Coop Group (Switzerland) Cr answick Marks the Canadian Quality Assurance Program and Animal Care Assessment Program of the Canadian Pork Council; the Animal Care Program of Chicken Farmers of Canada; the T urkey Farmers of Canada Flock Care Program; the Canadian Hatching Egg Producers CHEQTM Program; and the Chicken Farmers of Ontario T ransportation and Safe Handling Program. Requiring weekly/monthly internal audits of our operations by employees that are either certified or trained as animal auditors by the Professional Animal Auditor Certification Organization (PAACO), and annual third-party audits across our operations. Maintaining a strong and open relationship with the dedicated Canadian Food Inspection Agency (CFIA) inspectors and veterinarians at all our processing facilities, and with provincial officials that oversee on-farm animal care.” / Sustainability-Report.pdf Cargills Supplier Code of Conduct “All suppliers globally are required to follow the Supplier Code of Conduct as part of their contracts. It includes reference online to our policies on animal welfare. Many of our supplier contracts also contain specific provisions related to animal welfare. If animal mistreatment or abuse is discovered in any suppliers operations, we investigate immediately and take actions that can include terminating contracts or legal action. In addition to the many examples of efforts to drive progress in our supply chains listed elsewhere on this page, others include: We communicate our animal welfare policies to all employees and suppliers who handle farm animals in our supply chain. Cargill is held accountable for our animal welfare policies through internal and external third-party audits. We have an external advisory council for our turkey business, and our guidelines for our contract growers are based on the National T urkey Federations guidance, with oversight from our welfare committee made up of external and internal experts. We educate and certify all of our contract growers on how to properly handle their turkeys through a program developed in partnership with academic experts. Our turkey business also runs programs to educate employees, truck drivers and first responders on animal handling in the case of emergencies. In Canada, Cargill conducts CowSignals training programs for dairy farmers to help them analyze environmental and health factors that affect their cows comfort, milk production and longevity. Since 2013, groups of local farmers have participated in more than 175 sessions including insights about topics ranging from stall spacing and animal bedding to hoof trimming and nutrition.” / 37 Our Better Care goals and performance 2018 PRIORITIES STATUS OUR PERFORMANCE 2019 PRIORITIES Continue to transition all Maple Leaf Foods sows to open housing by the end of 2021. We completed our conversion of 44,000 sows to advanced open sow housing. We are on track to transition 66,000 by the end of 2021. Continue to transition all Maple Leaf Foods sows to advanced open sow housing by the end of 2021. Continue to pilot initiatives to promote play and reduce boredom in sow barns. Continue to pilot enrichment in broiler chicken barns and engage independent producers on enrichment pilots. Roll out our digital transportation monitoring system by the end of 2019. Deliver our Animal Care training modules by the end of 2019. Start and complete installation and implementation of enrichment and toys in all nursery and growing pig barns in 2019. Pilot initiatives to promote play and reduce boredom in sow barns. We piloted enrichment in all types of Maple Leaf Foods barns. Sow barn trials are still ongoing. Pilot enrichment in Maple Leaf Foods poultry broiler barns and engage an independent producer on enrichment pilots. Multiple trials were completed in conjunction with genetic evaluation, and more trials are planned for 2019. Implement our poultry transportation strategy. We hired four new on-farm resources to conduct pre- loading animal welfare assessments and launched our digital transportation monitoring sys
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