Targets & Progress
The table below shows our progress against targets for fiscal 2017 and our targets for fiscal 2018. Full details of our performance can be found in the sections for each of our Corporate Responsibility pillars.
|Marketplace Targets for FY17||Marketplace Progress in FY17|
|Launch updated Bacardi responsible drinking website and incorporate responsibledrinking.org site on brand specific websites.||We agreed to incorporate responsible drinking site information on every brand-specific website and began the process of including additional responsible drinking information on BacardiLimited.com.|
|Work directly with other industry members to support best practice responsible drinking initiatives in new countries where there are less established SAOs.||Conducted a mapping of priority countries to include Company-led and other industry partners’ responsible drinking initiatives in each country. As of FY17, we are active within a social aspect organization (SAO) or trade association’s (TA) responsible drinking initiative in 82% of identified priority countries.|
|Update Company marketing compliance e-training module in order to better track training completion data.||Designed and developed updated e-training module based on Company's Responsible Marketing Principles.|
|Implement new marketing compliance approval database system for all Company marketing and creative excellence staff and BBDO personnel.||System developed and tailored to Company's needs. First trainings for project leaders and relevant staff completed by end of FY17.|
|Work with IARD and country-level SAOs to better collect evidence of successful underage drinking campaigns and share those in partnership with other SAOs and Trade Associations in order to reach more than 1.8 million underage persons with LDA campaigns, as measured through the Producers' Commitment reporting.||Participated on IARD's program committee and worked with their Partnership Council to collect data globally. In FY17 45 Bacardi-supported education programs operating in 17 countries reached 1,148,045 underage individuals and 1,626,814 influencers.|
|100% of marketing agency contracts are in compliance with the Producers' Commitments.||All marketing agency contracts are in compliance with Producers’ Commitments indicators.|
|100% of ads placed by Company with at least a 70% minimum legal drinking age audience.||All traditional and digital media placements by Company had at least a 70% minimum legal drinking age audience (or higher where required).|
|Incorporate responsibledrinking.org on Company websites and implement plan to include responsibledrinking.org and responsibility messaging or logo on all labels by end of FY 18.||Planned, agreed, and developed label revisions that incorporate responsible drinking website, messaging or logo to be placed on all labels by end of FY18.|
|Marketplace Targets for FY18|
|Update Bacardi responsible drinking website information to incorporate International Alliance for Responsible Drinking facts info and other global and local alcohol responsibility resources, and link to BacardiLimited.com. Include nutritional information on BacardiLimited.com.|
|Increase percentage of active priority country responsible drinking initiatives, whether in partnership with other industry members or Company led, including enhancing Slow Drinking.|
|Launch updated marketing compliance training module globally for relevant marketing, creative excellence, sales and agency staff to use for new hires and as a yearly refresher for existing employees, with translation available in at least eight languages.|
|Design and launch updated responsible marketing principles for all Company staff.|
|100% use of new digital legal compliance system (Creative Approval Hub) by global marketing, creative excellence, legal teams, and BBDO personnel to track global marketing campaign compliance approval.|
|Through partnerships with IARD and local SAOs and TAs, increase LDA and influencer reach by 20% through responsible drinking initiatives, as measured through the Producers' Commitment reporting.|
|100% of marketing agency contracts in compliance with the Producers' Commitments.|
|100% of traditional and digital media placements by Company with at least a 70% minimum legal drinking age audience.|
|All Company products to have at least one responsible drinking website, messaging, or logo on label.|
|Pilot Company employee responsible drinking pledge in select countries to ascertain value and viability for potential global roll-out.|
|Ensure all six safeguards of the Producers’ Commitments Digital Guiding Principles are in place for all country-level brand social media platforms and websites.|
|Environment Targets for FY17||Environment Progress in FY17|
|Continue implementation of resource efficiency action plans to ensure we achieve a reduction of 55% in water use efficiency index and 50% in GHG emissions intensity index by Dec 2017 vs FY06.||Due to extraordinary activities at some of our sites, only 0.2% improvement was achieved in water use efficiency vs. FY16, and an overall 46.5% improvement vs. FY06. We will maintain our efforts, focusing on water consumption to continue our journey to reach 55% improvement mark. For GHG emissions intensity, we achieved our 50% reduction target more than a year ahead of our target date.|
|Improve the efficiency and reliability of the three existing biomass boilers to ensure GHG reductions maximized.||Although we suffered some biomass boilers downtime during this period, corrective and preventive actions have been implemented to improve efficiency reliability and minimize equipment downtime.|
|Implementation of waste stream action plans, aiming to achieve less than 0.4% of total waste from production sites to landfill. Our long-term vision is to achieve Zero Waste to landfill in all our facilities by 2022.||Achieved 0.35% waste to landfill, which is on track to achieve our long-term zero waste to landfill by 2022. In addition, already 11 of our 29 facilities have achieved the Zero Waste to Landfill status, four more than FY16.|
|Expand the Green Champion rosters to increase employee involvement in additional functional areas outside of Operations.||The Green Champion roster was expanded to 42 employees, from 22 in FY16, to include representatives from functions beyond Operations. For the third year in a row, Good Spirited Awards were delivered in six award categories.|
|Successfully pass our surveillance audits and get our new BOMBAY SAPPHIRE® manufacturing site in Laverstoke Mill in the scope of the “triple crown” certification (ISO 9001, ISO 14001, and OHSAS 18001).||We successfully passed our surveillance audits for ISO 9001, ISO14001, and OHSAS 18001 management systems standards for existing sites. Our new site at Laverstoke Mill completed the pre-audit assessment.|
|Environment Targets for FY18|
Implement specific action plans to reduce water consumption, with special focus at three of our main distilleries located in Puerto Rico (Cataño) and Scotland (Aberfeldy and MacDuff). Due to changes in our strategy, focusing more on consumption of water, versus overall usage, these action plans should put us on track to achieve a 50% reduction (vs. FY06) during the second half of this reporting period. We are still aiming to reach the original 55% reduction goal, but additional time is expected to get there.
|Define new targets (short and long-term) for water use and GHG emissions, as part of our future sustainability strategy. The new scope will be expanded to go beyond our four walls, with additional focus on the upstream portion of our value chain. The target for water will use a context-based approach. A science-based method will be used for setting a target for GHG reduction.|
|Continue with the implementation of required waste stream action plans, aiming to achieve less than 0.32% of total waste from production sites to landfill, towards our goal of Zero Waste to Landfill of all sites by 2022.|
|Work on our transition plan to the new ISO 9001-2015 and ISO 14001- 2015 management system standards at all manufacturing sites, in order to comply with the three-year transition process set by ISO to maintain our certification. Gap assessments to be completed and action plans in place to achieve full transition by September 2018.|
|Responsible Sourcing Targets for FY17||Responsible Sourcing Progress in FY17|
|100% of all new and existing suppliers to be assessed according to our Vendor Qualification Process.||100% of new and existing suppliers are VQP assessed and qualified.|
|85% of Global Direct suppliers and 100% of Global Point of sale suppliers linked to Bacardi through Sedex with process led by our Category Managers. A completed self-assessment questionnaire and audit to be completed by end of FY18 for each supplier.||91% of Global Direct and 100% of Global Point of Sale suppliers are linked to Bacardi through Sedex.|
|Define and implement sustainable agriculture sourcing strategy beyond sugarcane-derived products for rum. Focus crops include: LCD, Molasses, Botanicals, Agave, and Wheat. Category Managers are responsible for action plan implementation.||
*Action plans developed for new LCD and Molasses suppliers and we are working with external auditors for LEBLON® Bonsucro certification.
*We have also developed action plans for all botanicals, including developing farmer's capabilities and support for environmental sustainability. As needed, we are working with local NGOs on implementation.
*Developed a wheat yield improvement program with wheat supplier.
*Agave action plan defined to include selecting a credible sustainable certification program.
|100% of sugarcane-derived products suppliers for rum Bonsucro certified by the end of FY17 (The Good Spirted original goal was 40% certified by 2017 and 100% certified by 2022).||All molasses sources currently sustainably certified and have an action plan for all to receive Bonsucro certification by end of CY17, including new suppliers. More than 80% of LCD suppliers are Bonsucro certified, with plans to achieve certification for all by end of CY17.|
|Deploy Good Spirited training program with our strategic direct suppliers to build awareness and develop action plans to meet the Good Spirited sourcing, environment, and packaging goals together.||
*Twenty-seven raw material strategic suppliers have been trained and have agreed to collaborate and to provide data on water use reduction.
*All strategic packaging suppliers trained on Good Spirited program, including moving from weight to carbon intensity, energy, and water KPIs. We have achieved a 3.6% glass weight reduction since FY08.
|Responsible Sourcing Targets for FY18|
|Ongoing target to ensure 100% of our suppliers assessed to our Vendor Qualification Process.|
|95% of Global Direct spend and 100% of Global Point of Sales suppliers linked to Bacardi through Sedex. In addition, we will work with local teams to ensure local POS suppliers are using Sedex and completing SAQs.|
Raw Material Action Plans:
*For grapes, work with Prosecco and Asti Consortiums to achieve highest level of standards with focus on environment, ethics, and economics; including for Asti a reduction of residual phito treatment (35%) and for white table wine a carbon footprint reduction (20%).
*Action plan defined for Agave suppliers to be sustainably certified.
*Botanicals action plan underway, our goal is for 60% of main botanicals sustainably certified by FY18, 100% by FY19.
*Continue to build on wheat supplier improvement programs.
*LEBLON® to achieve Bonsucro certification.
|For sugarcane-derived products for rum, ensure VQP audits for new suppliers and work with them to achieve Bonsucro certification by end of CY17. This includes LEBLON®.|
|Train all new strategic raw materials and packaging suppliers on Good Spirited program goals. Work with suppliers to achieve Forest Stewardship Council certification for labels and corrugated packaging.|
|People Targets for FY17||People Progress in FY17|
|Globally launch Becoming Bacardi Mobile Application (in English) across five pilot countries. Make the Becoming Bacardi toolkit materials available in local languages for all countries.||Becoming Bacardi is now available in more than 10 countries across all regions. In addition, toolkit materials are available in 10 languages covering all our countries.|
|Improve communication of Workday resource as an internal search firm for Bacardi employees. Continue to achieve 70% internal hire ratio.||While we have improved communication and usage of Workday, and designed the Next Move internal search solution ready for pilot in FY18, our internal hire ratio is still under target and sits at 35.5%.|
|Develop Women in Leadership (WIL) strategy and plan to ensure gender diversity continues among Bacardi leadership. Strive to maintain 33% of senior management roles held by women.||36% of senior management roles are held by women. We hosted S.H.E. Summits in Miami and New York and launched diversity initiatives in Southern Europe.|
|Ensure Action Team (grassroots employee led teams who review survey results and build and implement action plans to address areas of greatest interest/concern) presence and engagement in all Bacardi hubs. Run 3rd Global Employee Engagement Survey in January 2017, with "best in class" participation and improved levels of engagement across key indices, including: satisfaction, pride, retention and advocacy.||FY17 participation rate in the Global Employee Engagement Survey was 89%, surpassing FY15 participation (86%). Globally 55 Action Teams were established as a result of the FY15 survey. These Action Teams, in addition to organization-wide initiatives, resulted in an increase in all 70 survey categories but one over FY15 results. The engagement index consisting of items relating to satisfaction, pride, retention, and advocacy increased by two percentage points.|
|Roll-out Company "Coaching to Win" and "Bacardi Ready" internal training to employees to accelerate professional development of employees. Pilot Bacardi Ready in Emerging Markets and run at least 1 Coaching to Win in each region/function.||Eighty-one learners participated across seven Coaching to Win workshops in every region/function. Bacardi Ready South Africa included AMEA & APAC regions. We had strong program ratings in terms of both experience and skills enhancement. Bacardi Ready was launched and we also designed a joint graduate development program called ‘Volemos’ (‘to fly’ in Spanish) for Bacardi and its distributor in North America.|
|Develop Company Human Rights Policy encompassing already existing standards and codes, including Universal Declaration of Human Rights, the UNCG, the SDGs, and the ILO, to showcase Bacardi's commitment to workforce and community human rights.||Published Anti-Slavery and Human Trafficking Statement in compliance with UK Modern Slavery Act 2015. The statement, Bacardi Responsible Sourcing Standards, and our Code of Conduct encompass the Company's commitment to workforce and community human rights.|
|Build People scorecard to measure yearly KPIs. Indicators will include diversity, internal hire ratio, Becoming Bacardi uptake, Bacardi Ready and other training programs, talent review and succession planning efforts, implementation of Action Team efforts, performance management, and recognition programs.||Built and tested People Scorecard. Ready to launch in FY18 and will be used in Q1 across all countries.|
|Safety Targets for FY17||Safety Progress in FY17|
|Improve overall B-Safe Observations* rate by 10% vs FY16.||
Overall B-Safe Observations rate increased by 64% vs FY16. We overdelivered this leading KPI through the completion of +5,000 B-Safe Observations.
|Overall LTA rate of less than 1 per million of worked hours by 2022.||
Overall company LTA rate in FY17 was 1.2 per million of worked hours. This is our second-best year performance.
|Safety First program** – work towards achieving Silver priority standards in all plants as a step towards achieving all Silver standards by FY18||
Silver priority standards were achieved in all plants and plans defined to reach Silver level in full by FY18. We are on track with our company Safety First program implementation.
|People Targets for FY18|
|Globally embed Becoming Bacardi Mobile Application across all countries. 95% of new hires complete the four elements of Becoming Bacardi in all countries in the first 90 days (Mixology, Development Plans, Buddy, and Becoming Bacardi App).|
|Pilot Applicant Tracking System to increase our ability to tap into and select internal and external talent for Bacardi. Pilot Next Move solution (a proactive internal headhunting program to explore career interests of Primos after 2+ years in current position).|
|Maintain current Women in Leadership ratios and expand external presence through S.H.E. Summits to Asia and Latin America. Launch of Women in Leadership mentoring program in Eastern Europe and Northern Europe.|
|10% of employees globally involved in Action Teams, as a follow-up to the Primos Engagement Survey, in line with FY15 participation. Pulse Surveys deployed on a regional basis.|
|Continue to expand Coaching to Win through 2 workshops per region or function. In addition, we will certify 13 internal talents with the International Coach Federation (coaching certification body) to ensure high quality delivery. Build internal expertise extending Leadership Insights (a series of intensive diagnostic and coaching experiences at different leadership levels) across the organization. Roll out Bacardi Ready in India. Pilot Volemos and kick off second Rising Stars program.|
|Safety Targets for FY18|
Improve overall B-Safe Observations* rate by 30% vs FY17. While we started to report this rate globally in FY16, we believe our FY17 target was most likely set too low with activities expanding. Our FY18 target is reasonably ambitious as B-Safe Observations reinforce safe behaviors and correct unsafe behaviors through feedback. This is one of the key elements of our safety culture and is contributing to the improvement of our safety performance. This target will be supported by the training of 100% of our employees in all our manufacturing sites in conducting B-Safe Observations.
|Overall LTA rate of less than 1 per million of worked hours by 2022|
|Safety First program** – achieving all Silver standards by FY18 in all plants|
* B-Safe Observations are behavioral based safety observations and feedback, based on best practice Behavioral Based Study programs, to positively reinforce safe behaviors at work, started at Bacardi in 2009. All employees at our manufacturing sites can conduct B-safe Observations as long as they receive the proper training.
**Safety First is our home built program to raise our safety culture, designed with four levels: Foundation, Bronze, Silver and Gold. Silver level corresponds to advanced practices that are rolled-out globally.
|PCI Targets for FY17||PCI Progress in FY17|
|Through internal engagement and external benchmarking, Bacardi to update PCI guidelines and donations policy for community outreach, and communicate new policy globally to all employees.||Researched and drafted new global Company Policy to guide employees in the charitable organization selection, vetting, and tracking process.|
|Launch internal database and tracking system to adequately track Company community investment, aligned with internal financial reporting systems. Identify and train community champions to manage and report on these activities within all markets. This system will support benchmark reporting from FY 18 onwards.||Launched new internal CR Tracking Database through SharePoint to accurately account for all Bacardi community investment. The internal database, with easy access use by all Company employees, will track charitable donations and employee engagement activities.|
|Update CR Ambassador Program & CR Month tool-kit in order to engage more Company employees worldwide.||Updated CR Ambassador and CR Month guidelines and tool-kit. Through in depth research, mapped all locations with Bacardi employees and enlisted help of regional management to identify 57 CR Ambassadors in 40 countries where Bacardi has employees.|
|Targets for FY18|
|Roll out Charitable Donations policy globally through trainings, webinars, and other internal communications tools to all employees.|
|80% of CR Ambassadors to record employee engagement in CR Month activities.|
|95% of the 40 countries where Bacardi has employees to participate in a CR Month activity.|
|Update financial systems to track all Bacardi philanthropic giving.|