All Glad facilities worldwide achieved zero-waste-to-landfill status, including R&D and distribution facilities in the U.S. and plants in the U.S., Canada and China.
To engage employees in taking personal ownership of sustainability in their workplace, we relaunched our voluntary employee Eco Warriors group with an innovation contest in January and a site-focused Earth Month challenge. The Eco Warriors also partnered with our Brita brand to engage 43 of our facilities in the U.S. and Latin America in eliminating single-use plastic bottles.
We moved part of our supply chain for the Clorox ToiletWand® system from Mexico to the U.S. to partner with a supplier that could design and invest in automation that increases our capacity while reducing overall lead times and inventory. This improves our ability to respond more quickly to changing customer demands. The move also created 120 jobs in the U.S., reduced transportation costs and lowered our transportation carbon footprint by over 735,000 miles annually.
We implemented a cloud-based supplier onboarding tool that includes a component requiring review and acceptance of our Business Partner Code of Conduct before doing business with Clorox. The scope currently covers all U.S. suppliers, with the potential to expand globally.
To help drive continuous improvement across our value chain, we created a formal risk assessment and auditing program to be formally implemented in fiscal year 2020. The program, which involves annual risk assessments of most direct material suppliers in the U.S., Latin America and Asia, Middle East and Africa regions, is intended to verify and in some cases improve conditions across our global supply chain. As a member of Sedex, we ask certain suppliers identified in our assessment to conduct the group’s SMETA audit (or the equivalent), which provides a globally recognized way to assess activities in areas such as labor rights, health and safety, the environment and business ethics.
2020 Strategy Recap
In an effort to improve the sustainability of our upstream supply chain, in 2014 we introduced an annual scorecard survey for our top 100 suppliers, representing approximately two-thirds of our spending. The scorecard enables us to track our suppliers’ progress against measuring and setting goals for reductions in water use, energy use, GHG emissions and solid-waste-to-landfill. To more clearly communicate our expectations for what constitutes strong performance, offer feedback on progress and provide incentives for further improvements, in 2017 we implemented a supplier scoring system. Since its introduction, there has been consistent improvement from our suppliers across all metrics and a 100% response rate for the past two years.
99% of paper-based packaging we purchase is from recycled or certified sustainable virgin fiber
In 2015, we updated our Palm Oil Responsible Sourcing Commitment to ensure palm oil-derived ingredients are sourced in a manner that does not contribute to deforestation, protects peatlands and respects human rights. As part of our commitment, we joined the Roundtable on Sustainable Palm Oil and worked with our implementation partner, Earthworm Foundation (formerly The Forest Trust), to engage our complex palm derivative ingredient supply chain. We’ve made progress toward our goals, achieving 99% traceability to the origin refiner and 92% traceability to the mill as of 2018 for our priority suppliers, which represented 92% of our domestic business palm ingredient purchases. We also began supporting Priority Areas for Transformation, a program focused on land-use planning in Indonesia that helps participating stakeholders work together to bring sustainable economic growth while protecting a critical ecosystem. Through our work, we’re helping drive progress in derivative supply chains, bringing more awareness, transparency and commitment to addressing this complex part of the palm industry.
More than 99% of paper-based packaging we purchase is now made from recycled or certified sustainable virgin fiber, based on a supplier survey with a 100% response rate. This was one of our 2020 goals for product and packaging sustainability, aimed at reducing the pressure on natural forests and related impacts on climate change.
Our Burt’s Bees brand began offsetting its greenhouse gas emissions by purchasing carbon offsets and became a Natural Capital Partners CarbonNeutral-certified company in 2015. GHG emissions from Burt’s Bees operations are now approximately 0.5% of Clorox’s total annual GHG emissions.