The Procurement Interview: Amanda Davies, Mars

For global corporations grappling with the challenge of Scope 3 emissions, the path forward often seems fraught with complexity. 

With the vast majority of carbon footprints residing beyond direct operational control, nestled within sprawling supply chains, the question is not simply about setting ambitious targets – it is about fundamentally reimagining how procurement functions drive sustainable transformation.

At Mars, where 95% of the carbon footprint sits outside direct control, Amanda Davies, Chief R&D, Procurement and Sustainability Officer, is pioneering an approach that challenges conventional wisdom. Rather than treating sustainability as a separate initiative competing for resources and attention, Mars has woven environmental impact into the fabric of procurement decision-making, demonstrating that decoupling emissions from growth is not just possible, but profitable.

Building trust as the foundation for change

The prevailing approach to supplier engagement on emissions often relies on mandates, compliance requirements and contractual obligations. Amanda advocates for something more fundamental: strategic intimacy built on trust. This philosophy underpins Mars' approach to Scope 3 emissions reduction, recognising that sustainable transformation cannot be imposed from above but must emerge from genuine collaboration.

"With over 95% of our carbon footprint sitting outside of our direct control, working with suppliers to tackle Scope 3 emissions is crucial to achieving our net zero goals," Amanda explains. "To do that, we focus on building trust with our partners to unlock strategic intimacy and collaborative advantage."

This approach manifests in substantial, multi-year commitments that signal Mars' serious intent. Last year, the company launched "Moo'ving Dairy Forward" – a multimillion-dollar platform designed to drive investment in new technologies and partnerships to slash greenhouse gas emissions across Mars' global dairy supply chain. The initiative represents more than financial investment; it is a statement of shared purpose and long-term partnership.

The commitment deepened further this year with the launch of the Farmer Forward Program, developed in partnership with Fonterra, a global dairy producer and longtime Mars supplier. The programme represents a US$27m investment over five years, specifically aimed at empowering dairy farmers to embrace climate-smart agriculture practices through funding, tools and technology.

Activating the entrepreneurial ecosystem

Beyond direct supplier partnerships, Mars recognises that transformational change requires fresh thinking and innovative solutions from unexpected sources. In 2024, the company partnered with Unreasonable Group to create Unreasonable Food, an initiative designed to back entrepreneurs addressing the food chain's most pressing challenges.

"Our goal is to provide a catalytic effect on the growth and impact of these ventures towards the goal of a more sustainable and resilient food system for all," says Amanda. In September, Mars welcomed the second cohort of founders to the programme, bringing breakthrough innovations closer to commercial viability whilst simultaneously strengthening Mars' innovation pipeline.

This multi-stakeholder approach – engaging established suppliers, farmers and start-ups simultaneously – creates an ecosystem effect. Suppliers gain access to cutting-edge solutions, start-ups secure routes to market and Mars accelerates its emissions reduction trajectory whilst identifying future competitive advantages.

Embedding sustainability in business operations

For many organisations, sustainability initiatives exist in a separate silo, measured differently from core business metrics and competing for attention with "real" business priorities. Amanda rejects this dichotomy entirely, articulating a model where purpose, performance and execution – what she calls "the pipes" – are inextricably linked.

"Through my role, I connect the dots between sourcing, sustainability and innovation for end-to-end impact – that means bringing value to consumers through delicious products and seeking to drive sustainable growth while minimising the impact on the planet," Amanda explains. "It also means I bring the same rigour to measuring our carbon reduction initiatives as I do the cost savings we put towards procurement. Sustainability is embedded in everything we do."

This integration is not rhetorical. Mars' latest Sustainable in a Generation Report provides compelling evidence that the supposed trade-off between growth and emissions reduction is a false choice. The company has grown over 69% to approximately £55bn in annual net sales while reducing its carbon footprint by 16.4% compared to a 2015 baseline.

"This progress is only possible by working with our supplier partners to deliver ambitious projects with an aim towards reducing our impact on the planet and benefitting our bottom line," Amanda notes.

Aligning incentives with environmental ambition

Perhaps the most significant structural change Mars has implemented is the expansion of its leadership compensation structure to explicitly include greenhouse gas emissions reduction targets. In 2024, Mars expanded this approach from the top 400 leaders to approximately 2,000, ensuring that long-term compensation is tied to emissions reductions alongside traditional business performance metrics.

This expansion represents more than a policy adjustment – it is a fundamental realignment of what the organisation values and rewards. By placing environmental impact on equal footing with financial performance in compensation decisions, Mars ensures that sustainability considerations receive serious attention in boardrooms, strategy sessions and daily operational decisions.

"A business model that focuses exclusively on financial performance is not sustainable," Amanda argues. "We believe in business as a power for good and, as Mars Associates, we are united in this pursuit. The expectation to hold ourselves accountable for performance is something consumers expect and we demand of ourselves."

This approach forms part of what Mars calls the Mars Compass, an industry-leading framework that measures business progress across multiple dimensions. "It demonstrates our owners' commitment to measure our progress as a business across multiple dimensions and just like any compass it helps us navigate in the right direction and embeds our purpose in actual decision-making," Amanda explains.

Taking the long view

Mars' approach to emissions reduction reflects the company's distinctive ownership structure and long-term orientation. Unlike publicly traded companies subject to quarterly earnings pressures, Mars thinks in terms of generations, tracking progress against ambitious long-term goals: a 50% reduction in greenhouse gas emissions by 2030 (from a 2015 baseline) and net zero by 2050.

"We're investing in science and technology today that will have an impact in five, 10, 20 years time and measuring the impact along the way," says Amanda.

The company's achievements across Scopes 1, 2 and 3 have been driven by multiple initiatives: expanded climate-smart agriculture programmes, deforestation-free supply chain efforts, rapid transition to renewable electricity, enhanced energy efficiency and advanced thermal energy programmes in direct operations. In 2024, Mars also made significant enhancements to its climate accounting methodology to provide more accurate, transparent and inclusive emissions reporting.

Overcoming data and participation challenges

One of the persistent challenges in Scope 3 emissions reduction is obtaining accurate data from diverse suppliers, many of whom may lack sophisticated measurement systems or face competing priorities. Rather than imposing top-down requirements, Amanda emphasises the importance of understanding supplier realities and co-creating solutions.

"This involves going straight to the source, hearing first-hand from procurement partners and getting in the field with farmers to better understand what the needs are and what it takes to adopt new technologies, data measurement, etc.," she explains.

This ground-level engagement yields practical insights that desk-based analysis cannot provide, enabling Mars to design support programmes that address real barriers rather than imagined obstacles. "This week I sat with one of the largest dairy suppliers, their farmers and start-ups talking about plans to decarbonise – whilst eating M&Ms. That was a brilliant day," Amanda recalls.

The approach reflects Mars' principle of mutuality – one of the company's five core principles. "We believe shared benefits are long-lasting benefits. We know that we can all go further when we work together and help create a more sustainable world for generations to come," says Amanda.

A model for procurement transformation

Amanda's unique role – spanning R&D, procurement and sustainability – enables a level of integration that many organisations struggle to achieve. By connecting these traditionally separate functions, Mars ensures that sustainability considerations inform product innovation from the earliest stages, that procurement decisions reflect environmental priorities and that sustainability teams understand operational realities.

"Part of the benefit of my role and unique operating model is better connecting our functions internally – across R&D, procurement and sustainability – so that we are collaborating most effectively to deliver that end-to-end impact," Amanda explains.

This structural innovation may be Mars' most replicable insight. While not every organisation can match Mars' financial resources or long-term orientation, any company can examine whether its organisational structure facilitates or hinders the integration of sustainability into core business processes.

The Mars approach demonstrates that tackling Scope 3 emissions requires more than setting targets or mandating supplier compliance. It demands trust-based partnerships, long-term investment, aligned incentives, cross-functional integration and genuine commitment from ownership through to operational execution. For procurement professionals navigating the complex terrain of supply chain decarbonisation, Mars offers a roadmap – and proof that sustainable growth is not an oxymoron, but an achievable reality.