LEADERSHIP
38 have a large land footprint where we operate ,” says Teague . “ We also have input . We use water and have factories which obviously emit CO2 . So , one of the things we ’ re always looking to do is make sure we only use what is needed . We make sure we have really substantive conversations about reduction , and I ’ m sure you ’ re aware that whatever goes in costs money and whatever comes out at some point was something that went in . We ’ re constantly looking at that balance and ensuring that at every point along our supply chain now , we ’ re looking to reduce that impact . We ’ ve done a phenomenal job in each of our factories because that ’ s where we ’ re focused on reducing CO2 and energy input , as well as how we use water .”
AB Sugar China is a key example of the company ’ s progress in this area . AB ’ s Chinese operations employ more than 2,000 people and partners , and 11,000 growers . In its March 2018 ‘ Global Minds , Local Champions ’ whitepaper , AB Sugar China hailed its 18.5 % reduction in water consumption over the previous season that was driven by an ongoing modernisation initiative that began in 2007 . In addition to its progress with water usage , the firm has invested over RMB200mn
“ AB ’ s sustainability strategy aims to reduce its end-to-end supply chain water and CO2 footprint by 30 %”
— Katharine Teague , Head of Advocacy at AB Sugar
APRIL 2019