Sustainability
Sustainability is central to our business model
We are passionate about creating fair and sustainable value, both for our business and for all value chain stakeholders: our people, our partners, the communities we touch and the environment around us.
Caring for People
LDC’s 18,000 employees are active in more than 100 countries around the world. It’s our priority to ensure their safety, wellbeing and continued development, by promoting a work environment that encourages safe behaviors, respect for diversity and human rights, and equal opportunities to learn and grow.
Working with Partners
Recognizing that we can have a greater impact by working with others, we leverage our position as a leading agricultural merchant and processor to make a positive difference in our value chains, learning from, training and creating change with others through collaboration and partnerships.
Investing in Communities
Since establishing operations in Singapore, LDC has supported dozens of community initiatives throughout the country and region, helping to improve the lives of the people in the communities where we operate.
Our activities in Singapore include donations to the Red Cross in support of disaster relief efforts, corporate volunteering with the Food from the Heart charity and Willing Hearts soup kitchen, as well as donations, such as food and shoes, to World Vision Singapore, which supports young people in need in poverty-stricken communities.
Protecting the Environment
We are committed to helping sustain a growing population while respecting our planet’s finite natural resources.
To minimize the environmental impact of our activities, we continually monitor the way we operate to identify gaps, inefficiencies and opportunities for improvement along the value chain.
Responsible Supply Chain
Our highly committed teams work continually to boost sustainability within their respective value chains, leveraging our leading position to promote the adoption of our sustainability policies and standards among suppliers.
