page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100
page 101
page 102
page 103
page 104
page 105
page 106
page 107
page 108
page 109
page 110
page 111
page 112
page 113
page 114
page 115
page 116
page 117
page 118
page 119
page 120
page 121
page 122
page 123
page 124
page 125
page 126
page 127
page 128
page 129
page 130
page 131
page 132
page 133
page 134
page 135
page 136
page 137
page 138
page 139
page 140
page 141
page 142
page 143
page 144
page 145
page 146
page 147
page 148
page 149
page 150
page 151
page 152
page 153
page 154

Over the years, Colors has invested heavily in developing good farming practices and in building the infrastructure for the business. "We have seven fruit packaging operations across the country that we either own completely or have invested in. Around 40 per cent of our produce goes through our own packaging operations, significantly strengthening our control of the product grading and the packaging for the final market," Farrell continues. Investment has also gone into freight forwarding and clearing services, as well as packaging material supplies which are a major cost to the business.Farrell believes, however, that the company's future depends on developing a strong sustainable business strategy, and rolling this out across the business and through the supply chain. "The concepts of economic, social and environmental sustainability resonate very strongly with our own corporate values," he says. "This is not an altruistic endeavour. There are in our view unavoidable business imperatives that make this such a key subject for our future success. "South Africa has many socio-economic challenges, Colors FruitApril 10 53particularly in rural areas, and as a company with direct farming interests as well as being dependant on a primary agriculture supply base, we are going to feel very directly the effects of climate change," he continues. "So as a company we have asked two questions. Can we see ourselves as a long lasting, healthy organisation if we are drawing our work force from increasingly dysfunctional communities with family breakdown, poor health or poor education? And the answer is an emphatic no. Likewise for climate change-can we see ourselves surviving into the future where there's increased water stress, declining soil health and a changing climate? The answer to us is again clearly no. In fruit production, temperature and water are critical to our ability to produce a crop. We have therefore concluded that we must do something to pro-actively develop strategies to manage within and mitigate these realities of our business environment."As a result of these deliberations, a sustainability strategy has been developing over the past four years. This strategy is driven through the sustainable business function which comprises three main pillars. The first is

54 April 10the standards pillar. This defines the standards by which the company operates, and covers many conventional elements such as food safety, quality management and traceability compliance. Within this pillar, however, Colors has developed some interesting new concepts. Its Ethical Trade Programme is a code of best practice in good labour management, and was formulated by combining the principles of the Ethical Trade Initiative (ETI), a UK initiative which most of the retailers are affiliated to, with the labour law of South Africa. "We are using this as a base code by which to audit our supply base, to identify non-conformance and to stimulate continuous improvement in labour management," Farrell says. By providing suppliers with guidelines, training and support material, the company hopes to stimulate progress that goes far beyond mere compliance."We are also in the process of developing a sustainable farming manual for our growers," Farrell says. Over the years, farmers have been confronted by an increasing number of compliance schemes aimed at certifying their adherence to good agricultural practices, ethical trade, environmental stewardship and food safety. Each contribute to promoting an element of sustainable farming; but the manner in which these schemes have been implemented has caused confusion and increased costs, and has failed to achieve their aim. Working with the WWF, Colors is collating and packaging all these requirements, together with other subject areas currently not covered by these schemes, into a single comprehensive sustainable farming guide that it will then introduce to each of its growers. The aim is to have a single and logically structured body of knowledge on sustainable fruit farming that can form the basis of a comprehensive sustainable farming management system for farms. "It's a fairly extensive exercise, but we're hoping to have something meaningful in place by the end of next year."The second pillar of the sustainability function is the Colors Academy, which looks beyond the core business operations to the education and welfare of its workers and the communities of people associated with the farms and pack houses. This is approached from three perspectives: social development; education and training; and health services.From the health angle, all the standard things are provided. There are health clinics on the farms, along with programmes for AIDS awareness, alcohol and substance abuse. Social development is promoted through social clubs and life skills training. From the educational angle, the company provides education and training for people of all ages, improving their literacy and numeracy skills. "Our approach with the Academy is to start with our own farms and pack houses and to use them as incubators for developing the ideas, then to take that out across our supply base," Farrell comments.New schemes are also in development, and the Colors Academy is currently trialling a crèche-based early childhood development programme for pre-school children, aimed at providing them with the numeracy, literacy and communication skills they will need if they are to take full advantage of their first years in school. The Academy has also developed a nutrition programme for the children and workers on its farms, providing three nutritionally balanced meals a day. This is an essential support to the educational progress of the children and of particular importance for the farm workers who are very often engaged in strenuous physical work, particularly during the harvest season.The initiatives are being rolled out through a carefully selected network of service providers. "We're now two years into the Academy programme, and we've become more confident and sophisticated in putting these initiatives together into a format that other farms can easily adopt," Farrell says. The third pillar of the sustainability strategy covers environmental matters. "And this is very pertinent to us because we're an agribusiness and dependant on climate, weather, water and soil. It's our means of production."In 2007 the company completed a full lifecycle assessment of carbon emissions across the entire supply chain, and has been using that to identify methods for reducing its carbon footprint. "Flowing out of that, for example, is our Biochar project. This uses woody waste from our fruit orchards, which is charred and reapplied to the soil. It not only sequesters carbon in the soil and offsets our carbon emissions but also has positive benefits for soil health."The other pressing environmental concern, of course, is the increasing scarcity and deteriorating quality of water in South Africa. To address this, Colors is currently studying water usage across its entire supply base and analysing the "The concepts of economic, social and environmental sustainability resonate very strongly with our own corporate values"