We’ve all read claims by companies that they are going to achieve net zero emissions by a certain date. It always sounds good, but unfortunately sometimes that’s all it is – a promotional soundbite.
Global meat processing company JBS USA learned this to its cost when it was fined US$1.1m for stating that if would have net zero greenhouse gas emissions by 2040 but had no plan in place to get to that goal.
Such claims fall under CSR (corporate social responsibility) which — when done correctly — makes sense business-wise as it is popular with consumers and investors alike.
Once, CSR may have been seen as just an optional marketing tool but today it has evolved into a core business strategy which can build resilience against climate risks and directly impact the bottom line.
Read any big food company’s CSR manifesto and/or sustainability report and you’ll see a list of pledges. But, as JBS USA learned, those pledges need to be backed up by actions and results.
So who’s doing it right?
Thai Union Group, one of the largest seafood companies in the world, is one business that is achieving impressive results. It recently earned a Top 1% distinction in the S&P Global Sustainability Yearbook 2026, placing it at number one globally in the food products industry under the Dow Jones ‘Best-in-Class’ Indices.
At the launch of the 2026 Sustainability Yearbook, S&P Global said that the companies represented in the document demonstrate that credible sustainability performance remains possible and measurable when embedded into governance, strategy, risk management and operational decision-making.
“Their progress signals where the global market is heading toward stronger comparability, higher expectations for proof of impact and a rising premium on trust.”
Bangkok-based Thai Union Group operates in 20 countries, serving over 120 markets.
Adam Brennan, chief sustainability and communications officer, at Thai Union, says they only focus on sustainability activities that result in tangible change.
“For the last decade, we’ve held ourselves accountable to the 11 commitments in our SeaChange 2030 strategy, and we’re seeing marked progress, especially in our tuna value chain.
“Healthy Living, Healthy Oceans is our core philosophy and today, more than 99.9% of our sourced tuna is either Marine Stewardship Council certified or on a strong pathway to certification, and we’ve achieved over 95% observer coverage across our tuna supply chain, helping ensure transparency at sea. That’s living our philosophy in the real world, not just on paper – from the fish we source to how we support fishers at sea.”
To make a real difference, Brennan says the test is whether its sustainability activities work in practice. “The SeaChange strategy is not just a checklist; it ensures that sustainability doesn’t become an add-on but is embedded in how the business operates.
“An example is our onboard wi-fi project. While we don’t own any vessels, as a global seafood leader, we take fisher welfare seriously. That’s why we’re aiming to source 50% of our tuna from long-distance fishing vessels equipped with free wi-fi for fishers by the end of 2026, increasing to 75% by 2028. It’s easy to take connectivity for granted, but fishers should be able to speak to loved ones, access essential information and raise grievances in real time.”
Brennan says key to achieving its goals are partnership, transparency and having a sustainability-first mindset. He says Thai Union is collaborating with fisheries, farmers and NGOs to strengthen ecosystems and influence wider-scale sustainable change; championing transparency with 95% human or electronic observer coverage across its tuna supply chain; and positioning the sustainable choice as being best for business.
Tangible improvements so far include the fact that 100% of its sourced tuna can be traced through both digital and paper records, allowing it to identify the vessel or group of vessels where the tuna originated.
For real transparency, the company has implemented a can tracker for select ambient brands, allowing consumers to track the journey of their fish by entering the can’s code into a platform on the Chicken of the Sea, Genova, John West, Petit Navire and Mareblu websites.
Greenhouse gases: A tough hill to clear
Meanwhile, the reduction of greenhouse gas emissions is obviously a mission for most companies.
The GHG Protocol Corporate Standard organises emissions into three scopes. Scope one is for direct emissions from a company’s own operations. Scope two covers indirect emissions from a company’s purchased electricity and heat, while Scope 3 covers all other indirect emission across the supply chain.
These include the production of any materials purchased, transportation of those purchased products and the use of their sold products.
Generally, it is Scope 3 emissions that are the hardest to tackle.
Unilever, one of the biggest FMCG companies in the world with a 2025 turnover of €50.5bn (US$58.2bn) is having a good go at reducing its emissions.
Its sustainability priorities are focused on four areas where it believes it can have the greatest impact: climate, nature, plastics and livelihoods.
Unilever says it is achieving its priorities through operational delivery across the value chain.
According to a spokesperson for the company: “Sustainability is embedded into procurement, innovation, manufacturing and supply chain decision making, supported by clear roadmaps, governance and accountability. We also work closely with suppliers, customers and policymakers because many sustainability initiatives cannot be achieved by one company acting alone.”
As for results, the global giant says it has made strong progress across all four sustainability priorities. “On climate, we’ve achieved a 77% reduction in Scope 1 and 2 greenhouse gas emissions since 2015. We’re working with suppliers representing around 40% of our Scope 3 emissions through our Supplier Climate Programme to develop decarbonisation roadmaps focused on renewable energy and energy efficiency. In nature, we now have 34 regenerative agriculture programmes operating across 17 countries, covering approximately 258,000 hectares and helping improve soil health, biodiversity and resilience in key sourcing regions. In plastics, we achieved our goal of using 25% post-consumer recycled plastics in our packaging by 2025 and have continued to reduce our use of virgin plastic.”
Sustainability must be local yet transferable
However, the company admits that many of its sustainability initiatives sit beyond its direct control.
“Whether it is climate, nature, plastics or livelihoods, progress often depends on suppliers, customers, industries, infrastructure and policy frameworks moving together,” he said.
“Climate is a good example. Around 98% of our greenhouse gas emissions sit in Scope 3, with more than half linked to raw materials and ingredients across our value chain. We are part of other companies’ Scope 3 emissions, just as our suppliers are part of ours, [which is why] collaboration is such an important part of our approach. The transition only works if the whole value chain moves together.”
Thai Union’s Brennan also admits that there are still challenges when it comes to sustainability.
“We operate across many very different realities at once. Some parts of our supply chain are highly regulated, while others are still developing. At the same time, demand for sustainably sourced and processed food is not linear, which makes consistent change more complex.
“Our goal is to stay focused on delivering against our SeaChange 2030 commitments and on being the change we want to see in the industry; that means putting the right systems in place within our own operations first.”
Adding to this, different territories also have different challenges. The Unilever spokesperson says its sustainability goals apply across its global business, but markets operate in different contexts.
“Progress can vary depending on factors such as infrastructure, policy environments and access to solutions like renewable energy or recycling systems. That’s why collaboration between business, governments and industry remains critical to accelerating progress globally.”
Brennan adds: “Every country is unique in its approach to and appetite for sustainability. Some operate in highly regulated environments with strong consumer awareness, while others rely more on industry-led action, partnerships, and capacity building.
“We don’t focus on comparing which markets are ahead or more engaged in sustainability, rather on responding to the realities we see in our supply chains, in the communities we work with, and in the ecosystems that support them. What matters is that progress is happening everywhere, even if it moves at different speeds and in different ways.”
“Ultimately, sustainability only works if it travels well: not just in the most advanced markets, but across the whole system. The goal is constant progress in support of both people and planet.”
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