Sustainability is more than just a Look into value chain

change initiative
• Through excellent products and communication about
portioning and suggested calorie intake, the company
sought to become the number one in the United Kingdom.
• Consumer preferences were evolving toward healthier low-
sugar and low-fat products, therefore the chocolate sector
was expected to develop slowly.
• The company wanted to be "glocal," selling products all
over the world while maintaining relationships with local
communities.
•  The Ferrero Farming Values, which were part of the company's FACTS
framework, a sustainable agricultural practise based on three pillars:
development of projects and partnerships, adoption of certifications
and standards, and institutional and collective engagement, Ferrero
adopted a code of conduct for supporting farmers toward a sustainable
supply chain.
• The corporation was a participant in the Supply Chain Initiative, which
aimed to improve commercial fairness in the food supply chain.
• Ferrero had put in place measures to ensure the supply chain's long-
term viability, including the availability of raw materials like hazelnuts
and milk.

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Make sustainability a priority for the board

• The business announced plans for corporate reform at its Italian headquarters in 2016 in order to promote more efficient and consistent decisions in its
Luxembourg operations.
• Ferrero's CSR strategy prioritised the long-term success of all stakeholders. Its strategy incorporated CSR as an intrinsic component of the entire value chain, and it
was regarded as the most effective instrument for managing the chocolate industry's complexities, including raw material shortages, price instability, and slow
development.
• Ferrero has followed an organic growth strategy under Michele's leadership.

Gain buy-in from the “undecideds”
• It also worked with a number of universities and research institutes
to help young people develop their talents.
• Former employees and spouses of the company were granted health
and other daily life help through the Michele Ferrero Foundation.
• To deepen the link with its employees and their dedication to the
company, the corporation prioritised training and other forms of
help.
• Employees were also given ongoing training to help them develop a
global attitude and appreciate diversity.
• Employees were also given on-going training to help them develop a
global attitude and appreciate diversity.
Make sustainability part of every
employee’s job
• The Internet was a crucial marketing tool. The corporation used the
websites to engage customers in a variety of projects and provide
visitors a complete brand experience.
• Ferrero made significant advertising investments in key European Union
markets such as Italy, France, Germany, and the Benelux. In terms of
sales, the European and South American markets showed indications of
revival in 2015.
• Ferrero products were not sold through e-commerce due to their short
shelf life and concentration on quality. Most of the products were sold
and promoted locally through the company's commercial offices around
the world.

Redefine the competitive space by collaborating

• To establish better control over the supply chain, the business purchased the hazelnut suppliers (vertical integration). Ferrero wanted to be able to trace 100% of its
hazelnut production by 2020, and in order to do so, the firm needed to be involved from the beginning of the process. Ferrero could easily detect and resolve
sustainability-related concerns affecting hazelnut producers because to traceability.
• It increased efficiency by investing in energy production to supply its plants. Backward integrations like these would aid the organisation in lowering supply costs
and achieving its sustainability objectives.
• By acquiring Delacre, Ferrero was able to enter a new market for the company: cookies.