Strategy & Goals
Pilgrim's is committed to meet the challenge of responsibly feeding a growing population. As one of the world's largest meat and poultry companies, we have the opportunity to lead sustainable development in food production by empowering each of our stakeholders. We are working toward 2030 company sustainability goals across ESG topics, and we are aligned to the JBS goal to reach net zero by 2040.
Strategy & Goals
Pilgrim's is committed to meet the challenge of responsibly feeding a growing population. As one of the world's largest meat and poultry companies, we have the opportunity to lead sustainable development in food production by empowering each of our stakeholders. We are working toward 2030 company sustainability goals across ESG topics, and we are aligned to the JBS goal to reach net zero by 2040.
Strategy & Goals
Pilgrim's is committed to meet the challenge of responsibly feeding a growing population. As one of the world's largest meat and poultry companies, we have the opportunity to lead sustainable development in food production by empowering each of our stakeholders. We are working toward 2030 company sustainability goals across ESG topics, and we are aligned to the JBS goal to reach net zero by 2040.
Strategy & Goals

Our Progress

While our sustainability efforts are constantly evolving, our vision remains consistent—to be the best and most respected company in our industry, creating the opportunity of a better future for our team members. We're proud to be part of the family meal while continuing to improve our processes to meet our global and regional goals.

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

Opportunity

Achieve Net-Zero greenhouse gas (GHG) emissions by 2040

Progress:

  • 120+ Scope 1 & 2 GHG emissions reduction projects approved for implementation in Pilgrim's facilities

  • Developed and implemented a behavior-based playbook within Pilgrim's U.S. facilities to optimize operational procedures in effort to reduce GHG emissions

  • Individual Pilgrim's businesses around the world are also actively engaged in research endeavors focused on animal welfare, animal nutrition, farm management, and other areas to help further our Scope 3 GHG emissions reduction strategy through improved efficiencies

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reduce Scope 1 & 2 GHG emission intensity by 30% by 2030 vs. 2019 baseline

Progress:

20% reduction in Scope 1 & 2 GHG emission intensity (metric tons of CO2e per 100 lbs. of finished product) from 2019 to 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

On Track

Reach 60% renewable electricity by 2030 and 100% renewable electricity by 2040

Progress:

  • 15.5% of the total electricity used in our global operations was renewable in 2022

  • Pilgrim's UK and Pilgrim's Food Masters both used 100% renewable electricity in 2022

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Complete

Tie senior executive compensation considerations to performance against environmental goals

Progress:

ESG metrics are integrated into executive compensation

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Opportunity

Reduce water use intensity by 15% by 2030 vs. 2019 baseline

Progress:

12% increase from 2019 to 2022

Our Priority Areas

Our Priority Areas

Our Priority Areas

Energy and Climate Change

Energy and Climate Change

Energy and Climate Change

Product Integrity

Product Integrity

Product Integrity

Team Member Health and Safety

Team Member Health and Safety

Team Member Health and Safety

Animal Welfare

Animal Welfare

Animal Welfare

Water

Water

Water

Energy and Climate Change

Energy and Climate Change

Energy and Climate Change

Product Integrity

Product Integrity

Product Integrity

Team Member Health and Safety

Team Member Health and Safety

Team Member Health and Safety

Animal Welfare

Animal Welfare

Animal Welfare

Water

Water

Water

Energy and Climate Change

Energy and Climate Change

Energy and Climate Change

Product Integrity

Product Integrity

Product Integrity

Team Member Health and Safety

Team Member Health and Safety

Team Member Health and Safety

Animal Welfare

Animal Welfare

Animal Welfare

Water

Water

Water

Image Description image

Net Zero By 2040

We've made the pledge to achieve net-zero greenhouse gas emissions by 2040 throughout our global operations and in partnership with our producers, suppliers and customers.

Net Zero By 2040

We've made the pledge to achieve net-zero greenhouse gas emissions by 2040 throughout our global operations and in partnership with our producers, suppliers and customers.

Net Zero By 2040

We've made the pledge to achieve net-zero greenhouse gas emissions by 2040 throughout our global operations and in partnership with our producers, suppliers and customers.

Our Management Approach

In 2015, we performed a Corporate Materiality Analysis (CMA) to identify material issues for our business. This analysis, while inclusive of Pilgrim's internal perceptions of our sustainability performance, relied heavily on views of outside stakeholders, including NGOs, community organizations, customers, suppliers, government officials, academia and industry trade associations. The topics identified through this process influenced our priority areas, five-year goals and reported annual performance.

In 2020, external consultants revisited our CMA to help us understand how expectations of our stakeholders may have shifted. Through surveys and in-depth interviews, global stakeholders across our supply chain provided insights confirming our efforts in key areas. To integrate our priority areas and ensure we remain focused on improvement, we set aggressive, globally-aligned 2030 goals covering our operations in the U.S., Mexico, Europe and the U.K.

Additionally, the Pilgrim’s Ethics Line is used for employee consultation. We continuously gather feedback on material issues from internal and external stakeholders through one-on-one conversations and collaborative supply chain sustainability initiatives. This feedback helps inform our process, progress to goals and annual performance which is, at minimum, annually reported to our board of directors for additional feedback and guidance. Select stakeholders were also involved in the development of this report.

Our Management Approach

In 2015, we performed a Corporate Materiality Analysis (CMA) to identify material issues for our business. This analysis, while inclusive of Pilgrim's internal perceptions of our sustainability performance, relied heavily on views of outside stakeholders, including NGOs, community organizations, customers, suppliers, government officials, academia and industry trade associations. The topics identified through this process influenced our priority areas, five-year goals and reported annual performance.

In 2020, external consultants revisited our CMA to help us understand how expectations of our stakeholders may have shifted. Through surveys and in-depth interviews, global stakeholders across our supply chain provided insights confirming our efforts in key areas. To integrate our priority areas and ensure we remain focused on improvement, we set aggressive, globally-aligned 2030 goals covering our operations in the U.S., Mexico, Europe and the U.K.

Additionally, the Pilgrim’s Ethics Line is used for employee consultation. We continuously gather feedback on material issues from internal and external stakeholders through one-on-one conversations and collaborative supply chain sustainability initiatives. This feedback helps inform our process, progress to goals and annual performance which is, at minimum, annually reported to our board of directors for additional feedback and guidance. Select stakeholders were also involved in the development of this report.

Our Management Approach

In 2015, we performed a Corporate Materiality Analysis (CMA) to identify material issues for our business. This analysis, while inclusive of Pilgrim's internal perceptions of our sustainability performance, relied heavily on views of outside stakeholders, including NGOs, community organizations, customers, suppliers, government officials, academia and industry trade associations. The topics identified through this process influenced our priority areas, five-year goals and reported annual performance.

In 2020, external consultants revisited our CMA to help us understand how expectations of our stakeholders may have shifted. Through surveys and in-depth interviews, global stakeholders across our supply chain provided insights confirming our efforts in key areas. To integrate our priority areas and ensure we remain focused on improvement, we set aggressive, globally-aligned 2030 goals covering our operations in the U.S., Mexico, Europe and the U.K.

Additionally, the Pilgrim’s Ethics Line is used for employee consultation. We continuously gather feedback on material issues from internal and external stakeholders through one-on-one conversations and collaborative supply chain sustainability initiatives. This feedback helps inform our process, progress to goals and annual performance which is, at minimum, annually reported to our board of directors for additional feedback and guidance. Select stakeholders were also involved in the development of this report.

Our Sustainability Team

Our sustainability program is managed by the Corporate Sustainability Department in each region, reporting to the president of their respective business unit or directly to the Chief Sustainability Officer (CSO). Ultimate oversight comes from the Pilgrim's Global CEO. Within each region, our sustainability leads partner with subject matter experts on our environmental, team member health and safety, animal welfare and food safety, and quality assurance teams, who are responsible for implementing and improving our sustainability performance on the ground. Direct responsibility for decision making on ESG topics resides with the CSO, who reports to the CEO and oversees the Corporate Sustainability Department for Pilgrim's and JBS. The Pilgrim's sustainability program follows the same approach as our parent company, JBS.

Our Pilgrim's Board of Directors also discusses and advises the Pilgrim's executive team on policies, procedures, impacts, risks and opportunities in addressing ESG topics. In addition, the Board's Sustainability Committee Charter assists the Board in fulfilling its responsibility for oversight related to sustainability.

Our Sustainability Team

Our sustainability program is managed by the Corporate Sustainability Department in each region, reporting to the president of their respective business unit or directly to the Chief Sustainability Officer (CSO). Ultimate oversight comes from the Pilgrim's Global CEO. Within each region, our sustainability leads partner with subject matter experts on our environmental, team member health and safety, animal welfare and food safety, and quality assurance teams, who are responsible for implementing and improving our sustainability performance on the ground. Direct responsibility for decision making on ESG topics resides with the CSO, who reports to the CEO and oversees the Corporate Sustainability Department for Pilgrim's and JBS. The Pilgrim's sustainability program follows the same approach as our parent company, JBS.

Our Pilgrim's Board of Directors also discusses and advises the Pilgrim's executive team on policies, procedures, impacts, risks and opportunities in addressing ESG topics. In addition, the Board's Sustainability Committee Charter assists the Board in fulfilling its responsibility for oversight related to sustainability.

Our Sustainability Team

Our sustainability program is managed by the Corporate Sustainability Department in each region, reporting to the president of their respective business unit or directly to the Chief Sustainability Officer (CSO). Ultimate oversight comes from the Pilgrim's Global CEO. Within each region, our sustainability leads partner with subject matter experts on our environmental, team member health and safety, animal welfare and food safety, and quality assurance teams, who are responsible for implementing and improving our sustainability performance on the ground. Direct responsibility for decision making on ESG topics resides with the CSO, who reports to the CEO and oversees the Corporate Sustainability Department for Pilgrim's and JBS. The Pilgrim's sustainability program follows the same approach as our parent company, JBS.

Our Pilgrim's Board of Directors also discusses and advises the Pilgrim's executive team on policies, procedures, impacts, risks and opportunities in addressing ESG topics. In addition, the Board's Sustainability Committee Charter assists the Board in fulfilling its responsibility for oversight related to sustainability.

Partner List

Collaboration for a Better Future

Partner List

Collaboration for a Better Future

Partner List

Collaboration for a Better Future

  • American Association of Avian Pathologists
  • American College of Poultry Veterinarians
  • American Fats and Oils Association
  • American Meat Science Association
  • American Society of Animal Science
  • American Veterinarian Medical Association
  • Association of National Advertisers
  • British Frozen Food Federation
  • British Poultry Council
  • Campden BRI Food and Drink Initiative
  • Celaya Poultry Association
  • Chilled Food Association
  • Ecosystem Services Market Consortium
  • European Federation for Beef and Pork Meat
  • Fats and Protein Research Foundation
  • FFAR Greener Cattle Initiative
  • FFAR International Consortium for Antimicrobial Stewardship in Agriculture
  • Food Network for Ethical Trade
  • Food Safety Preventative Controls Alliance
  • French Meat Federation
  • French Meat Interprofessional Federation
  • French Poultry Federation
  • Global Food Safety Initiative
  • Institute of Food Technologists
  • Institute of Livestock or INRA (French National Institute of Agricultural Research)
  • International Consortium for Antimicrobial Stewardship in Agriculture
  • International Institute of Ammonia Refrigeration
  • International Meat Trade Association
  • National Association of TIF Establishments
  • National Chicken Council
  • National Renderers Association
  • Northern Ireland Food and Drink Association
  • Northern Ireland Poultry Federation
  • Nuevo Leon Poultry Farmers Association
  • Organic Farmers and Growers
  • Pet Food Alliance
  • Poultry Science Association
  • Red Tractor
  • Research Chefs Association
  • Soy Transparency Coalition
  • Sustainable Agriculture Initiative Platform
  • UK Roundtable on Responsible Soya
  • Union of Poultry Farmers of the State of Queretaro
  • United Poultry Farmers of the State of Guanajuato AC
  • U.S. Poultry and Egg Association
  • U.S. Poultry and Egg Export Council
  • U.S. Roundtable for Sustainable Poultry and Eggs
  • American Association of Avian Pathologists
  • American College of Poultry Veterinarians
  • American Fats and Oils Association
  • American Meat Science Association
  • American Society of Animal Science
  • American Veterinarian Medical Association
  • Association of National Advertisers
  • British Frozen Food Federation
  • British Poultry Council
  • Campden BRI Food and Drink Initiative
  • Celaya Poultry Association
  • Chilled Food Association
  • Ecosystem Services Market Consortium
  • European Federation for Beef and Pork Meat
  • Fats and Protein Research Foundation
  • FFAR Greener Cattle Initiative
  • FFAR International Consortium for Antimicrobial Stewardship in Agriculture
  • Food Network for Ethical Trade
  • Food Safety Preventative Controls Alliance
  • French Meat Federation
  • French Meat Interprofessional Federation
  • French Poultry Federation
  • Global Food Safety Initiative
  • Institute of Food Technologists
  • Institute of Livestock or INRA (French National Institute of Agricultural Research)
  • International Consortium for Antimicrobial Stewardship in Agriculture
  • International Institute of Ammonia Refrigeration
  • International Meat Trade Association
  • National Association of TIF Establishments
  • National Chicken Council
  • National Renderers Association
  • Northern Ireland Food and Drink Association
  • Northern Ireland Poultry Federation
  • Nuevo Leon Poultry Farmers Association
  • Organic Farmers and Growers
  • Pet Food Alliance
  • Poultry Science Association
  • Red Tractor
  • Research Chefs Association
  • Soy Transparency Coalition
  • Sustainable Agriculture Initiative Platform
  • UK Roundtable on Responsible Soya
  • Union of Poultry Farmers of the State of Queretaro
  • United Poultry Farmers of the State of Guanajuato AC
  • U.S. Poultry and Egg Association
  • U.S. Poultry and Egg Export Council
  • U.S. Roundtable for Sustainable Poultry and Eggs
  • American Association of Avian Pathologists
  • American College of Poultry Veterinarians
  • American Fats and Oils Association
  • American Meat Science Association
  • American Society of Animal Science
Our Association Roles

Advancing Sustainability

Pilgrim's holds leadership roles in a number of multi-stakeholder partnerships dedicated to responsibly addressing sustainability to advance continuous improvement through the supply chain.

Our Association Roles

Advancing Sustainability

Pilgrim's holds leadership roles in a number of multi-stakeholder partnerships dedicated to responsibly addressing sustainability to advance continuous improvement through the supply chain.

Our Association Roles

Advancing Sustainability

Pilgrim's holds leadership roles in a number of multi-stakeholder partnerships dedicated to responsibly addressing sustainability to advance continuous improvement through the supply chain.

The U.S. Roundtable for Sustainable Poultry and Eggs image

The U.S. Roundtable for Sustainable Poultry and Eggs

The US-RSPE was launched in 2019 and is the nation’s multi-stakeholder sustainability initiative for the U.S. poultry and egg value chain. The US-RSPE has the ability to bring together a broad group of diverse stakeholders, who can collaboratively focus and accelerate continuous improvement in the entire poultry and egg value chain. Together, they hope to continually advance the U.S. as a global leader in responsibly produced poultry and eggs. Pilgrim’s U.S. is a founding member and board of director member.

The Sustainable Agriculture Initiative Platform image

The Sustainable Agriculture Initiative Platform

The SAI platform is a multi-stakeholder initiative that aims to harness the collaborative power of its members to accelerate widespread adoption of sustainable agricultural practices. Their vision is to grow a sustainable, thriving and resilient agricultural sector that safeguards farm viability and protects and preserves the earth’s resources, human rights and animal welfare while supporting our members and adding value across the European food and drink industry. Pilgrim’s Moy Park is a member.

Food Network for Ethical Trade image

Food Network for Ethical Trade

FNET was established in 2016 by a number of major UK food companies to improve human rights in global food supply chains through a common approach to managing ethical trade. They aim to support members to identify, manage and respond to global food supply chain ethical trade risks, to improve the food industry’s understanding of ethical trade, to identify and facilitate collaboration opportunities, to promote trust and to build a forum for sharing issues and best practice. Pilgrim’s UK is a member of the technical board.

The U.S. Roundtable for Sustainable Poultry and Eggs image

The U.S. Roundtable for Sustainable Poultry and Eggs

The US-RSPE was launched in 2019 and is the nation’s multi-stakeholder sustainability initiative for the U.S. poultry and egg value chain. The US-RSPE has the ability to bring together a broad group of diverse stakeholders, who can collaboratively focus and accelerate continuous improvement in the entire poultry and egg value chain. Together, they hope to continually advance the U.S. as a global leader in responsibly produced poultry and eggs. Pilgrim’s U.S. is a founding member and board of director member.

The Sustainable Agriculture Initiative Platform image

The Sustainable Agriculture Initiative Platform

The SAI platform is a multi-stakeholder initiative that aims to harness the collaborative power of its members to accelerate widespread adoption of sustainable agricultural practices. Their vision is to grow a sustainable, thriving and resilient agricultural sector that safeguards farm viability and protects and preserves the earth’s resources, human rights and animal welfare while supporting our members and adding value across the European food and drink industry. Pilgrim’s Moy Park is a member.

Food Network for Ethical Trade image

Food Network for Ethical Trade

FNET was established in 2016 by a number of major UK food companies to improve human rights in global food supply chains through a common approach to managing ethical trade. They aim to support members to identify, manage and respond to global food supply chain ethical trade risks, to improve the food industry’s understanding of ethical trade, to identify and facilitate collaboration opportunities, to promote trust and to build a forum for sharing issues and best practice. Pilgrim’s UK is a member of the technical board.

The U.S. Roundtable for Sustainable Poultry and Eggs image

The U.S. Roundtable for Sustainable Poultry and Eggs

The US-RSPE was launched in 2019 and is the nation’s multi-stakeholder sustainability initiative for the U.S. poultry and egg value chain. The US-RSPE has the ability to bring together a broad group of diverse stakeholders, who can collaboratively focus and accelerate continuous improvement in the entire poultry and egg value chain. Together, they hope to continually advance the U.S. as a global leader in responsibly produced poultry and eggs. Pilgrim’s U.S. is a founding member and board of director member.

The Sustainable Agriculture Initiative Platform image

The Sustainable Agriculture Initiative Platform

The SAI platform is a multi-stakeholder initiative that aims to harness the collaborative power of its members to accelerate widespread adoption of sustainable agricultural practices. Their vision is to grow a sustainable, thriving and resilient agricultural sector that safeguards farm viability and protects and preserves the earth’s resources, human rights and animal welfare while supporting our members and adding value across the European food and drink industry. Pilgrim’s Moy Park is a member.

Food Network for Ethical Trade image

Food Network for Ethical Trade

FNET was established in 2016 by a number of major UK food companies to improve human rights in global food supply chains through a common approach to managing ethical trade. They aim to support members to identify, manage and respond to global food supply chain ethical trade risks, to improve the food industry’s understanding of ethical trade, to identify and facilitate collaboration opportunities, to promote trust and to build a forum for sharing issues and best practice. Pilgrim’s UK is a member of the technical board.

Related Topics