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Environmental success stories in the Consumer Packaged Goods industry February, 2012

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Executive summary

Environmental success stories

This report aims to draw together and highlight examples of innovative environmental sustainability strategies undertaken by members. The stories demonstrate tangible returns and showcase pioneering collaborations within the industry.

1Environmental success stories in the Consumer Packaged Goods industry

Executive summary

Introduction from GMAMeghan Stasz, Director, Sustainability—Grocery Manufacturers Association

The Grocery Manufacturers Association (GMA) is pleased to bring you this “Environmental success stories in the Consumer Packaged Goods industry” report with assistance from PricewaterhouseCoopers (PwC).

The Consumer Packaged Goods (CPG) industry has a long-standing commitment to improving consumers’ lives, both through the products we provide and through stewardship of our environment. To help demonstrate that commitment, GMA, with the help of PwC, created this report which gives an overview of the industry’s progress to date and highlights particular innovations and achievements in the areas of air, waste, and water. For example, in the pages that follow you will learn that the CPG industry has consistently outperformed the S&P 500 in areas of carbon and water performance and has removed billions of pounds of packaging from the waste stream just in the past five years. Efficiencies and innovation in the CPG industry result in significant environmental gains.

The companies that make up the food, beverage, and consumer products sector understand that sustainability is a journey, not a

destination and have taken significant steps to enhance the sustainability of their facilities, supply chains, and products. The next step in the journey is a continued drive toward innovation and a pursuit of new opportunities to enhance the environment while we continue to deliver on our promise to enhance the quality of life for consumers in the U.S. and around the globe.

Commentary fromAndrew Winston, sustainability strategist and best-selling author on green business

The food, beverage, and consumer products industry is at the heart of the world’s sustainability challenges—they and their agricultural partners account for more than 70 percent of total

water use1, for example. But these businesses will also help solve our biggest problems by figuring out how to feed and enhance the quality of life for what will be nine or ten billion people… all without distressing water supplies or destabilizing our climate. This collection of success stories from GMA provides a taste of what the future holds. You’ll read about companies that are…

• Optimizing shipping and packaging to save tons of fuel and money

• Rethinking operations to “close the loop” by creating energy from inedible food such as oat hulls or capturing water from processed tomatoes

• Opening up and sharing what they’ve learned with suppliers, customers, and the world at large.

Sustainability problems, and the scale of innovation needed to solve them, are large indeed. These companies and their peers are combining solid, incremental efficiency improvements—which add up quickly to significant savings in cost and environmental impact—with deeper, more disruptive innovations. They’re starting to ask new questions to challenge the way things have always been done, and they’re charting a new path. It’s the beginning of a long journey but it has started well.

1 Agriculture accounts for more than 70 percent of total water used in most countries—United Nations Environment Programme.

2 Environmental success stories in the Consumer Packaged Goods industry

GMA is the voice of more than 300 leading food, beverage and consumer product companies that sustain and enhance the quality of life for hundreds of millions of people in the U.S. and around the globe. Based in Washington, D.C., GMA’s member organizations include internationally recognized brands as well as steadily growing, localized brands.

GMA-led efforts seek to reduce the industry’s environmental footprint, provide consumers with innovative, environmentally-friendly products and preserve our natural resources for future generations.

Methodology


All GMA members were considered as part of this project. Based on the developed criteria, the list of GMA members was subsequently reduced to include 177 food, beverage and consumer product companies and retailers.

Research was performed by PwC, under GMA’s direction. The objective of the research was to identify suc-cess stories within three defined areas of environmental sustainability: air, waste and water. Analysts researched current publicly-available company corporate social responsibility and sus-tainability reports and website content for stories that displayed success as defined by the criteria noted.

Environmental sustainability criteria considered

Air • Energy efficiency•Carbon reduction•Renewables

Waste •Reduction•Reuse and recycling•Disposal

Water •Recycling•Conservation•Stakeholder engagement

Success story criteria

The success stories selected demonstrate some or all of the following virtues:

• Innovation in system or product design

• Monetary savings or quantifiable return on investment

• Reduction or improvement in efficiency of environmental factors

• Interaction or collaboration with stakeholders

• Successfully executed and completed—not proposed or planned.

Story selection

GMA made all the decisions for which stories were demonstrative of success and included in this report.

Methodology

The Grocery Manufacturers Associa-tion is the voice of more than 300 leading food, beverage and consumer product companies that sustain and enhance the quality of life for hundreds of millions of people in the United States and around the globe.

Founded in 1908, GMA is an active, vocal advocate for its member companies and a trusted source of information about the industry and the products consumers rely on and enjoy every day. The association and its member companies are committed to meeting the needs of consumers through product innovation, responsible business practices and effective public policy solutions developed through a genuine partnership with policymakers and other stakeholders.

In keeping with our founding principles, GMA helps its members produce safe products through a strong and ongoing commitment to scientific research, testing and evaluation and to providing consumers with the products, tools and information they need to achieve a healthy diet and an active lifestyle.

The food, beverage and consumer packaged goods industry in the United States generates sales of $2.1 trillion annually, employs 14 million workers and contributes over $1 trillion in added value to the economy every year.


Leadership in Energy and Environmental Design (LEED)

Developed by the U.S. Green Building Council in 2000, the LEED rating system provides building owners and operators with a framework for identifying and implementing practical and measurable green building design, construction, operations and maintenance solutions.

Many GMA members have sought third-party LEED verification including The J. M. Smucker Company who has achieved Gold certification at one site. Their Natural Foods distribution warehouse in Chico, California generates 40 percent of its peak power requirements through onsite renewable sources including solar panels, a methane generator, and natural gas.

Air


Innovation with one eye on emissionsIn times of austerity cost savings make business sense. The search for efficiencies while preserving quality, by GMA member companies has led to large reductions in energy usage, often with little capital investment. Innovative solutions to processing and design of products have also resulted in both carbon and energy reductions. GMA members are also making use of sites across their portfolios, tax incentives available to them and the falling cost of installation, to differentiate their energy supply through sustainable renewable sources.

Analysis of the S&P 500 Consumer Staples sector Carbon Disclosure Project (CDP) submissions suggests the sector is outperforming the overall Index in regards to carbon emissions performance. The CDP is a foremost indicator of global carbon disclosure and performance.

EnergyefficiencyCampbell Soup: Finding dollars on the factory floor

A comprehensive efficiency initiative at The Campbell Soup Company’s plant in Sacramento, California reduced electricity consumption per pound of product by 4.85 percent,

reduced water usage per pound of product by 13.45 percent, and reduced total site waste by 860 tons. The program resulted in a total savings of $500,000 in utility costs. This savings was achieved through various projects, such as the installation of a utility metering system, a plant-wide recycling program, energy-saving lighting and lower-flow water nozzles. The plant also installed a heat recovery system and sterile hot water generation system estimated to save another $500,000 annually.

– Campbell Soup Company 2011 Update of the Corporate Social Responsibility Report

Air

70

Per

form

ance

sco

re (%

)

Emissionsperformance

Governance

Consumer staples

Stakeholderengagement

Strategy

60

50

40

30

20

10

0

S&P 500

Performance score buckets are based on the following areas of the CDP questionnaire: Emissions performance—Reporting of Scopes 1, 2, and 3 emissions data and percent operational spend on energy costs, energy use, absolute and/or intensity targets, emission reduction activities, change in emissions from prior year. Governance—Level of Oversight, incentives/rewards, risk management approach. Stakeholder Engagement—Verification/ assurance, engagement with policy makers, communication of sustainability information to public. Strategy—Integrated strategy, identified risks and opportunities, emissions trading.

CDP S&P 500 Report 2011: Strategic Advantage Through Climate Change Action, Carbon Disclosure Project 2011

Carbon Disclosure Project (CDP) 2011 results: PwC Analysis—The Consumer Staples sector outperformed the S&P 500 in all areas of carbon performance covered by the survey.


Kellogg’s: New technology reduces utility usage

In 2010, The Kellogg Company’s cereal plant in Belleville, Ontario, reduced electricity use by 9 percent and gas use by 11 percent through improvements in the manufacturing processes.

An example of these energy saving improvements is the development of new technology and machinery that creates less excess “over spray” when spraying coating on cereal. This new technology reduced by more than 100,000 pounds the amount of coating required to make 50 million pounds of product. This in turn saved energy by reducing the amount of required coating needed.

This new technology reduced by more than 100,000 pounds the amount of coating required to make 50 million pounds of product. This in turn saved energy by reducing the amount of required coating product.

– Kellogg’s 2010 Corporate Social Responsibility Report

Carbon reductionKraft: Natural refrigeration

Kraft Foods chose to site one of its refrigerated-storage facilities underground in natural limestone caves below Springfield, Missouri. This location takes advantage of natural insulation, allowing the site to use 65 percent less energy than conventional storage facilities.

In addition, the facility’s large size and central location enable Kraft to consolidate inventory and reduce transport miles. Kraft has calculated that the decision to use underground refrigeration saves the company 1,800 metric tons of CO2 emissions, 180,000 gallons of fuel and one million miles of truck travel annually.

– Kraft 2010 “Creating a More Delicious World”

Bumble Bee: Partnering with customers and suppliers

Bumble Bee Food’s logistics group works smart to maximize truck and container loads and utilize inter-modal transportation where possible. It partners with customers for direct-from-plant deliveries, customer pickup and fixed-day delivery schedules to minimize trucks on the road.

In 2009, the company shipped more than 2,700 truckloads, almost 58,000 tons of product, via inter-modal. This saved an estimated 900,000 gallons of diesel fuel and resulted in avoiding more than 10,000 metric tons of carbon dioxide equivalents.

In addition, the company changed the type of pallets used, which translated to an avoidance of 2.2 million pounds of waste and 1.2 million pounds of carbon dioxide equivalents in 2009.

– Bumble Bee Website: Working with our Supply Chain

“The decision to use under-ground refrigeration saves the company 1,800 metric tons of CO2 emissions” — Kraft


Since 2008, S.C. Johnson has used 50 percent renew-able energy to power their Michigan factory realizing a reduction in carbon emissions by 22,000 tons—equivalent of taking 4,300 cars off the road each year.

Kraft Springfield Limestone Cave

RenewablesJohnson & Johnson: Solar panels in action

The largest solar panel array in New Jersey became operational on the Titusville, New Jersey campus of the Janssen Pharmaceutical Companies of Johnson & Johnson in 2010. The 4.1 megawatt array of 13,496 solar panels provides 70 percent of the site’s annual electricity needs.

In addition to the Titusville site, Johnson & Johnson has solar power systems planned or completed at 20 other sites worldwide, which together represent an installed capacity of about 13 megawatts, the amount

needed to power nearly 2,000 homes each year. The U.S. Environmental Protection Agency (EPA) Green Power Partnership lists the company as the nation’s seventh-largest purchaser of renewable energy. The company is the recipient of six Green Power Leadership Awards from the EPA and Department of Energy since 2002.

– Johnson & Johnson 2010 Sustainability Report Summary

General Mills: Making Cheerios with energy from oat hulls

In 2010 General Mills began burning leftover oat hulls at its biomass-powered plant in Fridley, Minnesota. The process now produces 90 percent

of the steam required to heat the plant and produce the flour used to make Cheerios and other products.

Burning the oat hulls saves nearly $400,000 annually and cuts the plant’s carbon footprint by about 21 percent. Leftover oat hulls also are currently burned at a nearby biomass plant that generates enough electricity, on average, to power approximately 17,000 homes.

– General Mills 2011 Corporate Social Responsibility Report

S. C. Johnson: Winds of change

Since 2008, S.C. Johnson & Son has used 50 percent renewable energy to power their Michigan factory realizing a reduction in carbon emissions by 22,000 tons — equivalent of taking 4,300 cars off the road each year. On a global basis, approximately 40 percent of S.C. Johnson’s electricity comes from renewable energy sources.

– S. C. Johnson Investing for the Planet 2010 Report


“More than 1.5 billion pounds of packaging has been avoided from 2005-2010” — GMA

Waste


Turning waste into valuable resourcesGMA members are uniquely positioned to address the challenges and opportunities associated with food production and food waste. Long-established efforts to focus up and down the waste hierarchy include programs to donate food at the end of product life as well as reduction strategies that aim to prevent waste from ever occurring. In a 2011 survey of its members, GMA found that food, beverage and consumer products companies have avoided more than 1.5 billion pounds of packaging from 2005 to 2010 and estimate avoiding another 2.5 billion pounds by 2020.

In addition, GMA member companies are realizing new value from waste. Previously considered a cost of doing business, waste is now being thought of as a revenue-generating

opportunity. Transforming waste into a renewable energy stream or new products also reduces collection and treatment costs.

Reduction Colgate: Redesign of toothpaste tubes and caps

The Colgate-Palmolive Company’s global redesign of some toothpaste tubes and caps reduced consumption of non-renewable energy and natural resources by over 30 percent and greenhouse gas emissions by about 50 percent.

– Colgate Sustainability Report 2010

Procter & Gamble: Rethinking packaging from source to shelf

The Procter & Gamble Company partnered with a molded fiber

supplier to develop a breakthrough package for the company’s newest high-performance razor. The new package launched in Western Europe with a 57 percent reduction in plastic compared to the originally launched outer pack and razor tray and a 20 percent reduction in gross weight compared to the launch package.

To minimize plastic, the design uses fiber material made from bamboo, sugarcane, and bulrush. The design stretches the boundaries of what moldable pulp can do, its structure staying strong under compression, sealing and opening forces, and distribution and transportation stresses, while also maintaining the visual presence required. The new packaging is also 100 percent free of polyvinyl chloride (PVC).

– P&G 2011 Sustainability Report— Commitment to Everyday Life

Waste

-19%

1.5 billion poundsreduced from 2005 to...

1.5

4 billion pounds, expected to be reduced from 2005 to 2020

4

Reducing Our Footprint: The Food, Beverage and Consumer Products Industry’s Progress in Sustainable Packaging, GMA March 2011.

GMA 2011 Packaging Survey: GMA Analysis—Food, beverage and consumer products companies plan to reduce average packaging weight by 19 percent from 2005-2020.


Reuse and recyclingMusco Family Olive Company: Renewable energy and wastewater system (RENEWS)

The Musco Family Olive Company, the largest retail olive provider in America, has developed an award-winning closed-loop waste program called RENEWS (Renewable Energy and Wastewater System). In producing canned olives, Musco amasses millions of olive pits—each containing stored solar energy.

RENEWS cleanly burns 15 tons of pit waste daily, using the heat to evaporate spent process water and create steam. The steam drives the largest production steam engine in the U.S., which then powers the plant.

Every year the system uses 13 billion olive pits and helps Musco recycle a significant amount of its water.

– The Musco Family Olive Co. Website: Environmental Initiatives

Cargill: Methane reused at meat plants and sold for offsets

At most of Cargill’s meat plants the company reclaims methane from wastewater lagoons and uses the biogas to fuel plants. Biogas now

displaces 20-25 percent of natural gas demand at North American beef processing plants, while reducing GHG emissions by more than 1.3 million metric tons in the last four years.

Cargill’s beef processing facility in High River, Alberta, Canada, uses biogas from the wastewater treatment system to reduce both GHG emissions and natural gas use. Cargill sold more than 400,000 metric tons of emission offsets originating from this project through the Alberta Emissions Offset Registry in 2009.

– Cargill 2010 Corporate Responsibility Report: Growing Together

Smithfield: Converting sludge to cost savings

Reduction in waste to landfill at Smith-field Foods has been driven by projects such as one at the company’s North Side Foods facility in Arnold, Pennsyl-vania. Plant operators are now using a commercial digester that converts sludge to biogas. This alternative method turns waste into electricity, lowers disposal cost by 25 percent and saves the plant $100,000 annually.

– Smithfield Website: Environment 2010/11 Year in Review

Every year the RENEWS (Renewable Energy and Wastewater System) system uses 13 billion olive pits and helps Musco recycle a signifi-cant amount of its water.


“…donating 42.4 million pounds of fresh meat, dairy products, fruits and vegetables to local community food banks. This equates to over 33 million meals for local families.” — Kroger

Nestlé: Innovative products from used coffee grounds

Nestlé USA’s beverage manufacturing facility in Freehold, New Jersey, employs a unique way to capture energy and avoid waste. Working with a producer of fireplace logs, spent coffee grounds are turned into fire logs, a product that produces significantly fewer emissions than wood and provides a revenue stream for the company.

– Nestlé USA Commitment to Creating Shared Value Report

DisposalKroger: Rescuing and donating food

The Kroger Company’s Perishable Donations Partnership allows stores to donate perishable food that is still safe and nutritious to eat, but can no longer be sold in stores. More than 88 percent of stores last year were involved, donating 42.4 million pounds of fresh meat, dairy products, fruits and vegetables to local community food banks. This equates to over 33 million meals for local families.

The company works with more than 200 local hunger relief agencies, including more than 80 local food banks in the Feeding America network.

Kroger staff volunteer to sort donations and pack care boxes while executives serve on the boards of local food banks and the Feeding America national organization.

– Kroger Sustainability Report 2011

Clorox’s Burt’s Bees: Zero-waste to landfill pilot program

In 2010, all three Burt’s Bees facilities became the first zero waste-to-landfill sites in The Clorox Company network. In order to get to zero waste-to-land-fill, these facilities had to:

• Reduce, reuse, recycle, or compost at least 90 percent of the waste streams in the site

• Not allow any common recycled items such as paper, plastic, corrugate and aluminum to be in the remaining waste

• Send the remaining 10 percent (or less) waste to a waste-to-energy facility.

Other Clorox facilities are following suit, with the Clorox Tampa, Florida plant attaining zero waste-to-landfill in 2011, and two additional Clorox facilities expected to attain this designation in 2012.

– Clorox Corporate Responsibility Website: Solid Waste Progress To Date


“More than three-quarters of consumer products companies view water as a business opportunity ” — CDP 2011

Water


Is Water the new carbon?Water is a critical resource for GMA members, as most food products require large amounts of water for irrigation and processing. Food, beverage and consumer products companies are exposed to risk related to water scarcity and quality, severe weather events such as floods and drought, evolving regulatory environments, and changing stakeholder expectations.

According to the Carbon Disclosure Project’s (CDP) 2011 water disclosure survey, 72 percent of the world’s largest consumer staples companies reported exposure to these risks, with 64 percent identifying water-related risk in direct operations and

60 percent within their supply chain. However, more than three-quarters of companies view water also as a business opportunity. The stories described here depict how GMA members are not only mitigating water-related risk but also capitalizing on water-related opportunities.

Recycling ConAgra: Reclaiming waste tomato juice

ConAgra Food’s tomato fresh-pack facility in Helm, California processes up to 5,000 tons of raw tomatoes each day during peak season. Due to increasing water scarcity in the dry Central Valley region, the plant reconfigured its tomato-paste-

making process to capture the water removed from raw tomatoes. This reclaimed water is used to supply the site’s boilers, cooling towers and tanks. It is re-circulated up to three times before being discharged and used as agricultural irrigation. As a result, ConAgra Foods conserves nearly 56 million gallons annually, equivalent to the amount consumed by 560 average American households in a year2.

– ConAgra Website: The Juicy Truth: Tomato Water Reclamation

2 Calculated based on U.S. EPA data: Water Trivia Facts—In one year, the average American residence uses over 100,000 gallons (indoors and outside).

100

Per

form

ance

sco

re (%

)

Response rate Water policystrategy or plan

Consumer staples

Concrete watertargets ot goals

Water managementand/or stakeholder

engagement

80

60

40

20

0

S&P 500

CDP Water Disclosure Global Report 2011: Raising corporate awareness of global water issues, Carbon Disclosure Project 2011

CDP Global Water Disclosure Survey 2011 Results: PwC Analysis—The Consumer Staples sector outperformed the S&P 500 in many categories of water disclosure covered by the survey.


ConservationDole: Packing bananas with 90 percent less water

At Dole Food Company sustainability means focussing on positive impact on people and finances. The company is managing the water usage in the remote areas of the Philippines, where it has introduced Mobile Banana Processors—a miniature version of a standard packing plant. Rather than using water pools to “clean” bananas, this system completes most activities directly

in the banana fields. This new revolutionary process has reduced use of water by 90 percent. With this new process Dole has also found more cost efficient processes, improved the workplace by reducing noise and humidity and worked towards lowering their overall carbon footprint by avoiding trucking water to the plant.

– Dole Corporate Responsibility and Sustainability Website: Water Recycling Programs for Banana Packing

Stakeholder engagementCoca-Cola: Making public proprietary water data

On the cutting edge of corporate water management, The Coca-Cola Company utilizes an extensive global database of spatially-explicit water risk information to inform its business strategy. In August 2011, it donated this proprietary data to the World Resources Institute (WRI) for use in the ground-breaking new Aqueduct Water Risk Mapping Tool. The tool, which will be free and publicly avail-

Source: Aqueduct Water Risk Mapping Tool, World Resources Institute 2011

Coca-Cola’s proprietary water data informs the publicly available Aqueduct Water Risk Mapping Tool

Baseline Water Stress

Low (<10%)

Moderate (10-20%)

Medium-High (20-40%)

High (40-80%

Extremely High (>80%)

Arid and Low Water Use (NA)

Missing Data (No Data)


able, will allow companies, govern-ments and investors to generate detailed maps depicting geographi-cally-specific water risk. It is currently under development by an alliance including WRI, Coca-Cola, General Electric, Goldman Sachs, Bloomberg, and The Dow Chemical Company.

– August 26th 2011 Press Release—Coca-Cola Joins Alliance to Measure and Map Global Water Risk

PepsiCo: Working with others for a “positive water balance”

PepsiCo has made great strides on water their stewardship journey over the past decade. The company has developed water treatment, chemistry and eco-efficiency expertise within facilities around the world, serving consumers in many countries. PepsiCo is working hard to reach goals by minimizing the impact business has on the environment and collaborating with industry peers, governments, academia, nongovernmental organizations (NGOs) and communities. For example, in 2009 PepsiCo India achieved a “positive water balance” giving back more water to the community than facilities consumed. In 2010, the balance became more positive as the volume of water saved and returned exceeded the volume consumed by a greater margin.

– PepsiCo—Striving for Positive Water Impact

Unilever: Reducing the water used from farm to consumer

As part the Unilever Sustainable Living Plan target to source 100% of its raw agricultural materials sustainably by 2020, Unilever works with its suppliers to improve how water is managed during the growing process. Unilever provides specific guidance to farmers on issues such as irrigation management, water quality protection, and the social and environmental impacts of using water resources. The company is also conducting direct outreach with suppliers. For instance, Unilever has worked with its tomato growers and processors in California to measure irrigation water usage and develop an irrigation training program for farm workers.

Unilever is also engaging its consumers on the topic of water. Unilever has set a goal to help 400 million customers use less water by 2020 while washing and showering. Unilever identified laundry, skin and hair products as three-quarters of its water footprint, due primarily to the large volume of water needed to bathe or wash clothes. As part of this initiative, Unilever launched the “Turn off the Tap” campaign in the United States. The campaign partners with Walmart to display in-store marketing materials encouraging consumers to reduce their shower time or turn off the water when they shampoo or condition.

– Unilever 2011 (website)—Unilever Sustainable Agriculture Sourcing, Unilever 2009 - Unilever and Sustainable Agriculture: Water, Unilever 2011 - Unilever Sustainable Living Plan (Products & Consumers)

Unilever launched the “Turn off the Tap” campaign in the United States. The campaign partners with Walmart to display in-store marketing materials encouraging consumers to reduce their shower time or turn off the water when they shampoo or condition.

3 Calculated based on U.S. EPA data: Water Trivia Facts—In one year, the average American residence uses over 100,000 gallons (indoors and outside).

Meghan Stasz Director, Sustainability Grocery Manufacturers Association 1350 I Street, NW Suite 300 Washington, DC 20005 Tel 202-639-5935 Fax 202-337-4508 [email protected] www.gmaoline.org

For further information

About PwC’s Sustainable Business Solutions practice

Widely recognized as a leader in sustainability consulting and thought leadership, PwC’s global network of firms offers more than 700 dedicated partners and client service professionals with sustainability expertise.

We have a strong track record for helping clients in the consumer packaged goods industry drive financial, social and environmental value through:

• Strategy development: Finding the right sustainability drivers to create business value through revenue growth, risk management and cost reduction

• Performance management: Integrating sustainability across the organization to achieve operational efficiency and transforma- tional results

• Sustainable finance and tax: Capitalizing on green tax credits and incentives

• Reporting and assurance: Delivering actionable, investment-grade sustainability reporting and communications

To learn more, visit www.pwc.com/us/sustainability

© COPYRIGHT 2012 Grocery Manufacturers Association. Reproduction of the Environmental success stories in the Consumer Packaged Goods Industry 2012 in any form is prohibited expect with prior written permission of the Grocery manufacturers Association (GMA). GMA does not guarantee the accuracy, adequacy, completeness, or availability of any information and are not responsible for any errors or omissions or for the results obtained from the use of such information. GMA GIVE NO EXPRESS OR IMPLIED WARRANTIES, INCLUDING, BUT NOT LIMITED TO, ANY WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE OR USE. In no event shall GMA be liable for any indirect, special, or consequential damages in connection with any use of the Environmental success stories in the Consumer Packaged Goods Industry 2012.

PwC has exercised reasonable professional care and diligence in the collection, processing, and reporting of this information. However, the data used is from third-party sources and PwC has not independently verified, validated, or audited the data. PwC makes no representations or warranties with respect to the accuracy of the information, nor whether it is suitable for the purposes to which it is put by users. This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.

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Environmental success stories in the Consumer … · Environmental success stories in the. ... Environmental success stories in the. Consumer Packaged Goods industry. ... Kraft Foods