1. Why should companies follow the Accountability Framework?

In response to the need for clear and unified guidance on addressing deforestation, conversion, and human rights violations in agricultural and forestry supply chains, the Framework offers companies a well-defined “roadmap” for how to set goals, take action, and demonstrate progress on these topics. By using this roadmap, companies can help ensure that their commitments, policies, activities, monitoring systems, and reporting and disclosure practices reflect common agreed norms and specifications. This facilitates the achievement of strong environmental, social, and governance (ESG) performance by companies and the recognition of such performance by buyers, financiers/investors, civil society groups, consumers, and other stakeholders. Such recognition confers a range of business advantages, including increased access to markets and finance, reduced risk, and improved image and brand equity.

Use of the Framework to guide supplier engagement and supply chain management also helps strengthen and streamline business-to-business (B2B) transactions around ethical supply chains – for instance, by helping to align market expectations of commodity buyers and standardize B2B monitoring and reporting processes. This standardization fosters greater efficiency and effectiveness, especially in sectors where there are many-to-many relationships between suppliers and buyers.

For more information on the Framework’s application for different types of companies, please visit the pages for producers and processors, traders, retailers and manufacturers, and financial institutions.

2. How can other kinds of organizations use the Framework? 

While supply chain companies are central actors in the transition to ethical supply chains, many other stakeholders are essential for enabling, supporting, and incentivizing progress in addressing deforestation, conversion, and human rights violations. See the pages for financial institutions, civil society organizations, governments, and local producers and communities to learn more about how these groups can use the Framework to develop and strengthen public policies for ethical supply chains, establish robust monitoring and accountability systems, support the implementation of ethical supply chains on the ground, achieve responsible lending or investment objectives, strengthen the voice of those affected by commodity production, and other applications.

3. What topics does the Framework address? Why does it not address all dimensions of sustainability?

The Accountability Framework focuses on a set of critical environmental and social topics that are most commonly included in company supply chain commitments and for which clarity on implementation and monitoring is most urgently needed. These topics include the protection of forests and other natural ecosystems, as well as respect for human rights, especially workers’ rights and the rights of indigenous peoples and local communities.

The Accountability Framework initiative (AFi) recognizes that there are many other important sustainability issues related to agriculture and forestry, such as increasing production efficiency, reducing the risks and impacts of pesticide use, and protecting water resources. In the future – depending on demand and stakeholder feedback – the Framework may be expanded to address additional topics such as these. For now, however, companies are strongly encouraged to address these other important issues by applying or participating in other standards, partnerships, and initiatives focused on these topics.

4. Which stages of commodity supply chains does the Framework address?

The Framework addresses the role of all companies and other producers that are associated with the production or trade of agricultural or forestry commodities – whether through their own operations, sourcing of materials, or financing. This includes raw material producers and primary processors, traders, manufacturers, retailers, and financial institutions.

The Framework focuses on social and environmental impacts associated with the supply-base level, i.e., agriculture and forestry production units, primary processing facilities, and the landscapes and communities in which they are situated. Environmental and social issues associated with operations at supply chain stages beyond production and primary processing, such as shipping or manufacturing, are not included within the scope of the Framework.

5. Can a company commit to or apply parts of the Framework without using all of it? 

The AFi coalition advocates for the adoption of all elements of the Framework that are applicable to a given company or organization. However, it is also recognized that some companies may choose to make progress in a stepwise manner, working toward best practices over a period of time. For companies that are still working toward responsible supply chains, the Framework offers a structured approach to pursue progressive improvement in their policies, systems, practices, and performance, and to demonstrate progress along the way.

6.  Can a company be certified or verified against the Accountability Framework? 

The Accountability Framework is not a compliance standard or certification system, so it is not possible to be certified or verified against it. Companies that wish to demonstrate their use of and alignment with the Framework are encouraged to do so by:

• Using the self-assessment tool to assess their supply chain commitments, policies, and implementation systems against applicable elements of the Framework 
• Reporting progress in accordance with the Operational Guidance on Reporting, Disclosure, and Claims, including through the use of existing reporting standards and platforms that are aligned with the Framework.
• Submitting a summary of their experience applying the Framework to improve responsible business practices to be featured on the AFi website; see this page for more information. 

7. Can a company make claims related to its use of or alignment with the Accountability Framework?

Companies are encouraged to publicly communicate their support for the AFi and their use of the Accountability Framework in guiding how they set, implement, and monitor their supply chain commitments. Doing so can help the company demonstrate to stakeholders that its policies and practices are aligned with the Framework’s consensus-based expectations for responsible business. It can also help accelerate broader adoption of the Framework and demonstrate its value to all parties that are working to mainstream ethical supply chains. 

Companies interested in communicating about their use of the Framework are invited to submit a summary of their experience to be featured on the AFi’s website; see this page for more information. Companies may also communicate their use of the Framework in other ways, provided that such communication adheres to the AFi’s policy on communications and claims to ensure that it is clear and truthful. 

Separate from or in addition to communications about their alignment with the Accountability Framework, many companies wish to make statements or claims about progress toward their supply chain commitments. Companies are encouraged to follow the Framework’s Operational Guidance on Reporting, Disclosure, and Claims to help formulate claims that are clear, credible, and supported by appropriate publicly reported information.

8. How does the Accountability Framework address the differing roles and responsibilities of different supply chain actors (e.g., producers, traders, and downstream companies) with respect to ethical supply chain commitments? 

The principles of the Accountability Framework are relevant to all companies that produce or source agricultural or forestry commodities. Details within these principles and their corresponding guidance help users determine how each element pertains to their specific supply chain roles.

Generally, upstream supply chain actors (e.g., producers, primary processors, and some traders) hold primary responsibility for executing “on the ground” functions, such as land use planning and management, management of labor practices, and ensuring respect for the rights of indigenous peoples and local communities. Downstream companies should work with their suppliers (e.g., via supplier codes, incentives, support, and monitoring) to ensure that these functions are carried out in accordance with the company’s supply chain goals. 

Downstream companies that purchase commodities generally hold primary responsibility for supply chain management functions, such as traceability and risk assessment, but may require cooperation from their suppliers to fulfill these functions – for instance, by furnishing information on the environmental and social performance of purchased materials. 

Ultimately, each company is responsible for determining the actions it must take to achieve and demonstrate progress or compliance related to its supply chain commitments and other obligations. Each section of the Framework provides further information to help make these determinations based on a company’s supply chain roles, business scope, and context.