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While UCC has an overarching sustainability framework, it falls short in establishing precise, quantifiable objectives and performance criteria. UCC does engage to some extent in projects at origin, with a primary emphasis on environmental and social issues. UCC’s sustainability reporting is limited, primarily disseminated through website updates rather than a yearly sustainability report. Notably, public disclosure currently lacks information on labor conditions management, farmer economic viability, and zero deforestation policies. However, it’s worth mentioning that the company is in the process of enhancing its sustainability planning by developing specific goals and targets related their material issues.


Conventional: 71%
Verified: 0%
Certified: 29 %

192 x 1000 mt *

2.2 x 1 USD billion $ **

 500 mt       1 USD billion        No data provided

* This includes all Group volume of coffee sourced for JP, AP, EU. ANZ businesses UPDATED VOLS
** This is UCC Holdings group total revenue publically stated on website which include all business activity (coffee related and other business activity) billion

   HQ: Kobe, Japan
» Company Website
» Company annual report
» Sustainability reporting


An assessment of both overarching corporate and coffee-specific sustainability strategy attributes.

A. Corporate Sustainability Strategy  

A. Strategy Maturity

B. Standards and Frameworks

B. Coffee-Specific Sustainability Strategy  

A. Public Coffee-Specific Strategy

B. Comprehensive Coffee-Specific Strategy

C. Industry-Level Partnerships

An assessment of pertinent social topics that include labor conditions and social inclusion.

A. Labor Conditions  

A. Code of Conduct

B. Identifying Risk

C. Investments

B. Social Inclusion  

A. Strategy Maturity

B. Investments

An assessment of significant environmental themes that include climate change and deforestation.

A. Climate Change  

A. Strategy Maturity

B. Alignment with Climate Initiatives

C. Formalized Commitments

D. Investments

E. Other Environmental Investments

B. Deforestation  

A. Strategy Maturity

B. Cut-Off Date

C. Mapping

D. Investments

An assessment of key economic issues that include purchasing practices and farmer economic viability.

A. Purchasing Practices  

A. Standards/ Certifications

B. Sustainability Premiums

C. Multi-Year Contracts

D. Traceability

B. Farmer Economic Well-Being  

A. Strategy Maturity

B. Net Income

C. Living Income

D. Reducing Economic Gaps