{"text_format":"1","workbook":"xlsx","n_sheets":25,"sheets":["TABLE OF CONTENTS","INTRODUCTION","STRUCTURE","HOW TO USE","CONTACT & INFO","DCF_QUESTIONNAIRE","DCF_REFERENCE","DCF_FINDINGS & RECOMMENDATIONS","RP_QUESTIONNAIRE","RP_REFERENCE","RP_FINDINGS & RECOMMENDATIONS","IO_QUESTIONNAIRE","IO_REFERENCE","IO_FINDINGS & RECOMMENDATIONS","SE_QUESTIONNAIRE","SE_REFERENCE","SE_FINDINGS & RECOMMENDATIONS","MVR_QUESTIONNAIRE","MVR_REFERENCE","MVR_FINDINGS & RECOMMENDATIONS","DCF_DATA BASE","RP_DATA BASE","IO_DATA BASE","SE_DATA BASE","MVR_DATA BASE"],"not_rendered":{"charts":0,"images":12,"macros":1,"external_links":0,"defined_names":0,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

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[null,"Basic information"]
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[null,"Focal point responsible for completing the Assessment Tool"]
[null,"Focal point's contact info (e-mail, mobile phone, etc.)"]
[null,"Date of completion (or date of last update)"]
[null,"Company being assessed"]
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[null,"Overview of this Assessment Tool's content"]
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[null,"This tab contains all the content present within this Assessment Tool. Use the buttons below to navigate between all the tabs: INTRODUCTION, STRUCTURE, HOW TO USE & REFERENCES, CONTACT  INFO & HELP and all of the QUESTIONNAIRES and FINDING & RECOMMENDATIONS tabs.  In each of the tabs, the user will see a button to come back to this tab. We strongly recommend the user to read all of these four initial tabs below, which will teach how to use this Assessment Tool in detail."]
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[null,null,"Use these colored buttons below to go to the questionnaires of each of the elements, where the user will fill in the answers relative to the Company's practices.",null,null,null,null,null,"After answering the questionnaires and generating the results, use these colored buttons to go to each of the Findings & Recommendations tabs."]
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[null,"Assessment Tool Information"]
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[null,"Version of this Assessment Tool: February 2021.\n\nIf you have questions about this Assessment Tool, please contact Matt Erke or Luis Iseppe from WWF US.\n\nMatt Erke: Matt.Erke@wwfus.org\n\nLuis Iseppe: Luis.Iseppe@wwfus.org"]

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[null,"Introduction "]
[null,"The deforestation and conversion free (DCF) Assessment Tool is part of the 3-stage process presented in the DCF Implementation Toolkit (Assess, Plan, Execute) that supports companies to achieve DCF supply. The DCF Implementation Toolkit also describes the Summary of Assessment Results, the DCF Implementation Plan and the DCF Technical References.\n\nThe DCF Implementation Toolkit is a step-by-step process to implement the Accountability Framework, provide best practice on implementation and standardize activity within value chains. The DCF Implementation Toolkit is free, standalone, provides practical steps on implementation and signposts to wider tools and frameworks.  It is currently available for beef, leather and soy produced in the Amazon, Cerrado and Chaco biomes – with other commodities and regions to follow.\n\nThe Accountability Framework Initiative (AFi) is an initiative to elaborate a common set of norms and guidelines for companies to address deforestation, ecosystem conversion, and human rights violations. \n\nThis DCF Assessment Tool is part of the \"Assess\" stage and it will support your company to move forward in combating deforestation and conversion within your supply chain by: \n* Assessing the company's current practices regarding deforestation and conversion;\n* Consolidating relevant recommendations used to inform your DCF Implementation Plan to advance toward DCF sourcing.\n\nThere are four versions of this DCF Assessment Tool:\n\n1) Demand-side companies focused on the beef supply chain;\n2) Demand-side companies focused on the soy supply chain;\n3) Meatpackers;\n4) Soy traders.\n\nThis version is for Demand-side companies focused on the beef supply chain."]

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[null,"Structure of this document "]
[null,"The assessment is structured along the five core elements of sustainable supply chain management that should be considered in the DCF Implementation Plan:\n\nDCF Alignment looks at specific aspects of the company's deforestation commitment and goals to achieve deforestation and conversion free supply. \n\nRisk Profile looks at the level of traceability to critical regions, risk assessment of individual suppliers, extent of the company's DCF Implementation Plan (including KPIs), and measures of progress to achieve DCF supply.\n \nInternal Operations assesses the extent DCF commitments have been incorporated into the company's operations, including supplier requirements, internal capacity building, and incorporating DCF into the systems and structures of the organization.\n\nSupplier Engagement evaluates efforts by the company to build awareness among suppliers of DCF requirements, to assess supplier performance, and to develop supplier engagement plans to improve performance and address risk of critical suppliers.\n\nMonitoring, Reporting and Verification assesses how the company monitors the implementation of its commitments with suppliers and how it reports the achievements internally and externally. Also, it considers collaboration with other organizations in order to develop solutions.\n\nFor each of these elements, there will be two tabs: QUESTIONNAIRE and FINDINGS & RECOMMENDATIONS. Below an explanation of each:\n\nQUESTIONNAIRE: each element is organized by key actions of sustainable supply chain management. For each key action,  there are several questions to assess the maturity of the Company's sustainable supply chain management practice.  Each question offers a drop-down menu of answers associated with different level of practices. \n\nFINDINGS & RECOMMENDATIONS: based on the answers provided, the DCF Assessment Tool will provide specific recommendations for improvement in the \"Findings & Recommendations\" tab. "]

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[null,"How to use the Assessment Tool"]
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[null,"1. Before completing any information within this Assessment Tool, the user should click on the Excel's ENABLE CONTENT button above, which will allow the spreadsheet to run the existing macros."]
[null,"2. In each of the QUESTIONNIRE and FINDINGS & RECOMMENDATIONS tabs, that are instructions in yellow cells at the top of the tabs that we strongly recommend the user to read."]
[null,"3. To start the user should consolidate all existing documentation of company policy and practice in relation to supply chain management.  Using this information as a reference, the user should answer all questions in the QUESTIONNAIRE tabs selecting the most suitable option from the drop down answers.  In order to access these tabs, go to the TABLE OF CONTENTS tab and click on the respective buttons in order to go to each of the questionnaires associated to the five supply chain management elements. Within the QUESTIONNAIRE tabs, for each question, there is a \"+\" located on the far left which when clicked will open the answer field referring to specific biomes.  Once the user clicks on an answer field, a drop-down arrow will appear on the right side of the answer field. Click on the arrow to choose the most suitable option from the pre-set answers.  "]
[null,"4. After answering the question, the user can click the \"-\" located on the far left of the completed question to return to a simplified view of Key Actions and Questions. "]
[null,"5. After answering all the questions in each of the QUESTIONNAIRE tabs, the user must click on the GENERATE FINDINGS & RECOMMENDATIONS button located in the top of the tab. The user will then be taken automatically to the element's FINDINGS & RECOMMENDATIONS tab, which will show the user's answers and the recommendations of improvement for that specific element."]
[null,"6. In the QUESTIONNAIRE tabs, the user will have another button at the top of the tab: RETURN TO TABLE OF CONTENTS, which, when clicked, will take the user back to the TABLE OF CONTET tab. In the FINDINGS & RECOMMENDATIONS tab, the user will also have this same RETURN TO TABLE OF CONTENTS button. Also, in the FINDINGS & RECOMMENDATIONS tabs, the user will have an UPDATE FINDINGS & RECOMMENDATIONS buttons, so that it can make sure the results being presented are considering the latest answers provided in that element's QUESTIONNAIRE tab."]
[null,"7. After completing a QUESTIONNAIRE tab or reading a FINDINGS & RECOMMENDATIONS tab, the user can click on the RETURN TO TABLE OF CONTENTS button located at the top of all of the tabs to go the TABLE OF CONTENTS tab, from which the user can then go to any other tab."]
[null,"8. The user can then use the completed FINDINGS & RECOMMENDATIONS tabs for all Elements to consolidate the Company's Summary of Assessment Results. The DCF Implementation Toolkit also provides a Power Point \"Summary of Assessment Results Template\" the user can use by copying and pasting the information from the FINDINGS & RECOMMENDATIONS tabs to present the information. "]
[null,"9. The recommendations of improvement described in FINDINGS & RECOMMENDATIONS should be used for \"Actions\" in the company's DCF Implementation Plan. The DCF Implementation Toolkit includes a template for the DCF Implementation Plan. "]
[null,"Observations"]
[null,"1. The user should always go back to the TABLE OF CONTENTS tab in order to navigate between all the tabs present within this Assessment Tool."]
[null,"2. Within the QUESTIONNAIRE tabs, it is important to select an answer to all questions and for the three biomes. If the Company is not sure whether it has suppliers in a particular biome or not, our suggestion is to adopt a conservative approach and consider it has."]
[null,"3. In order to copy and paste the information located in the FINDING & RECOMMENDATIONS tabs, the user should copy and paste the entire cells, not only their text."]
[null,"References"]
[]
[null,"Reference for the localization of the biomes cited in this DCF Assessment Tool: Amazon, Cerrado and Chaco."]

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[null,"Contact"]
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[null,"If you have any questions about this Assessment Tool, please contact Matt Erke or Luis Iseppe from WWF US.\n\nMatt Erke: Matt.Erke@wwfus.org\n\nLuis Iseppe: Luis.Iseppe@wwfus.org"]

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[null,"QUESTIONNAIRE"]
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[null,"ELEMENT 1| DCF ALIGNMENT"]
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[null,"INSTRUCTIONS","There are 9 questions in this questionnaire, and it will take 10 minutes to complete."]
[null,null,"For each question, click the + sign on the far left to display the answer boxes."]
[null,null,"Click the answer box and then click on the arrow at the bottom left corner of each of them to select one answer from the drop-down menu."]
[null,null,"To improve reading responses, keep the screen zoom 90%."]
[null,null,"After completing this tab, click the GENERATE FINDINGS & RECOMMENDATIONS button above to generate the results based on the answers provided."]
[null,null,"Everytime an answer is changed, click the UPDATE FINDINGS & RECOMMENDATIONS button in order to update results. "]
[]
[null,"KEY ACTION A | Define a robust and business centric case for taking action on deforestation and conversion based on a supply chain materiality assessment."]
[]
[null,"1) Has the Company developed a business case of how deforestation and conversion affects its business strategy and priorities?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
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[null,"KEY ACTION B | Develop a corporate commitment on deforestation and conversion captured in a corporate policy."]
[]
[null,"2) Has the Company set a commitment related to deforestation and conversion as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"3) Does the Company's commitment on deforestation and conversion include explicit target dates and alignment with broader targets or sector-wide commitments?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"4) Does the Company's commitment on deforestation and conversion include a clear definition of the scope to which it is applicable (e.g., business units, products, geographies, etc.)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"5) Has the Company established specific deforestation and conversion cut-off dates aligned with the DCF Regional Guidance and other existing frameworks for sourcing from direct suppliers and indirect suppliers?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
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[]
[null,"CHACO"]
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[null,"6) Does the Company have a corporate policy that includes its commitment on deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
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[]
[null,"CHACO"]
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[null,"7) Does the Company's policy on deforestation and conversion include specific definitions for deforestation, conversion and biomes as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
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[null,"8) Does the Company publicly disclose its policy related to deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION C | Establish measurable, concrete KPIs to support deforestation and conversion commitments."]
[]
[null,"9) Has the Company established interim milestones and the respective Key Performance Indicators (KPIs) to assess the progress on achieving its deforestation and conversion commitments?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]

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[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 1| DCF ALIGNMENT"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Define a robust and business centric case for taking action on deforestation and conversion based on a supply chain materiality assessment."]
[]
[null,"1) Has the Company developed a business case of how deforestation and conversion affects its business strategy and priorities?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B22)=\"\",\"  \",DCF_QUESTIONNAIRE!B22)","v":"  "},null,null,null,{"$f":"VLOOKUP(B21,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B25)=\"\",\"  \",DCF_QUESTIONNAIRE!B25)","v":"  "},null,null,null,{"$f":"VLOOKUP(B25,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B28)=\"\",\"  \",DCF_QUESTIONNAIRE!B28)","v":"  "},null,null,null,{"$f":"VLOOKUP(B29,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION B | Develop a corporate commitment on deforestation and conversion captured in a corporate policy."]
[]
[null,"2) Has the Company set a commitment related to deforestation and conversion as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B35)=\"\",\"  \",DCF_QUESTIONNAIRE!B35)","v":"  "},null,null,null,{"$f":"VLOOKUP(B37,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B38)=\"\",\"  \",DCF_QUESTIONNAIRE!B38)","v":"  "},null,null,null,{"$f":"VLOOKUP(B41,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B41)=\"\",\"  \",DCF_QUESTIONNAIRE!B41)","v":"  "},null,null,null,{"$f":"VLOOKUP(B45,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"3) Does the Company's commitment on deforestation and conversion include explicit target dates and alignment with broader targets or sector-wide commitments?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B46)=\"\",\"  \",DCF_QUESTIONNAIRE!B46)","v":"  "},null,null,null,{"$f":"VLOOKUP(B51,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B49)=\"\",\"  \",DCF_QUESTIONNAIRE!B49)","v":"  "},null,null,null,{"$f":"VLOOKUP(B55,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B52)=\"\",\"  \",DCF_QUESTIONNAIRE!B52)","v":"  "},null,null,null,{"$f":"VLOOKUP(B59,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"4) Does the Company's commitment on deforestation and conversion include a clear definition of the scope to which it is applicable (e.g., business units, products, geographies, etc.)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B57)=\"\",\"  \",DCF_QUESTIONNAIRE!B57)","v":"  "},null,null,null,{"$f":"VLOOKUP(B65,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B60)=\"\",\"  \",DCF_QUESTIONNAIRE!B60)","v":"  "},null,null,null,{"$f":"VLOOKUP(B69,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B63)=\"\",\"  \",DCF_QUESTIONNAIRE!B63)","v":"  "},null,null,null,{"$f":"VLOOKUP(B73,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"5) Has the Company established specific deforestation and conversion cut-off dates aligned with the DCF Regional Guidance and other existing frameworks for sourcing from direct suppliers and indirect suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B68)=\"\",\"  \",DCF_QUESTIONNAIRE!B68)","v":"  "},null,null,null,{"$f":"VLOOKUP(B79,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B71)=\"\",\"  \",DCF_QUESTIONNAIRE!B71)","v":"  "},null,null,null,{"$f":"VLOOKUP(B83,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B74)=\"\",\"  \",DCF_QUESTIONNAIRE!B74)","v":"  "},null,null,null,{"$f":"VLOOKUP(B87,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"6) Does the Company have a corporate policy that includes its commitment on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B79)=\"\",\"  \",DCF_QUESTIONNAIRE!B79)","v":"  "},null,null,null,{"$f":"VLOOKUP(B93,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B82)=\"\",\"  \",DCF_QUESTIONNAIRE!B82)","v":"  "},null,null,null,{"$f":"VLOOKUP(B97,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B85)=\"\",\"  \",DCF_QUESTIONNAIRE!B85)","v":"  "},null,null,null,{"$f":"VLOOKUP(B101,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"7) Does the Company's policy on deforestation and conversion include specific definitions for deforestation, conversion and biomes as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B90)=\"\",\"  \",DCF_QUESTIONNAIRE!B90)","v":"  "},null,null,null,{"$f":"VLOOKUP(B107,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B93)=\"\",\"  \",DCF_QUESTIONNAIRE!B93)","v":"  "},null,null,null,{"$f":"VLOOKUP(B111,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B96)=\"\",\"  \",DCF_QUESTIONNAIRE!B96)","v":"  "},null,null,null,{"$f":"VLOOKUP(B115,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"8) Does the Company publicly disclose its policy related to deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B101)=\"\",\"  \",DCF_QUESTIONNAIRE!B101)","v":"  "},null,null,null,{"$f":"VLOOKUP(B121,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B104)=\"\",\"  \",DCF_QUESTIONNAIRE!B104)","v":"  "},null,null,null,{"$f":"VLOOKUP(B125,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B107)=\"\",\"  \",DCF_QUESTIONNAIRE!B107)","v":"  "},null,null,null,{"$f":"VLOOKUP(B129,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION C | Establish measurable, concrete KPIs to support deforestation and conversion commitments."]
[]
[null,"9) Has the Company established interim milestones and the respective Key Performance Indicators (KPIs) to assess the progress on achieving its deforestation and conversion commitments?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B114)=\"\",\"  \",DCF_QUESTIONNAIRE!B114)","v":"  "},null,null,null,{"$f":"VLOOKUP(B137,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B117)=\"\",\"  \",DCF_QUESTIONNAIRE!B117)","v":"  "},null,null,null,{"$f":"VLOOKUP(B141,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((DCF_QUESTIONNAIRE!B120)=\"\",\"  \",DCF_QUESTIONNAIRE!B120)","v":"  "},null,null,null,{"$f":"VLOOKUP(B145,'DCF_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]

{"sheet":"DCF_FINDINGS & RECOMMENDATIONS","index":7,"n_rows":145,"n_cols":6,"rows_kept":145,"cut":false,"hidden":false,"merged":[[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[32,1,32,8],[34,1,34,8],[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[40,1,40,4],[40,5,40,8],[42,1,42,8],[43,1,43,4],[43,5,43,8],[44,1,44,4],[44,5,44,8],[35,1,35,4],[35,5,35,8],[36,1,36,4],[36,5,36,8],[38,1,38,8],[39,1,39,4],[39,5,39,8],[52,1,52,8],[53,1,53,4],[53,5,53,8],[54,1,54,4],[54,5,54,8],[56,1,56,8],[46,1,46,8],[48,1,48,8],[49,1,49,4],[49,5,49,8],[50,1,50,4],[50,5,50,8],[63,1,63,4],[63,5,63,8],[64,1,64,4],[64,5,64,8],[66,1,66,8],[67,1,67,4],[67,5,67,8],[57,1,57,4],[57,5,57,8],[58,1,58,4],[58,5,58,8],[60,1,60,8],[62,1,62,8],[74,1,74,8],[76,1,76,8],[77,1,77,4],[77,5,77,8],[78,1,78,4],[78,5,78,8],[68,1,68,4],[68,5,68,8],[70,1,70,8],[71,1,71,4],[71,5,71,8],[72,1,72,4],[72,5,72,8],[85,1,85,4],[85,5,85,8],[86,1,86,4],[86,5,86,8],[88,1,88,8],[90,1,90,8],[80,1,80,8],[81,1,81,4],[81,5,81,8],[82,1,82,4],[82,5,82,8],[84,1,84,8],[96,1,96,4],[96,5,96,8],[98,1,98,8],[99,1,99,4],[99,5,99,8],[100,1,100,4],[100,5,100,8],[91,1,91,4],[91,5,91,8],[92,1,92,4],[92,5,92,8],[94,1,94,8],[95,1,95,4],[95,5,95,8],[108,1,108,8],[109,1,109,4],[109,5,109,8],[110,1,110,4],[110,5,110,8],[112,1,112,8],[102,1,102,8],[104,1,104,8],[105,1,105,4],[105,5,105,8],[106,1,106,4],[106,5,106,8],[119,1,119,4],[119,5,119,8],[120,1,120,4],[120,5,120,8],[122,1,122,8],[123,1,123,4],[123,5,123,8],[113,1,113,4],[113,5,113,8],[114,1,114,4],[114,5,114,8],[116,1,116,8],[118,1,118,8],[9,1,12,1],[143,1,143,4],[143,5,143,8],[144,1,144,4],[144,5,144,8],[138,1,138,8],[139,1,139,4],[139,5,139,8],[140,1,140,4],[140,5,140,8],[142,1,142,8],[132,1,132,8],[134,1,134,8],[135,1,135,4],[135,5,135,8],[136,1,136,4],[136,5,136,8],[124,1,124,4],[124,5,124,8],[126,1,126,8],[127,1,127,4],[127,5,127,8],[128,1,128,4],[128,5,128,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 1| DCF ALIGNMENT"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Define a robust and business centric case for taking action on deforestation and conversion based on a supply chain materiality assessment."]
[]
[null,"1) Has the Company developed a business case of how deforestation and conversion affects its business strategy and priorities?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION B | Develop a corporate commitment on deforestation and conversion captured in a corporate policy."]
[]
[null,"2) Has the Company set a commitment related to deforestation and conversion as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"3) Does the Company's commitment on deforestation and conversion include explicit target dates and alignment with broader targets or sector-wide commitments?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"4) Does the Company's commitment on deforestation and conversion include a clear definition of the scope to which it is applicable (e.g., business units, products, geographies, etc.)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"5) Has the Company established specific deforestation and conversion cut-off dates aligned with the DCF Regional Guidance and other existing frameworks for sourcing from direct suppliers and indirect suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"6) Does the Company have a corporate policy that includes its commitment on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"7) Does the Company's policy on deforestation and conversion include specific definitions for deforestation, conversion and biomes as specified by the DCF Regional Guidance?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"8) Does the Company publicly disclose its policy related to deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION C | Establish measurable, concrete KPIs to support deforestation and conversion commitments."]
[]
[null,"9) Has the Company established interim milestones and the respective Key Performance Indicators (KPIs) to assess the progress on achieving its deforestation and conversion commitments?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]

{"sheet":"RP_QUESTIONNAIRE","index":8,"n_rows":97,"n_cols":3,"rows_kept":97,"cut":false,"hidden":false,"merged":[[69,1,69,8],[54,1,54,8],[88,1,88,8],[70,1,70,8],[73,1,73,8],[77,1,77,8],[83,1,83,8],[84,1,84,8],[81,1,81,8],[72,1,72,8],[75,1,75,8],[78,1,78,8],[80,1,80,8],[42,1,42,8],[56,1,56,8],[57,1,57,8],[59,1,59,8],[60,1,60,8],[35,1,35,8],[37,1,37,8],[38,1,38,8],[20,1,20,8],[21,1,21,8],[23,1,23,8],[24,1,24,8],[26,1,26,8],[27,1,27,8],[32,1,32,8],[34,1,34,8],[97,1,97,8],[90,1,90,8],[91,1,91,8],[93,1,93,8],[94,1,94,8],[96,1,96,8],[11,2,11,10],[9,1,14,1],[67,1,67,8],[49,1,49,8],[51,1,51,8],[53,1,53,8],[43,1,43,8],[45,1,45,8],[46,1,46,8],[48,1,48,8],[66,1,66,8],[64,1,64,8],[18,1,18,8],[29,1,29,8],[40,1,40,8],[31,1,31,8]]}
[]
[]
[]
[]
[]
[null,"QUESTIONNAIRE"]
[]
[null,"ELEMENT 2| RISK PROFILE"]
[]
[null,"INSTRUCTIONS","There are 7 questions in this questionnaire, and it will take 10 minutes to complete."]
[null,null,"For each question, click the + sign on the far left to display the answer boxes."]
[null,null,"Click the answer box and then click on the arrow at the bottom left corner of each of them to select one answer from the drop-down menu."]
[null,null,"To improve reading responses, keep the screen zoom 90%."]
[null,null,"After completing this tab, click the GENERATE FINDINGS & RECOMMENDATIONS button above to generate the results based on the answers provided."]
[null,null,"Everytime an answer is changed, click the UPDATE FINDINGS & RECOMMENDATIONS button in order to update results. "]
[]
[null,"KEY ACTION A | Map the supply chain to facilitate traceability to region, municipality, and farm."]
[]
[null,"1) Has the Company conducted a study to understand its beef supply chain (in order to map the number of suppliers, commercial relevance of each supplier, available information, etc.)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"2) Does the Company have the location (specific address, including: city, street and number) of direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"3) Does the Company have the farm polygon of indirect suppliers (e.g., final farm)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"4) Does the Company have the farm polygon of indirect suppliers (e.g., intermediary and birth farms)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION B | Perform a supply chain risk assessment to evaluate deforestation and conversion risks and opportunities of specific suppliers in critical regions."]
[]
[null,"5) Does the Company analyze the location of direct suppliers (e.g., meatpackers) and/or the location of indirect suppliers (e.g., final, intermediary and birth farms) in order to identify critical, high risk suppliers?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"6) Does the Company evaluate the supply chain management practices of direct suppliers (e.g., meatpackers) in order to identify critical, high risk suppliers? In terms of supply chain management practices, the Company should evaluate: commitments, risk assessments, procurement systems and policies, supplier engagement, monitoring and verification systems, etc."]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION C | Develop a supply chain strategy and Implementation Plan to address deforestation and conversion risks and achieve already defined commitments based on minimum standards."]
[]
[null,"7) Has the Company developed a no-deforestation and no-conversion Implementation Plan that will support it to achieve the established commitments on deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]

{"sheet":"RP_REFERENCE","index":9,"n_rows":117,"n_cols":6,"rows_kept":117,"cut":false,"hidden":false,"merged":[[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[30,1,30,8],[32,1,32,8],[44,1,44,8],[46,1,46,8],[47,1,47,4],[47,5,47,8],[48,1,48,4],[48,5,48,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[41,1,41,4],[41,5,41,8],[42,1,42,4],[42,5,42,8],[55,1,55,4],[55,5,55,8],[56,1,56,4],[56,5,56,8],[58,1,58,8],[60,1,60,8],[50,1,50,8],[51,1,51,4],[51,5,51,8],[52,1,52,4],[52,5,52,8],[54,1,54,8],[66,1,66,4],[66,5,66,8],[68,1,68,8],[69,1,69,4],[69,5,69,8],[70,1,70,4],[70,5,70,8],[61,1,61,4],[61,5,61,8],[62,1,62,4],[62,5,62,8],[64,1,64,8],[65,1,65,4],[65,5,65,8],[80,1,80,8],[81,1,81,4],[81,5,81,8],[82,1,82,4],[82,5,82,8],[84,1,84,8],[74,1,74,8],[76,1,76,8],[77,1,77,4],[77,5,77,8],[78,1,78,4],[78,5,78,8],[91,1,91,4],[91,5,91,8],[92,1,92,4],[92,5,92,8],[94,1,94,8],[95,1,95,4],[95,5,95,8],[85,1,85,4],[85,5,85,8],[86,1,86,4],[86,5,86,8],[88,1,88,8],[90,1,90,8],[9,1,12,1],[115,1,115,4],[115,5,115,8],[116,1,116,4],[116,5,116,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[112,1,112,4],[112,5,112,8],[114,1,114,8],[104,1,104,8],[106,1,106,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[96,1,96,4],[96,5,96,8],[98,1,98,8],[99,1,99,4],[99,5,99,8],[100,1,100,4],[100,5,100,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 2| RISK PROFILE"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Map the supply chain to facilitate traceability to region, municipality, and farm."]
[]
[null,"1) Has the Company conducted a study to understand its beef supply chain (in order to map the number of suppliers, commercial relevance of each supplier, available information, etc.)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B22)=\"\",\"  \",RP_QUESTIONNAIRE!B22)","v":"  "},null,null,null,{"$f":"VLOOKUP(B21,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B25)=\"\",\"  \",RP_QUESTIONNAIRE!B25)","v":"  "},null,null,null,{"$f":"VLOOKUP(B25,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B28)=\"\",\"  \",RP_QUESTIONNAIRE!B28)","v":"  "},null,null,null,{"$f":"VLOOKUP(B29,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"2) Does the Company have the location (specific address, including: city, street and number) of direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B33)=\"\",\"  \",RP_QUESTIONNAIRE!B33)","v":"  "},null,null,null,{"$f":"VLOOKUP(B35,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B36)=\"\",\"  \",RP_QUESTIONNAIRE!B36)","v":"  "},null,null,null,{"$f":"VLOOKUP(B39,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B39)=\"\",\"  \",RP_QUESTIONNAIRE!B39)","v":"  "},null,null,null,{"$f":"VLOOKUP(B43,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"3) Does the Company have the farm polygon of indirect suppliers (e.g., final farm)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B44)=\"\",\"  \",RP_QUESTIONNAIRE!B44)","v":"  "},null,null,null,{"$f":"VLOOKUP(B49,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B47)=\"\",\"  \",RP_QUESTIONNAIRE!B47)","v":"  "},null,null,null,{"$f":"VLOOKUP(B53,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B50)=\"\",\"  \",RP_QUESTIONNAIRE!B50)","v":"  "},null,null,null,{"$f":"VLOOKUP(B57,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"4) Does the Company have the farm polygon of indirect suppliers (e.g., intermediary and birth farms)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B55)=\"\",\"  \",RP_QUESTIONNAIRE!B55)","v":"  "},null,null,null,{"$f":"VLOOKUP(B63,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B58)=\"\",\"  \",RP_QUESTIONNAIRE!B58)","v":"  "},null,null,null,{"$f":"VLOOKUP(B67,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B61)=\"\",\"  \",RP_QUESTIONNAIRE!B61)","v":"  "},null,null,null,{"$f":"VLOOKUP(B71,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION B | Perform a supply chain risk assessment to evaluate deforestation and conversion risks and opportunities of specific suppliers in critical regions."]
[]
[null,"5) Does the Company analyze the location of direct suppliers (e.g., meatpackers) and/or the location of indirect suppliers (e.g., final, intermediary and birth farms) in order to identify critical, high risk suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B68)=\"\",\"  \",RP_QUESTIONNAIRE!B68)","v":"  "},null,null,null,{"$f":"VLOOKUP(B79,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B71)=\"\",\"  \",RP_QUESTIONNAIRE!B71)","v":"  "},null,null,null,{"$f":"VLOOKUP(B83,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B74)=\"\",\"  \",RP_QUESTIONNAIRE!B74)","v":"  "},null,null,null,{"$f":"VLOOKUP(B87,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"6) Does the Company evaluate the supply chain management practices of direct suppliers (e.g., meatpackers) in order to identify critical, high risk suppliers? In terms of supply chain management practices, the Company should evaluate: commitments, risk assessments, procurement systems and policies, supplier engagement, monitoring and verification systems, etc."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B79)=\"\",\"  \",RP_QUESTIONNAIRE!B79)","v":"  "},null,null,null,{"$f":"VLOOKUP(B93,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B82)=\"\",\"  \",RP_QUESTIONNAIRE!B82)","v":"  "},null,null,null,{"$f":"VLOOKUP(B97,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B85)=\"\",\"  \",RP_QUESTIONNAIRE!B85)","v":"  "},null,null,null,{"$f":"VLOOKUP(B101,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION C | Develop a supply chain strategy and Implementation Plan to address deforestation and conversion risks and achieve already defined commitments based on minimum standards."]
[]
[null,"7) Has the Company developed a no-deforestation and no-conversion Implementation Plan that will support it to achieve the established commitments on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B92)=\"\",\"  \",RP_QUESTIONNAIRE!B92)","v":"  "},null,null,null,{"$f":"VLOOKUP(B109,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B95)=\"\",\"  \",RP_QUESTIONNAIRE!B95)","v":"  "},null,null,null,{"$f":"VLOOKUP(B113,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((RP_QUESTIONNAIRE!B98)=\"\",\"  \",RP_QUESTIONNAIRE!B98)","v":"  "},null,null,null,{"$f":"VLOOKUP(B117,'RP_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]

{"sheet":"RP_FINDINGS & RECOMMENDATIONS","index":10,"n_rows":117,"n_cols":6,"rows_kept":117,"cut":false,"hidden":false,"merged":[[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[30,1,30,8],[32,1,32,8],[44,1,44,8],[46,1,46,8],[47,1,47,4],[47,5,47,8],[48,1,48,4],[48,5,48,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[41,1,41,4],[41,5,41,8],[42,1,42,4],[42,5,42,8],[55,1,55,4],[55,5,55,8],[56,1,56,4],[56,5,56,8],[58,1,58,8],[60,1,60,8],[50,1,50,8],[51,1,51,4],[51,5,51,8],[52,1,52,4],[52,5,52,8],[54,1,54,8],[66,1,66,4],[66,5,66,8],[68,1,68,8],[69,1,69,4],[69,5,69,8],[70,1,70,4],[70,5,70,8],[61,1,61,4],[61,5,61,8],[62,1,62,4],[62,5,62,8],[64,1,64,8],[65,1,65,4],[65,5,65,8],[80,1,80,8],[81,1,81,4],[81,5,81,8],[82,1,82,4],[82,5,82,8],[84,1,84,8],[74,1,74,8],[76,1,76,8],[77,1,77,4],[77,5,77,8],[78,1,78,4],[78,5,78,8],[91,1,91,4],[91,5,91,8],[92,1,92,4],[92,5,92,8],[94,1,94,8],[95,1,95,4],[95,5,95,8],[85,1,85,4],[85,5,85,8],[86,1,86,4],[86,5,86,8],[88,1,88,8],[90,1,90,8],[9,1,12,1],[115,1,115,4],[115,5,115,8],[116,1,116,4],[116,5,116,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[112,1,112,4],[112,5,112,8],[114,1,114,8],[104,1,104,8],[106,1,106,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[96,1,96,4],[96,5,96,8],[98,1,98,8],[99,1,99,4],[99,5,99,8],[100,1,100,4],[100,5,100,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 2| RISK PROFILE"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Map the supply chain to facilitate traceability to region, municipality, and farm."]
[]
[null,"1) Has the Company conducted a study to understand its beef supply chain (in order to map the number of suppliers, commercial relevance of each supplier, available information, etc.)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"2) Does the Company have the location (specific address, including: city, street and number) of direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"3) Does the Company have the farm polygon of indirect suppliers (e.g., final farm)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"4) Does the Company have the farm polygon of indirect suppliers (e.g., intermediary and birth farms)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION B | Perform a supply chain risk assessment to evaluate deforestation and conversion risks and opportunities of specific suppliers in critical regions."]
[]
[null,"5) Does the Company analyze the location of direct suppliers (e.g., meatpackers) and/or the location of indirect suppliers (e.g., final, intermediary and birth farms) in order to identify critical, high risk suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"6) Does the Company evaluate the supply chain management practices of direct suppliers (e.g., meatpackers) in order to identify critical, high risk suppliers? In terms of supply chain management practices, the Company should evaluate: commitments, risk assessments, procurement systems and policies, supplier engagement, monitoring and verification systems, etc."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION C | Develop a supply chain strategy and Implementation Plan to address deforestation and conversion risks and achieve already defined commitments based on minimum standards."]
[]
[null,"7) Has the Company developed a no-deforestation and no-conversion Implementation Plan that will support it to achieve the established commitments on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]

{"sheet":"IO_QUESTIONNAIRE","index":11,"n_rows":97,"n_cols":3,"rows_kept":97,"cut":false,"hidden":false,"merged":[[34,1,34,8],[18,1,18,8],[20,1,20,8],[29,1,29,8],[31,1,31,8],[32,1,32,8],[21,1,21,8],[23,1,23,8],[24,1,24,8],[26,1,26,8],[27,1,27,8],[57,1,57,8],[35,1,35,8],[37,1,37,8],[38,1,38,8],[42,1,42,8],[44,1,44,8],[45,1,45,8],[47,1,47,8],[48,1,48,8],[50,1,50,8],[51,1,51,8],[55,1,55,8],[75,1,75,8],[58,1,58,8],[60,1,60,8],[61,1,61,8],[63,1,63,8],[64,1,64,8],[66,1,66,8],[68,1,68,8],[69,1,69,8],[71,1,71,8],[72,1,72,8],[74,1,74,8],[11,2,11,10],[9,1,14,1],[96,1,96,8],[97,1,97,8],[86,1,86,8],[77,1,77,8],[79,1,79,8],[80,1,80,8],[82,1,82,8],[83,1,83,8],[85,1,85,8],[88,1,88,8],[90,1,90,8],[91,1,91,8],[93,1,93,8],[94,1,94,8]]}
[]
[]
[]
[]
[]
[null,"QUESTIONNAIRE"]
[]
[null,"ELEMENT 3| INTERNAL OPERATIONS"]
[]
[null,"INSTRUCTIONS","There are 7 questions in this questionnaire, and it will take 10 minutes to complete."]
[null,null,"For each question, click the + sign on the far left to display the answer boxes."]
[null,null,"Click the answer box and then click on the arrow at the bottom left corner of each of them to select one answer from the drop-down menu."]
[null,null,"To improve reading responses, keep the screen zoom 90%."]
[null,null,"After completing this tab, click the GENERATE FINDINGS & RECOMMENDATIONS button above to generate the results based on the answers provided."]
[null,null,"Everytime an answer is changed, click the UPDATE FINDINGS & RECOMMENDATIONS button in order to update results. "]
[]
[null,"KEY ACTION A | Set and integrate requirements for suppliers aligned with the Company's commitments on deforestation and conversion and strategic roadmap."]
[]
[null,"1) Has the Company established procurement requirements for suppliers regarding deforestation and conversion? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"2) What are the tiers of suppliers across the supply chain that are explicitly referred to in the Company's requirements? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION B | Build internal capacity and align understanding, strategies and tools across relevant teams (procurement, compliance, sustainability, quality)."]
[]
[null,"3) Do different departments work together to address deforestation and conversion within the Company? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION C | Integrate deforestation and conversion priorities in corporate, procurement, and supply chain systems & structures (staffing, training, measuring, incentives, organization design, communication, and IT systems.)"]
[]
[null,"4) Does the Company's purchasing system block suppliers not in compliance with company requirements on deforestation and conversion? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"5) Has the Company established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"6) Has the Company established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"7) Does the Company establish senior leadership responsibility and accountability to assure the Company's deforestation and conversion commitments are achieved?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]

{"sheet":"IO_REFERENCE","index":12,"n_rows":117,"n_cols":6,"rows_kept":117,"cut":false,"hidden":false,"merged":[[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[30,1,30,8],[32,1,32,8],[46,1,46,8],[48,1,48,8],[49,1,49,4],[49,5,49,8],[50,1,50,4],[50,5,50,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[41,1,41,4],[41,5,41,8],[42,1,42,4],[42,5,42,8],[57,1,57,4],[57,5,57,8],[58,1,58,4],[58,5,58,8],[62,1,62,8],[64,1,64,8],[52,1,52,8],[53,1,53,4],[53,5,53,8],[54,1,54,4],[54,5,54,8],[56,1,56,8],[70,1,70,4],[70,5,70,8],[72,1,72,8],[73,1,73,4],[73,5,73,8],[74,1,74,4],[74,5,74,8],[65,1,65,4],[65,5,65,8],[66,1,66,4],[66,5,66,8],[68,1,68,8],[69,1,69,4],[69,5,69,8],[82,1,82,8],[83,1,83,4],[83,5,83,8],[84,1,84,4],[84,5,84,8],[86,1,86,8],[76,1,76,8],[78,1,78,8],[79,1,79,4],[79,5,79,8],[80,1,80,4],[80,5,80,8],[93,1,93,4],[93,5,93,8],[94,1,94,4],[94,5,94,8],[96,1,96,8],[97,1,97,4],[97,5,97,8],[87,1,87,4],[87,5,87,8],[88,1,88,4],[88,5,88,8],[90,1,90,8],[92,1,92,8],[9,1,12,1],[115,1,115,4],[115,5,115,8],[116,1,116,4],[116,5,116,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[112,1,112,4],[112,5,112,8],[114,1,114,8],[104,1,104,8],[106,1,106,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[98,1,98,4],[98,5,98,8],[100,1,100,8],[101,1,101,4],[101,5,101,8],[102,1,102,4],[102,5,102,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 3| INTERNAL OPERATIONS"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Set and integrate requirements for suppliers aligned with the Company's commitments on deforestation and conversion and strategic roadmap."]
[]
[null,"1) Has the Company established procurement requirements for suppliers regarding deforestation and conversion? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B22)=\"\",\"  \",IO_QUESTIONNAIRE!B22)","v":"  "},null,null,null,{"$f":"VLOOKUP(B21,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B25)=\"\",\"  \",IO_QUESTIONNAIRE!B25)","v":"  "},null,null,null,{"$f":"VLOOKUP(B25,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B28)=\"\",\"  \",IO_QUESTIONNAIRE!B28)","v":"  "},null,null,null,{"$f":"VLOOKUP(B29,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"2) What are the tiers of suppliers across the supply chain that are explicitly referred to in the Company's requirements? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B33)=\"\",\"  \",IO_QUESTIONNAIRE!B33)","v":"  "},null,null,null,{"$f":"VLOOKUP(B35,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B36)=\"\",\"  \",IO_QUESTIONNAIRE!B36)","v":"  "},null,null,null,{"$f":"VLOOKUP(B39,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B39)=\"\",\"  \",IO_QUESTIONNAIRE!B39)","v":"  "},null,null,null,{"$f":"VLOOKUP(B43,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION B | Build internal capacity and align understanding, strategies and tools across relevant teams (procurement, compliance, sustainability, quality)."]
[]
[null,"3) Do different departments work together to address deforestation and conversion within the Company? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B46)=\"\",\"  \",IO_QUESTIONNAIRE!B46)","v":"  "},null,null,null,{"$f":"VLOOKUP(B51,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B49)=\"\",\"  \",IO_QUESTIONNAIRE!B49)","v":"  "},null,null,null,{"$f":"VLOOKUP(B55,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B52)=\"\",\"  \",IO_QUESTIONNAIRE!B52)","v":"  "},null,null,null,{"$f":"VLOOKUP(B59,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION C | Integrate deforestation and conversion priorities in corporate, procurement, and supply chain systems & structures (staffing, training, measuring, incentives, organization design, communication, and IT systems.)"]
[]
[null,"4) Does the Company's purchasing system block suppliers not in compliance with company requirements on deforestation and conversion? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B59)=\"\",\"  \",IO_QUESTIONNAIRE!B59)","v":"  "},null,null,null,{"$f":"VLOOKUP(B67,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B62)=\"\",\"  \",IO_QUESTIONNAIRE!B62)","v":"  "},null,null,null,{"$f":"VLOOKUP(B71,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B65)=\"\",\"  \",IO_QUESTIONNAIRE!B65)","v":"  "},null,null,null,{"$f":"VLOOKUP(B75,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"5) Has the Company established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B70)=\"\",\"  \",IO_QUESTIONNAIRE!B70)","v":"  "},null,null,null,{"$f":"VLOOKUP(B81,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B73)=\"\",\"  \",IO_QUESTIONNAIRE!B73)","v":"  "},null,null,null,{"$f":"VLOOKUP(B85,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B76)=\"\",\"  \",IO_QUESTIONNAIRE!B76)","v":"  "},null,null,null,{"$f":"VLOOKUP(B89,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"6) Has the Company established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B81)=\"\",\"  \",IO_QUESTIONNAIRE!B81)","v":"  "},null,null,null,{"$f":"VLOOKUP(B95,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B84)=\"\",\"  \",IO_QUESTIONNAIRE!B84)","v":"  "},null,null,null,{"$f":"VLOOKUP(B99,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B87)=\"\",\"  \",IO_QUESTIONNAIRE!B87)","v":"  "},null,null,null,{"$f":"VLOOKUP(B103,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"7) Does the Company establish senior leadership responsibility and accountability to assure the Company's deforestation and conversion commitments are achieved?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B92)=\"\",\"  \",IO_QUESTIONNAIRE!B92)","v":"  "},null,null,null,{"$f":"VLOOKUP(B109,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B95)=\"\",\"  \",IO_QUESTIONNAIRE!B95)","v":"  "},null,null,null,{"$f":"VLOOKUP(B113,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((IO_QUESTIONNAIRE!B98)=\"\",\"  \",IO_QUESTIONNAIRE!B98)","v":"  "},null,null,null,{"$f":"VLOOKUP(B117,'IO_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]

{"sheet":"IO_FINDINGS & RECOMMENDATIONS","index":13,"n_rows":117,"n_cols":6,"rows_kept":117,"cut":false,"hidden":false,"merged":[[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[30,1,30,8],[32,1,32,8],[46,1,46,8],[48,1,48,8],[49,1,49,4],[49,5,49,8],[50,1,50,4],[50,5,50,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[41,1,41,4],[41,5,41,8],[42,1,42,4],[42,5,42,8],[57,1,57,4],[57,5,57,8],[58,1,58,4],[58,5,58,8],[62,1,62,8],[64,1,64,8],[52,1,52,8],[53,1,53,4],[53,5,53,8],[54,1,54,4],[54,5,54,8],[56,1,56,8],[70,1,70,4],[70,5,70,8],[72,1,72,8],[73,1,73,4],[73,5,73,8],[74,1,74,4],[74,5,74,8],[65,1,65,4],[65,5,65,8],[66,1,66,4],[66,5,66,8],[68,1,68,8],[69,1,69,4],[69,5,69,8],[82,1,82,8],[83,1,83,4],[83,5,83,8],[84,1,84,4],[84,5,84,8],[86,1,86,8],[76,1,76,8],[78,1,78,8],[79,1,79,4],[79,5,79,8],[80,1,80,4],[80,5,80,8],[93,1,93,4],[93,5,93,8],[94,1,94,4],[94,5,94,8],[96,1,96,8],[97,1,97,4],[97,5,97,8],[87,1,87,4],[87,5,87,8],[88,1,88,4],[88,5,88,8],[90,1,90,8],[92,1,92,8],[9,1,12,1],[115,1,115,4],[115,5,115,8],[116,1,116,4],[116,5,116,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[112,1,112,4],[112,5,112,8],[114,1,114,8],[104,1,104,8],[106,1,106,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[98,1,98,4],[98,5,98,8],[100,1,100,8],[101,1,101,4],[101,5,101,8],[102,1,102,4],[102,5,102,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 3| INTERNAL OPERATIONS"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Set and integrate requirements for suppliers aligned with the Company's commitments on deforestation and conversion and strategic roadmap."]
[]
[null,"1) Has the Company established procurement requirements for suppliers regarding deforestation and conversion? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"2) What are the tiers of suppliers across the supply chain that are explicitly referred to in the Company's requirements? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION B | Build internal capacity and align understanding, strategies and tools across relevant teams (procurement, compliance, sustainability, quality)."]
[]
[null,"3) Do different departments work together to address deforestation and conversion within the Company? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION C | Integrate deforestation and conversion priorities in corporate, procurement, and supply chain systems & structures (staffing, training, measuring, incentives, organization design, communication, and IT systems.)"]
[]
[null,"4) Does the Company's purchasing system block suppliers not in compliance with company requirements on deforestation and conversion? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"5) Has the Company established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"6) Has the Company established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"7) Does the Company establish senior leadership responsibility and accountability to assure the Company's deforestation and conversion commitments are achieved?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]

{"sheet":"SE_QUESTIONNAIRE","index":14,"n_rows":97,"n_cols":3,"rows_kept":97,"cut":false,"hidden":false,"merged":[[42,1,42,8],[62,1,62,8],[70,1,70,8],[24,1,24,8],[18,1,18,8],[20,1,20,8],[43,1,43,8],[26,1,26,8],[27,1,27,8],[29,1,29,8],[31,1,31,8],[32,1,32,8],[34,1,34,8],[35,1,35,8],[37,1,37,8],[38,1,38,8],[40,1,40,8],[11,2,11,10],[9,1,14,1],[21,1,21,8],[23,1,23,8],[64,1,64,8],[45,1,45,8],[46,1,46,8],[48,1,48,8],[49,1,49,8],[53,1,53,8],[55,1,55,8],[56,1,56,8],[58,1,58,8],[59,1,59,8],[61,1,61,8],[97,1,97,8],[86,1,86,8],[88,1,88,8],[90,1,90,8],[91,1,91,8],[93,1,93,8],[94,1,94,8],[85,1,85,8],[66,1,66,8],[67,1,67,8],[69,1,69,8],[96,1,96,8],[72,1,72,8],[73,1,73,8],[77,1,77,8],[79,1,79,8],[82,1,82,8],[83,1,83,8],[80,1,80,8]]}
[]
[]
[]
[]
[]
[null,"QUESTIONNAIRE"]
[]
[null,"ELEMENT 4| SUPPLIER ENGAGEMENT"]
[]
[null,"INSTRUCTIONS","There are 7 questions in this questionnaire, and it will take 10 minutes to complete."]
[null,null,"For each question, click the + sign on the far left to display the answer boxes."]
[null,null,"Click the answer box and then click on the arrow at the bottom left corner of each of them to select one answer from the drop-down menu."]
[null,null,"To improve reading responses, keep the screen zoom 90%."]
[null,null,"After completing this tab, click the GENERATE FINDINGS & RECOMMENDATIONS button above to generate the results based on the answers provided."]
[null,null,"Everytime an answer is changed, click the UPDATE FINDINGS & RECOMMENDATIONS button in order to update results. "]
[]
[null,"KEY ACTION A | Ensure suppliers provide required information supporting actions to combat deforestation and conversion."]
[]
[null,"1) Has the Company communicated the requirements on deforestation and conversion to direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"2) Does the Company apply assessments or self-assessments to direct suppliers (e.g., meatpackers) to evaluate their supply chain management practices on deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"3) Does the Company require evidence or documentation on the answers provided by direct suppliers (e.g., meatpackers) to the assessments or self-assessments sent to them?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION B | Provide capacity building to support suppliers in achieving compliance with the Company's requirements."]
[]
[null,"4) Does the Company provide capacity building activities to direct suppliers (e.g., meatpackers), and/or indirect suppliers (e.g., final, intermediary and birth farms) aimed at improving their practices of combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"5) Does the Company measure the impact of capacity building programs on direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION C | Develop a structured supplier Engagement Plan and support the development of an Implementation Plan by suppliers to continually improve their performance."]
[]
[null,"6) Has the Company developed an Engagement Plan, detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers)? Engagement Plans are a documentation of the activities, investments, processes, procedures, methodologies, and activities that the Company intends to implement to ensure that its suppliers comply with its requirements."]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"7) Does the Company provide an Implementation Plan template for non-compliant and/or critical direct suppliers (e.g., meatpackers) to help them improve their sustainable supply chain management and achieve compliance with the Company's requirement? Implementation Plans are a documentation of the activities, investments, processes, procedures, and methodologies that a supplier intends to implement to achieve and demonstrate compliance with Company's commitment."]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]

{"sheet":"SE_REFERENCE","index":15,"n_rows":117,"n_cols":6,"rows_kept":117,"cut":false,"hidden":false,"merged":[[22,1,22,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[16,1,16,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[27,1,27,4],[27,5,27,8],[28,1,28,4],[28,5,28,8],[30,1,30,8],[32,1,32,8],[44,1,44,8],[46,1,46,8],[47,1,47,4],[47,5,47,8],[48,1,48,4],[48,5,48,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[41,1,41,4],[41,5,41,8],[42,1,42,4],[42,5,42,8],[55,1,55,4],[55,5,55,8],[56,1,56,4],[56,5,56,8],[60,1,60,8],[62,1,62,8],[50,1,50,8],[51,1,51,4],[51,5,51,8],[52,1,52,4],[52,5,52,8],[54,1,54,8],[68,1,68,4],[68,5,68,8],[70,1,70,8],[71,1,71,4],[71,5,71,8],[72,1,72,4],[72,5,72,8],[63,1,63,4],[63,5,63,8],[64,1,64,4],[64,5,64,8],[66,1,66,8],[67,1,67,4],[67,5,67,8],[80,1,80,8],[81,1,81,4],[81,5,81,8],[82,1,82,4],[82,5,82,8],[84,1,84,8],[74,1,74,8],[76,1,76,8],[77,1,77,4],[77,5,77,8],[78,1,78,4],[78,5,78,8],[93,1,93,4],[93,5,93,8],[94,1,94,4],[94,5,94,8],[96,1,96,8],[97,1,97,4],[97,5,97,8],[85,1,85,4],[85,5,85,8],[86,1,86,4],[86,5,86,8],[90,1,90,8],[92,1,92,8],[9,1,12,1],[115,1,115,4],[115,5,115,8],[116,1,116,4],[116,5,116,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[112,1,112,4],[112,5,112,8],[114,1,114,8],[104,1,104,8],[106,1,106,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[98,1,98,4],[98,5,98,8],[100,1,100,8],[101,1,101,4],[101,5,101,8],[102,1,102,4],[102,5,102,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 4| SUPPLIER ENGAGEMENT"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Ensure suppliers provide required information supporting actions to combat deforestation and conversion."]
[]
[null,"1) Has the Company communicated the requirements on deforestation and conversion to direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B22)=\"\",\"  \",SE_QUESTIONNAIRE!B22)","v":"  "},null,null,null,{"$f":"VLOOKUP(B21,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B25)=\"\",\"  \",SE_QUESTIONNAIRE!B25)","v":"  "},null,null,null,{"$f":"VLOOKUP(B25,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B28)=\"\",\"  \",SE_QUESTIONNAIRE!B28)","v":"  "},null,null,null,{"$f":"VLOOKUP(B29,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"2) Does the Company apply assessments or self-assessments to direct suppliers (e.g., meatpackers) to evaluate their supply chain management practices on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B33)=\"\",\"  \",SE_QUESTIONNAIRE!B33)","v":"  "},null,null,null,{"$f":"VLOOKUP(B35,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B36)=\"\",\"  \",SE_QUESTIONNAIRE!B36)","v":"  "},null,null,null,{"$f":"VLOOKUP(B39,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B39)=\"\",\"  \",SE_QUESTIONNAIRE!B39)","v":"  "},null,null,null,{"$f":"VLOOKUP(B43,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"3) Does the Company require evidence or documentation on the answers provided by direct suppliers (e.g., meatpackers) to the assessments or self-assessments sent to them?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B44)=\"\",\"  \",SE_QUESTIONNAIRE!B44)","v":"  "},null,null,null,{"$f":"VLOOKUP(B49,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B47)=\"\",\"  \",SE_QUESTIONNAIRE!B47)","v":"  "},null,null,null,{"$f":"VLOOKUP(B53,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B50)=\"\",\"  \",SE_QUESTIONNAIRE!B50)","v":"  "},null,null,null,{"$f":"VLOOKUP(B57,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION B | Provide capacity building to support suppliers in achieving compliance with the Company's requirements."]
[]
[null,"4) Does the Company provide capacity building activities to direct suppliers (e.g., meatpackers), and/or indirect suppliers (e.g., final, intermediary and birth farms) aimed at improving their practices of combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B57)=\"\",\"  \",SE_QUESTIONNAIRE!B57)","v":"  "},null,null,null,{"$f":"VLOOKUP(B65,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B60)=\"\",\"  \",SE_QUESTIONNAIRE!B60)","v":"  "},null,null,null,{"$f":"VLOOKUP(B69,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B63)=\"\",\"  \",SE_QUESTIONNAIRE!B63)","v":"  "},null,null,null,{"$f":"VLOOKUP(B73,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"5) Does the Company measure the impact of capacity building programs on direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B68)=\"\",\"  \",SE_QUESTIONNAIRE!B68)","v":"  "},null,null,null,{"$f":"VLOOKUP(B79,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B71)=\"\",\"  \",SE_QUESTIONNAIRE!B71)","v":"  "},null,null,null,{"$f":"VLOOKUP(B83,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B74)=\"\",\"  \",SE_QUESTIONNAIRE!B74)","v":"  "},null,null,null,{"$f":"VLOOKUP(B87,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION C | Develop a structured supplier Engagement Plan and support the development of an Implementation Plan by suppliers to continually improve their performance."]
[]
[null,"6) Has the Company developed an Engagement Plan, detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers)? Engagement Plans are a documentation of the activities, investments, processes, procedures, methodologies, and activities that the Company intends to implement to ensure that its suppliers comply with its requirements."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B81)=\"\",\"  \",SE_QUESTIONNAIRE!B81)","v":"  "},null,null,null,{"$f":"VLOOKUP(B95,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B84)=\"\",\"  \",SE_QUESTIONNAIRE!B84)","v":"  "},null,null,null,{"$f":"VLOOKUP(B99,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B87)=\"\",\"  \",SE_QUESTIONNAIRE!B87)","v":"  "},null,null,null,{"$f":"VLOOKUP(B103,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"7) Does the Company provide an Implementation Plan template for non-compliant and/or critical direct suppliers (e.g., meatpackers) to help them improve their sustainable supply chain management and achieve compliance with the Company's requirement? Implementation Plans are a documentation of the activities, investments, processes, procedures, and methodologies that a supplier intends to implement to achieve and demonstrate compliance with Company's commitment."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B92)=\"\",\"  \",SE_QUESTIONNAIRE!B92)","v":"  "},null,null,null,{"$f":"VLOOKUP(B109,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B95)=\"\",\"  \",SE_QUESTIONNAIRE!B95)","v":"  "},null,null,null,{"$f":"VLOOKUP(B113,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((SE_QUESTIONNAIRE!B98)=\"\",\"  \",SE_QUESTIONNAIRE!B98)","v":"  "},null,null,null,{"$f":"VLOOKUP(B117,'SE_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]

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[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 4| SUPPLIER ENGAGEMENT"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Ensure suppliers provide required information supporting actions to combat deforestation and conversion."]
[]
[null,"1) Has the Company communicated the requirements on deforestation and conversion to direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"2) Does the Company apply assessments or self-assessments to direct suppliers (e.g., meatpackers) to evaluate their supply chain management practices on deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"3) Does the Company require evidence or documentation on the answers provided by direct suppliers (e.g., meatpackers) to the assessments or self-assessments sent to them?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION B | Provide capacity building to support suppliers in achieving compliance with the Company's requirements."]
[]
[null,"4) Does the Company provide capacity building activities to direct suppliers (e.g., meatpackers), and/or indirect suppliers (e.g., final, intermediary and birth farms) aimed at improving their practices of combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"5) Does the Company measure the impact of capacity building programs on direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION C | Develop a structured supplier Engagement Plan and support the development of an Implementation Plan by suppliers to continually improve their performance."]
[]
[null,"6) Has the Company developed an Engagement Plan, detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers)? Engagement Plans are a documentation of the activities, investments, processes, procedures, methodologies, and activities that the Company intends to implement to ensure that its suppliers comply with its requirements."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"7) Does the Company provide an Implementation Plan template for non-compliant and/or critical direct suppliers (e.g., meatpackers) to help them improve their sustainable supply chain management and achieve compliance with the Company's requirement? Implementation Plans are a documentation of the activities, investments, processes, procedures, and methodologies that a supplier intends to implement to achieve and demonstrate compliance with Company's commitment."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]

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[]
[]
[]
[]
[]
[null,"QUESTIONNAIRE"]
[]
[null,"ELEMENT 5| MONITORING, VERIFYING AND REPORTING"]
[]
[null,"INSTRUCTIONS","There are 15 questions in this questionnaire, and it will take 20 minutes to complete."]
[null,null,"For each question, click the + sign on the far left to display the answer boxes."]
[null,null,"Click the answer box and then click on the arrow at the bottom left corner of each of them to select one answer from the drop-down menu."]
[null,null,"To improve reading responses, keep the screen zoom 90%."]
[null,null,"After completing this tab, click the GENERATE FINDINGS & RECOMMENDATIONS button above to generate the results based on the answers provided."]
[null,null,"Everytime an answer is changed, click the UPDATE FINDINGS & RECOMMENDATIONS button in order to update results. "]
[]
[null,"KEY ACTION A | Develop or augment monitoring processes and tools to track and monitor supplier performance. Establish verification processes and systems."]
[]
[null,"1) Does the Company monitor direct suppliers (e.g., meatpackers) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"2) Does the Company monitor indirect suppliers (e.g., final farm) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"3) Does the Company monitor its indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"4) Does the Company monitor the Implementation Plan developed by its non-compliant and/or critical direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"5) How does the Company conduct its monitoring process (e.g., through an internal system or third-party organization)?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"6) How often does the Company monitor its suppliers against the deforestation and conversion requirements?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"7) Does the Company verify the information provided by suppliers as to the deforestation and conversion requirements? According to the Accountability Framework Initiative: First-party verification: conducted by the company itself but carried out by personnel not involved in the design or implementation of the operations being verified. Second-party verification: conducted by a related entity with an interest in the company or operation being assessed, such as the business customer of a production/processing operation or a contractor that also provides services other than verification. Third-party verification: conducted by an independent entity that does not provide other services to the company."]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION B | Report on implementation and progress towards combating deforestation and conversion."]
[]
[null,"8) Does the Company report its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"9) How often does the Company report its initiatives and progress in combating deforestation and conversion externally?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"10) What does the Company report regarding its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"KEY ACTION C | Collaborate on solutions to key challenges regarding deforestation and conversion."]
[]
[null,"11) Does the Company participate in collaborative/sectoral initiatives (roundtables, working groups, etc.) dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"12) Does the Company state clear objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"13) Does the Company stimulate direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"14) Does the Company act as a hub or platform to promote engagement across the sector, with peers, suppliers, and other actors?"]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]
[]
[]
[null,"15) Does the Company actively advocate for public policy vital to achieve no-deforestation and no-conversion supply, such as access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.?  "]
[]
[null,"AMAZON"]
[]
[]
[null,"CERRADO"]
[]
[]
[null,"CHACO"]

{"sheet":"MVR_REFERENCE","index":18,"n_rows":229,"n_cols":6,"rows_kept":229,"cut":false,"hidden":false,"merged":[[16,1,16,8],[41,1,41,4],[41,5,41,8],[23,1,23,4],[23,5,23,8],[24,1,24,4],[24,5,24,8],[26,1,26,8],[27,1,27,4],[27,5,27,8],[18,1,18,8],[19,1,19,4],[19,5,19,8],[20,1,20,4],[20,5,20,8],[22,1,22,8],[28,1,28,4],[28,5,28,8],[36,1,36,8],[37,1,37,4],[37,5,37,8],[38,1,38,4],[38,5,38,8],[40,1,40,8],[30,1,30,8],[32,1,32,8],[33,1,33,4],[33,5,33,8],[34,1,34,4],[34,5,34,8],[47,1,47,4],[47,5,47,8],[48,1,48,4],[48,5,48,8],[50,1,50,8],[51,1,51,4],[51,5,51,8],[42,1,42,4],[42,5,42,8],[44,1,44,8],[46,1,46,8],[116,1,116,8],[118,1,118,8],[76,1,76,4],[76,5,76,8],[78,1,78,8],[79,1,79,4],[64,1,64,8],[65,1,65,4],[65,5,65,8],[66,1,66,4],[66,5,66,8],[68,1,68,8],[79,5,79,8],[80,1,80,4],[80,5,80,8],[82,1,82,8],[83,1,83,4],[83,5,83,8],[72,1,72,8],[74,1,74,8],[75,1,75,4],[75,5,75,8],[69,1,69,4],[69,5,69,8],[124,1,124,4],[124,5,124,8],[70,1,70,4],[70,5,70,8],[90,1,90,4],[90,5,90,8],[92,1,92,8],[93,1,93,4],[93,5,93,8],[94,1,94,4],[94,5,94,8],[84,1,84,4],[84,5,84,8],[86,1,86,8],[88,1,88,8],[89,1,89,4],[89,5,89,8],[126,1,126,8],[127,1,127,4],[127,5,127,8],[128,1,128,4],[128,5,128,8],[119,1,119,4],[119,5,119,8],[120,1,120,4],[120,5,120,8],[122,1,122,8],[123,1,123,4],[123,5,123,8],[136,1,136,8],[137,1,137,4],[137,5,137,8],[138,1,138,4],[138,5,138,8],[140,1,140,8],[130,1,130,8],[132,1,132,8],[133,1,133,4],[133,5,133,8],[134,1,134,4],[134,5,134,8],[147,1,147,4],[147,5,147,8],[148,1,148,4],[148,5,148,8],[150,1,150,8],[151,1,151,4],[151,5,151,8],[141,1,141,4],[141,5,141,8],[142,1,142,4],[142,5,142,8],[144,1,144,8],[146,1,146,8],[170,1,170,8],[160,1,160,8],[162,1,162,8],[163,1,163,4],[163,5,163,8],[164,1,164,4],[164,5,164,8],[152,1,152,4],[152,5,152,8],[154,1,154,8],[155,1,155,4],[155,5,155,8],[156,1,156,4],[156,5,156,8],[58,1,58,8],[60,1,60,8],[61,1,61,4],[61,5,61,8],[62,1,62,4],[62,5,62,8],[52,1,52,4],[52,5,52,8],[54,1,54,8],[55,1,55,4],[55,5,55,8],[56,1,56,4],[56,5,56,8],[102,1,102,8],[103,1,103,4],[103,5,103,8],[104,1,104,4],[104,5,104,8],[106,1,106,8],[96,1,96,8],[97,1,97,4],[97,5,97,8],[98,1,98,4],[98,5,98,8],[100,1,100,8],[112,1,112,4],[112,5,112,8],[174,1,174,8],[177,1,177,4],[177,5,177,8],[178,1,178,4],[178,5,178,8],[107,1,107,4],[107,5,107,8],[108,1,108,4],[108,5,108,8],[110,1,110,8],[111,1,111,4],[111,5,111,8],[171,1,171,4],[171,5,171,8],[172,1,172,4],[172,5,172,8],[176,1,176,8],[166,1,166,8],[167,1,167,4],[167,5,167,8],[168,1,168,4],[168,5,168,8],[185,1,185,4],[185,5,185,8],[186,1,186,4],[186,5,186,8],[188,1,188,8],[190,1,190,8],[180,1,180,8],[181,1,181,4],[181,5,181,8],[182,1,182,4],[182,5,182,8],[184,1,184,8],[196,1,196,4],[196,5,196,8],[198,1,198,8],[199,1,199,4],[199,5,199,8],[200,1,200,4],[200,5,200,8],[191,1,191,4],[191,5,191,8],[192,1,192,4],[192,5,192,8],[194,1,194,8],[195,1,195,4],[195,5,195,8],[210,1,210,4],[210,5,210,8],[212,1,212,8],[202,1,202,8],[204,1,204,8],[205,1,205,4],[205,5,205,8],[206,1,206,4],[206,5,206,8],[9,1,12,1],[227,1,227,4],[227,5,227,8],[228,1,228,4],[228,5,228,8],[222,1,222,8],[223,1,223,4],[223,5,223,8],[224,1,224,4],[224,5,224,8],[226,1,226,8],[216,1,216,8],[218,1,218,8],[219,1,219,4],[219,5,219,8],[220,1,220,4],[220,5,220,8],[213,1,213,4],[213,5,213,8],[214,1,214,4],[214,5,214,8],[208,1,208,8],[209,1,209,4],[209,5,209,8]]}
[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 5| MONITORING, VERIFYING AND REPORTING"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Develop or augment monitoring processes and tools to track and monitor supplier performance. Establish verification processes and systems."]
[]
[null,"1) Does the Company monitor direct suppliers (e.g., meatpackers) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B22)=\"\",\"  \",MVR_QUESTIONNAIRE!B22)","v":"  "},null,null,null,{"$f":"VLOOKUP(B21,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B25)=\"\",\"  \",MVR_QUESTIONNAIRE!B25)","v":"  "},null,null,null,{"$f":"VLOOKUP(B25,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B28)=\"\",\"  \",MVR_QUESTIONNAIRE!B28)","v":"  "},null,null,null,{"$f":"VLOOKUP(B29,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"2) Does the Company monitor indirect suppliers (e.g., final farm) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B33)=\"\",\"  \",MVR_QUESTIONNAIRE!B33)","v":"  "},null,null,null,{"$f":"VLOOKUP(B35,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B36)=\"\",\"  \",MVR_QUESTIONNAIRE!B36)","v":"  "},null,null,null,{"$f":"VLOOKUP(B39,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B39)=\"\",\"  \",MVR_QUESTIONNAIRE!B39)","v":"  "},null,null,null,{"$f":"VLOOKUP(B43,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"3) Does the Company monitor its indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B44)=\"\",\"  \",MVR_QUESTIONNAIRE!B44)","v":"  "},null,null,null,{"$f":"VLOOKUP(B49,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B47)=\"\",\"  \",MVR_QUESTIONNAIRE!B47)","v":"  "},null,null,null,{"$f":"VLOOKUP(B53,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B50)=\"\",\"  \",MVR_QUESTIONNAIRE!B50)","v":"  "},null,null,null,{"$f":"VLOOKUP(B57,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"4) Does the Company monitor the Implementation Plan developed by its non-compliant and/or critical direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B55)=\"\",\"  \",MVR_QUESTIONNAIRE!B55)","v":"  "},null,null,null,{"$f":"VLOOKUP(B63,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B58)=\"\",\"  \",MVR_QUESTIONNAIRE!B58)","v":"  "},null,null,null,{"$f":"VLOOKUP(B67,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B61)=\"\",\"  \",MVR_QUESTIONNAIRE!B61)","v":"  "},null,null,null,{"$f":"VLOOKUP(B71,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"5) How does the Company conduct its monitoring process (e.g., through an internal system or third-party organization)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B66)=\"\",\"  \",MVR_QUESTIONNAIRE!B66)","v":"  "},null,null,null,{"$f":"VLOOKUP(B77,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B69)=\"\",\"  \",MVR_QUESTIONNAIRE!B69)","v":"  "},null,null,null,{"$f":"VLOOKUP(B81,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B72)=\"\",\"  \",MVR_QUESTIONNAIRE!B72)","v":"  "},null,null,null,{"$f":"VLOOKUP(B85,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"6) How often does the Company monitor its suppliers against the deforestation and conversion requirements?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B77)=\"\",\"  \",MVR_QUESTIONNAIRE!B77)","v":"  "},null,null,null,{"$f":"VLOOKUP(B91,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B80)=\"\",\"  \",MVR_QUESTIONNAIRE!B80)","v":"  "},null,null,null,{"$f":"VLOOKUP(B95,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B83)=\"\",\"  \",MVR_QUESTIONNAIRE!B83)","v":"  "},null,null,null,{"$f":"VLOOKUP(B99,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"7) Does the Company verify the information provided by suppliers as to the deforestation and conversion requirements? According to the Accountability Framework Initiative: First-party verification: conducted by the company itself but carried out by personnel not involved in the design or implementation of the operations being verified. Second-party verification: conducted by a related entity with an interest in the company or operation being assessed, such as the business customer of a production/processing operation or a contractor that also provides services other than verification. Third-party verification: conducted by an independent entity that does not provide other services to the company."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B88)=\"\",\"  \",MVR_QUESTIONNAIRE!B88)","v":"  "},null,null,null,{"$f":"VLOOKUP(B105,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B91)=\"\",\"  \",MVR_QUESTIONNAIRE!B91)","v":"  "},null,null,null,{"$f":"VLOOKUP(B109,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B94)=\"\",\"  \",MVR_QUESTIONNAIRE!B94)","v":"  "},null,null,null,{"$f":"VLOOKUP(B113,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION B | Report on implementation and progress towards combating deforestation and conversion."]
[]
[null,"8) Does the Company report its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B101)=\"\",\"  \",MVR_QUESTIONNAIRE!B101)","v":"  "},null,null,null,{"$f":"VLOOKUP(B121,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B104)=\"\",\"  \",MVR_QUESTIONNAIRE!B104)","v":"  "},null,null,null,{"$f":"VLOOKUP(B125,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B107)=\"\",\"  \",MVR_QUESTIONNAIRE!B107)","v":"  "},null,null,null,{"$f":"VLOOKUP(B129,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"9) How often does the Company report its initiatives and progress in combating deforestation and conversion externally?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B112)=\"\",\"  \",MVR_QUESTIONNAIRE!B112)","v":"  "},null,null,null,{"$f":"VLOOKUP(B135,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B115)=\"\",\"  \",MVR_QUESTIONNAIRE!B115)","v":"  "},null,null,null,{"$f":"VLOOKUP(B139,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B118)=\"\",\"  \",MVR_QUESTIONNAIRE!B118)","v":"  "},null,null,null,{"$f":"VLOOKUP(B143,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"10) What does the Company report regarding its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B123)=\"\",\"  \",MVR_QUESTIONNAIRE!B123)","v":"  "},null,null,null,{"$f":"VLOOKUP(B149,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B126)=\"\",\"  \",MVR_QUESTIONNAIRE!B126)","v":"  "},null,null,null,{"$f":"VLOOKUP(B153,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B129)=\"\",\"  \",MVR_QUESTIONNAIRE!B129)","v":"  "},null,null,null,{"$f":"VLOOKUP(B157,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"KEY ACTION C | Collaborate on solutions to key challenges regarding deforestation and conversion."]
[]
[null,"11) Does the Company participate in collaborative/sectoral initiatives (roundtables, working groups, etc.) dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B136)=\"\",\"  \",MVR_QUESTIONNAIRE!B136)","v":"  "},null,null,null,{"$f":"VLOOKUP(B165,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B139)=\"\",\"  \",MVR_QUESTIONNAIRE!B139)","v":"  "},null,null,null,{"$f":"VLOOKUP(B169,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B142)=\"\",\"  \",MVR_QUESTIONNAIRE!B142)","v":"  "},null,null,null,{"$f":"VLOOKUP(B173,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"12) Does the Company state clear objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B147)=\"\",\"  \",MVR_QUESTIONNAIRE!B147)","v":"  "},null,null,null,{"$f":"VLOOKUP(B179,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B150)=\"\",\"  \",MVR_QUESTIONNAIRE!B150)","v":"  "},null,null,null,{"$f":"VLOOKUP(B183,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B153)=\"\",\"  \",MVR_QUESTIONNAIRE!B153)","v":"  "},null,null,null,{"$f":"VLOOKUP(B187,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"13) Does the Company stimulate direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B158)=\"\",\"  \",MVR_QUESTIONNAIRE!B158)","v":"  "},null,null,null,{"$f":"VLOOKUP(B193,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B161)=\"\",\"  \",MVR_QUESTIONNAIRE!B161)","v":"  "},null,null,null,{"$f":"VLOOKUP(B197,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B164)=\"\",\"  \",MVR_QUESTIONNAIRE!B164)","v":"  "},null,null,null,{"$f":"VLOOKUP(B201,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"14) Does the Company act as a hub or platform to promote engagement across the sector, with peers, suppliers, and other actors?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B169)=\"\",\"  \",MVR_QUESTIONNAIRE!B169)","v":"  "},null,null,null,{"$f":"VLOOKUP(B207,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B172)=\"\",\"  \",MVR_QUESTIONNAIRE!B172)","v":"  "},null,null,null,{"$f":"VLOOKUP(B211,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B175)=\"\",\"  \",MVR_QUESTIONNAIRE!B175)","v":"  "},null,null,null,{"$f":"VLOOKUP(B215,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"15) Does the Company actively advocate for public policy vital to achieve no-deforestation and no-conversion supply, such as access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.?  "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B180)=\"\",\"  \",MVR_QUESTIONNAIRE!B180)","v":"  "},null,null,null,{"$f":"VLOOKUP(B221,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B183)=\"\",\"  \",MVR_QUESTIONNAIRE!B183)","v":"  "},null,null,null,{"$f":"VLOOKUP(B225,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,{"$f":"IF((MVR_QUESTIONNAIRE!B186)=\"\",\"  \",MVR_QUESTIONNAIRE!B186)","v":"  "},null,null,null,{"$f":"VLOOKUP(B229,'MVR_DATA BASE'!$B:$C,2,FALSE)","v":{"$error":"#N/A"}}]

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[]
[]
[]
[]
[]
[null,"COMPANY'S FINDINGS AND RECOMMENDATIONS"]
[]
[null,"ELEMENT 5| MONITORING, VERIFYING AND REPORTING"]
[]
[null,"INSTRUCTIONS","For each question, click the + sign on the far left to display the answer and recommendation boxes."]
[null,null,"There is no need for input of data in this tab. All the findings and recommendations will come automatically based on answers provided in the DCF_QUESTIONNAIRE tab."]
[null,null,"Click the UPDATE FINDINGS & RECOMMENDATIONS button above to ensure the latest answers provided in the QUESTIONNAIRE tab are being considered."]
[null,null,"In order to ensure all the content of the FINDINGS and RECOMMENDATIONS cells is being shown, the user should double click them."]
[]
[null,"KEY ACTION A | Develop or augment monitoring processes and tools to track and monitor supplier performance. Establish verification processes and systems."]
[]
[null,"1) Does the Company monitor direct suppliers (e.g., meatpackers) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"2) Does the Company monitor indirect suppliers (e.g., final farm) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"3) Does the Company monitor its indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"4) Does the Company monitor the Implementation Plan developed by its non-compliant and/or critical direct suppliers (e.g., meatpackers)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"5) How does the Company conduct its monitoring process (e.g., through an internal system or third-party organization)?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"6) How often does the Company monitor its suppliers against the deforestation and conversion requirements?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"7) Does the Company verify the information provided by suppliers as to the deforestation and conversion requirements? According to the Accountability Framework Initiative: First-party verification: conducted by the company itself but carried out by personnel not involved in the design or implementation of the operations being verified. Second-party verification: conducted by a related entity with an interest in the company or operation being assessed, such as the business customer of a production/processing operation or a contractor that also provides services other than verification. Third-party verification: conducted by an independent entity that does not provide other services to the company."]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION B | Report on implementation and progress towards combating deforestation and conversion."]
[]
[null,"8) Does the Company report its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"9) How often does the Company report its initiatives and progress in combating deforestation and conversion externally?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"10) What does the Company report regarding its initiatives and progress in combating deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"KEY ACTION C | Collaborate on solutions to key challenges regarding deforestation and conversion."]
[]
[null,"11) Does the Company participate in collaborative/sectoral initiatives (roundtables, working groups, etc.) dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"12) Does the Company state clear objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"13) Does the Company stimulate direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"14) Does the Company act as a hub or platform to promote engagement across the sector, with peers, suppliers, and other actors?"]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"15) Does the Company actively advocate for public policy vital to achieve no-deforestation and no-conversion supply, such as access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.?  "]
[]
[null,"AMAZON"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CERRADO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]
[]
[null,"CHACO"]
[null,"Findings",null,null,null,"Recommendations"]
[null,"  ",null,null,null,{"$error":"#N/A"}]

{"sheet":"DCF_DATA BASE","index":20,"n_rows":84,"n_cols":3,"rows_kept":84,"cut":false,"hidden":false,"merged":[[67,1,67,2],[34,1,34,2],[77,1,77,2],[42,1,42,2],[7,1,7,2],[50,1,50,2],[58,1,58,2],[25,1,25,2],[16,1,16,2]]}
[]
[null,"DATABASE"]
[]
[null,"ELEMENT 1| DCF ALIGNMENT"]
[]
[null,"KEY ACTION A | Define a robust and business centric case for taking action on deforestation and conversion based on a supply chain materiality assessment."]
[]
[null,"1) Has the Company developed a business case of how deforestation and conversion affects its business strategy and priorities?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has developed a business case of how deforestation and conversion affects business strategy and priorities.","The Company should develop a business case for all critical biomes where suppliers have operations. For business case examples and methodologies, see the Technical References document."]
[null,"The Company has not developed a business case of how deforestation and conversion affects business strategy and priorities.","A business case demonstrates how deforestation and conversion directly impacts the business ideally in quantitative measures. Showing the impact of deforestation and conversion on the bottom line can generate the urgency and support needed to implement change. The business case can demonstrate financial, reputational, and/or operational impacts of deforestation and conversion to engage different departments. For more information on how to develop a business case, see the Technical References document. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"KEY ACTION B | Develop a corporate commitment on deforestation and conversion captured in a corporate policy."]
[]
[null,"2) Has the Company set a commitment related to deforestation and conversion as specified by the DCF Regional Guidance?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has set a commitment aimed at achieving no-deforestation and no-conversion.","The Company should make sure its no-deforestation and no-conversion commitment is applied to all critical biomes where suppliers have operations."]
[null,"No, the Company has set a commitment aimed to achieve zero net deforestation and conversion.","Forests and natural ecosystems are critical for carbon storage, biodiversity protection, water supply, mitigation of natural hazards, adaptation to climate change, and the wellbeing of indigenous peoples and local communities. The Company should adapt the current commitment and turn it into a no-deforestation and no-conversion commitment for all critical biomes to avoid the most severe consequences of continued deforestation and conversion.\n\nNo-deforestation means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural forests. No-conversion means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural ecosystems. For more information on how to establish no-deforestation and no-conversion commitments, see the Technical References document."]
[null,"No, the Company only aims to achieve zero illegal deforestation and conversion.","Forests and natural ecosystems are critical for carbon storage, biodiversity protection, water supply, mitigation of natural hazards, adaptation to climate change, and the wellbeing of indigenous peoples and local communities. The Company should establish a no-deforestation and no-conversion commitment for all critical biomes to avoid the most severe consequences of continued deforestation and conversion.\n\nNo-deforestation means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural forests. No-conversion means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural ecosystems. For more information on how to establish no-deforestation and no-conversion commitments, see the Technical References document."]
[null,"No, the Company has not set commitments related to deforestation and conversion.","Setting commitments is key to formalize the Company's ambition to combat deforestation and conversion. Commitments serve to send a market signal to the whole industry, mobilize team members, guide investments, align efforts, and plan activities. \n\nForests and natural ecosystems are critical for carbon storage, biodiversity protection, water supply, mitigation of natural hazards, adaptation to climate change, and the wellbeing of indigenous peoples and local communities. The Company should establish a no-deforestation and no-conversion commitment for all critical biomes to avoid the most severe consequences of continued deforestation and conversion.\n\nNo-deforestation means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural forests. No-conversion means that the Company’s production, sourcing, and financial investments do not cause or contribute to the loss of natural ecosystems. For more information on how to establish no-deforestation and no-conversion commitments, see the Technical References document."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"3) Does the Company's commitment on deforestation and conversion include explicit target dates and alignment with broader targets or sector-wide commitments?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company's commitment on deforestation and conversion includes explicit target dates aligned with broader targets or sector-wide commitments.","The Company should make sure it has established target dates aligned with broader targets or sector-wide commitments for all critical biomes where suppliers have operations."]
[null,"The Company's commitment on deforestation and conversion includes explicit target dates.","The Company should ensure its target dates specify achievements of the Company's commitments as quickly as is feasible (depending on the capacity for implementation) and reference and align with applicable broader targets or sector-wide commitments, whichever comes first."]
[null,"The Company's commitment on deforestation and conversion does not include explicit target dates.","Setting target dates (the date by which a given company intends to have fully implemented its commitment or policy, according to the Accountability Framework Initiative) is key to create urgency, to make explicit the Company's ambition and to mobilize resources. Such target dates should specify achievements of the Company's commitments as quickly as is feasible (depending on the capacity for implementation) and should reference and align with applicable broader targets or sector-wide commitments, whichever comes first."]
[null,"The Company has not established a commitment on deforestation and conversion.","Setting commitments is key to formalize the Company's ambition to combat deforestation and conversion. Commitments serve to send a market signal to the whole industry, mobilize team members, guide investments, align efforts, and plan activities. \n\nFor more information regarding commitments on deforestation and conversion, see question 2 located in this tab.\n\nWhen setting a commitment, it is key for the Company to set target dates. Setting target dates (the date by which a given company intends to have fully implemented its commitment or policy, according to the Accountability Framework Initiative) is key to create urgency, to make explicit the Company's ambition, and to mobilize resources. Target dates should specify achievements of the Company's commitments as quickly as is feasible (depending on the capacity for implementation) and should reference and align with broader targets or sector-wide commitments, whichever comes first."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"4) Does the Company's commitment on deforestation and conversion include a clear definition of the scope to which it is applicable (e.g., business units, products, geographies, etc.)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company's commitment on deforestation and conversion includes a clear definition of the scope (e.g., business units, products, geographies, etc.) to which it is applicable.","The Company should make sure the defined scope for its commitment on deforestation and conversion includes all critical biomes where suppliers have operations."]
[null,"The Company's commitment on deforestation and conversion does not include a definition of the scope (e.g., business units, products, geographies, etc.) to which it is applicable.","The Company should make explicit the scope to which its commitment on deforestation and conversion will be applicable. Ideally, the commitment should apply broadly across the Company to address all the risks related to deforestation and conversion (it should not be limited to specific markets, product lines, geographies, subsidiaries, brands, etc.). According to the Accountability Framework Initiative, broad scopes are essential if commitments are to drive transformative change.\n\nHowever, if it does not include the Company's whole operations, the defined scope should be justified by a credible risk analysis demonstrating that the excluded portions are not subject to deforestation and conversion risks."]
[null,"The Company has not established a commitment on deforestation and conversion.","Setting commitments is key to formalize the Company's ambition to combat deforestation and conversion. Commitments serve to send a market signal to the whole industry, mobilize team members, guide investments, align efforts, and plan activities. \n\nFor more information regarding commitments on deforestation and conversion, see question 2 located in this tab.\n\nWhen setting its commitment on deforestation and conversion, the Company should make it explicit the scope to which it will be applicable. Ideally, the commitment should apply broadly across the Company to address all the risks related to deforestation and conversion (it should not be limited to specific markets, product lines, geographies, subsidiaries, brands, etc.). According to the Accountability Framework Initiative, broad scopes are essential if commitments are to drive transformative change.\n\nHowever, if it does not include the Company's whole operations, the defined scope should be justified by a credible risk analysis demonstrating that the excluded portions are not subject to deforestation and conversion risks."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"5) Has the Company established specific deforestation and conversion cut-off dates aligned with the DCF Regional Guidance and other existing frameworks for sourcing from direct suppliers and indirect suppliers?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has established specific deforestation and conversion cut-off dates aligned with the DCF Regional Guidance and other existing frameworks for sourcing from direct and indirect suppliers located in this biome.","The Company should make sure it has defined and enforced specific cut-off dates for all critical biomes where suppliers have operations."]
[null,"The Company has established specific deforestation and conversion cut-off dates for sourcing from direct and indirect suppliers located in this biome.","The Company should regularly validate that their cut-off dates are aligned with DCF Regional Guidance and other existing frameworks. The Company should check that cut-off dates are applied in practice across all critical biomes where suppliers have operations. Existing frameworks and their respective cut-off dates should continue to be adopted. When such frameworks are not available, the Company should:\n▪ Set cut-off dates in the present time (future dates can accelerate clearing, and past dates can be unfair, especially for farmers and ranchers);\n▪ Apply the cut-off dates equally to all actors in the same biome.\nFor more information regarding the DCF Regional Guidance and other existing frameworks, see the Technical References document."]
[null,"The Company has not established specific deforestation and conversion cut-off dates for sourcing from direct and indirect suppliers located in this biome.","Clarity on cut-off dates is essential in enabling companies to establish precise, actionable, and monitorable commitments related to deforestation and conversion. They are the dates after which deforestation and conversion renders a given area or production unit non-compliant with no-deforestation and no-conversion commitments. Existing frameworks and their respective cut-off dates should continue to be adopted. When such frameworks are not available, the Company should:\n▪ Set cut-off dates in the present time (future dates can accelerate clearing, and past dates can be unfair, especially for farmers and ranchers);\n▪ Apply the cut-off dates equally to all actors in the same biome.\nFor more information on how to define cut-off dates for the different biomes, see the DCF Regional Guidance and other existing frameworks listed in the Technical References document."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"6) Does the Company have a corporate policy that includes its commitment on deforestation and conversion?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has a clear, explicit policy on deforestation and conversion in publicly available Company communication (such as annual reports, sustainability reports, website, etc.).","The Company should make sure its policy refers to all critical biomes where suppliers have operations. The Company should also ensure its policy includes: \n\n1) The Company's commitments regarding deforestation and conversion.\n2) The Company's target dates to achieve its commitments.\n3) The scope to which the Company's commitment and policy are applicable.\n4) The Company's deforestation and conversion cut-off dates.\n5) The Company's definitions for deforestation, conversion, biomes and other relevant terms.\n\nAlso, if the Company has operations in different markets, it should translate the policy to the language of each market where the policy will need to be applied.\n\nThe Company can go further in establishing itself as a leader by developing a deforestation and conversion publication stating its policy, plan to achieve its commitment, and progress."]
[null,"The Company's policy on deforestation and conversion is only available in internal documentation.","After being refined internally, the Company should make its policy public to align understanding with business partners, suppliers, and stakeholders. The Company policy should include: \n\n1) The Company's commitments regarding deforestation and conversion.\n2) The Company's target dates to achieve its commitments.\n3) The scope to which the Company's commitment and policy are applicable.\n4) The Company's deforestation and conversion cut-off dates.\n5) The Company's definitions for deforestation, conversion and biomes.\n\nAlso, if the Company has operations in different markets, it should translate the policy to the language of each market where the policy will need to be applied."]
[null,"The Company does not have a clear, explicit policy on deforestation and conversion.","The Company can begin by forming a clear, explicit policy on deforestation and conversion in internal communication. Doing so is essential to align team member understanding of the importance, targets, and approach. After being refined internally, the Company should make its policy public to align understanding with business partners, suppliers, and stakeholders. The Company policy should include: \n\n1) The Company's commitments regarding deforestation and conversion.\n2) The Company's target dates to achieve its commitments.\n3) The scope to which the Company's commitment and policy are applicable.\n4) The Company's deforestation and conversion cut-off dates.\n5) The Company's definitions for deforestation, conversion and biomes.\n\nAlso, if the Company has operations in different markets, it should translate the policy to the language of each market where the policy will need to be applied."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"7) Does the Company's policy on deforestation and conversion include specific definitions for deforestation, conversion and biomes as specified by the DCF Regional Guidance?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company's policy on deforestation and conversion includes important definitions related to deforestation and conversion as specified by the DCF Regional Guidance.","The Company should make sure it has established important definitions of deforestation and conversion as specified by the DCF Regional Guidance and other existing frameworks for all critical biomes where suppliers have operations."]
[null,"The Company's policy on deforestation and conversion includes important definitions related to deforestation and conversion.","Alignment on deforestation and conversion definitions creates a common reference for business partners, suppliers, collaborative initiatives and other stakeholders. Definitions are essential to define supplier requirements. The Company should align definitions with the DCF Regional guidance and other existing frameworks. For examples of frameworks, see the Technical References document."]
[null,"The Company's policy on deforestation and conversion does not include important definitions related to deforestation and conversion.","Including definitions for deforestation, conversion and biomes is essential for clarity on the Company's expectations for business partners, suppliers, collaborative initiatives and other stakeholders.\n\nThe Company should align definitions with the DCF Regional guidance and other existing frameworks. For examples of frameworks, see the Technical References document."]
[null,"The Company does not have a policy on deforestation and conversion.","The Company can begin by forming a clear, explicit policy on deforestation and conversion in internal communication. Doing so is essential to align team member understanding of the importance, targets, and approach. After being refined internally, the Company can subsequently make its policy public to align understanding with business partners, suppliers, collaborative initiatives and other stakeholders. For more information on policy see question 8, located in this tab. \n\nThe Company policy on deforestation and conversion should include specific definitions for deforestation, conversion and biomes so expectations are clear for business partners, suppliers, collaborative initiatives and other stakeholders.\n\nThe Company should align definitions with the DCF Regional guidance and other existing frameworks. For examples of frameworks, see the Technical References document."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"8) Does the Company publicly disclose its policy related to deforestation and conversion?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company publicly discloses its policy related to deforestation and conversion.","The Company should communicate not only its policy, but also interim milestones, KPIs, and key activities detailed in the Implementation Plan (developed with the results of this assessment). The Company can use the Implementation Plan to report progress in executing the deforestation and conversion policy  \n\nFor more information on establishing interim milestones and KPIs, see question 9, located in this tab.\n\nFor more information on how to develop the Implementation Plan, see question 7, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on reporting, see the questions 8, 9 and 10, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company does not publicly disclose its policy related to deforestation and conversion.","After developing a policy on deforestation and conversion, it is important for the Company to publicly communicate it to suppliers, business partners, consumers, and stakeholders. The Company can communicate its deforestation and conversion policy in annual reports, sustainability reports, website, specific publications focused on deforestation and conversion, presentation to investors, and/or marketing campaigns.\n\nThe Company should communicate not only its policy but also interim milestones, KPIs, and key activities detailed in the Implementation Plan (developed with the results of this assessment). The Company can use the Implementation Plan to report its progress in executing  its deforestation and conversion policy  \n\nFor more information on establishing interim milestones and KPIs, see question 9, located in this tab.\n\nFor more information on how to develop the Implementation Plan, see question 7, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on reporting, see the questions 8, 9 and 10, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has not established a policy on deforestation and conversion.","Developing a policy is key to formalize the Company's ambition to combat deforestation and conversion. The policy serves to send a market signal to the whole industry, mobilize team members, guide investments, align efforts, and plan activities. \n\nFor more information on establishing a policy on deforestation and conversion, see question 6 and 7 located in this tab.\n\nAfter developing a policy on deforestation and conversion, it is important for the Company to publicly communicate it to suppliers, business partners, consumers, and stakeholders. The Company can communicate its deforestation and conversion policy in annual reports, sustainability reports, website, specific publications focused on deforestation and conversion, presentation to investors, and/or marketing campaigns."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"KEY ACTION C | Establish measurable, concrete KPIs to support deforestation and conversion commitments."]
[]
[null,"9) Has the Company established interim milestones and the respective Key Performance Indicators (KPIs) to assess the progress on achieving its deforestation and conversion commitments?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has established interim milestones and the respective KPIs to assess progress on achieving its deforestation and conversion commitments.","The Company should make sure these interim milestones and respective KPIs are applicable to all critical biomes where suppliers have operations."]
[null,"The Company has not established interim milestones and the respective KPIs to assess progress on achieving its deforestation and conversion commitments.","After establishing its commitment, the Company should define interim milestones and respective KPIs to measure and communicate progress both internally and externally. These milestones, when quantitative, should be SMART (Specific, Measurable, Achievable, Relevant and Time-bound) in order for them to be objectively monitored and verified. For more information on monitoring and verification, see questions 1, 2, 3, 4, 5, 6 and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab.\n\nThe Implementation Plan (developed with the results of this assessment) can serve as a reference to define milestones and KPIs. Some examples include: x% of the total volume is certified cattle, x% of suppliers are part of the Company's monitoring system, x% of cattle is traceable to the farm level, etc. The Company should validate that their Implementation Plan includes all interim milestones necessary to achieve the Company's commitment by the target date.\n\nFor more information on how to develop the Implementation Plan, see question 7, located in the RP_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has not established a commitment on deforestation and conversion.","Setting commitments is key to formalize the Company's ambition to combat deforestation and conversion. Commitments serve to send a market signal to the whole industry, mobilize team members, guide investments, align efforts, and plan activities. \n\nFor more information regarding commitments on deforestation and conversion, see question 2 located in this tab.\n\nAfter establishing its commitment, the Company should define interim milestones and respective KPIs to measure and communicate progress both internally and externally. These milestones, when quantitative, should be SMART (Specific, Measurable, Achievable, Relevant and Time-bound) in order for them to be objectively monitored and verified. For more information on monitoring and verification, see questions 1, 2, 3, 4, 5, 6 and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab.\n\nThe Implementation Plan (developed with the results of this assessment) can serve as a reference to define milestones and KPIs. Some examples include: x% of the total volume is certified cattle, x% of suppliers are part of the Company's monitoring system, x% of cattle is traceable to the farm level, etc. The Company should validate that their Implementation Plan includes all interim milestones necessary to achieve the Company's commitment by the target date.\n\nFor more information on how to develop the Implementation Plan, see question 7, located in the RP_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]

{"sheet":"RP_DATA BASE","index":21,"n_rows":70,"n_cols":3,"rows_kept":70,"cut":false,"hidden":false,"merged":[[64,1,64,2],[7,1,7,2],[15,1,15,2],[24,1,24,2],[33,1,33,2],[53,1,53,2],[45,1,45,2]]}
[]
[null,"DATABASE"]
[]
[null,"ELEMENT 2| RISK PROFILE"]
[]
[null,"KEY ACTION A | Map the supply chain to facilitate traceability to region, municipality, and farm."]
[]
[null,"1) Has the Company conducted a study to understand its beef supply chain (in order to map the number of suppliers, commercial relevance of each supplier, available information, etc.)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has conducted a study and understands its beef supply chain in terms of number of suppliers, commercial relevance of each supplier, duration and quality of the relationship (proximity and shared value), etc.","Better understanding the supply chain is the first step to increased traceability, mapping gaps and reducing supplier risks. Now, the Company should replicate the study in all critical biomes to identify its level of risk for deforestation and conversion."]
[null,"The Company has initiated but not finished a study for all of its beef supply chain and lacks some information about suppliers.","Understanding the Company's risks regarding deforestation and conversion in the beef supply chain begins with clearly identifying exposure in critical biomes among beef direct suppliers (e.g., meatpackers). Information to consolidate includes:\n\n1) Volume bought from each beef supplier.\n2) Percentage (%) each beef supplier represents in the purchases.\n3) Characteristics of the Company's relationship with each supplier (duration, frequency of purchases, level of influence).\n\nThe Company should conclude this analysis for all of its direct suppliers (e.g., meatpackers). Doing so will improve risk assessment and supplier engagement at nominal additional costs and will provide an initial understanding of who to focus on among beef suppliers."]
[null,"The Company has not conducted a study about its beef supply chain.","This activity can be performed at relatively low cost and potentially improve supply chain management to lower operational cost over time. Information to consolidate includes:\n\n1) Volume bought from each beef supplier.\n2) Percentage (%) each beef supplier represents in the purchases.\n3) Characteristics of the Company's relationship with each supplier (duration, frequency of purchases, level of influence).\n\nThe Company should conclude this analysis for all of its direct suppliers (e.g., meatpackers). Doing so will improve risk assessment and supplier engagement at nominal additional costs and will provide an initial understanding of who to focus on among beef suppliers."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"2) Does the Company have the location (specific address, including: city, street and number) of its direct suppliers (e.g., meatpackers)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company has the location (specific address, including: city, street and number) of all direct suppliers (e.g., meatpackers).","Now the Company needs to extend the mapping to other actors along the beef supply chain (e.g., indirect suppliers from final, intermediary and birth farms). Also, the Company should make sure it conducts such mapping in all critical biomes where suppliers have operations."]
[null,"The Company has the location (specific address, including: city, street and number) of some direct suppliers (e.g., meatpackers).","Now the Company needs to extend the effort to all direct suppliers (e.g., meatpackers) in order to understand its risk exposure. \n\nThe first step to complete beef traceability to direct suppliers (e.g., meatpackers) is to understand the gaps both in the Company's procurement process and in supplier information. Some specific actions to begin to trace beef and achieve greater visibility include: \n\n1) Require in company policy, contract language and formal communication that all direct suppliers (e.g., meatpackers) provide their location (specific address, including city, street and number).\n2) Consolidate the information provided by direct suppliers (e.g., meatpackers) about their location (specific address, including city, street and number) in a procurement system or report.\n\nThen, as stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s)."]
[null,"The Company does not have the location (specific address, including: city, street and number) of direct suppliers (e.g., meatpackers).","The first step is to understand the gaps both in the Company's procurement processes and supplier information. If not already required, the Company can begin to trace beef and achieve greater visibility through: \n\n1) Require in company policy, contract language and formal communication that direct suppliers (e.g., meatpackers) provide their location (specific address, including city, street and number).\n2) Establish internal systems to consolidate and register the information required from direct suppliers (e.g., meatpackers).\n\nThen, as stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s)."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"3) Does the Company have the farm polygon of its indirect suppliers (e.g., final farm)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company has the farm polygon of all indirect suppliers (e.g., final farm) located in this biome.","Now it's important to expand visibility to other indirect suppliers (e.g., intermediary and birth farms). Also, the Company should make sure it conducts such mapping in all critical biomes where suppliers have operations."]
[null,"The Company has the farm polygon of some indirect suppliers (e.g., final farm) located in this biome.","Full traceability back to supply origins is not always necessary to adequately demonstrate compliance or manage for non compliance. Complete information, however, on the location (farm polygon) of indirect suppliers (e.g., final farm) provides a more rigorous understanding of company supply risk.\n\nAs stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s).\n\nSpecific recommended actions to increase Company's level of traceability regarding indirect suppliers (e.g., final farm) include:  \n\n1) Require in company policy, contract language and formal communication that all direct suppliers (e.g., meatpackers) provide the farm polygon of indirect supplier (e.g., final farm).\n2) Expand current traceability projects to more direct suppliers (e.g., meatpackers) to map the farm polygon of all indirect suppliers (e.g., final farm).\n3) See Technical References document for other existing tools available to expand visibility to all indirect suppliers (e.g., final farm).\n4) Develop a pilot program to help direct suppliers (e.g., meatpackers) identify the farm polygon of indirect suppliers (e.g., final farm).\n5) Participate in collaborative initiatives that develop solutions to traceability of indirect suppliers (e.g., final farm)."]
[null,"The Company does not have the farm polygon of indirect suppliers (e.g., final farm) located in this biome.","Knowing the farm polygon of indirect suppliers (e.g., final farm) is important to determine company supply risk. However, full traceability back to supply origins is not always necessary to adequately demonstrate compliance or manage for non compliance. \n\nAs stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s).\n\nThe first step to map indirect suppliers (e.g., final farm) is to signal to direct suppliers (e.g., meatpackers) the requirement to provide information on their direct suppliers (e.g., final farm). Specific recommended actions to increase Company's level of traceability regarding indirect suppliers (e.g., final farm) include:  \n\n1) Require in company policy, contract language and formal communication that direct suppliers (e.g., meatpackers) provide the farm polygon of indirect suppliers (e.g., final farm).\n2) Start a pilot project with the most relevant direct suppliers (e.g., meatpackers) to identify the farm polygon information of indirect suppliers (e.g., final farm).\n3) Adapt internal systems to gather and consolidate information from direct suppliers (e.g., meatpackers) about indirect suppliers (e.g., final farm).\n4) Contract a third-party provider (see Technical References document) to map and consolidate from direct suppliers (e.g., meatpackers) the farm polygon information on indirect suppliers (e.g., final farm).\n5) Use existing free tools (see Technical References document) that support the Company to trace the farm polygon of indirect suppliers (e.g., final farm).\n6) Participate in collaborative initiatives that develop solutions to address the issue regarding the visibility of indirect suppliers (e.g., final farm)."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"4) Does the Company have the farm polygon of its indirect suppliers (e.g., intermediary and birth farms)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company has the farm polygon of all indirect suppliers (e.g., intermediary and birth farms) located in this biome.","The Company has the traceability needed to fully understand company supply risk. Now the Company needs to use the information to ensure it is not purchasing from suppliers that are contributing to deforestation and conversion. Also, the Company should make sure it conducts such mapping in all critical biomes where suppliers have operations."]
[null,"The Company has the farm polygon of some indirect suppliers (e.g., intermediary and birth farms) located in this biome.","Full traceability back to supply origins is not always necessary to adequately demonstrate compliance or manage for non compliance. Complete information, however, on the location (farm polygon) of indirect suppliers (e.g., intermediary and birth farms) provides a more rigorous understanding of the Company's supply risk.  \n\nAs stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s).\n\nSpecific recommended actions to increase Company's level of traceability regarding indirect suppliers (e.g., intermediary and birth farms) include:  \n\n1) Require in company policy, contract language and formal communication that all direct suppliers (e.g., meatpackers) provide the farm polygon of indirect supplier (e.g., intermediary and birth farms).\n2) Expand current traceability projects to more direct suppliers (e.g., meatpackers) to map the farm polygon of all indirect suppliers (e.g., intermediary and birth farms).\n3) See Technical References document for other existing tools available to expand visibility to all indirect suppliers (e.g., e.g., intermediary and birth farms). \n4) Develop a pilot program to help direct suppliers (e.g., meatpackers) identify the farm polygon of indirect suppliers (e.g., intermediary and birth farms).\n5) Participate in collaborative initiatives that develop solutions to traceability of indirect suppliers (e.g., intermediary and birth farms)."]
[null,"The Company does not have the farm polygon of indirect suppliers (e.g., intermediary and birth farms) located in this biome.","Knowing the farm polygon of indirect suppliers (e.g., intermediary and birth farms) is important to determine company supply risk. However, full traceability back to supply origins is not always necessary to adequately demonstrate compliance or manage for non-compliance.  \n\nAs stated by the Accountability Framework Initiative, the Company can implement one or more of the following actions to increase supply chain traceability: \n\n1) Trace materials back to indirect suppliers (e.g., final, intermediary and birth farms).\n2) Trace materials back to a direct supplier (e.g., meatpackers) that itself has effective control mechanisms in place to ensure that its suppliers are traced to the final, intermediary and birth farms and can provide sufficient evidence of this to the Company.\n3) Utilize credible assurance systems (e.g., credible certification systems) capable of linking beef suppliers with final, intermediary and birth farms having specific compliance or performance attributes.\n4) Trace beef to jurisdictions or landscapes where it has been demonstrated that performance with regard to specific social or environmental issue(s) is adequate to fulfill the Company’s commitments on the corresponding issue(s).\n\nThe first step to map indirect suppliers (e.g., intermediary and birth farms) is to signal to direct suppliers (e.g., meatpackers) the requirement to provide information on their indirect suppliers (e.g., intermediary and birth farms). Specific recommended actions to increase Company's level of traceability regarding indirect suppliers (e.g., intermediary and birth farms) include:  \n\n1) Require in company policy, contract language and formal communication that direct suppliers (e.g., meatpackers) provide the farm polygon of indirect suppliers (e.g., intermediary and birth farms).\n2) Start a pilot project with the most relevant direct suppliers (e.g., meatpackers) to identify the farm polygon information of indirect suppliers (e.g., intermediary and birth farms).\n3) Adapt internal systems to gather and consolidate information from direct suppliers (e.g., meatpackers) about indirect suppliers (e.g., intermediary and birth farms).\n4) Contract a third-party provider (see Technical References document) to map and consolidate from direct suppliers (e.g., meatpackers) the farm polygon information on indirect suppliers (e.g., intermediary and birth farms).\n5) Use existing free tools (see Technical References document) that support the Company to trace the farm polygon of indirect suppliers (e.g., final farm).\n6) Participate in collaborative initiatives that develop solutions to address the issue regarding the visibility of indirect suppliers (e.g., final farm)."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[]
[null,"KEY ACTION B | Perform a supply chain risk assessment to evaluate deforestation and conversion risks and opportunities of specific suppliers in critical regions."]
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[null,"5) Does the Company analyze the location of direct suppliers (e.g., meatpackers) and/or the location of indirect suppliers (e.g., final, intermediary and birth farms) in order to identify critical, high risk suppliers?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company analyzes the location of direct (e.g., meatpackers) and/or indirect (e.g., final, intermediary and birth farms) suppliers in order to identify critical, high risk suppliers.","According to the Accountability Framework Initiative, the Company should conduct a risk assessment across its entire supply-base as management systems related to Company commitments are being put into place. Also, risk assessments should be conducted when new operations are being established or new sourcing origins or suppliers are being considered. Risk assessments should be updated periodically to ensure that risk characterizations are kept up-to-date. Also, the methods should be credible, current and provide the necessary data for characterizing risk. Risk assessment may be conducted in a successive manner, beginning with coarse-scale analysis and moving to more granular assessments where warranted based on the initial findings. \n\nIn terms of risk assessment approaches, the Accountability Framework Initiative recommends the following:\n\n1) Where current and credible risk assessments already exist for specific commodities, regions or biomes, the Company is encouraged to use or reference them;\n2) Where risk information for a given sourcing area is not available, companies sourcing from the same jurisdiction are encouraged to work together pre-competitively or in conjunction with industry groups or other collectives to develop and share risk information and the data upon which they are based;\n3) Where new risk assessments must be conducted, draw upon pre-existing data sources and conduct new data collection. \n\nAnalyzing supplier location is a good initial step for the Company to assess risk exposure. The Company should analyze the location of its direct suppliers (e.g., meatpackers) and/or indirect suppliers (e.g., final, intermediary and birth farms) if the Company does not utilize credible assurance systems (e.g., credible certification systems) or does not trace the beef to jurisdictions or landscapes that demonstrate social or environmental performance adequate to fulfill its commitment. The Company can begin with its most relevant suppliers, for example those with the highest purchasing volumes, the highest frequency of purchases or where the Company has the most influence as with private label suppliers. The selection of suppliers can be derived from the prioritization described in the question 1, located in this tab. \n\nIf the Company has already analyzed the location of the most relevant suppliers, it should now complement this understanding about them with additional information (see question 6, located in this tab) so the Company can identify critical, high risk suppliers. The Company should focus supply chain management efforts (supplier engagement, capacity building, monitoring & evaluation) to improve performance with these critical suppliers. Then, the Company should evaluate the possibility of expanding this analysis to all suppliers. \n\nEven if the location of indirect suppliers (e.g., final, intermediary and birth farms) is not available, the Company can analyze a radius of direct suppliers (e.g., meatpackers) to identify regions or suppliers of potential risk. Further information of the location of indirect suppliers (e.g., final, intermediary and birth farms), particularly in high risk areas of deforestation and conversion where they have a high likelihood of being involved, is necessary to determine the Company's risk exposure. For more details on how to get such information from indirect suppliers (e.g., final, intermediary and birth farms), see questions 3 and 4, located in this tab. \n\nHaving the location of direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers, the Company can use internal systems or free, open source tools to evaluate the deforestation and conversion risks in the respective regions where they are located. For specific examples of these tools, see the Technical References document. Also, if feasible, the Company can hire service-provider companies to help conduct the risk assessment.\n\nThe Company should make sure it analyzes the location of direct (e.g., meatpackers) and/or indirect (e.g., final, intermediary and birth farms) suppliers located in all critical biomes where they have operations."]
[null,"The Company does not analyze the location of direct (e.g., meatpackers) and/or indirect (e.g., final, intermediary and birth farms) suppliers in order to identify critical, high risk suppliers.","According to the Accountability Framework Initiative, the Company should conduct a risk assessment across its entire supply-base as management systems related to Company commitments are being put into place. Also, risk assessments should be conducted when new operations are being established or new sourcing origins or suppliers are being considered. Risk assessments should be updated periodically to ensure that risk characterizations are kept up-to-date. Also, the methods should be credible, current and provide the necessary data for characterizing risk. Risk assessment may be conducted in a successive manner, beginning with coarse-scale analysis and moving to more granular assessments where warranted based on the initial findings. \n\nIn terms of risk assessment approaches, the Accountability Framework Initiative recommends the following:\n\n1) Where current and credible risk assessments already exist for specific commodities, regions or biomes, the Company is encouraged to use or reference them;\n2) Where risk information for a given sourcing area is not available, companies sourcing from the same jurisdiction are encouraged to work together pre-competitively or in conjunction with industry groups or other collectives to develop and share risk information and the data upon which they are based;\n3) Where new risk assessments must be conducted, draw upon pre-existing data sources and conduct new data collection.  \n\nThe Company should analyze the location of its direct suppliers (e.g., meatpackers) and/or indirect suppliers (e.g., final, intermediary and birth farms) if the Company does not utilize credible assurance systems (e.g., credible certification systems) or does not trace the beef to jurisdictions or landscapes that demonstrate social or environmental performance adequate to fulfill its commitment. To begin, the Company must ensure it is analyzing the location of its most relevant suppliers, for example those with the highest purchasing volumes, the highest frequency of purchases or where the Company has the most influence as with private label suppliers. The selection of suppliers can be derived from the prioritization described in the question 1, located in this tab.\n\nWhen the Company has already analyzed the location of the most relevant suppliers, it should then complement this understanding about them with additional information (see question 6, located in this tab) so the Company can identify critical, high risk suppliers. The Company should focus supply chain management efforts (supplier engagement, capacity building, monitoring & evaluation) to improve performance with these critical suppliers. Then, the Company should evaluate the possibility of expanding this analysis to all suppliers. \n\nEven if the location of indirect suppliers (e.g., final, intermediary and birth farms) is not available, the Company can analyze a radius of direct suppliers (e.g., meatpackers) to identify regions or suppliers of potential risk. Further information of the location of indirect suppliers (e.g., final, intermediary and birth farms), particularly in high risk areas of deforestation and conversion where they have a high likelihood of being involved, is necessary to determine the Company's risk exposure. For more details on how to get such information from indirect suppliers (e.g., final, intermediary and birth farms), see questions 3 and 4, located in this tab. \n\nHaving the location of direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers, the Company can use internal systems or free, open source tools to evaluate the deforestation and conversion risks in the respective regions where they are located. For specific examples of these tools, see the Technical References document. Also, if feasible, the Company can hire service-provider companies to help conduct the risk assessment.\n\nThe Company should conduct an evaluation in all critical biomes where they have operations."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"6) Does the Company evaluate the supply chain management practices of direct suppliers (e.g., meatpackers) in order to identify critical, high risk suppliers? In terms of supply chain management practices, the Company should evaluate: commitments, risk assessments, procurement systems and policies, supplier engagement, monitoring and verification systems, etc."]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company evaluates the supply chain management practices of all direct suppliers (e.g., meatpackers) located in this biome based on information provided or Company internal research.","Understanding supply chain practices of direct suppliers (e.g., meatpackers) is important to determine the Company's risk exposure. The Company should regularly assess the quality of supply chain management practices of direct suppliers (e.g., meatpackers) and adjust risk characterizations accordingly. \n\nThe Company should now complement this understanding about direct suppliers (e.g., meatpackers) with additional information (see question 5, located in this tab) so the Company can identify critical, high risk suppliers.\n\nThe Company should focus supply chain management efforts (supplier engagement, capacity building, monitoring & evaluation) to improve performance of these critical suppliers.\n\nThe Company should conduct the evaluation in all critical biomes where suppliers have operations."]
[null,"The Company evaluates the supply chain management practices of some direct suppliers (e.g., meatpackers) located in this biome based on information provided or Company internal research.","As stated by the Accountability Framework Initiative, the Company should conduct a risk assessment across its entire supply-base as management systems related to Company commitments are being put into place. Also, risk assessments should be conducted when new operations are being established or new sourcing origins or suppliers are being considered. Risk assessments should be updated periodically to ensure that risk characterizations are kept up-to-date. Also, the methods should be credible, current and provide the necessary data for characterizing risk. Risk assessment may be conducted in a successive manner, beginning with coarse-scale analysis and moving to more granular assessments where warranted based on the initial findings. \n\nIn terms of risk assessment approaches, the Accountability Framework Initiative recommends the following:\n\n1) Where current and credible risk assessments already exist for specific commodities, regions or biomes, the Company is encouraged to use or reference them;\n2) Where risk information for a given sourcing area is not available, companies sourcing from the same jurisdiction are encouraged to work together pre-competitively or in conjunction with industry groups or other collectives to develop and share risk information and the data upon which they are based;\n3) Where new risk assessments must be conducted, draw upon pre-existing data sources and conduct new data collection. \n\nUnderstanding supply chain practices of direct suppliers (e.g., meatpackers) is important to determine the Company's risk exposure. The Company can begin by evaluating supply chain management practices of its most relevant direct suppliers (e.g., meatpackers), for example those with the highest purchasing volumes, the highest frequency of purchases or where the Company has the most influence as with private label direct suppliers (e.g., meatpackers). The selection of suppliers can be derived from the prioritization described in the question 1, located in this tab. \n\nIf the Company has already assessed the supply chain management practices of the most relevant direct suppliers (e.g., meatpackers), it should now complement this understanding about them with additional information (see question 5, located in this tab) so the Company can identify critical, high risk suppliers. The Company should focus supply chain management efforts (supplier engagement, capacity building, monitoring & evaluation) to improve performance of these critical suppliers.\n\nThe Company should regularly assess the quality of supply chain management practices of direct suppliers (e.g., meatpackers) and adjust risk characterizations accordingly. \n\nThe Company should expand the assessment to include all direct suppliers (e.g., meatpackers) and make sure to include all critical biomes where they have operations."]
[null,"The Company does not evaluate the supply chain management practices of direct suppliers (e.g., meatpackers) located in this biome based on information provided or Company internal research.","According to the Accountability Framework Initiative, the Company should conduct a risk assessment across its entire supply-base as management systems related to Company commitments are being put into place. Also, risk assessments should be conducted when new operations are being established or new sourcing origins or suppliers are being considered. Risk assessments should be updated periodically to ensure that risk characterizations are kept up-to-date. Also, the methods should be credible, current and provide the necessary data for characterizing risk. Risk assessment may be conducted in a successive manner, beginning with coarse-scale analysis and moving to more granular assessments where warranted based on the initial findings. \n\nIn terms of risk assessment approaches, the Accountability Framework Initiative recommends the following:\n\n1) Where current and credible risk assessments already exist for specific commodities, regions or biomes, the Company is encouraged to use or reference them;\n2) Where risk information for a given sourcing area is not available, companies sourcing from the same jurisdiction are encouraged to work together pre-competitively or in conjunction with industry groups or other collectives to develop and share risk information and the data upon which they are based;\n3) Where new risk assessments must be conducted, draw upon pre-existing data sources and conduct new data collection. \n\nUnderstanding supply chain practices of direct suppliers (e.g., meatpackers) is important to determine the Company's risk exposure. The Company can begin by evaluating supply chain management practices of its most relevant direct suppliers (e.g., meatpackers), for example those with the highest purchasing volumes, the highest frequency of purchases or where the Company has the most influence as with private label direct suppliers (e.g., meatpackers). The selection of suppliers can be derived from the prioritization described in the question 1, located in this tab. \n\nWhen the Company has completed the assessment of the supply chain management practices of the most relevant direct suppliers (e.g., meatpackers), it should then complement this understanding about them with additional information (see question 5, located in this tab) so the Company can identify critical, high risk suppliers. The Company should focus supply chain management efforts (supplier engagement, capacity building, monitoring & evaluation) to improve performance of these critical suppliers.\n\nThe Company should regularly assess the quality of supply chain management practices of direct suppliers (e.g., meatpackers) and adjust risk characterizations accordingly. \n\nThe Company should expand the assessment to include all direct suppliers (e.g., meatpackers) and make sure to include all critical biomes where they have operations."]
[null,"The Company has verified and can ensure it does not have suppliers located in the biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"KEY ACTION C | Develop a supply chain strategy and Implementation Plan to address deforestation and conversion risks and achieve already defined commitments based on minimum standards."]
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[null,"7) Has the Company developed a no-deforestation and no-conversion Implementation Plan that will support it to achieve the established commitments on deforestation and conversion?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has developed and is executing an Implementation Plan with progress milestones, KPIs and activities needed to deliver and report on progress against commitments on deforestation and conversion. ","Executing the no-deforestation and no-conversion Implementation Plan is essential to achieve the established commitments. A few steps for advancing include: \n\n1) Check the Implementation Plan template to evaluate potential improvement opportunities in the Company's Implementation Plan.\n2) See Technical References document to identify tools, third-party organizations, methodologies for gaps, challenges in the Implementation Plan.\n3) Participate or lead collaborative initiatives to address unsolved challenges. \n4) Advocate developing an Implementation Plan with other actors within the sector (suppliers, peers, etc.) to align efforts."]
[null,"The Company has developed (or has started to develop) an Implementation Plan with progress milestones, KPIs and the activities needed to deliver and report on progress against commitments on deforestation and conversion.","Now it is time to execute the no-deforestation and no-conversion Implementation Plan. Some options to advance include:\n\n1) Check the Implementation Plan template for ideas on how to improve the plan.\n2) Make sure the Implementation Plan is validated by company leadership in relevant departments (sustainability, procurement, marketing, etc.).\n3) Prioritize short and medium-term activities defined in the Implementation Plan to facilitate execution.\n4) Develop a tactical plan that considers activities, roles and responsibilities, investments.\n5) See Technical References document to identify tools, third-party organizations, methodologies to support execution of planned activities."]
[null,"The Company has not started developing an Implementation Plan to support achieving the established commitments on deforestation and conversion.","Developing a no-deforestation and no-conversion Implementation Plan is crucial to achieving commitments on deforestation and conversion. Some options to start include:\n\n1) Once the Company has completed this assessment, use the Implementation Plan template to start developing an Implementation Plan.\n2) Once developed, make sure the Implementation Plan is validated by company leadership in relevant departments (sustainability, procurement, marketing, etc.).\n3) Prioritize short and medium-term activities in the Implementation Plan to facilitate execution.\n4) Develop a tactical plan that considers activities, roles and responsibilities, investments.\n5) See Technical References document to identify tools, third-party organizations, methodologies to support execution of planned activities."]

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[]
[null,"DATABASE"]
[]
[null,"ELEMENT 3| INTERNAL OPERATIONS"]
[]
[null,"KEY ACTION A | Set and integrate requirements for suppliers aligned with the Company's commitments on deforestation and conversion and strategic roadmap."]
[]
[null,"1) Has the Company established procurement requirements for suppliers regarding deforestation and conversion? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company goes beyond legality and mentions no-deforestation and no-conversion in procurement requirements for direct suppliers (e.g., meatpackers) located in this biome.  ","The Company should make sure the requirements established are also applicable to the other critical biomes where the Company's supply chain has operations. For this particular biome, it is also important to continuously look for improvement opportunities. Company requirements should stipulate terms to suspend, exclude or adjust purchasing terms with a supplier. Some specific requirements include:\n\n1) Require suppliers to comply with the Company's commitment regarding deforestation and conversion. Suppliers can do this by providing information (as detailed below) to the Company and by demonstrating current supply chain management practices on combating deforestation and conversion. Such practices include risk assessments; supply chain mapping and traceability activities and status; procedures for identifying and addressing non-compliance; activities related to responsible land acquisition and development practices; monitoring, verification and reporting systems; additional control measures such as certification and other credible third-party verification; and other features of the supplier management systems.\n2) For critical direct suppliers (e.g., meatpackers), require their participation in a verification process and require additional information such as the location of indirect suppliers (e.g., final, intermediary and birth farms).\n3) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require a no-deforestation and no-conversion purchase policy or commitment that includes target, biome specification and cut-off date consistent with the company's own cut-off date and target.\n4) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require an Implementation Plan for no-deforestation and no-conversion supply chains that details supply chain mapping, risk assessment, internal operations, supplier engagement and monitoring, verification and reporting. Require suppliers to report on progress of their no-deforestation and no-conversion commitment and plan. \n5) In Brazil, require direct suppliers (e.g., meatpackers) to provide their CPF/CNPJ.\n6) In Brazil, require direct suppliers (e.g., meatpackers) to provide their own suppliers' (e.g., final, intermediary and birth farms) CPF/CNPJ/CAR (farm polygon).\n7) In Brazil, require assurance from suppliers that their supply chains are free of deforestation and conversion, by ensuring compliance to the following criteria:\n* Deforestation (PRODES / INPE) - after the respective cut-off date for this biome.\n* Indigenous Lands (FUNAI).\n* Conservation Units (ICMBIO).\n* Embargoed Areas (IBAMA).\n* Slave Labor (MTE).\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on the Implementation Plan, see question 7, located in the SE_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on monitoring and verification practices, see questions 1, 2, 3, 4, 5, 6, and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company mentions deforestation and conversion in procurement requirements for direct suppliers (e.g., meatpackers) located in this biome and specifies only legal requirements.","Complying with the applicable legislation is required, but not sufficient to achieve a no-deforestation and no-conversion commitment. Company requirements should stipulate terms to suspend, exclude or adjust purchasing terms with a supplier. Some specific requirements include: \n\n1) Require suppliers to comply with the Company's commitment regarding deforestation and conversion. Suppliers can do this by providing information (as detailed below) to the Company and by demonstrating current supply chain management practices on combating deforestation and conversion. Such practices include risk assessments; supply chain mapping and traceability activities and status; procedures for identifying and addressing non-compliance; activities related to responsible land acquisition and development practices; monitoring, verification and reporting systems; additional control measures such as certification and other credible third-party verification; and other features of the supplier management systems.\n2) For critical direct suppliers (e.g., meatpackers), require their participation in a verification process and require additional information such as the location of indirect suppliers (e.g., final, intermediary and birth farms).\n3) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require a no-deforestation and no-conversion purchase policy or commitment that includes target, biome specification and cut-off date consistent with the company's own cut-off date and target.\n4) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require an Implementation Plan for no-deforestation and no-conversion supply chains that details supply chain mapping, risk assessment, internal operations, supplier engagement and monitoring, verification and reporting. Require suppliers to report on progress of their no-deforestation and no-conversion commitment and plan. \n5) In Brazil, require direct suppliers (e.g., meatpackers) to provide their CPF/CNPJ.\n6) In Brazil, require direct suppliers (e.g., meatpackers) to provide their own suppliers' (e.g., final, intermediary and birth farms) CPF/CNPJ/CAR (farm polygon).\n7) In Brazil, require assurance from suppliers that their supply chains are free of deforestation and conversion, by ensuring compliance to the following criteria:\n* Deforestation (PRODES / INPE) - after the respective cut-off date for this biome.\n* Indigenous Lands (FUNAI).\n* Conservation Units (ICMBIO).\n* Embargoed Areas (IBAMA).\n* Slave Labor (MTE).\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on the Implementation Plan, see question 7, located in the SE_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on monitoring and verification practices, see questions 1, 2, 3, 4, 5, 6, and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company mentions deforestation and conversion in procurement requirements to direct suppliers (e.g., meatpackers) located in this biome, but does not specify aspects that will be evaluated.","It is essential to specify for suppliers the Company's requirements so there is clear guidance for supplier operations and to facilitate monitoring & evaluation of supplier practices. Company requirements should stipulate terms to suspend, exclude, or adjust purchasing terms with a supplier. Some specific requirements include: \n\n1) Require suppliers to comply with the Company's commitment regarding deforestation and conversion. Suppliers can do this by providing information (as detailed below) to the Company and by demonstrating current supply chain management practices on combating deforestation and conversion. Such practices include risk assessments; supply chain mapping and traceability activities and status; procedures for identifying and addressing non-compliance; activities related to responsible land acquisition and development practices; monitoring, verification and reporting systems; additional control measures such as certification and other credible third-party verification; and other features of the supplier management systems.\n2) For critical direct suppliers (e.g., meatpackers), require their participation in a verification process and require additional information such as the location of indirect suppliers (e.g., final, intermediary and birth farms).\n3) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require a no-deforestation and no-conversion purchase policy or commitment that includes target, biome specification and cut-off date consistent with the company's own cut-off date and target.\n4) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require an Implementation Plan for no-deforestation and no-conversion supply chains that details supply chain mapping, risk assessment, internal operations, supplier engagement and monitoring, verification and reporting. Require suppliers to report on progress of their no-deforestation and no-conversion commitment and plan. \n5) In Brazil, require direct suppliers (e.g., meatpackers) to provide their CPF/CNPJ.\n6) In Brazil, require direct suppliers (e.g., meatpackers) to provide their own suppliers' (e.g., final, intermediary and birth farms) CPF/CNPJ/CAR (farm polygon).\n7) in Brazil, require assurance from suppliers that their supply chains are free of deforestation and conversion, by ensuring compliance to the following criteria:\n* Deforestation (PRODES / INPE) - after the respective cut-off date for this biome.\n* Indigenous Lands (FUNAI).\n* Conservation Units (ICMBIO).\n* Embargoed Areas (IBAMA).\n* Slave Labor (MTE).\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on the Implementation Plan, see question 7, located in the SE_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on monitoring and verification practices, see questions 1, 2, 3, 4, 5, 6, and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company does not mention deforestation and conversion in procurement requirements to direct suppliers (e.g., meatpackers) located in this biome.","It is essential to specify for suppliers the Company's requirements so there is clear guidance for supplier operations and to facilitate monitoring & evaluation of supplier practices. Company requirements should stipulate terms to suspend, exclude or adjust purchasing terms with a supplier. Some specific requirements include: \n\n1) Require suppliers to comply with the Company's commitment regarding deforestation and conversion. Suppliers can do this by providing information (as detailed below) to the Company and by demonstrating current supply chain management practices on combating deforestation and conversion. Such practices include risk assessments; supply chain mapping and traceability activities and status; procedures for identifying and addressing non-compliance; activities related to responsible land acquisition and development practices; monitoring, verification and reporting systems; additional control measures such as certification and other credible third-party verification; and other features of the supplier management systems.\n2) For critical direct suppliers (e.g., meatpackers), require their participation in a verification process and require additional information such as the location of indirect suppliers (e.g., final, intermediary and birth farms).\n3) For non-compliant and/or critical direct suppliers (e.g., meatpackers), require a no-deforestation and no-conversion purchase policy or commitment that includes target, biome specification and cut-off date consistent with the company's own cut-off date and target.\n4) For non-compliant and/or critical direct suppliers (e.g., meatpackers) require an Implementation Plan for no-deforestation and no-conversion supply chains that details supply chain mapping, risk assessment, internal operations, supplier engagement and monitoring, verification and reporting. Require suppliers to report on progress of their no-deforestation and no-conversion commitment and plan. \n5) In Brazil, require direct suppliers (e.g., meatpackers) to provide their CPF/CNPJ.\n6) In Brazil, require direct suppliers (e.g., meatpackers) to provide their own suppliers' (e.g., final, intermediary and birth farms) CPF/CNPJ/CAR (farm polygon).\n7) In Brazil, require assurance from suppliers that their supply chains are free of deforestation and conversion, by ensuring compliance to the following criteria:\n* Deforestation (PRODES / INPE) - after the respective cut-off date for this biome.\n* Indigenous Lands (FUNAI).\n* Conservation Units (ICMBIO).\n* Embargoed Areas (IBAMA).\n* Slave Labor (MTE).\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on the Implementation Plan, see question 7, located in the SE_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on monitoring and verification practices, see questions 1, 2, 3, 4, 5, 6, and 7, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"2) What are the tiers of suppliers across the supply chain that are explicitly referred to in the Company's requirements? "]
[]
[null,"Answers","Recommendations"]
[null,"Company's deforestation and conversion requirements explicitly address direct suppliers (e.g., meatpackers) and indirect suppliers (e.g., intermediary and birth farms, final farms, etc.) located in this biome. ","Explicit requirements for direct (e.g., meatpackers) and indirect (e.g., intermediary and birth farms, final farms, etc.) suppliers are essential to achieve no-deforestation and no-conversion supply. The Company should guarantee all requirements are applied to all critical biomes."]
[null,"Company's deforestation and conversion requirements address only direct suppliers (e.g., meatpackers) located in this biome. ","Ensuring the Company requirements explicitly refer to direct suppliers (e.g., meatpackers) is essential to address deforestation and conversion across the supply chain. The greatest risk, however, comes from indirect suppliers (e.g., intermediary and birth farms, final farms, etc.), which are more likely to be linked to deforestation and conversion. Including requirements for indirect suppliers (e.g., intermediary and birth farms, final farms, etc.) is essential to accelerate progress. For more information on the requirements to be formalized for direct suppliers (e.g., meatpackers) that refer to indirect suppliers (e.g., final, intermediary and birth farms), see question 1, located in this tab."]
[null,"Deforestation and conversion are not issues the Company explicitly requires of suppliers located in this biome. ","Formalizing requirements for suppliers is an initial step to address deforestation and conversion. Given the Company's leverage with direct suppliers (e.g., meatpackers), formalizing requirements can rapidly accelerate progress. For more information on direct suppliers (e.g., meatpackers) requirements, see question 1, located in this tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"KEY ACTION B | Build internal capacity and align understanding, strategies and tools across relevant teams (procurement, compliance, sustainability, quality)."]
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[null,"3) Do different departments work together to address deforestation and conversion within the Company? "]
[]
[null,"Answers","Recommendations"]
[null,"Deforestation and conversion are addressed in a collaborative effort involving Sustainability or Environment, Procurement or Supply Chain Management and Communications or Marketing departments. ","Multiple departments across the organization working together will achieve greater results toward the Company's no-deforestation and no-conversion commitment, and demonstrate the importance of such issues to the Company. Coordination of these efforts needs to be embedded in the Company's systems and structures to guarantee efforts go beyond a few team members in multiple departments to engage the entire operation. "]
[null,"Deforestation and conversion are addressed by the Sustainability or Environment departments working together with the Procurement or Supply Chain Management departments.","Relevant departments working together to address deforestation and conversion risks is key to make real progress. Formalizing roles and responsibilities in internal operational guidelines helps to align who needs to do what and avoid conflicts of interest. Team members involved should meet regularly to maintain progress. \n\nWith an Implementation Plan (developed with the results of this assessment) and relevant departments taking action, a next step is to involve Communications and/or Marketing departments. The Company will want to report progress towards no-deforestation and no-conversion supply and position the brand as a leader. Communication will be increasingly important as pressure grows around climate change, deforestation and conversion from clients, investors, NGOs, and customers. \n\nFor more information on communication, see the questions 8, 9 and 10, located in the MVR_FINDINGS AND RECOMMENDATIONS tab."]
[null,"Deforestation and conversion are addressed by the Sustainability or Environment departments only.","Sustainability and Environment departments usually focus on deforestation and conversion. However, Procurement, Purchasing, and/or Supply Chain Management are equally important. If these departments are not currently involved, the Company can: \n1) Engage a sponsor among leadership to raise awareness with these departments.\n2) Present a business case or compelling examples that demonstrate how no-deforestation and no-conversion supply contributes to the Company's goals. A good business case needs to demonstrate how no-deforestation and no-conversion supply lowers reputational, operational, financial and market risks. For more information on how to develop a business case, see question 1 in the DCF_FINDINGS & RECOMMENDATIONS tab. \n3) When the Company has an Implementation Plan (developed with the results of this assessment), it is important to meet with different departments to identify the necessary roles, responsibilities, activities, and tools to address deforestation and conversion. "]
[null,"Deforestation and conversion have never been addressed as a priority by any departments within the Company.","Focus on raising awareness and building support for the Company's Implementation Plan developed with the results of this assessment. Ways to raise awareness include: \n1) Present a business case or compelling examples that demonstrate how no-deforestation and no-conversion supply contributes to the Company's goals. A good business case needs to demonstrate how no-deforestation and no-conversion supply lowers reputational, operational, financial and market risks. For more information on how to develop a business case, see question 1 in the DCF_FINDINGS & RECOMMENDATIONS tab. \n2) Partner with NGOs and specialists for evidence/examples on how deforestation and conversion are impacting the Company's business. \n3) Use the Implementation Plan (developed with the results of this assessment) to show a clear path to achieve no-deforestation and no-conversion supply. Use the plan to identify specific activities departments can take to address deforestation and conversion in the supply chain. \n\nFrom the beginning, the Company should work to integrate efforts between the different departments that need to be involved in addressing the issues of deforestation and conversion, like Sustainability and Environment, Procurement, Purchasing and/or Supply Chain Management, and Communications or Marketing departments."]
[]
[null,"KEY ACTION C | Integrate deforestation and conversion priorities in corporate, procurement, and supply chain systems & structures (staffing, training, measuring, incentives, organization design, communication, and IT systems.)"]
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[null,"4) Does the Company's purchasing system block suppliers not in compliance with company requirements on deforestation and conversion? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company's purchasing system considers both direct (e.g., meatpackers) and indirect suppliers (e.g., final, intermediary and birth farms) when blocking suppliers non-compliant with deforestation and conversion requirements. ","The Company should make sure its purchasing system criteria are applied to all critical biomes. Also, the Company should ensure the purchasing system blocks non-compliant suppliers at all levels of indirect suppliers (e.g., final, intermediary and birth farms). Robust monitoring practices are required to test whether the purchasing system effectively identifies non-compliant suppliers. When the Company identifies a non-compliant operation of a direct supplier (e.g., meatpackers) and determines that the situation warrants suspension or exclusion, the Company must determine whether to suspend or exclude the supplier entirely or stipulate specific operations until compliance is achieved. For more information on monitoring practices, see questions 1, 2, 3, 4, 5, 6 and 7, located in the MVR_FINDINGS & RECOMMENDATIONS tab."]
[null,"The Company's purchasing system blocks direct suppliers (e.g., meatpackers) non-compliant with its deforestation and conversion requirements.","To truly achieve a commitment to combat deforestation and conversion, the Company's purchasing systems needs to include criteria on indirect suppliers (e.g., final, intermediary and birth farms). A significant amount of deforestation and conversion risk is attributable to indirect suppliers (e.g., final, intermediary and birth farms). The Company should establish explicit criteria for blocking direct suppliers (e.g., meatpackers) when indirect suppliers (e.g., final, intermediary and birth farms) are non-compliant. Criteria should be developed in collaboration with other companies or environmental organizations/specialists. \n\nWhen the Company identifies a non-compliant operation of a direct supplier (e.g., meatpackers) and determines that the situation warrants suspension or exclusion, the Company must determine whether to suspend or exclude the supplier entirely or stipulate specific operations until compliance is achieved. For more information on the requirements to be formalized to suppliers, see questions 1 and 2, located in this tab."]
[null,"The Company's purchasing system does not block direct suppliers (e.g., meatpackers) non-compliant with its deforestation and conversion requirements.","Purchasing systems need to block non-compliant suppliers so requirements on paper become a reality in practice. The Company should start with establishing explicit criteria based on the company’s commitment for suppliers, preferably in collaboration with other companies or environmental organizations/specialists. Next, the Company should make explicit the steps it will take with non-compliant suppliers and what is expected of suppliers to become compliant with a focus on improving operations. \n\nWhen the Company identifies a non-compliant operation of a direct supplier (e.g., meatpackers) and determines that the situation warrants suspension or exclusion, the Company must determine whether to suspend or exclude the supplier entirely or stipulate specific operations until compliance is achieved.\n\nThe Company might begin by working closely with the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers) to test criteria and approaches. For more information on supplier requirements see questions 1 and 2, located in this tab. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"5) Has the Company established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion.","The Company should make sure that evaluations and incentives consider all critical biomes. Also, the Company should assess and align conflicting targets and incentives (e.g., commercial targets for volume, or cost vs. deforested areas). "]
[null,"The Company has not established targets, metrics and incentives used in staff evaluations for the departments responsible for addressing deforestation and conversion.","Individuals need clear signs of what's most important. Embedding targets, metrics and incentives to achieve commitments is essential to achieve progress. Adjustments can begin with staff directly involved in efforts from Sustainability, Environment, Procurement, and Supply Chain Management areas. Doing so means efforts to implement actions are rewarded. The Company can use the milestones in their Implementation Plan (developed with the results of this assessment) to inform targets for specific staff."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"6) Has the Company established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company has established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements.","The Company should ensure that evaluations and incentives consider all critical biomes. Monitoring and verification systems need to be aligned with supplier requirements to justify supplier incentives. The Company should make sure it is giving incentives for the desired practices. For more information on monitoring and verification practices, see questions 1, 2, 3, 4, 5, 6 and 7, located in the MVR_FINDINGS & RECOMMENDATIONS tab."]
[null,"The Company has not established incentives for direct suppliers (e.g., meatpackers) to respond to deforestation and conversion requirements.","Incentives are a key lever to mobilize suppliers to action and improve performance. \n\nThe company can start where they have the most influence such as the most relevant (in terms of volume) or most critical (in terms of risk) suppliers. The criteria to define such incentives should be based on the requirements already established by the Company regarding deforestation and conversion. For more information on supplier requirements, see questions 1 and 2, located in this tab. Suggestions include:\n\n1) Number of nonconformities identified in direct suppliers within a determined scope of time.\n2) Quality of the information provided by direct suppliers regarding their supply chain management practices.\n3) Quality of direct supplier risk assessment and monitoring systems.\n\nThe Company can incentivize suppliers that have developed an Implementation Plan or that met Company requirements to recuperate investments made.\n\nPotential incentives include: supplier awards, larger purchase volumes, price premium, and longer term contracts."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"7) Does the Company establish senior leadership responsibility and accountability to assure the Company's deforestation and conversion commitments are achieved?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company establishes senior leadership responsibility and accountability to assure the Company achieves its deforestation and conversion commitments.","The Company should make sure that there is a formalized and explicit governance structure to assure senior leadership is accompanying and supporting the Company to achieve its deforestation and conversion commitments. "]
[null,"The Company does not establish senior leadership responsibility and accountability to assure the Company achieves their deforestation and conversion commitments.","In order to support the Company to achieve its deforestation and conversion commitments, the Company needs to formally establish senior leadership roles, responsibilities and accountability."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]

{"sheet":"SE_DATA BASE","index":23,"n_rows":69,"n_cols":3,"rows_kept":69,"cut":false,"hidden":false,"merged":[[62,1,62,2],[7,1,7,2],[15,1,15,2],[23,1,23,2],[33,1,33,2],[42,1,42,2],[54,1,54,2]]}
[]
[null,"DATABASE"]
[]
[null,"ELEMENT 4| SUPPLIER ENGAGEMENT"]
[]
[null,"KEY ACTION A | Ensure suppliers provide required information supporting actions to combat deforestation and conversion."]
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[null,"1) Has the Company communicated the requirements on deforestation and conversion to direct suppliers (e.g., meatpackers)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company has communicated its requirements to all direct suppliers (e.g., meatpackers), located in this biome. ","This is an important step to operationalize the Company's commitments. The Company should now communicate requirements to direct suppliers (e.g., meatpackers) located in the other critical biomes."]
[null,"The Company has communicated its requirements to some direct suppliers (e.g., meatpackers) located in this biome.","All suppliers need to have a clear understanding of the requirements, how they will affect the Company's purchasing, what will be done in cases of non-compliance, and when the changes will take effect. \n\nThe Company can begin by communicating requirements to the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). Over time, the Company can communicate requirements to the remainder of direct suppliers (e.g., meatpackers). For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor sourcing from the spot market, communicate requirements to direct suppliers (e.g., meatpackers) on an initial purchase so they can be assessed for future purchases. \n\nThe Company should establish a target date to communicate requirements to all direct suppliers (e.g., meatpackers). The communication should be explicit by e-mail, supplier portal, annual events, letter, etc.\n\nThe Company should provide a feasible time period for direct suppliers (e.g., meatpackers) to comply with the new requirements. Suppliers might need to adjust management practice, update information systems, build capacity, or invest in solutions. "]
[null,"The Company has not communicated requirements to direct suppliers (e.g., meatpackers) located in this biome.","If the Company has not yet established deforestation and conversion requirements, see questions 1 and 2, located in the IO_FINDINGS AND RECOMMENDATIONS tab.\n\nOnce requirements are established, the Company needs to communicate and build awareness of deforestation and conversion requirements with suppliers. Suppliers need to have a clear understanding of the requirements, how they will affect the Company's purchasing, what will be done in cases of non-compliance, and when the changes will take effect. \n\nThe Company can begin by communicating requirements to the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). Over time, the Company can communicate requirements to the remainder of direct suppliers (e.g., meatpackers).  For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n\nFor sourcing from the spot market, communicate requirements to direct suppliers (e.g., meatpackers)  on an initial purchase so they can be assessed for future purchases. \n\nThe Company should establish a target date to communicate requirements to all direct suppliers (e.g., meatpackers). The communication should be explicit by e-mail, supplier portal, annual events, letter, etc.\n\nThe Company should provide a feasible time period for direct suppliers (e.g., meatpackers) to comply with the new requirements. Suppliers might need to adjust management practice, update information systems, build capacity, or invest in solutions. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"2) Does the Company apply assessments or self-assessments to direct suppliers (e.g., meatpackers) to evaluate their supply chain management practices on deforestation and conversion?"]
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[null,"Answers","Recommendations"]
[null,"The Company applies assessments or self-assessments to all direct suppliers (e.g., meatpackers) located in this biome.","This is an important step to operationalize the Company's commitments. The Company should now apply assessments or self-assessments to direct suppliers (e.g., meatpackers) located in the other critical biomes."]
[null,"The Company applies assessments or self-assessments to some direct suppliers (e.g., meatpackers) located in this biome.","Assessments or self-assessments provide the Company with a more complete understanding of direct supplier (e.g., meatpackers) supply chain management practices, including how they currently work with indirect suppliers (e.g., final, intermediary and birth farms). \n\nThe application with priority direct suppliers (e.g., meatpackers), either the most relevant (in terms of volume) or the most critical (in terms of risk) is a good way of directing efforts. \n\nFor more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n\nExpanding the questionnaire to other suppliers can provide a broader vision on direct supplier (e.g., meatpackers) challenges. Options for assessments or self-assessments include the ones below (see the Technical References document for specific sources).\n\n1) Customized questionnaire developed in-house.\n2) Existing questionnaires, such as this assessment.\n3) Assessments from third-party organizations or service providers."]
[null,"The Company does not apply assessments or self-assessments to direct suppliers (e.g., meatpackers) located in this biome. ","Assessments or self-assessments provide the Company with a more complete understanding of direct supplier (e.g., meatpackers) supply chain management practices, including how they currently work with indirect suppliers (e.g., final, intermediary and birth farms). Options for assessments or self-assessments include (see the Technical References document for specific sources): \n\n1) Customized questionnaire developed in-house.\n2) Existing questionnaires, such as this assessment.\n3) Assessments from third-party organizations or service providers.\n\nThe Company can start by testing questionnaires with priority direct suppliers (e.g., meatpackers), either the most relevant (in terms of volume) or the most critical (in terms of risk). This is a good way of directing efforts. \n\nFor more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"3) Does the Company require evidence or documentation on the answers provided by direct suppliers (e.g., meatpackers) to the assessments or self-assessments sent to them?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company applies assessments or self-assessments and requires evidence from direct suppliers (e.g., meatpackers).","Documentation and evidence to support supplier responses on assessments or self-assessments are important to determine veracity of responses and to better understand how measures are taken in practice. Now the Company should require evidence and/or documentation for assessments or self-assessments applied to direct suppliers (e.g., meatpackers) located in all critical biomes."]
[null,"The Company applies assessments or self-assessments but does not require evidence/documentation from direct suppliers (e.g., meatpackers).","Documentation and evidence to support supplier responses on assessments or self-assessments are important to determine veracity of responses and to better understand how measures are taken in practice. Documentation and evidence will vary according to the format of the questions. Examples include: \n\n1) Documentation of direct supplier (e.g., meatpackers) explicit deforestation and conversion commitment.\n2) Material on direct supplier (e.g., meatpackers) risk assessment tools and procedures regarding deforestation and conversion.\n3) Evidence of direct supplier (e.g., meatpackers) requirements regarding deforestation and conversion for indirect suppliers (e.g., final, intermediary and birth farms).\n4) Material, reports, tools, etc. of how direct suppliers (e.g., meatpackers) monitor indirect suppliers (e.g., final, intermediary and birth farms)."]
[null,"The Company does not apply assessments or self-assessments to direct suppliers (e.g., meatpackers) located in this biome. ","Assessments or self-assessments provide the Company with a more complete understanding of direct supplier (e.g., meatpackers) supply chain management practices. Assessments or self-assessments can inform how direct suppliers (e.g., meatpackers) currently work with indirect suppliers (e.g., final, intermediary and birth farms). For more information on the application of supplier assessments or self-assessments, see question 2, located in this tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"KEY ACTION B | Provide capacity building to support suppliers in achieving compliance with the Company's requirements."]
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[null,"4) Does the Company provide capacity building activities to direct suppliers (e.g., meatpackers), and/or indirect suppliers (e.g., final, intermediary and birth farms) aimed at improving their practices of combating deforestation and conversion?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company provides capacity building activities to improve practices of combating deforestation and conversion for direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers located in this biome.","Expand efforts to ensure the Company promotes capacity building for all priority direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers located in all critical biomes. Scaling solutions is essential to meet deforestation and conversion commitments.  Some alternatives to scale efforts include:\n\n1) Partner with priority suppliers, either the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers), to scale projects of capacity building focused on indirect suppliers (e.g., final, intermediary and birth farms). For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n2) Leverage initiatives already being developed by peers and other organizations.\n3) Look to combine efforts with other companies or NGOs to build capacity among direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers."]
[null,"The Company provides capacity building activities aimed at improving practices of combating deforestation and conversion for direct suppliers (e.g., meatpackers) located in this biome.","The main challenges to achieve no-deforestation and no-conversion supply are often upstream of the supply chain with indirect suppliers (e.g., final, intermediary and birth farms). Building capacity among priority indirect suppliers (e.g., final, intermediary and birth farms) is essential to achieving the Company's commitment. Some considerations for capacity building of indirect suppliers (e.g., final, intermediary and birth farms) include:\n\n1) Partner with priority suppliers, either the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers) to implement projects of capacity building focused on indirect suppliers (e.g., final, intermediary and birth farms). For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n2) Leverage on initiatives already being developed by peers and other organizations. \n3) Incorporate into capacity building how no-deforestation and no-conversion creates business value for the supplier. Develop an approach that addresses how no-deforestation and no-conversion practices can improve supplier operations and management. Start with a pilot and develop the business case. \n4) Recommend tools, methodologies and guidelines that can be used by indirect suppliers (e.g., final, intermediary and birth farms). See the Technical References document for specific sources.\n5) Look to combine efforts with other companies or NGOs to build capacity among indirect suppliers (e.g., final, intermediary and birth farms). "]
[null,"The Company does not provide capacity building activities to improve practices of combating deforestation and conversion for direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers located in this biome.","Capacity building is a powerful means for improving performance and increasing compliance of suppliers on deforestation and conversion requirements. Important aspects to consider for capacity building of direct suppliers (e.g., meatpackers) include: \n\n1) Start with priority suppliers to develop a pilot program, either the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n2) Focus capacity building of direct suppliers (e.g., meatpackers) on the Company's requirements.\n3) Address a common, significant challenge among direct suppliers (e.g., meatpackers) to focus the capacity building (e.g., risk assessment methods, monitoring tools, procurement policy development, etc.). Priorities can be identified in supplier Implementation Plans. For more information on how to monitor supplier Implementation Plans, see question 4, located in the MVR_FINDINGS AND RECOMMENDATIONS tab. For more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab.\n4) Participate in initiatives already being developed by peers and other organizations. \n5) Incorporate into capacity building how no-deforestation and no-conversion creates business value for the supplier. Develop an approach that addresses how no-deforestation and no-conversion practices can improve supplier operations and management. Start with a pilot and develop the business case.\n6) Recommend tools, methodologies and guidelines that can be used by direct suppliers (e.g., meatpackers). See the Technical References document for specific sources.\n7) Look to combine efforts with other companies or NGOs to build capacity among direct suppliers (e.g., meatpackers)."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"5) Does the Company measure the impact of capacity building programs on direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers?"]
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[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company measures the impact of capacity building programs to improve practices of combating deforestation and conversion for direct (e.g., meatpackers) and indirect (e.g., final, intermediary and birth farms) suppliers.","Establishing and measuring the impact of how capacity building programs support the Company to achieve its no-deforestation and no-conversion milestones is essential. The Company should now extend these efforts and measure the impact of capacity building programs aimed at improving practices of combating deforestation and conversion located in all critical biomes where suppliers have operations.\n\nThe Company should be measuring the business, social and environmental impacts of the programs developed. Some alternatives to consider include: \n\n1) Number of suppliers trained by the capacity building programs.\n2) Representativeness of the volume produced by trained suppliers in the total volume acquired by the Company.\n3) Percentage of non-compliant suppliers who have become compliant with the Company's requirements after participating in the capacity building programs.\n4) Number of hectares restored, after deforestation and/or conversion have been confirmed."]
[null,"The Company measures the impact of capacity building programs to improve practices of combating deforestation and conversion for direct suppliers (e.g., meatpackers) located in this biome.","Establishing and measuring the impact of how capacity building programs support the Company to achieve its no-deforestation and no-conversion milestones is essential. The Company needs to design and measure relevant business, social and environmental impacts that need to be achieved in capacity building programs. A well-structured capacity building program will consider the connection of inputs, outputs, results and impacts necessary to achieve the Company's commitment. Examples include: \n\n1) Number of suppliers trained by the capacity building programs.\n2) Representativeness of the volume produced by trained suppliers in the total volume acquired by the Company.\n3) Percentage of non-compliant suppliers who have become compliant with the Company's requirements after participating in the capacity building programs.\n4) Number of hectares restored, after deforestation and/or conversion have been confirmed.\n\nIf the Company has capacity building programs to improve practices of indirect suppliers (e.g., final, intermediary and birth farms), it should also make sure it measures the impact of such initiatives. Also, see question 4, located in this tab, if the Company does not have capacity building programs aimed at improving practices of indirect suppliers (e.g., final, intermediary and birth farms), which is another improvement opportunity."]
[null,"The Company does not measure the impact of capacity building programs to improve practices of combating deforestation and conversion for direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers.","For more information on how to establish capacity building programs aimed at improving practices of combating deforestation and conversion for direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers located in this biome, see question 4, located in this tab.\n\nEstablishing and measuring the impact of how capacity building programs support the Company to achieve its no-deforestation and no-conversion milestones is essential. The Company needs to design and measure relevant business, social and environmental impacts that need to be achieved in capacity building programs. A well-structured capacity building program will consider the connection of inputs, outputs, results and impacts necessary to achieve the Company's commitment. Examples include: \n\n1) Number of suppliers trained by the capacity building programs.\n2) Representativeness of the volume produced by trained suppliers in the total volume acquired by the Company.\n3) Percentage of non-compliant suppliers who have become compliant with the Company's requirements after participating in the capacity building programs.\n4) Number of hectares restored, after deforestation and/or conversion have been confirmed."]
[null,"The Company does not have capacity building programs to improve practices of combating deforestation and conversion for direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers.","For more information on how to establish capacity building programs aimed at improving practices of combating deforestation and conversion for direct (e.g., meatpackers) or indirect (e.g., final, intermediary and birth farms) suppliers located in this biome, see question 4, located in this tab.\n\nEstablishing and measuring the impact of how capacity building programs support the Company to achieve its no-deforestation and no-conversion milestones is essential. The Company needs to design and measure relevant business, social and environmental impacts that need to be achieved in capacity building programs. A well-structured capacity building program will consider the connection of inputs, outputs, results and impacts necessary to achieve the Company's commitment. Examples include: \n\n1) Number of suppliers trained by the capacity building programs.\n2) Representativeness of the volume produced by trained suppliers in the total volume acquired by the Company.\n3) Percentage of non-compliant suppliers who have become compliant with the Company's requirements after participating in the capacity building programs.\n4) Number of hectares restored, after deforestation and/or conversion have been confirmed."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"KEY ACTION C | Develop a structured supplier Engagement Plan and support the development of an Implementation Plan by suppliers to continually improve their performance."]
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[null,"6) Has the Company developed an Engagement Plan, detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers)? Engagement Plans are a documentation of the activities, investments, processes, procedures, methodologies, and activities that the Company intends to implement to ensure that its suppliers comply with its requirements."]
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[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company has developed a Plan detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers).","Structuring an Engagement Plan makes explicit how the Company will monitor, verify and ensure the implementation of corrective actions to fulfil the Company's commitment by non-compliant and/or critical suppliers. The Company should develop an Engagement Plan for suppliers located in all critical biomes. According to the Accountability Framework Initiative, the Company should detail the following: \n\n1) An Implementation Plan template to be used by non-compliant and/or critical suppliers. This template supports non-compliant suppliers to demonstrate progress towards compliance and critical suppliers to demonstrate how they are managing their risk. For more information on Implementation Plan templates, see questions 7, located in this tab. \n2) Time-bound actions that the Company will take to support, incentivize, oversee, monitor, or otherwise engage the non-compliant and/or critical suppliers. \n3) Definitions and parameters for determining non-compliance. For more information on direct supplier (e.g., meatpackers) requirements, see questions 1 and 2, located in IO_FINDINGS & RECOMMENDATIONS tab.\n4) Courses of action in the event of enduring non-compliance, such as providing increased levels of support to the supplier, cancelling or suspending contracts or enacting other sanctions. For more information on capacity building programs, see questions 4 and 5, located in this tab.\n5) Stipulate criteria for how a suspended supplier can return to compliance following suspension, for example, by specifying corrective actions necessary to achieve compliance in the case of suspension. The Company should consider how to incentivize suppliers to improve performance through progress on their Implementation Plans.\n6) Monitoring, verification, and reporting of actions and performance, including the use of grievance mechanisms or other stakeholder engagement processes for verifying actions and performance. For more information on monitoring, verification and reporting, see questions 1, 2, 3, 4, 5, 6, 7, 8, 9 and 10 located in the MVR_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in the RP_FINDINGS AND RECOMMENDATIONS tab. "]
[null,"The Company has not developed a Plan detailing how it will engage non-compliant and/or critical direct suppliers (e.g., meatpackers).","Structuring an Engagement Plan makes explicit how the Company will monitor, verify and ensure the implementation of corrective actions to fulfil the Company's commitment by non-compliant and/or critical suppliers. According to the Accountability Framework Initiative, the Company should detail the following: \n\n1) An Implementation Plan template to be used by non-compliant and/or critical suppliers. This template supports non-compliant suppliers to demonstrate progress towards compliance and critical suppliers to demonstrate how they are managing their risk. For more information on Implementation Plan templates, see questions 7, located in this tab. \n2) Time-bound actions that the Company will take to support, incentivize, oversee, monitor, or otherwise engage the non-compliant and/or critical suppliers. \n3) Definitions and parameters for determining non-compliance. For more information on direct supplier (e.g., meatpackers) requirements, see questions 1 and 2, located in IO_FINDINGS & RECOMMENDATIONS tab.\n4) Courses of action in the event of enduring non-compliance, such as providing increased levels of support to the supplier, cancelling or suspending contracts or enacting other sanctions. For more information on capacity building programs, see questions 4 and 5, located in this tab.\n5) Stipulate criteria for how a suspended supplier can return to compliance following suspension, for example, by specifying corrective actions necessary to achieve compliance in the case of suspension. The Company should consider how to incentivize suppliers to improve performance through process on their Implementation Plans.\n6) Monitoring, verification, and reporting of actions and performance, including the use of grievance mechanisms or other stakeholder engagement processes for verifying actions and performance. For more information on monitoring, verification and reporting, see questions 1, 2, 3, 4, 5, 6, 7, 8, 9 and 10 located in the MVR_FINDINGS AND RECOMMENDATIONS tab.\n\nFor more information on how to identify critical suppliers, see questions 5 and 6 located in the RP_FINDINGS AND RECOMMENDATIONS tab. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"7) Does the Company provide an Implementation Plan template for non-compliant and/or critical direct suppliers (e.g., meatpackers) to help them improve their sustainable supply chain management and achieve compliance with the Company's requirement? Implementation Plans are a documentation of the activities, investments, processes, procedures, and methodologies that a supplier intends to implement to achieve and demonstrate compliance with Company's commitment."]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company provides, for non-compliant and/or critical direct suppliers (e.g., meatpackers) located in this biome, a template for the development of an Implementation Plan.","The Company should extend efforts to provide an Implementation Plan Template for non-compliant and/or critical direct suppliers (e.g., meatpackers) located in all critical biomes. Considerations for a good Implementation Plan Template include:\n\n1) Follow the same structure as the Implementation Plan (developed with the results of this assessment), so that it is aligned with the Company's own Implementation Plan.\n2) Detail supplier activities in the short/medium term to be in compliance with the Company's requirements.\n3) Contain time bound, specific milestones to achieve compliance and measure progress. \n4) Detail a clear path for how suppliers can come into compliance. \n\nFor more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company does not provide, for non-compliant and/or critical direct suppliers (e.g., meatpackers) located in this biome, a template for the development of an Implementation Plan.","The company should provide guidelines or an Implementation Plan Template for non-compliant and/or critical direct suppliers (e.g., meatpackers). The Implementation Plan Template should:\n\n1) Follow the same structure as the Implementation Plan (developed with the results of this assessment), so that it is aligned with the Company's own Implementation Plan.\n2) Detail supplier activities in the short/medium term to be in compliance with the Company's requirements.\n3) Contain time bound, specific milestones to achieve compliance and measure progress. \n4) Detail a clear path for how suppliers can come into compliance. \n\nFor more information on how to identify critical suppliers, see questions 5 and 6, located in the RP_FINDINGS AND RECOMMENDATIONS tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]

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[]
[null,"DATABASE"]
[]
[null,"ELEMENT 5| MONITORING, VERIFYING AND REPORTING"]
[]
[null,"KEY ACTION A | Develop or augment monitoring processes and tools to track and monitor suppliers' performance. Establish verification processes and systems."]
[]
[null,"1) Does the Company monitor direct suppliers (e.g., meatpackers) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company monitors all direct suppliers (e.g., meatpackers) located in this biome against its deforestation and conversion requirements.","Now that the Company monitors all of its direct suppliers (e.g., meatpackers) located in this biome, the next step is to expand this monitoring to indirect suppliers. The Company can start by the final farm and progressively expand to other indirect suppliers (e.g., intermediary and birth farms). The Company should use the most robust monitoring approach available to all critical biomes where suppliers have operations.  \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors all direct suppliers (e.g., meatpackers), these approaches can potentially improve the company’s monitoring. \n\n1) Directly monitoring of direct suppliers (e.g., meatpackers). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of direct suppliers (e.g., meatpackers).\nThe Company can directly monitor direct suppliers (e.g., meatpackers) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) for all direct suppliers (e.g., meatpackers). Steps to achieve direct monitoring in Brazil include: \na) Require all direct suppliers (e.g., meatpackers) to provide their CNPJ/CPF in contracts, policies and other formal documents. \nb) Ensure the Company has internal systems and procedures to consolidate CNPJ/CPF of all direct suppliers (e.g., meatpackers).\nc) Using an already existing tool or third-party organization to automate the cross-checking of the CNPJ/CPF from direct suppliers (e.g., meatpackers) with public lists - see the Technical References document for existing tools. \nd) Regarding “spot purchases”, the Company should at a minimum require direct suppliers' CNPJ/CPF in order to cross-check with public databases for future purchasing. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring direct suppliers (e.g., meatpackers) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which direct suppliers (e.g., meatpackers) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of direct suppliers (e.g., meatpackers) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to their direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final, intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements. "]
[null,"The Company monitors some direct suppliers (e.g., meatpackers) located in this biome against its deforestation and conversion requirements.","The Company should escalate monitoring to all direct suppliers (e.g., meatpackers) against deforestation and conversion requirements. The Company needs to demonstrate that its monitoring approach is the most robust available.\n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors some direct suppliers (e.g., meatpackers), these approaches can potentially improve the company’s monitoring.  \n\n1) Directly monitoring of direct suppliers (e.g., meatpackers). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of direct suppliers (e.g., meatpackers).\nThe Company can directly monitor direct suppliers (e.g., meatpackers) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) for all direct suppliers (e.g., meatpackers). Steps to achieve direct monitoring in Brazil include: \na) Require all direct suppliers (e.g., meatpackers) to provide their CNPJ/CPF in contracts, policies and other formal documents. \nb) Ensure the Company has internal systems and procedures to consolidate CNPJ/CPF of all direct suppliers (e.g., meatpackers).\nc) Using an already existing tool or third-party organization to automate the cross-checking of the CNPJ/CPF from direct suppliers (e.g., meatpackers) with public lists - see the Technical References document for existing tools. \nd) Regarding “spot purchases”, the Company should at a minimum require direct suppliers' CNPJ/CPF in order to cross-check with public databases for future purchasing. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring direct suppliers (e.g., meatpackers) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which direct suppliers (e.g., meatpackers) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of direct suppliers (e.g., meatpackers) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to their direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final, intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements. "]
[null,"The Company does not monitor direct suppliers (e.g., meatpackers) located in this biome against its deforestation and conversion requirements.","The Company should look for the most robust available approach to monitor direct suppliers (e.g., meatpackers) against deforestation and conversion requirements. \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). \n\n1) Directly monitoring of direct suppliers (e.g., meatpackers). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of direct suppliers (e.g., meatpackers).\nThe Company can directly monitor direct suppliers (e.g., meatpackers) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) for all direct suppliers (e.g., meatpackers). Steps to achieve direct monitoring in Brazil include: \na) Require direct suppliers (e.g., meatpackers) to provide their CNPJ/CPF in contracts, policies and other formal documents. \nb) Ensure the Company has internal systems and procedures to consolidate CNPJ/CPF of all direct suppliers (e.g., meatpackers).\nc) Using an already existing tool or third-party organization to automate the cross-checking of the CNPJ/CPF from direct suppliers (e.g., meatpackers) with public lists - see the Technical References document for existing tools. \nd) Regarding “spot purchases”, the Company should at a minimum require direct suppliers' CNPJ/CPF in order to cross-check with public databases for future purchasing. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring direct suppliers (e.g., meatpackers) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which direct suppliers (e.g., meatpackers) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of direct suppliers (e.g., meatpackers) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to their direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final, intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"2) Does the Company monitor indirect suppliers (e.g., final farm) against deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company monitors all indirect suppliers (e.g., final farm) located in this biome against its deforestation and conversion requirements.","Now that the Company monitors all of its indirect suppliers (e.g., final farm) located in this biome, the next step is to expand this monitoring to other indirect suppliers (e.g., intermediary and birth farms). The Company should also make sure monitoring is based on the most robust approach available is being applied to all critical biomes where suppliers have operations.  \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors all indirect suppliers (e.g., final farm), these approaches can potentially improve the company’s monitoring. \n\n1) Directly monitoring of indirect suppliers (e.g., final farm). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., final farm).\nThe Company can directly monitor indirect suppliers (e.g., final farm) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas) for all indirect suppliers (e.g., final farm). Steps to achieve direct monitoring in Brazil include: \na) Require all direct suppliers (e.g., meatpackers) to provide the farm polygon and CNPJ/CPF of indirect suppliers (e.g., final farm) in contracts, policies and other formal documents.\nb) If working with some direct suppliers (e.g., meatpackers) through third-party organizations to cross-check indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF with publicly available data, expand the project to include more direct suppliers (e.g., meatpackers).\nc) See the Technical References document for other existing tools available to expand monitoring to all indirect suppliers (e.g., final farm).\nd) If some direct suppliers (e.g., meatpackers) have challenges in providing indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF, develop a pilot project to help them get the data.\ne) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., final farm). \nf) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., final farm) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., final farm) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., final farm) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final farm). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements. "]
[null,"The Company monitors some indirect suppliers (e.g., final farm) located in this biome against its deforestation and conversion requirements.","The Company should escalate monitoring to all indirect suppliers (e.g., final farm) against deforestation and conversion requirements. The Company needs to demonstrate that its monitoring approach is the most robust available.\n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors some indirect suppliers (e.g., final farm), these approaches can potentially improve the company’s monitoring. \n\n1) Directly monitoring of indirect suppliers (e.g., final farm). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., final farm).\nThe Company can directly monitor indirect suppliers (e.g., final farm) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas). Steps to achieve direct monitoring in Brazil include:\na) Require all direct suppliers (e.g., meatpackers) to provide the farm polygon and CNPJ/CPF of indirect suppliers (e.g., final farm) in contracts, policies and other formal documents.\nb) If working with some direct suppliers (e.g., meatpackers) through third-party organizations to cross-check indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF with publicly available data, expand the project to include more direct suppliers (e.g., meatpackers).\nc) See the Technical References document for other existing tools available to expand monitoring to all indirect suppliers (e.g., final farm).\nd) If some direct suppliers (e.g., meatpackers) have challenges in providing indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF, develop a pilot project to help them get the data.\ne) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., final farm).\nf) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., final farm) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., final farm) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., final farm) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final farm). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements."]
[null,"The Company does not monitor indirect suppliers (e.g., final farm) located in this biome against its deforestation and conversion requirements.","The Company should look for the most robust available approach to monitor indirect suppliers (e.g., final farm) against deforestation and conversion requirements. \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). \n\n1) Directly monitoring of indirect suppliers (e.g., final farm). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., final farm).\nThe Company can directly monitor indirect suppliers (e.g., final farm) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas). Steps to achieve direct monitoring in Brazil include:\na) Require direct suppliers (e.g., meatpackers) to provide indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF in contracts, policies and other formal documents.\nb) Adapt internal systems to consolidate the farm polygon and CNPJ/CPF required from direct suppliers (e.g., meatpackers). \nc) Contract a third-party organization (see the Technical References document) to cross-check indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF with publicly available data.\nd) Use existing free tools (see the Technical References document) that can support the Company cross-check indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF with publicly available data.\ne) Start a pilot project with the Company's priority direct suppliers (e.g., meatpackers) to cross-check indirect suppliers' (e.g., final farm) farm polygons and CNPJ/CPF with publicly available data.\nf) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., final farm).\ng) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required.\n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., final farm) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., final farm) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., final farm) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., final farm). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"3) Does the Company monitor its indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements utilizing the most robust available method? "]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company monitors all indirect suppliers (e.g., intermediary and birth farms) located in this biome against its deforestation and conversion requirements.","Now that the Company monitors all of its indirect suppliers (e.g., intermediary and birth farms) located in this biome, the next step is to share this knowledge with the Company's peers and publicly communicate it. The Company should also make sure monitoring is based on the most robust approach available is being applied to all critical biomes where suppliers have operations.  \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors all indirect suppliers (e.g., intermediary and birth farms), these approaches can potentially improve the company’s monitoring. \n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms).\nThe Company can directly monitor indirect suppliers (e.g., intermediary and birth farms) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas) for all indirect suppliers (e.g., intermediary and birth farms). Steps to achieve direct monitoring in Brazil include: \na) Require all direct suppliers (e.g., meatpackers) to provide the farm polygon and CNPJ/CPF of indirect suppliers (e.g., intermediary and birth farms) in contracts, policies and other formal documents.\nb) If working with some direct suppliers (e.g., meatpackers) through third-party organizations to cross-check indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF with publicly available data, expand the project to include more direct suppliers (e.g., meatpackers).\nc) See the Technical References document for other existing tools available to expand monitoring to all indirect suppliers (e.g., intermediary and birth farms).\nd) If some direct suppliers (e.g., meatpackers) have challenges in providing indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF, develop a pilot project to help them get the data.\ne) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., intermediary and birth farms). \nf) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., intermediary and birth farms) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., intermediary and birth farms) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., intermediary and birth farms) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements. "]
[null,"The Company monitors some indirect suppliers (e.g., intermediary and birth farms) located in this biome against its deforestation and conversion requirements.","The Company should escalate monitoring to all indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements. The Company needs to demonstrate that its monitoring approach is the most robust available.\n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). Considering the Company already monitors some indirect suppliers (e.g., intermediary and birth farms), these approaches can potentially improve the company’s monitoring. \n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms).\nThe Company can directly monitor indirect suppliers (e.g., intermediary and birth farms) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas). Steps to achieve direct monitoring in Brazil include:\na) Require all direct suppliers (e.g., meatpackers) to provide the farm polygon and CNPJ/CPF of indirect suppliers (e.g., intermediary and birth farms) in contracts, policies and other formal documents.\nb) If working with some direct suppliers (e.g., meatpackers) through third-party organizations to cross-check indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF with publicly available data, expand the project to include more direct suppliers (e.g., meatpackers).\nc) See the Technical References document for other existing tools available to expand monitoring to all indirect suppliers (e.g., intermediary and birth farms).\nd) If some direct suppliers (e.g., meatpackers) have challenges in providing indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF, develop a pilot project to help them get the data.\ne) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., intermediary and birth farms).\nf) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., intermediary and birth farms) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., intermediary and birth farms) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., intermediary and birth farms) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements."]
[null,"The Company does not monitor indirect suppliers (e.g., intermediary and birth farms) located in this biome against its deforestation and conversion requirements.","The Company should look for the most robust available approach to monitor indirect suppliers (e.g., intermediary and birth farms) against its deforestation and conversion requirements. \n\nAccording to the Accountability Framework Initiative, there are 3 alternatives for monitoring the implementation of the Company’s commitment (detailed below). \n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms). \n2) Monitoring of sourcing areas or jurisdictions.\n3) Monitoring of supplier management and control systems.\n\n1) Directly monitoring of indirect suppliers (e.g., intermediary and birth farms).\nThe Company can directly monitor indirect suppliers (e.g., intermediary and birth farms) by cross-checking registration and location information with public lists and databases. For example, in Brazil, the Company can cross-check CNPJ/CPF with public lists such as IBAMA (embargoed areas) and MTE (“dirty list” of slave labor) and their farm polygon with FUNAI (list on indigenous land), MMA/ICMBIO (conservation areas) and INPE/PRODES (recent deforested areas). Steps to achieve direct monitoring in Brazil include:\na) Require that direct suppliers (e.g., meatpackers) provide indirect supplier (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF in contracts, policies and other formal documents. \nb) Adapt internal systems to consolidate the farm polygon and CNPJ/CPF required from direct suppliers (e.g., meatpackers).\nc) Contract a third-party provider (see the Technical References document) to cross-check indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF with publicly available data.\nd) Use existing free-to-use tools (see the Technical References document) to cross-check indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF with publicly available data.\ne) Start a pilot project with the Company's priority direct suppliers (e.g., meatpackers) to cross-check indirect suppliers' (e.g., intermediary and birth farms) farm polygons and CNPJ/CPF with publicly available data.\nf) Participate in collaborative initiatives to develop solutions to gain visibility of indirect suppliers (e.g., intermediary and birth farms).\ng) When attribution of deforestation or conversion are uncertain or unclear, ground-based ecological assessments combined with review of property boundaries may be required. \n\n2) Monitoring of sourcing areas or jurisdictions.\nA jurisdictional approach should not be used when supply origins can be determined and monitored with greater precision. However, for some Companies, directly monitoring indirect suppliers (e.g., intermediary and birth farms) may not be possible or may not be necessary. In this case, monitoring may occur at the scale of the smallest possible geographic area within which indirect suppliers (e.g., intermediary and birth farms) are located. \nMonitoring of sourcing areas is done using various approaches, tools, and analysis to assess changes in land use/land cover in a sourcing area. See the Technical References document for available tools. If area-level monitoring shows low risk of non-compliance within the entire area, the Company may assume that all suppliers within the area present low risk of non-compliance and more fine-scaled monitoring is typically unnecessary. However, if the sourcing area is determined to have some non-compliances, the Company may choose to take a \"conservative approach\" and assume non-compliances are connected to the Company’s supply chain. To address this issue, the Company should consider:\na) further traceability in order to enable direct monitoring of indirect suppliers (e.g., intermediary and birth farms) as described in approach (1); and/or\nb) engaging suppliers to develop or improve effective control measures – see approach (3). \n\nWhen applying area-level monitoring, ground-based monitoring techniques such as interviews, document review and assessment of grievances related to the Company’s direct suppliers (e.g., meatpackers) improve the rigor of the monitoring. \n\nFor examples of recognized and technically-sound monitoring approaches, see the Technical References document.\nFor more information on how to increase Company’s traceability level, see questions 1, 2, 3 and 4 located in RP_FINDINGS AND RECOMMENDATIONS tab. \nFor more information on supplier capacity building, see questions 4 and 5, located in SE_FINDINGS AND RECOMMENDATIONS tab.\n\n3) Monitoring of supplier management and control systems.\nThe Company can also monitor direct supplier (e.g., meatpackers) management and control systems. Monitoring management systems can serve as a proxy for monitoring indirect suppliers (e.g., intermediary and birth farms). The Company should assess the extent to which their direct suppliers (e.g., meatpackers) have adequate monitoring and control systems in place to assess compliance, address non-compliance, track improvements of their own suppliers, and report complete, accurate data to the Company. In these cases, the Company should monitor the presence, effectiveness and outcomes of their direct supplier (e.g., meatpackers) management and control systems to ensure that these systems are providing the needed level of monitoring, data, and assurance of compliance with Company’s requirements."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"4) Does the Company monitor the Implementation Plan developed by its non-compliant and/or critical direct suppliers (e.g., meatpackers)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company requires non-compliant and/or critical direct suppliers (e.g., meatpackers) located in this biome to develop an Implementation Plan and monitors it.","First the Company must monitor Implementation Plans of non-compliant and/or critical direct suppliers (e.g., meatpackers) with operations in all critical biomes. Second, the Company must use monitoring of the Implementation Plans to inform subsequent activities with suppliers. \"Corrective actions\" must be based on the results coming from monitoring. Only in cases where there is considerable risk and no improvement should the Company consider discontinuing the commercial relationship. "]
[null,"The Company requires non-compliant and/or critical direct suppliers (e.g., meatpackers) located in this biome to develop an Implementation Plan, but does not monitor it.","An Implementation Plan is a way for suppliers to demonstrate how they plan to achieve no-deforestation and no-conversion sourcing and to comply with the Company's requirements. Regularly monitoring progress of the Implementation Plan is essential to lower Company risk. If suppliers publicly communicate the Plan, the Company and other stakeholders can monitor and even contribute to improved performance. If suppliers do not publicly communicate their Implementation Plan, the Company should explicitly require updating the Plan annually, at a minimum. The Company should provide an Implementation Plan template for non-compliant and/or critical suppliers (based on the Company's own Implementation Plan).\n\nThe Company should also monitor non-compliant and/or critical direct supplier (e.g., meatpackers) Implementation Plans. Monitoring supplier Implementation Plans allows the Company to check whether suppliers are actually making improvements and inform corrective actions to improve performance. \n\nBy analyzing non-compliant and/or critical direct supplier (e.g., meatpackers) Implementation Plans, the Company may identify specific challenges that require collaboration and/or capacity building to address. Only in cases where there is considerable risk and no improvement should the Company consider discontinuing the commercial relationship. "," "]
[null,"The Company has not required non-compliant and/or critical direct suppliers (e.g., meatpackers) located in this biome to develop an Implementation Plan.","The Company should require an Implementation Plan from non-compliant and/or critical suppliers. For more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab. For more information on the requirements to be formalized for suppliers, see questions 1 and 2, located in the IO_FINDINGS AND RECOMMENDATIONS tab.\n\nAn Implementation Plan is a way for suppliers to demonstrate how they plan to achieve no-deforestation and no-conversion sourcing and to comply with the Company's requirements. Regularly monitoring progress of the Implementation Plan is essential to lower Company risk. If suppliers publicly communicate the Plan, the Company and other stakeholders can monitor and even contribute to improved performance. If suppliers do not publicly communicate their Implementation Plan, the Company should explicitly require updating the Plan annually, at a minimum. The Company should provide an Implementation Plan template for non-compliant and/or critical suppliers (based on the Company's own Implementation Plan).\n\nThe Company should also monitor non-compliant and/or critical direct supplier (e.g., meatpackers) Implementation Plans. Monitoring supplier Implementation Plans allows the Company to check whether suppliers are actually making improvements and inform corrective actions to improve performance. \n\nBy analyzing non-compliant and/or critical direct supplier (e.g., meatpackers) Implementation Plans, the Company may identify specific challenges that require collaboration, and/or capacity building to address. Only in cases where there is considerable risk and no improvement, should the Company consider discontinuing the commercial relationship. "]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"5) How does the Company conduct its monitoring process (e.g., through an internal system or third-party organization)?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company monitors its suppliers against the deforestation and conversion requirements using third-party organization systems.","The Company should make sure all critical biomes are included in the current monitoring process. \n\nSee questions 1, 2, 3, 4 and 6 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or the third-party organization in order to check the compliance of direct (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company monitors its suppliers against the deforestation and conversion requirements using its own internal systems.","Effective monitoring is key to ensure Company evaluates supplier compliance against deforestation and conversion requirements. The Company can consider contracting third-party organizations to automatize the process and potentially improve credibility. \n\nSee questions 1,2,3,4 and 6 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or a third-party organization in order to check the compliance of direct (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company does not monitor its suppliers against the deforestation and conversion requirements.","Effective monitoring is key to ensure the Company evaluates supplier compliance against deforestation and conversion requirements. The Company can start with adapting existing internal processes and systems within departments that currently manage suppliers (e.g., Procurement, Supply Chain Management) and those that are likely to be responsible for deforestation and conversion (e.g., Sustainability and Environment). \n\nAdditionally, the Company can consider contracting third-party organizations to automatize the process and potentially improve credibility. \n\nSee questions 1, 2, 3, 4 and 6 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or a third-party organization in order to check the compliance of direct (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"6) How often does the Company monitor its suppliers against the deforestation and conversion requirements?"]
[]
[null,"Answers","Recommendations"]
[null,"The Company can ensure that all the beef sourced from this biome is derived from verified producers (including through certification schemes) that are aligned with the Company's commitment and requirements.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable). "]
[null,"The Company monitors suppliers against the deforestation and conversion requirements on every purchase, and from the purchase to the product delivery.","The Company should make sure all critical biomes where suppliers have operations are included in the current monitoring process. See questions 1, 2, 3, 4 and 5 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or the third-party organization in order to check the compliance of direct suppliers (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company regularly monitors its suppliers against the deforestation and conversion requirements (at least once a year).","Ideally, the Company should establish a system that monitors every purchase against Company deforestation and conversion requirements. Monitoring can start with the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). The Company can begin monitoring in a pilot group of suppliers to gain understanding and eventually expand it as a standard practice by Company purchasing operation for all suppliers with operations in the critical biomes. It is important to consider establishing multiple check points (e.g., point of purchase and point of delivery to guarantee compliance). For more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nSee questions 1, 2, 3, 4 and 5 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or the third-party organization in order to check the compliance of direct suppliers (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company monitors its suppliers against the deforestation and conversion requirements on specific occasions (e.g., when it receives demands from clients or investors).","Ideally, the Company should establish a system that monitors every purchase against Company deforestation and conversion requirements. Monitoring can start with the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). The Company can begin monitoring in a pilot group of suppliers to gain understanding and eventually expand it as a standard practice by Company purchasing operation for all suppliers with operations in the critical biomes. It is important to consider establishing multiple check points (e.g., point of purchase and point of delivery to guarantee compliance). For more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nSee questions 1, 2, 3, 4 and 5 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or the third-party organization in order to check the compliance of direct suppliers (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company does not monitor suppliers against the deforestation and conversion requirements.","Monitoring is essential to making a Company's deforestation and conversion commitment a reality. The Company must monitor supplier compliance to its deforestation and conversion requirements to address risk. Ideally, the Company should establish a system that monitors every purchase against Company deforestation and conversion requirements. Monitoring can start with the most relevant (in terms of volume) or most critical (in terms of risk) direct suppliers (e.g., meatpackers). The Company can begin monitoring in a pilot group of suppliers to gain understanding and eventually expand it as a standard practice by Company purchasing operation for all suppliers with operations in the critical biomes. It is important to consider establishing multiple check points (e.g., point of purchase and point of delivery to guarantee compliance). For more information on how to identify critical suppliers, see questions 5 and 6 located in RP_FINDINGS AND RECOMMENDATIONS tab.\n\nSee questions 1, 2, 3, 4 and 5 located in this tab and the Technical References document for examples of monitoring initiatives, robust tools and technically sound monitoring approaches that should be implemented by the Company or the third-party organization in order to check the compliance of direct suppliers (e.g., meatpackers) and also indirect suppliers (e.g., intermediary, birth and final farms)."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
[]
[null,"7) Does the Company verify the information provided by suppliers as to the deforestation and conversion requirements? According to the Accountability Framework Initiative: First-party verification: conducted by the company itself but carried out by personnel not involved in the design or implementation of the operations being verified. Second-party verification: conducted by a related entity with an interest in the company or operation being assessed, such as the business customer of a production/processing operation or a contractor that also provides services other than verification. Third-party verification: conducted by an independent entity that does not provide other services to the company."]
[]
[null,"Answers","Recommendations"]
[null,"The Company conducts a third-party verification of the information provided by suppliers on deforestation and conversion.","The Company should make sure the verification is applied to all critical biomes where suppliers have operations."]
[null,"The Company conducts a second-party verification of the information provided by suppliers on deforestation and conversion.","When there is significant confidence in the monitoring system and the Company wants to validate compliance and performance levels to substantiate communications and claims, the Company can opt for third-party verification where an independent entity that does not provide other services to the Company conducts the verification.\n\nThird-party verification of deforestation and conversion requirements increases the confidence in the Company's process, the quality of procedures, and reliability of information. "]
[null,"The Company conducts a first-party verification of the information provided by suppliers on deforestation and conversion.","To improve rigor and legitimacy the Company can opt for second-party verification where an organization with an interest in the Company's operation, such as a contractor or non-government organization, performs the verification of the Company's monitoring systems.\n\nSecond-party verification of deforestation and conversion requirements increases the confidence in the Company's process, the quality of procedures, and reliability of information. \n\nWhen there is significant confidence of the monitoring system and the Company wants to validate compliance and performance levels to substantiate communications and claims, the Company can opt for third-party verification where an independent entity that does not provide other services to the Company conducts the verification."]
[null,"The Company does not verify the information provided by suppliers on deforestation and conversion.","Verification is key to assure information from suppliers is credible, robust, and comprehensive. The Company can start with a first-party verification, essentially an internal audit carried out by company personnel from a department other than that which designed, operates, or is responsible for monitoring suppliers. The focus is to check if deforestation and conversion requirements are followed and information is accurate.  \n\nSubsequently, the Company could conduct a second-party verification where an organization with an interest in the Company's operation, such as a contractor or non-government organization, performs the verification of the Company's monitoring systems.\n\nWhen there is significant confidence of the monitoring system and the Company wants to validate compliance and performance levels to substantiate communications and claims, the Company can opt for third-party verification where an independent entity that does not provide other services to the Company conducts the verification."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"KEY ACTION B | Report on implementation and progress towards combating deforestation and conversion."]
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[null,"8) Does the Company report its initiatives and progress in combating deforestation and conversion?"]
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[null,"Answers","Recommendations"]
[null,"The Company reports its initiatives and progress in combating deforestation and conversion in this biome externally.","When communicating externally, the Company needs to provide comprehensive, structured information to allow stakeholders to understand and contribute to Company efforts on deforestation. A specific external publication on deforestation and conversion efforts can highlight the Company's accomplishments, commitments, and activities. For more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company reports its initiatives and progress in combating deforestation and conversion in this biome internally.","Communicating internally is a good start to transparency on Company performance in combating deforestation and conversion. The next step is for the Company to communicate externally by publishing their Implementation Plan or reporting the progress on combating deforestation and conversion. The Company can do so in its Annual Report, Sustainability Report, Investors Report, website or a report specifically about deforestation and conversion. For more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company does not report its initiatives and progress in combating deforestation and conversion in this biome.","Reporting the Company's initiatives and progress in combating deforestation and conversion externally is essential to build trust with stakeholders. Communication can start internally to promote alignment across the organization and for the Company to learn how best to report on progress externally. For more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"9) How often does the Company report its initiatives and progress in combating deforestation and conversion externally?"]
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[null,"Answers","Recommendations"]
[null,"The Company externally and periodically reports, at least once a year, its initiatives and progress in combating deforestation and conversion in this biome.","Having established regular communication and report on progress, the Company should ensure it considers deforestation and conversion in all critical biomes. For more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company externally reports its initiatives and progress in combating deforestation and conversion in this biome when demanded by stakeholders.","Responding to demands from stakeholders is an important step toward transparency. However, to minimize risk and position against growing pressure on deforestation and conversion, the Company should proactively report its initiatives and progress. \n\nReporting needs to be done regularly to demonstrate commitment to improving performance. The Company can report on progress in the Annual Report, Sustainability Report, Investors Report, website or a report specifically about deforestation and conversion. \n\nFor more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company does not externally report its initiatives and progress in combating deforestation and conversion in this biome.","Reporting the Company's initiatives and progress in combating deforestation externally is essential to build trust with stakeholders. Reporting needs to be done regularly to demonstrate commitment to improving performance. The Company can report on progress in the Annual Report, Sustainability Report, Investors Report, website or a report specifically about deforestation and conversion.\n\nFor more information on what to report about the Company's initiatives and progress, see question 10, located in this tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"10) What does the Company report regarding its initiatives and progress in combating deforestation and conversion?"]
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[null,"Answers","Recommendations"]
[null,"The Company communicates an Implementation Plan that includes key actions, progress indicators and goals or milestones to be achieved within specific deadlines regarding combating deforestation and conversion in this biome.","The Company should make sure the Implementation Plan refers to all critical biomes where suppliers have operations. The Company should regularly update the Plan and report on progress to demonstrate what the Company achieved and where actions fell short of goals and how it plans to address shortcomings.\n\nAdditionally, whenever possible, the Company could disclose specific information relevant to endorse its actions on combating deforestation and conversion. Some examples are: reports coming from the monitoring and verification systems, the list of municipalities where its suppliers are located, the list of suppliers from which the Company buys relevant commodities, results of risk assessments conducted, etc. This will provide stakeholders with concrete evidence regarding the Company's actions and will show its commitment towards transparency. This disclosure can be prioritized for critical clients before it is openly shared with other stakeholders."]
[null,"The Company not only communicates specific actions and projects, but also relevant indicators that show progress towards combating deforestation and conversion in this biome.","The Company should make sure this communication refers to all critical biomes where suppliers have operations. The Company should publish its no-deforestation and no-conversion Implementation Plan to demonstrate a comprehensive, consistent plan to reach its commitment in a determined time frame.\n \nThis no-deforestation and no-conversion Implementation Plan (developed with the results of this assessment) could include prioritized actions for the short/medium term, milestones to be achieved throughout the time, and progress indicators. Publishing the Implementation Plan demonstrates a clear path to achieve no-deforestation and no-conversion supply, builds trust, and aligns inside and outside the Company.\n\nAdditionally, whenever possible, the Company could disclose specific information relevant to endorse its actions on combating deforestation and conversion. Some examples are: reports coming from the monitoring and verification systems, the list of municipalities where its suppliers are located, the list of suppliers from which the Company buys relevant commodities, results of risk assessments conducted, etc. This will provide stakeholders with concrete evidence regarding the Company's actions and will show its commitment towards transparency. This disclosure can be prioritized for critical clients before it is openly shared with other stakeholders."]
[null,"The Company communicates specific actions and projects regarding combating of deforestation and conversion in this biome.","In order to complement the communication of actions and projects, the Company should communicate specific indicators it uses to track progress. Doing so will demonstrate to stakeholders the breadth of the Company activity and make possible the assessment of progress overtime.  \n\nIndicators should be based on the milestones in the Company's Implementation Plan (developed with the results of this assessment). Examples of indicators include: % of suppliers that are included in the monitoring system; % of suppliers by state or biome; number of critical suppliers; % of suppliers answering assessment or self-assessment questionnaires; % of suppliers audited; % of suppliers found to be non-compliant; number of suppliers traceable to the first, second, third tiers and beyond of the supply chain; and other indicators used in the no-deforestation and no-conversion Implementation Plan.\n\nThe Company should communicate a no-deforestation and no-conversion Implementation Plan, which could include prioritized actions for the short/medium term, milestones to be achieved throughout the time, and progress indicators. Publishing the Implementation Plan demonstrates a clear path to achieve no-deforestation and no-conversion supply, builds trust, and aligns inside and outside the Company.\n\nAdditionally, whenever possible, the Company could disclose specific information relevant to endorse its actions on combating deforestation and conversion. Some examples are: reports coming from the monitoring and verification systems, the list of municipalities where its suppliers are located, the list of suppliers from which the Company buys relevant commodities, results of risk assessments conducted, etc. This will provide stakeholders with concrete evidence regarding the Company's actions and will show its commitment towards transparency. This disclosure can be prioritized for critical clients before it is openly shared with other stakeholders."]
[null,"The Company does not report its initiatives and progress in combating deforestation and conversion in this biome.","Reporting the Company's initiatives and progress in combating deforestation and conversion externally is essential to build trust with stakeholders. The Company can start by reporting (internally and/or externally) specific actions or projects that it is implementing to address deforestation and conversion. By doing this, the Company makes it possible for stakeholders to know that the issue is already being addressed.\n\nThen, in order to complement the communication of actions and projects, the Company should communicate specific indicators it uses to track progress. Doing so will demonstrate to stakeholders the breadth of the Company activity and make possible the assessment of progress overtime.  \n\nIndicators should be based on the milestones in the Company's Implementation Plan (developed with the results of this assessment). Examples of indicators include: % of suppliers that are included in the monitoring system; % of suppliers by state or biome; number of critical suppliers; % of suppliers answering assessment or self-assessment questionnaires; % of suppliers audited; % of suppliers found to be non-compliant; number of suppliers traceable to the first, second, third tiers and beyond of the supply chain; and other indicators used in the no-deforestation and no-conversion Implementation Plan.\n\nThe Company should communicate a no-deforestation and no-conversion Implementation Plan, which could include prioritized actions for the short/medium term, milestones to be achieved throughout the time, and progress indicators. Publishing the Implementation Plan demonstrates a clear path to achieve no-deforestation and no-conversion supply, builds trust, and aligns inside and outside the Company.\n\nAdditionally, whenever possible, the Company could disclose specific information relevant to endorse its actions on combating deforestation and conversion. Some examples are: reports coming from the monitoring and verification systems, the list of municipalities where its suppliers are located, the list of suppliers from which the Company buys relevant commodities, results of risk assessments conducted, etc. This will provide stakeholders with concrete evidence regarding the Company's actions and will show its commitment towards transparency. This disclosure can be prioritized for critical clients before it is openly shared with other stakeholders."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"KEY ACTION C | Collaborate on solutions to key challenges regarding deforestation and conversion."]
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[null,"11) Does the Company participate in collaborative/sectoral initiatives (roundtables, working groups, etc.) dedicated to addressing the issues of deforestation and conversion?"]
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[null,"Answers","Recommendations"]
[null,"The Company participates in collaborative/sectoral initiatives dedicated to addressing deforestation and conversion in this biome.","The best collaborative initiatives are a means to develop sector wide, aligned, legitimate, and rigorous solutions to the toughest deforestation and conversion challenges. To do so, the Company should play an active role and explicitly state objectives for each initiative they choose to participate in. The Company should identify the collaborative efforts that address the Company's current challenges and milestones in combating deforestation and conversion. Examples of collaborative initiatives include:\n\n1) GTPS (Brazilian Working Group for Sustainable Livestock): maps different Brazilian initiatives of sustainable cattle and promotes sustainable livestock farming through the articulation of all links in the value chain, continuous process improvement and the dissemination of qualified information.\n2) GRSB (Global Roundtable for Sustainable Beef): is a global, multi-stakeholder initiative developed to advance continuous improvement in sustainability of the global beef value chain through leadership, science and multi-stakeholder engagement and collaboration.\n3) GTFI (Working Group for Indirect Suppliers): development of pilot projects to address treat indirect suppliers (such as monitoring, and productivity) within the beef supply chain.\n4) SoS (Statement of Support for the Cerrado Manifest): discusses and develops approaches for addressing deforestation and conversion in the Cerrado biome."]
[null,"The Company does not participate in collaborative/sectoral initiatives dedicated to addressing deforestation and conversion in this biome.","Deforestation and conversion are complex issues that require collaborative efforts to solve challenges in the shortest timeframe possible. Many working groups and roundtables have emerged focused on solutions to current gaps to combat deforestation and conversion. The Company should identify the collaborative efforts that address the Company's current challenges and milestones in combating deforestation and conversion. Examples of collaborative initiatives include:\n\n1) GTPS (Brazilian Working Group for Sustainable Livestock): maps different Brazilian initiatives of sustainable cattle and promotes sustainable livestock farming through the articulation of all links in the value chain, continuous process improvement and the dissemination of qualified information.\n2) GRSB (Global Roundtable for Sustainable Beef): is a global, multi-stakeholder initiative developed to advance continuous improvement in sustainability of the global beef value chain through leadership, science and multi-stakeholder engagement and collaboration.\n3) GTFI (Working Group for Indirect Suppliers): development of pilot projects to address treat indirect suppliers (such as monitoring, and productivity) within the beef supply chain.\n4) SoS (Statement of Support for the Cerrado Manifest): discusses and develops approaches for addressing deforestation and conversion in the Cerrado biome."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"12) Does the Company state clear objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion?"]
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[null,"Answers","Recommendations"]
[null,"The Company defines and publicly states specific objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion in this biome.","With clearly stated objectives for selecting the collaborative initiatives that most contribute to current challenges, the Company should assess and contribute to activities to achieve the stated objectives. The Company should regularly review which initiatives to participate in, their objectives, and results achieved to guarantee time spent in collaborative efforts truly contribute to the Company's path to combating deforestation and conversion."]
[null,"The Company does not define specific objectives for participating in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion in this biome.","More collaborative initiatives exist than the Company's staff can participate in. The Company needs to identify the collaborative efforts that address pertinent challenges and milestones on the Company's path to combat deforestation and conversion.\n\nThe Company should explicitly state its objective for participating in the initiative to align understanding, internally and externally, and to contribute with the support necessary to reach the initiative's objectives. Some examples of objectives for participating in collaborative initiatives include: \n\n1) Contribute to the development of solutions to address the issue of indirect suppliers.\n2) Stimulate engagement between peers to jointly leverage the transformations needed to occur within suppliers.\n3) Develop standard industry requirements for suppliers.\n4) Build a coalition to engage governments around legislation essential for achieving progress in combating deforestation and conversion, such as publicly available data for key biomes used in risk assessment and monitoring. "]
[null,"The Company does not participate in collaborative/sectoral initiatives dedicated to addressing the issues of deforestation and conversion in this biome.","Deforestation and conversion are complex issues that require collaborative efforts to solve challenges in the shortest timeframe possible. Many working groups and roundtables have emerged focused on solutions to current gaps to combat deforestation and conversion. The Company should identify the collaborative efforts that address the Company's current challenges and milestones in combating deforestation and conversion. For information on relevant collaborative initiatives, see question 11, located in this tab.\n\nIt is important to consider that more collaborative initiatives exist than the Company's staff can participate in. The Company needs to identify the collaborative efforts that address pertinent challenges and milestones on the Company's path to combat deforestation and conversion.\n\nThe Company should explicitly state its objective for participating in the initiative to align understanding, internally and externally, and to contribute with the support necessary to reach the initiative's objectives. Some examples of objectives for participating in collaborative initiatives include:\n \n1) Contribute to the development of solutions to address the issue of indirect suppliers.\n2) Stimulate engagement between peers to jointly leverage the transformations needed to occur within suppliers.\n3) Develop standard industry requirements for suppliers.\n4) Build a coalition to engage governments around legislation essential for achieving progress in combating deforestation and conversion, such as publicly available data for key biomes used in risk assessment and monitoring."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"13) Does the Company stimulate direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in?"]
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[null,"Answers","Recommendations"]
[null,"The Company actively engages direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in to address the issues of deforestation and conversion in this biome.","The Company should ensure direct suppliers (e.g., meatpackers) from all relevant biomes are invited to participate in the most important initiatives."]
[null,"The Company does not actively engage direct suppliers (e.g., meatpackers) to join the collaborative initiatives it participates in to address the issues of deforestation and conversion in this biome.","The Company can establish itself as a no-deforestation and no-conversion leader by engaging direct suppliers (e.g., meatpackers) to participate in collaborative initiatives that the Company itself participates in. Engaging suppliers is essential for initiatives to gain the necessary momentum and scale. Furthermore, collaborative initiatives provide the best means to build necessary capacity among suppliers.\n\nFor more information on how to communicate with suppliers, see question 1, located in the SE_FINDINGS AND RECOMMENDATIONS tab. For information on relevant collaborative initiatives, see question 11, located in this tab."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"14) Does the Company act as a hub or platform to promote engagement across the sector, with peers, suppliers, and other actors?"]
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[null,"Answers","Recommendations"]
[null,"The Company acts as a hub or platform to promote engagement across the sector, with peers, suppliers and other actors in order to address deforestation and conversion in this biome.","The Company should make sure this hub/platform addresses challenges in all critical biomes where suppliers have operations. The Company should regularly assess the platform activities to guarantee they address current challenges to combat deforestation and conversion."]
[null,"The Company does not act as a hub or platform to promote engagement across the sector, with peers, suppliers and other actors in order to address deforestation and conversion in this biome.","Sometimes existing initiatives are not sufficient to bring suppliers into compliance on deforestation and conversion, in which case the Company can serve as a platform to improve supplier performance. Given its institutional leverage, the Company can congregate suppliers in order to form their own Implementation Plans, address specific technical challenges, jointly build capacity, align requirements, or develop tools. Acting as a platform is a powerful means for the Company to rapidly transform its supply chain and achieve no-deforestation and no-conversion supply."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]
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[null,"15) Does the Company actively advocate for public policy vital to achieve no-deforestation and no-conversion supply, such as access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.?  "]
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[null,"Answers","Recommendations"]
[null,"The Company advocates for public policy vital to combat deforestation and conversion in this biome (e.g., access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.).","The Company should make sure public policy efforts extend to the relevant states and municipalities in all critical biomes where suppliers have operations. The Company should involve other actors or associations across the supply chain to advocate for government action and public policy."]
[null,"The Company does not advocate for public policy vital to combat deforestation and conversion in this biome (e.g., access to public databases, deforestation and conversion data, farm registration data, sector wide requirements, etc.).","A favorable public policy context that provides access to vital information is essential for the Company to achieve no-deforestation and no-conversion supply. A practical challenge the Company may face is a lack of access to public information (for example: land use zoning, up-to-date deforestation and conversion information, etc.) . Lobbying individually and together with sectoral associations, organizations and roundtables for favorable public policies is essential to combat deforestation and conversion."]
[null,"The Company has verified and can ensure it does not have suppliers located in this biome.","If this is the case, the Company can dedicate efforts to the other biomes (when applicable)."]