Mondelez International
Mondelez International, Inc., a leading global snacking powerhouse, is headquartered in the United States and operates extensively across North America, Europe, and Asia. Founded in 2012, following the spin-off from Kraft Foods, Mondelez has quickly established itself in the food industry, focusing on biscuits, chocolate, gum, candy, and powdered beverages. The company boasts an impressive portfolio of iconic brands, including Cadbury, Oreo, and Toblerone, each known for their unique flavours and quality. Mondelez's commitment to innovation and sustainability has positioned it as a market leader, with notable achievements in product development and consumer engagement. With a strong emphasis on snacking trends, Mondelez International continues to shape the future of the global snack market.
DitchCarbon Score
How does Mondelez International's carbon action stack up? DitchCarbon scores companies based on their carbon action and commitment to reducing emissions. Read about our methodology to learn more.
Industry Average
Mean score of companies in the Food Product Manufacturing industry. Comparing a company's score to the industry average can give you a sense of how well the company is doing compared to its peers.
Industry Benchmark
Mondelez International's score of 74 is higher than 86% of the industry. This can give you a sense of how well the company is doing compared to its peers.
Let us know if this data was useful to you
Mondelez International's reported carbon emissions
In 2024, Mondelez International reported total greenhouse gas emissions of approximately 30,470,000,000 kg CO2e. This figure includes 875,000,000 kg CO2e from Scope 1 emissions, 372,000,000 kg CO2e from Scope 2 emissions, and a significant 29,223,000,000 kg CO2e from Scope 3 emissions. In comparison, the previous year, 2023, saw total emissions of about 33,422,000,000 kg CO2e, with Scope 1 at 826,000,000 kg CO2e, Scope 2 at 447,000,000 kg CO2e, and Scope 3 at 32,149,000,000 kg CO2e. Mondelez has set ambitious climate commitments, aiming for net-zero greenhouse gas emissions across its entire value chain by 2050. Near-term targets include a reduction of absolute Scope 1 and 2 emissions by 50.4% by 2030 from a 2018 base year, alongside a 30% reduction in absolute Scope 3 emissions within the same timeframe. Additionally, the company is committed to reducing absolute Scope 3 FLAG (Forest, Land, and Agriculture) emissions by 36.4% by 2030 and achieving no deforestation in its primary deforestation-linked commodities by the end of 2025. Long-term goals include a 90% reduction in absolute Scope 1 and 2 emissions by 2050, as well as a 90% reduction in absolute Scope 3 emissions. These targets are aligned with the Science Based Targets initiative (SBTi) and are designed to support the global effort to limit warming to 1.5°C. Mondelez's emissions data and climate commitments reflect its proactive approach to sustainability and its role in the food and beverage processing sector, headquartered in the United States.
Unlock detailed emissions data
Access structured emissions data, company-specific emission factors, and source documents
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | 2024 | |
|---|---|---|---|---|---|---|---|
| Scope 1 | 873,000,000 | - | - | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 |
| Scope 2 | 848,000,000 | - | - | 000,000,000 | 000,000,000 | 000,000,000 | 000,000,000 |
| Scope 3 | 32,864,000,000 | 00,000,000,000 | 00,000,000,000 | 00,000,000,000 | 00,000,000,000 | 00,000,000,000 | 00,000,000,000 |
Industry emissions intensity
Location emissions intensity
Reduction initiatives & disclosure networks
Companies disclose and commit to reducing emissions to show they are serious about reducing emissions impact over time. They can also help a company track its progress over time.
Mondelez International is participating in some of the initiatives that we track. This may change over time as the company engages with new initiatives or updates its commitments. DitchCarbon will update this information as it becomes available.
