In 2015, we performed an extensive Corporate Materiality Analysis (CMA) that identified the material issues for our business. This analysis, while inclusive of JBS USA’s internal perception of the company’s sustainability performance, relied heavily on the views and perceptions of outside stakeholders, including Non-Governmental Organizations (NGOs), community organizations, key customers, suppliers, financial institutions, government officials, academia, industry trade associations and other industry stakeholders. The material issues identified through this consultation process defines our key priority areas, five-year goals and reported annual performance.
In 2020, we hired external consultants to revisit our CMA in order to understand how the expectations of our key stakeholders may have shifted due to events such as COVID-19 and groundswells of support against racial injustice. Through surveys and in-depth interviews, stakeholders from around the world and across our supply chain provided insights that confirmed our efforts in key areas. The stakeholder feedback provided helps guide our current strategy and informed our goals for 2030 and beyond.
Additionally, the JBS USA Ethics Line is used for employee consultation and we also continuously gather feedback around our material issues from internal and external stakeholders through one-on-one conversations with customers, consumers, team members, subject matter experts, external stakeholders and involvement in cross-collaborative supply chain sustainability initiatives. This feedback helps inform our process. Progress to goals and annual performance are summarized and annually reported by our Chief Sustainability Officer (CSO) to the Independent Advisory Board for additional feedback and guidance. Stakeholders are also involved in the development of this report.
To fully integrate our key priority areas, as identified by our CMA, across JBS USA business units, we defined and benchmarked approximately 30 Key Performance Indicators (KPIs) based on performance data for 2013, 2014 and 2015, across more than 60 facilities in the U.S. and Canada. Each facility was then tasked with identifying data-informed 2020 improvement goals and an implementation plan by which to achieve these goals. Based on the cumulative facility improvement goals, each JBS USA business unit developed reduction targets that were agreed to by the executive team, including the CEO and business unit Presidents, and then aggregated to form aggressive JBS USA 2020 improvement goals.
Building our sustainability goals from the ground up ensures ownership at the facility level, oversight at the business unit level and consistency in approach across the JBS USA enterprise. We are confident that developing a program that is supported by team members from the front-line to executive leadership will result in meaningful and measurable change that will drive continuous improvement throughout our company, meet our stakeholders’ expectations and allow us to create the greatest societal benefit.
Given the scale and diversity of our operations and the unique supply chain challenges faced by each of our business units, JBS USA’s initial approach to sustainability was regionally focused. We are now excited to announce our globally aligned 2030 improvement goals.
Our sustainability program is managed by the Corporate Sustainability Department in each region. Direct responsibility for decision making on the economic, social and environmental sustainability topics reside with the Head of Corporate Affairs and Chief Sustainability Officer (CSO), who reports directly to the CEO. Our Independent Advisory Board discusses and advises the JBS USA executive team on policies, procedures, impacts, risks and opportunities in addressing economic, environmental and social topics. The Independent Advisory Board reviews, at least annually, our policies, activities, and reporting regarding sustainability, and discusses our management of risks in those areas. The Corporate Sustainability Department in each region reports to the president of the business unit or directly to the CSO. These corporate sustainability teams partner with subject matter experts on our corporate environmental, team member health and safety, animal welfare and food safety, and quality assurance teams who support facility level leaders and work in partnership to improve our sustainability performance on the ground.
Head of Corporate Affairs and CSO, JBS USA
Director of ESG, JBS USA
Director of Sustainability, JBS USA & Pilgrim's US
Head of Environmental Sustainability, JBS USA
Institutional Affairs Manager, Pilgrim's Mexico
Head of Sustainability and Risk Management, Pilgrim's Moy Park
Head of Sustainability, Pilgrim’s UK
Group Manager Sustainability, JBS Australia
Head of Business Development, Marketing and Sustainability, JBS Canada
The broad-based, industry-wide issues facing North American, European and Australian agriculture today require full value chain collaboration to identify sustainable approaches that prioritize continuous improvement. As such, we are active members of many industry-based associations, some of our partners include:
JBS USA holds leadership roles in a number of multi-stakeholder partnerships dedicated to responsibly addressing sustainability to advance continuous improvement through the supply chain.
|The GRSB is a global, multi-stakeholder initiative developed to advance continuous improvement in the sustainability of the global beef value chain through leadership, science and multi-stakeholder engagement and collaboration. The GRSB envisions a world in which all aspects of the beef value chain are environmentally sound, socially responsible and economically viable. JBS USA is a founding member, past executive committee member, past board of directors member and past President.|
|The USRSB is a multi-stakeholder initiative developed to advance, support and communicate continuous improvement in sustainability of the U.S. beef value chain. The USRSB achieves this through leadership, innovation, multi-stakeholder engagement, and collaboration. The USRSB’s vision is that the U.S. beef value chain is the trusted global leader in environmentally sound, socially responsible and economically viable beef. JBS USA is a founding member, board of directors member and past Chair.|
|The CRSB is an initiative developed to facilitate the framework for the Canadian beef industry to be a global leader in the continuous improvement and sustainability of the beef value chain through science, multi-stakeholder engagement, communication and collaboration. Their vision is that the Canadian beef industry is recognized globally to be economically viable, environmentally sound and socially responsible. JBS Foods Canada is a founding member and past council member.|
|The Australian Beef Sustainability Framework
The Australian Beef Sustainability Framework defines sustainability as the production of beef in a manner that is socially, environmentally and economically responsible. They achieve this through the care of natural resources, people and the community, the health and welfare of animals, and the drive for continuous improvement. Their vision is to have a thriving Australian beef industry that strives to continuously improve the well-being of people, animals and the environment. JBS Australia is a founding member.
|The US-RSPE was launched in 2019 and is the nation’s multi-stakeholder sustainability initiative for the U.S. poultry and egg value chain. The US-RSPE has the ability to bring together a broad group of diverse stakeholders, who can collaboratively focus and accelerate continuous improvement in the entire poultry and egg value chain. Together, they hope to continually advance the U.S. as a global leader in responsibly produced poultry and eggs. Pilgrim’s is a founding member and board of directors member.|
|The Sustainable Agriculture Initiative (SAI) platform is a multi-stakeholder initiative that aims to harness the collaborative power of its members to accelerate widespread adoption of sustainable agricultural practices. Their vision is to grow a sustainable, thriving and resilient agricultural sector that safeguards farm viability and protects and preserves the earth’s resources, human rights and animal welfare while supporting our members and adding value across the European food and drink industry. Moy Park is a member.|
|Food Network for Ethical Trade (FNET) was established in 2016 by a number of major U.K. food companies to improve human rights in global food supply chains through a common approach to managing ethical trade. They aim to support members to identify, manage and respond to global food supply chain ethical trade risks, to improve the food industry’s understanding of ethical trade, to identify and facilitate collaboration opportunities, to promote trust and to build a forum for sharing issues and best practice. Pilgrim’s UK is a member of the technical board.|