If we are guided by the ethics and the knowledge of our leaders close to their communities, then we will have a CR strategy that is not only ethical but also effective. Ethical behaviour cannot be imposed. It has to be owned. That is why I have asked our business leaders to report to me regularly on the CR priorities and measurements that are relevant to their businesses and communities, and where they think they can make the most difference.
George Weston, Chief Executive of Associated British Foods
We recognise that the world in which we operate is constantly changing. Our businesses engage with and respond to a wide range of CR issues, including those which stakeholders have brought to our attention. As with all our activities, our CR priorities are identified by our individual businesses and driven by them.
Each business has engaged in a process to understand its unique impact and the CR issues that are most material to them. While they all operate differently, they have common areas of interest: each business strives to minimise its impact on the environment, look after its employees, customer and suppliers, and be a good neighbour.
By aggregating these priorities, Associated British Foods has identified its group wide priorities. This approach creates focus whilst remaining true to our culture of decentralisation.
These group wide priorities make up the five pillars of our corporate responsibility strategy which are used throughout our communications: