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.
01COLLABORATE 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.
02SUSTAINABLE 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
03GIVING 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
04PACKAGING (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
05HUMAN 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.
06REDUCING 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
07REDUCE 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.
08INSPIRE 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.
09INVESTING 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.
10FAIR 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.
11ENGAGING 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.
12GIVING 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.
13POSITIVE 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.
14For further details, please refer to our
2019-20 Sustainability ReportYou can also read
