Claudia Regenass, Head of Business Services within the Sustainability & Economic Policy Division at the Migros Group. Photo: Migros
The Migros Group’s sustainability strategy, including its science-based climate targets (SBTi), applies to the entire, broadly diversified corporate portfolio and addresses emissions across all business divisions. As a retailer with complex supply chains, Migros takes responsibility beyond its own operations and specifically targets emissions generated along the upstream value chain.
A particular focus is placed on raw materials and agricultural production. As an emissions-intensive sector and, at the same time, the foundation of the food supply, agriculture plays a central role within the supply chain. Together with Migros, myclimate has developed projects that promote climate-adapted agriculture, strengthen the resilience of producers and contribute to food security, both in Switzerland and within international supply chains. This is not just about emissions reduction, but also about fair conditions and long-term prospects for agricultural businesses.
Environmental, Social and Governance (ESG) is strategically embedded at Migros and has a very broad scope. Why did you decide to focus specifically on the supply chain within this broad field, and in particular on agriculture and raw materials?
Claudia Regenass: As is common in the retail sector, our largest GHG emissions arise along the value chain (Scope 3), particularly in raw material production. That is why we take responsibility beyond our own operations and specifically address the emissions of the products we purchase. A prerequisite for this is a good understanding of our supply chains and their targeted transformation.
From a business perspective: Why is the agricultural origin of products so crucial to Migros’ long-term future?
For us, agricultural production at home and abroad is key to being able to offer our customers food of impeccable quality that has been produced fairly. As the largest purchaser of agricultural products in Switzerland, we bear a special responsibility for the way in which these raw materials are produced.
Addressing emissions along the value chain is complex. How does Migros generally approach such projects – from analysing the carbon footprint to selecting specific measures?
Our GHG balance sheet shows us where the key emission hotspots lie. Building on this, we select strategically relevant supply chains, suitable partners and effective measures. It is crucial that stakeholders in the agricultural sector support these efforts. We therefore launch specific projects, either alone or in collaboration with other companies, supported by myclimate.
What were the key reasons for developing tailor-made projects in the value chain together with myclimate, rather than relying exclusively on traditional reduction methods?
We want to take responsibility for our supply chains and provide targeted support to producers. The myclimate projects contribute directly to our SBTi targets. Our aim is to invest where our emissions arise and where we can jointly drive sustainability.
The projects focus on climate-adapted and regenerative agriculture, resilience and food security.
What specific benefits do you see for Migros, but also for local farms?
The projects create dual added value: they reduce emissions whilst simultaneously strengthening local farms. Through climate-adapted and regenerative practices, we promote more resilient harvests, stabilise incomes and strengthen our long-term security of supply.
To what extent do these projects also address social aspects, such as fair conditions, knowledge transfer or long-term prospects for producers?
It is important to us that the projects are not only environmentally effective but also socially sustainable. They must be supported by the producers, stabilise incomes and strengthen the economic base, for example through resilient farming methods, agroforestry systems and targeted knowledge-building.
What have been the biggest challenges so far, strategically, operationally or in terms of collaboration along the supply chain?
The biggest challenge is to understand supply chains well enough to identify measures that effectively reduce emissions, deliver real benefits for producers and are financially viable at the same time. Changes in agriculture are often associated with uncertainty. That is why it takes time, dialogue and experienced partners.
Looking ahead: what role will climate-adapted agriculture play in Migros’ sustainability strategy in future?
A central role. As a food retailer, we are directly dependent on a functioning agricultural sector. With our science-based climate targets, validated since 2022, and our group-wide sustainability strategy, we are supporting the agricultural sector in its adaptation to climate change and continuous reduction of emissions.
What advice would you give to other companies that want to reduce their emissions in the value chain whilst strengthening resilience and food security?
It is crucial that producers support our measures and that these make sense for all stakeholders. Only then can we create solutions that have a long-term impact, promote adaptation to climate change and, at the same time, strengthen resilience and food security.
