Sustainability Report 2011
INNOVATIVE, ECO-EFFICIENT AND SOCIALLY RESPONSIBLE
contents
Declaration of control of GRI Message from the chairman of the board of directors TASA in figures About this report Business profile Economic management Strategy and relationships Environmental management Social management The Principles of the Global Pact Independent verification report GRI Index
5 6 10 14 26 30 48 70 90 94 99 100
Sustainability Report 2011
5
1.1
message from the chairman of the board of directors Within only nine years of its formation, TASA has become the leader in the production of fishmeal and fish oil and in the industry benchmark as a generator of confidence. Undoubtedly this fills us with pride, since we have achieved it thanks to the application of good environmental, social, labor, production, accounting and legal practices, and always respecting our values. The year 2011 was very satisfactory, since we were able to double the supply of fish reaching 1.14 kilos per inhabitant and we received important prizes that became an incentive to continue working on our
Sustainability Report 2011
consolidation as a world class company. We were distinguished as an innovative, eco-efficient and socially responsible company by prestigious entities such as the Universidad Peruana de Ciencias Aplicadas (UPC), the Ministry of the Environment (MINAM in Spanish) and the Asociación Perú 2021. Since the commitment to our stakeholders and the sustainability of the marine resources are the two central themes of our business culture and strategy; we work in a committed manner, strengthening the business capacities of the communities where we are present; concerned for the professional and personal growth of each one of our employees; striving to maintain excellent relationships with our shareholders, creditors, ship owners, suppliers and the State, and offering of course, the highest quality products to our clients. With regard to sustainability and as part of our initiatives in the care and preservation of the environment, during the reported period we invested more than US$ 42 million in technological infrastructure and innovation with a direct and indirect effect on the protection of the surroundings. Our main milestone, was to conclude the installations of fishing effluent treatment systems in all of our plants, complying in advance with the goal of the MPL (Maximum Permissible Limits) in force from the year 2013 according to Supreme Decree N° 010-2008 PRODUCE which approves the MPL. We have consolidated our social responsibility as part of our management model and each year –through our strategic planning– we prioritize and review the projects, prioritizing those that contribute to the sustainable development of our stakeholders. Another commitment that we have in TASA is to stimulate the consumption of fish and promote healthy eating. In this manner we launched onto the market our «Omegaburger Kontiki», a hamburger based on anchovy pulp, which in just a few months has been able to position it-
self in Peruvian homes, mainly preferred by children. We also carried out 6 «CamioneTASA» campaigns in the different communities where we operate, offering products such as mackerel, horse mackerel and anchovy at an accessible price, benefiting more than 60 thousand persons. In TASA we are convinced that the protection of the health and safety of our employees is one of the commitments for the integral development of the company. Therefore we began the strengthening of our Culture and Leadership in Occupational Safety and Health with the advice of a prestigious global company, recognized for its high safety and health standards in the workplace. In order to enrich the information included in this fourth sustainability report, two dialogue panels were held in Lima and Chimbote, with the participation of 30 representatives of our stakeholders. In these events we collected their expectations and perceptions regarding our social, economic and environmental performance. Furthermore, TASA ratifies its commitment to the principles of the Global Pact that it has adhered to since 2009. Finally I would like to express my thanks to all of the members of TASA, who deploy all their efforts to meet the challenges that we have established to achieve the consolidation of TASA as a model company on a global level.
Cordially
Pedro Brescia Cafferata
7
2011 TASA in figures 3 prizes obtained
in areas of sustainability: 1 for integral eco-efficiency, 1 for innovation in nutritional products and 1 for social responsibility with clients.
US$ 417
million
destined for payments to local suppliers which represented 95% of the total.
Sustainability Report 2011
US$ 701 thousand invested in
sustainable projects with the community and actions for their wellbeing.
14 plants in
the coastal zone (86% SD) and 5 distribution centers in the highlands of Peru.
1.15%
less raw material to produce one ton of fishmeal.
Participation of
25.15% in fishmeal export as the
US$ 71 million, in
annual sales for human consumption, tripling the sales of 2010.
More than 60 thousand persons
benefited in national campaign to promote the consumption of fish.
leading fishmeal exporting company.
42
More than US$ million invested
in environmentally friendly technological infrastructure and innovation.
32,749
hours of training
with an average of 11 hours per employee.
3,486 employees distributed along the entire Peruvian coast, form a part of TASA.
1.14 kilos of fish
per inhabitant as a result of which we doubled the supply per inhabitant in the internal market.
9
3.1
3.3
3.6 3.7
3.8
Sustainability Report 2011
about this report This sustainability report covers the period included between January 1 and December 31, 2011. This is the fourth documents that TASA publishes annually with this name and the fifth of this nature if we consider the social report of 2007. The information included in this document covers all of our business units (14 fishmeal and fish oil plants, one frozen goods plant, one shipyard and five distribution centers). We have not excluded any relevant operation or economic, environmental and social matter relevant in terms of reportability.
Sustainability Report 2011 121 indicators reported – 100% of the total that include:
3.2
All the indicators of general information 09 indicators of economic performance 30 indicators of environmental performance 40 indicators of social performance “A“ Self declared “A“ Third Party Checked “A“ GRI checked
Sustainability Report 2010 114 indicators reported “A“ Self declared “A“ Third Party Checked
Sustainability Report 2009 107 indicators reported “B“ Self declared “B“ Third Party Checked
Sustainability Report 2008 Prepared under the GRI methodology 84 indicators reported “C” Self declared
Social Report 2007
11
3.9
As in the last editions, we use the protocol guides of the Global Reporting Initiative for the report of performance indicators because they permit the enrichment of the requested information and because they adapt to the information that we have in our company. For the development of the profile indicators, we have used internal management documents such as our last annual report and official institutional information.
• The sources of information used are the results of management of the different areas of TASA originating from our information and management control systems (SAP, EBOSE, QLICKVIEW) as well as the reports from the different management areas. • With regard to the evaluation methods applied, they continue to be similar in form to the sustainability report of 2010. • The preparation of this report has been led by the Head of Social Responsibility and Communications who systemized the information presented by all the areas of TASA.
HOW WE PREPARED THIS SUSTAINABILITY REPORT 3.5
1º We diagnosed • In this phase we consulted, through the various networking channels, the information expectations of our stakeholders in terms of reportability. In this period we had an important experience organizing two dialogue panels with representatives of influential actors for our company for the purpose of collecting contributions to enrich this document. • On this same line, we also carried out an online survey among our stakeholders such as State representatives,suppliers, clients, employees and the community. Those surveyed emphasized that the subjects that TASA must deal with in the 2011 Report are those related to the social and environmental performance. • We also analyzed other sustainability reports of national and foreign companies for the purpose of incorporating innovations into ours.
2º We collected • The feedback received from our stakeholders and the revision of trends in reportability on a national and global level enable us to present the subjects to be reported. • Among the priority issues, after this process, we have: the sustainability of the fishing resource, the relationship with the communities of our environment and the performance in environmental matters. • We requested information from all of our management areas, according to their management scopes. We analyzed and processed the information ensuring that it responds to the GRI indicators and to the matters of our sector, such as environmental initiatives, actions with the surrounding communities and transfer of good practices in the chain.
3º We drafted • We present a friendly structure which covers all of the aspects to be informed in the report. • We prioritize the contents according to the importance of the most preponderant matters for our company and sector. • We produced the contents and drafted the texts which develop the indicators.
Sustainability Report 2011
business profile We are a fishing company that is innovative, eco-efficient and socially responsible
WHO WE ARE In TASA we are dedicated to extracting, transforming and commercializing hydrobiological resources for direct and indirect human consumption, with an orientation towards quality and added value. We also provide shipyard services for the construction, maintenance and repair of naval vessels. The fishmeal and fish oil business –where we are leaders on a global level- has been consolidated. Currently, it focuses its efforts on orienting its strategy towards the obtaining of products with a greater added value.
Sustainability Report 2011
2.1
2.2
Culture of innovation and sustainability In order to respond to the new scenarios of the sector, in 2011 we have reformulated our mission and vision, highlighting a focus on the elaboration of products with a greater added value from the marine resources based on research and innovation. Vision To be a world class company, leader and innovator in the sustainable exploitation of marine resources for nutritional purposes.
Mission
4.8
Provide the world marine food and ingredients of high quality and added value, in harmony with the community and the environment. Values Likewise, our values were updated and aligned with the new organizational philosophy, and their wording was simplified to make them easy to remember.
VALUES Integrity
We act ethically, seriously and reliably.
Integral Development We are committed to safety, learning and the improvement of our quality of life.
Excellency
We are innovators and continuously improve our processes, quality and technology.
Sustainability We are responsible in the use of natural resources and respectful towards the environment and the communities where we operate.
15
We belong to the Breca Business Group, one of the most important investors in Peru, which is the main shareholder of TASA. The shareholding structure is the following: TASA’s Capital structure, 2011
2.6
Shareholder
Shares
Percentage
Inversiones Breca S. A.
987,635
99.996%
Minority shareholders
38
0.004%
OUR BUSINESS UNITS Indirect Human Consumption
2.3
We operate with 14 fishmeal and fish oil plants distributed along the coast with an installed capacity of 1,779 MT/h.
2.5 Drying system
2.8
N° of plants
SD FAQ
Installed Capacity (MT/hour)
12
1,480
2
299
Human Consumption Frozen fish plant located in Callao, with an installed capacity of 520 MT/day and a storage capacity of 14,500 MT in our cold storage.
Fishing We have a fleet of 86 vessels of which we only operate with 51 since they are the most efficient. We have 14 vessels with refrigeration systems (RSW) for human consumption guaranteeing an optimum supply of fish.
Shipyard We have a shipyard in Chimbote that provides construction and repair services for own and third party fishing vessels on a national and international level.
Sustainability Report 2011
TASA’s presence in Peru
Paita - 100 mt/hour Parachique - 50 mt/hour
Cajamarca
Malabrigo - 214 mt/hour
Shipyard Chimbote - 226 mt/hour
Samanco - 60 mt/hour Supe - 80 mt/hour VĂŠgueta - 140 mt/hour
Cuzco
Callao Norte - 225 mt/hour Ayacucho
Frozen Plant - Callao
Andahuaylas
Juliaca
Pisco Norte - 100 mt/hour Abancay Pisco Sur - 139 mt/hour Atico - 141 mt/hour Steam Dried (SD)
Frozen Plant
Fair Average Quality (FAQ)
Shipyard
Distribution Center
Authorized distributors
Matarani - 140 mt/hour
Ilo - 58 mt/hour
Ilo - 80 mt/hour
*Distribution center: Abancay, Andahuaylas, Cajamarca, Cuzco and Juliaca. **Authorized distributors: Ayacucho.
2.2
OUR PRODUCTS AND MARKETS
2.7 TASA commercializes its products in the five continents (See Our products in the global market). On a national level: it has 5 distribution centers (cold storage) in the highlands of Peru that supply the Andean highland population. We registered a new world record of 430,177 MT in the production of fishmeal and 93,541 MT of fish oil. TASA is the leader of the national fishing industry,
representing in 2011 25% and 23% of the exports of fishmeal and fish oil, respectively. We also occupied the first place in the industry in exported volume in 2011, exceeding 30 thousand tons. Furthermore, we are the main fish trader on a national level and actively promote its consumption due to its high nutritional value.
17
Productive chain of TASA
PR1
Unit Indirect Human Consumption
Human Consumption
Process Type
Product
Direct heat drying (FAQ) Fishmeal and Fish Oil Steam Dried Imported product (commercialization in the national market)
Jurel (horse mackerel) and Mackerel (Whole, HG, HGT)
Freezing in plates
Anchovies (Whole, HG, HGT) and Mahi mahi (fillet and portions), Horse Mackerel and Mackerel.
Freezing of Brine
Anchovies (Whole, HG, HGT).
Canning process (Cooked and raw)
Filets of Whole Mackerel and Bonito (RO1000, RO550, 1/4 club) Whole Anchovies (RO1000, RO550, 1/4 Club, Big Tinapa) Whole Horse Mackerel (1lb tall) Grated Mackerel and Anchovies (1lb tall, 1/2 lb tuna). Omegaburger
Naval Repair and Modification
Constructed, Modified or Repaired Naval Vessels or Artifacts
Shipyard Naval Construction
The products that we manufacture have the highest quality standards for indirect human consumption (raw fishmeal and oil). At TASA, we have modern equipment that maintains a controlled temperature and an efficient process that transforms the anchovies (raw material) into the highest quality fishmeal. Likewise, we produce fish oil rich in Omega 3 with low levels of acidity, dioxins and polychlorinated biphenyls (PCB). We have physicochemical laboratories equipped with state of the art technology that guarantees the samples in the different stages of the productive processes, with the objective of correcting deviations to take the corrective actions in real time that guarantee the quality of the product.
Sustainability Report 2011
In the following table we detail the evaluation processes that the products are subjected to, in each stage of their lifecycle:
Evaluation processes of TASA’s products Yes Development of the product concept
X
R+D
X
Certification
X
Fabrication and production
X
Marketing and promotion
X
Storage, distribution and Supply
X
Use and service
X
Elimination, reutilization or Recycling
No
X
The packaging of the fishmeal is carried out with bags that comply with the certification of approval of packaging/ containers for the maritime transport of dangerous merchandise that the General Direction of Port Authorities and Coast Guards demands from our suppliers. PR3
The labeling of our products contains the following information required by the Technological Institute of Peru:
Information on TASA’s labels Yes Origin of the components of the product or service
X
Safe use of the product or service
X
No
Markets 2.7
TASA exported its fishmeal production to 19 countries, especially China, Germany, Chile and Japan. In total, we attended to 65 clients between importers, traders, end users and manufacturers of animal feeds. TASA’s exports represented 25.15% of the national exports of Fishmeal and Fish Oil.
Fishmeal markets, 2011 Destination China Germany Chile Japan Turkey Greece Australia Spain Canada Taiwan Others TOTAL
% 52.70 16.49 7.60 4.69 4.44 3.55 1.95 1.69 1.49 1.47 3.93 100.00
Frozen markets, 2 Destination Nigeria Ghana Cameron Brasil Cuba South Africa Spain Others TOTAL
19
Canada Taiwan Others TOTAL
Nigeria Ghana Cameron Brasil Cuba South Africa Spain Others TOTAL
1.49 1.47 3.93 100.00
2.7
We led the export of fish oil, with a participation of 23.26%.
Fish oil markets, 2011 Destination Chile Denmark Belgium Spain Australia Japan Norway China Others TOTAL
We were first in the export of frozen fish, with more than 30 thousand tons placed.
Frozen markets, 2011 Destination Nigeria Ghana Cameron Brasil Cuba South Africa Spain Others TOTAL
% 42.14 25.89 12.76 7.86 3.02 1.52 2.10 4.71 100.00
In the case of canned fish, sales were US$ 6,5 million, mainly focused on the markets of Brazil and Spain, Sri Lanka, United States and Canada. TASA occupied the fourth place in the ranking of exporters with more than 2 thousand tons.
ets, % 30.44 22.66 19.72 10.38 5.41 5.16 2.38 1.86 2.00 100.00 Sustainability Report 2011
% 30.44 22.66 19.72 10.38 5.41 5.16 2.38 1.86 2.00 100.00
Canned good market, 2011
2.7
Destination Brasil Spain Sri Lanka Haiti Congo Others TOTAL
% 50.60 14.70 12.77 7.41 7.36 7.15 100.00
Sale of Anchovy in the national market
Anchovy market by distribution center, 2011 Destination Callao Juliaca Cusco Licitaciรณn Andahuaylas Abancay Pucallpa Cajamarca TOTAL
% 59.86 12.24 7.71 7.65 7.16 3.16 2.16 0.06 100.00
This year the production of anchovy for consumption continued to grow, with improved distribution.
Anchovy market by distribution center, 2011 Destination Callao Juliaca Cusco Licitaciรณn Andahuaylas Abancay Pucallpa Cajamarca TOTAL
% 59.86 12.24 7.71 7.65 7.16 3.16 2.16 0.06 100.00
*Distribution center: Abancay, Andahuaylas, Cajamarca, Cuzco and Juliaca. **Authorized distributors: Ayacucho.
Shipyard 2011 represented a year of growth for the TASA Shipyard since it exceeded by 24% sales to third parties compared to 2010. This is explained by the diversification of the Shipyard services, to segments such as the construction of flat-bottomed freight boats and metalworking services. Furthermore, the modification of three anchovy vessels to sardine vessels for Mexican clients stands out; as first provision of services to international clients.
21
Our products in the global market, 2011
2.7
Holland Belgium
Spain
United States
Canada
Germany
Italy
Cuba
Denmark France
United Kingdom
Norway Slovenia Greece
Haiti
Brasil Chile
Cape Verde
Colombia Guatemala
Sustainability Report 2011
Honduras
Venezuela
Uruguay
Ivory Coast Ghana
South Africa
Turkey
Poland
Bulgaria Romania
China
Korea Japan Taiwan Egypt
Hong Kong
Australia
Philippines
Thailand
Indonesia Nigeria
Congo
Sri Lanka
Gabon
Vietnam
Fishmeal Germany Australia Belgium Canada Korea Chile China Denmark Spain United States Philippines France Greece Holland Hong Kong Indonesia Italy Japan United Kingdom Taiwan Turkey Vietnam
American Samoa
Fish oil
Frozen
Canned Fish
Australia Belgium Canada Korea Chile China Denmark Spain United States France Guatemala Netherlands Honduras Norway Japan Taiwan Venezuela
Brasil Bulgaria Cape Verde Ivory Coast Cuba Egypt Slovenia Spain United States Nigeria Ghana Italy Poland Republic of Congo Romania South Africa Tailand
Brasil Canada Colombia Spain United States Haiti United Kingdom Republic of Congo American Samoa Sri Lanka Uruguay
23
SUCCESS STORIES Innovation for the nutrition of Peru For a long time this resource was destined, almost exclusively, to the industrial manufacturing of fishmeal and fish oil. Aware of its great nutritional potential, of the benefits in the prevention of diseases and thanks to our business vision, we created our division of Human Consumption so as to be able to bring this gastronomic treasure to thousands of Peruvians in the neediest zones of our country. Furthermore, we strengthened our management of quality, research and development in order to create innovative products based on anchovy so that the population would become familiar with its nutritional properties and in this manner achieve its acceptance.
Sustainability Report 2011
Innovative products AnchoveTASA and Omegaburguer Kontiki are two high value products for our industry produced with the star resource of our ocean: the anchovy. • In 2008 we placed on the market AnchoveTASA Kontiki (frozen anchovy), which is the first great step to make the industrial input into a nutritional product for consumption and that can ensure the feeding of thousands of Peruvians. • AnchoveTASA Kontiki complies with one of the basic premises of social responsibility: «win – win». The clients at the base of the pyramid are benefited by having access to a quality product and a high nutritional content; and TASA, through this value added product, is expanding the demand for human consumption. • To this effort we added a new product launched in March of 2011 «Omegaburger Kontiki», hamburger prepared based on the anchovy. This product began its commercialization in the self-service, supermarket chains in Lima and Cusco, and in our distribution centers in Abancay, Andahuaylas, Cajamarca, Cusco and Juliaca.
The nutritional contribution The nutritional value and the energy content of the anchovy convert this natural resource into one of the most important ones of our country, thanks to its high content of Omega 3, essential oil conformed by DHA and EPA which confer various health benefits: • EPA: eicosapentaenoic acid is a fatty acid that protects the blood vessels, that helps prevent cardiovascular diseases (elevated triglycerides, cholesterol, arterial pressure, and thrombosis), inflammatory illnesses (rheumatoid arthritis, psoriasis, etc.) and auto immune disorders. • DHA: docosahexaenoic acid is considered the most beneficial fatty acid among the Omega 3, because it optimizes mental functioning (learning ability), in this sense it helps the development and formation of the brain, as well as, the retina of the fetus. In the same manner, it reduces the triglyceride levels in the blood and reduces the risk of cardiac conditions.
Consumption promotion activities • We had an outstanding participation in different national fairs such as Expoalimentaria, Mistura and the Week of the Peruvian Sardine. • In 2011 the campaign «Llegó la CamioneTASA con lo mejor del mar para tu casa» (The TASA Truck is here with the best of the ocean for your home), contributed to the promotion and consumption of the anchovy in the localities of Samanco and Chimbote (Ancash) and Puerto Nuevo (Callao). • In the same manner, to join forces we promoted various joint activities with the authorities of the sector.
25
economic management With regard to the Peruvian fishing activity, in 2011 the fishing sector grew 30.66% according to the figures of the INEI. This growth was driven by the additional capture of anchovy, which increased by 110%. Likewise, the landing of resources for human consumption increased by 17.4%, mainly due to the increased landing of horse mackerel and mackerel. 2.8 EC1
As of December 31, 2011, the company had assets totaling US$ 974.8 million, which increased by 11% compared to the year 2010. Fixed assets (net of depreciation) represent a total of US$ 519.2 million. 2011 was a year of important economic results: • We obtained a profit of US$ 82.5 million (107% more than the profit of 2010). • Net sales rose to US$ 596.5 million (24% more than the previous year). Of this total, the sales of fishmeal and fish oil represented 87.4%. • In the case of frozen fish, we obtained first place in exports on a national level, with a participation of 10.81%. • A landing of 79,652 MT of fish was registered, which was an increase of 19.8 times compared to the previous year; of the 74,665 MT of horse mackerel and mackerel that were received, 69% was destined to the processing of frozen fish, explained by the greater profitability of the product and 16% to the sale of fresh fish and 8% to the production of canned goods.
Sustainability Report 2011
TASA in figures, 2011 Financial Data Sales (MM $) Total investments* Payment to national suppliers (MM $) Payment to international suppliers (MM $) Payroll ** Financial expenses (MM $) Payment of taxes (MM $)
Dollars (US$) 596´469,344.00 42´888,941.91 440´337,814.92
EC1
20´321,338.42
EC3
44´547,916.84 11´840,025.00 35´157,700.00
*Information of CAPEX (Capital Expenditures) includes projects, direct purchases, replacement of assets, capitalized maintenance value of plants and nets. **This amount includes the payment of social benefits to our employees.
PRODUCTS FOR HUMAN CONSUMPTION In 2011 79,652 MT of fish were received. This landed volume represents a growth of 19.8 times compared to the year 2010, an increase mainly explained by the high presence of horse mackerel and mackerel. TASA’s Production for Direct Human Consumption, 2010-2011 Production
2010 Horse Mackerel/ Mackerel
Fresh (MT)
283
113
580
3,717
Frozen (MT) Canned (boxes)
Tunas
209
Mahi Mahi
2011 Anchovy
TOTAL 396
43
To optimize the profitability of the landed resource the frozen process was prioritized over fresh and canned sales. In the case of the anchovy 62.3% was destined to the manufacture of frozen products, among them the AnchoveTASA and Omegaburger Kontiki (hamburger produced based on the anchovy), and the rest was destined to the manufacture of canned goods. During the year 2011 51,084 tons of frozen products were produced. Likewise, 392,097 boxes of canned goods were produced through outsourcing.
Horse Mackerel/ Mackerel 11,853
Tunas
Mahi Mahi
Anchovy
Squid
16
826
1,078
48,085
434
14,670
18,967
349,532
3,908
TOTAL 11,868
108
895 38,657
1,562
51,084 392,097
Commercialization TASA has been promoting its human consumption unit and the commercial results accompany this effort: • Annual sales in 2011 rose to US$ 71 million, three times more than in 2010. The sales of frozen products represent 80% of the human consumption business. • The national distribution network of frozen fish was expanded with the opening of a new distribution center. • The commercialization of the Omegaburger Kontiki began in March in the main selfservice facilities and distribution centers. • In 2011, TASA was able to double the supply per habitant in the internal market, reaching 1.14 kilos as shown in the following table: Sales in the local market, 2009-2011 Products
2009
2010
2011
Fresh
1,664
396
13,173
Frozen
13,245
15,169
18,576
Canned
1,172
167
1,315
TOTAL
16,082
15,733
33,065
0.55
0.54
1.14
Supply per inhabitant (kgs)
27
ÂŤPreviously we knew nothing about the anchovy, now my daughter asks me for it every week. I am very happy that this delicious fish is being sold in Cusco thanks to TASA, I recommend my fellow countrymen to consume it because it is good and makes us healthyÂť. Martha Guizado Nina
Sustainability Report 2011
29
strategy and relationships We establish assertive relationships with our stakeholders based on commitments and a common development vision. TASA is characterized by its strict ethical behaviour, commitment to the safety and development of its workers, the satisfaction of its clients and a focus of sustainability. We promote a culture of high performance and continuous improvement under a management model that guides the assurance of sustainability.
Sustainability Report 2011
SUSTAINABLE DEVELOPMENT FOR TASA In TASA, the focus of sustainable development has as framework –in addition to our vision, mission and values- our management policy, the code of conduct and ethics, our risk management system and the relationship with our stakeholders.
Management policy 4.8
Our guidelines establish: • Satisfying the needs of our clients • Providing safe products and high quality services • Acting as a responsible company with its natural resources and stakeholders • Preventing environmental contamination, the occurrence of injuries, diseases and unlawful activities • Promoting the participation, consultation and integral development of the personnel. • Complying with the applicable regulations, standards and committments. • Continuously improving and innovating products, processes and technology. TASA takes into action the strategy of sustainability through the formulation of strategic objectives and projects by means of its strategic map. A self-evaluation of the model is carried out annually, and as a result of this process the best practices are incorporated.
Self-evaluation of the TASA Management Model 1000
589
626
546 500
477 418 384
0
SUSTAINABLE FISHING
1.2
The catches of Peruvian anchovy (Engraulis ringens) support the world’s most important fishing, and as such have an important role in the national economy. This fishing is considered as one of the best managed according to the University of British Columbia1. In recent years the management strategy of the fishing of Peruvian anchovy, which is exercised by the Peruvian state, is in harmony with the ecosystem focus concepts and adaptive management of the fishing companies. For this a series of measures have been enacted that intend to ensure the sustainability of the marine resources that are the object of extraction, which includes the establishment of minimum catch sizes, minimum sizes of the nets that comprise net fishing tackle and tolerable catch percentages of non-targeted species. In the specific case of the fishing of anchovy, actions were taken such as the approval of the Maximum Catch Limits per Vessel (Law Decree 1084). Additionally prolonged bans are established that protect the spawning seasons and regional closures that are established to protect the recruitment of the species. From a point of view of control and follow up, two independent certifying companies (SGS, CERPER) are in charge of registering and verifying the catches and sizes in all the unloading points. Additionally the Instituto del Mar del Perú (IMARPE) deploys observers in plants as well as in vessels of the industrial fleet for the purpose of collecting additional information which is integrated with that which is obtained during onboard prospections of their scientific vessels. The systems and methods that IMARPE uses enable it to establish the demographic abundance and composition of the different species, and based on these analyses it applies models the results of which include, among others, the permissible catch quotas. Alder, J. y D. Pauly, (2008). Aggregate performance of countries in managing their EEZ. (pp.3-12). En J. Alder y D. Pauly (eds.). A comparative assessment of biodiversity, fisheries and aquaculture in 53 countries. Exclusive Economic Zones Fisheries Centre Research Reports 16(7), Fisheries Centre, University of British Columbia [ISSN 1198-6727].
1
2006
2007
2008
2009
2010
2011
31 Ilo
97,1 %
TASA is totally identified with the objectives and concepts of sustainability and for that purpose internal policies and procedures have been identified oriented towards achieving a performance in accordance with the Mission and Vision of the company. For this, a training program for onboard personnel is being developed, which includes aspects related to the safety, health, good environmental practices and the gathering of information regarding interactions and indications of the functioning of the ecosystem. In this last case one of the objectives is that of complying with the IFFO Certification conditions issued by the Global Trust company since the year 2009, but above all to gather data that is useful for a better Fishing Management in TASA, and that are eventually shared with scientific entities such as Imarpe. The internal regulations that are of obligatory compliance onboard all of TASA’s vessels are the following: • Not carrying out fishing activities within the 5 mile limit, in restricted or preserved zones and in Protected Marine Areas, as established by the current regulations. (General Fishing Law - N° 2597 and current legislative decrees at the beginning of the season). • Respect the norms regarding minimum catch sizes and the maximum authorized percentages of other species. (General Fishing Law - N° 25977 and current legislative decrees at the beginning of the season). • It is prohibited to overload the vessels. (General Fishing Law - N° 25977). • Contaminating practices such as the emptying of holds or bilges in the bay are prohibited. (General Fishing Law - N° 25977 and International Agreement of MARPOL). • Respond for the safety of the personnel, requiring that the crew carry out its work and fishing tasks with the personal and safety protection equipment. (Law of Safety and Health in the workplace - N°29783). • Obeying unrestrictedly the prohibition of the transport or consumption of alcohol and drugs on board, as well as the
Sustainability Report 2011
transport and use of explosives in fishing activities. • Carry a fishing log that records in a regular manner and in real time the detection of interactions with species of superior predators (birds, seals, dolphins and records related to plankton and fish as they are observed in the acoustic systems of the vessels). • Carry out all the necessary actions to free without damage all the species of marine fauna that may be accidentally caught during the fishing operations (seals and marine mammals in general, marine birds and turtles). • Declare the departure and arrival of the vessels through a maintenance log (PDM) through the estimated stock of fuel to maintain a control of the consumption and as a preventive measure in the case of leaks or spills.
ETHICS We have a Code of Conduct and Ethics, used by the different levels of our organization, which establishes the principles and norms that regulate the behaviour of our employees. The main norms are related to discrimination, anti-corruption measures, harassment or agression by gender, age, color, religion, physical condition, or political affiliation. Some of its aspects are related to: • Due dilligence (adequate profesional care and honesty in the performance of duties). • Conflict of interest. • Apropriate use of goods of the company. • Confidentiality of information. • Compliance of laws and regulations. There is a compliance committee of this Code that is composed of the Senior Management Advisor, the General Manager, the Central Administration and Finance Manager, the Human Resources Manager, the Legal Manager and the Audit Manager. In compliance with the dissemination schedule of the Code of Conduct and Ethics, in 2011, we focused on sensitizing the Fishing personnel carrying out four daily events in Pisco, Callao and Lima. As a
4.8
HR3
from the network 1.4% 3,407.4 tCO²e 4.9% 191,514.7 GJ
5%
result we were able to train 46% of our crewmembers (526 employees between crew, skippers, machine operators and 95% machine engineers). SO3
During the year 2011 no complaints have been received regarding the non-compliance of these considerations. Percentage of participation of the fishing personnel in the diffusion of the Code of Conduct and Ethics Skipper and First officer Engineers and motor operators Crew
72.82% 16.79% 50.71%
The following indicators are measured annually in this area of ethics and prevention of cases of corruption: • Compliance of the annual dissemination plan of the Code of Conduct and Ethics. • Understanding of the Code of Conduct and Ethics. • Questions related to the perception regarding the ethical conduct of the managers in the labor climate survey. All the stakeholders have the e-mail lineaetica@tasa.com.pe at their disposal so that they can carry out their doc-
umented complaints. The complaints National Suppliers regarding the violation of the code of Foreign Suppliers ethics are handled by the Compliance Committee, assigning a person responsible for investigating the facts and the decisions are made based on these conclusions, which are sanctioned in accordance with the Internal Work Regulation and the existing legal provisions. In 2011 we have received seven complaints for irregularities in four of the 20 localities in which we operate. These are being analyzed by the Internal Audit Committee, and after the corresponding investigations the corrective actions will be taken.
Cons
SO4
Additionally we have corporate policies originating from the Grupo Breca, which we belong to, and which include subjects of corporate finances, internal, legal audit and strategic planning, among others, that regulate our actions in sensitive matters. Since the formation of TASA no member of the senior management has committed an ethical offence nor has the company been linked with morally incompatible actions.
Anti-corruption measures Additionally, in TASA we have the Internal Audit committee which is responsible for ensuring the risk management, of the internal control systems and the compliance of the regulations.
SO2 4.4
33
In the same manner, to prevent incidents of corruption and unlawful activities in our operations, 58% of our employees and workers were trained in accordance with The Norm and the International Standards of the Management System in Control and Safety according to the certification of the Business Alliance for Secure Commerce (BASC). The main course taken was that of Risks and awareness regarding hazards.
Legal data 2.7 PR9 EN28 SO8
At all times we seek to comply faithfully with the laws and norms that regulate us. In the labor area we did not receive significant administrative fines for non-compliance of the socio-labor norms resulting from inspection visits. We received 81 infringements equivalent to 315 UIT, which correspond to the noncompliance in our vessels and operational areas, which at the closing of the period are in the process of apeal. At the closing of this period no fines or sanctions were reported with regard to environmental norms.
Safety and human rights HR8
Sustainability Report 2011
In TASA the safety and surveillance systems are sensitive subjects, therefore we have established measures so that they do not come into conflict with the respect for human rights: • By mid 2011, we began working with J&V Resguardos, a Peruvian company that offers private surveillance services, recognized on an international level for its good practices in the management of human talent. The company has the certifications of OHSAS 18001:2007, ISO 9001:2000, ISO 14001:2004; likewise, it constantly trains its personnel in Human Rights. • There are 190 private surveillance agents in the different units on a national level, for whom two training sessions have been carried out per year regarding our Safety Policy and its procedures. A compliance of 96% of this task was recorded. • As internal policy, we do not allow the use of weapons by the security agents in all of
our institutions for the purpose of protecting the life of our employees. For this year 2012, this training program will be maintained and it will be more demanding in the compliance of risk safety.
RISK MANAGEMENT The risk management structure, which applies to 100% of the business units, has as a base the Board of Directors and the Management of the Company, who are responsible for identifying and controlling the risks in coordination with other areas: • The Board of Directors is responsible for the general focus for risk management. • The Central Administration and Finance Management, through the Planning area, carries out the identification and updating process of the risks on an annual basis with the different areas of the company and supports the establishment of concrete mitigation actions for each risk; such as monitoring by means of indicators, procedures, training, etc. The implementation of these actions is verified by the Planning and Risk Coordinator, there is an annual work schedule. • The risks identified during the previous process serve as input during the analysis and diagnosis phase of the strategic planning, and allow the identification of threats that are later considered in the design of the strategic projects. • The Control Management is responsible for the revision and approval of the procedures of the company to make sure that there are adequate financial controls. • The Internal Audit area is responsible for supervising the functioning and realiability of the internal control systems and the administrative and accounting information. It is also responsible for supervising the financial information and significant facts presented by the Company. The processes of the Company are monitored 100% by Internal Audit, which ana-
4.11 SO2
4.9
EC2
lyzes the adaptation of the procedures as well as their compliance. Internal Audit discusses the results of its evaluations with the General Management, and reports its findings and recommendations to the Board of Directors of the Company. During the year 2011 the preparation and dissemination of the Crisis Management Plan and Business Continuity Plan was completed. These documents are a guide to facing situations that may affect the operations and/or reputation of the company, establishing action plans and assigning the parties responsible for their implementation. The Company is exposed to market, credit and liquidity risks. The independent process of risk control does not include business risks such as climate changes in the environment, technology and industry. These are monitored by the commercial management, central administration and finance management and general management and through the strategic planning process of the Company.
CORPORATE GOVERNANCE The organs of governance comprise the General Shareholders Meeting and the Board of Directors, which meets on a monthly basis with Senior Management. Furthermore, TASA has an Executive Committee, formed by four directors, who are in charge of analyzing and approving the strategic planning and investments prior to the presentation of the Board of Directors; and who no longer assume a direct executive function inside the company. It is highlighted that the Executive Committee and the Board of Directors receive advisory support from a Corporate Center.
4.1 4.2, 4.5
2.7 4.3 LA13
The board of directors The Board of Directors is responsible for the strategic direction of the Group and for the undertaking of new projects and investments. It has established measures to maintain high ethical levels and control the compliance of the corporate laws, norms and policies in all of the levels of the organization. Additionally the Code of Conduct and Ethics of TASA includes measures to avoid conflicts of interest that apply to all of the employees of the company.
Organizational structure
4.6
2.3
The Senior Management, headed by the General Manager comprises 15 managements. The organization has a matrix structure, with 4 Business Managements and 11 Managements that provide support to them. The functions and responsibilities of the managements are described in the profile and functions manual of the organization. The performance evaluation of the Senior Management is carried out with the Success Factors software, based on two aspects: commitment and competencies. The incentive system for the Senior Management is defined based on the performance achieved in both aspects.
4.10 4.7
35
4.9
4.4
Performance management and evaluation committees For the adequate management and evaluation of the performance of the company the following committees have been established that meet on a monhtly basis: • Central Management Operations Committee • Central Management Fishing Committee • Human Consumption Committee • Commercial Committee • Quality Committee • Innovation Committee • Research and Development Committee • Committee of Compliance of the Code of Conduct and Ethics • Audit Committee • Information Technology Committees • Legal Committee • Social Responsibility Committee • Administration and Control Committee • Planning and Management Committee • Human Resource Committee • Physical Safety Committee • Occupational Health and Safety Committee Through these committees the employees have the opportunity to propose to their Area Manager the inclusion of any relevant subject regarding social, economic and environmental aspects.
Sustainability Report 2011
Organization chart
General Manager Carlos Pinillos Advisor of General Management José Rainuzo
2.3
Central Fishing Manager Dereck Zimmermann
Central Operations Manager of HandAP Édgar Aroni
Manager of Human Consumption Business Vacant
Business Manager of Omega Oil David Matthews
Central Manager of Administration and Finance Gonzalo De Romaña Quality, Research and Development Manager Javier Igarashi Commercial Manager Gustavo Ferreyros
Internal Audit Manager José Carlos Peñaloza (I.) (I.) Interim Audit Manager
Central Manager of Administration and Finance Gonzalo De Romaña
HR Manager Vacant
Logistics Legal Comptroller IT Manager Manager Manager Manager Roberto da Cruz Javier Moarri Claudia Bianchi Ernesto Cabrera
Central Fishing Manager Dereck Zimmermann
Maintenance Manager Ignacio Agramunt
Shipyard Manager Vacant
Fishing Manager Juan Bellido
37
4.14 4.15 4.16 4.17
RELATIONSHIP WITH STAKEHOLDERS Our stakeholders, established, described and prioritized jointly with the managements, reflect the actions of the most important agents of the industry and of their relationships with the surrounding environment.
Who are they? The criteria to identify them were those of power or their level of influence, perception, communication and flexibility in relation to the management of the company. Any change in the definition of the stakeholders has a direct impact on the strategic objectives, therefore this stage is subject to the approval of the Senior Management, which reviews and approves the changes annually.
Visit of clients to the TASA Callao industrial complex, at the time of the 2011 Annual Conference of IFFO – the International Fishmeal anf Fish Oil Organization.
Sustainability Report 2011
TASA’s stakeholders Macro stakeholders
Sub groups
1. Shareholders
There are no sub groups
2. Financial creditors
There are no sub groups
3. Ship-owners
Preferential and Temporary Skippers Specialists (Machine Eng., pilots)
4. Employees
Employees Workers Crew CH Selectors
5. Community
Paita Plant
Paita
Parachique Plant
Sechura
Malabrigo Plant
Rázuri
Chimbote Plant
27 de Octubre
Samanco Plant
Samanco
Shipyard
Huanchaquito
Supe Plant
Supe
Vegueta Plant
Caleta de Vegueta
Callao Norte Plant
Márquez
Callao Sur Plant
Bolognesi
Pisco Plant
Pisco Playa / Pueblo / San Andrés
Atico Plant
Atico
Matarani Plant
Matarani / Mollendo
Ilo Plant
Ilo
Shipyard Indirect Human Consumption (by sales volume) 6. Clients
Construction Repair Category A Clients Category B Clients Institutional
Local frozen and canned
Wholesale Supermarkets
Foreign frozen and canned Fresh Local Governments Ministry of the Environment 7. State
Ministry of Labor Ministry of Production Ministry of Social Inclusion Suppliers of Services
General and Specialized Inputs
8. Suppliers
Suppliers of Goods
Spare Parts Assets International
39
Expectations of the stakeholders: Shareholders
World class management and results
Creditors
Compliance of commitments
Shipbuilders
Long term relationships and mutual benefit
Clients
See table Expectations and Requirements of Clients (see P6)
Workers
Occupational development, safety and health
Communities
Respect for the environment and the fishing resources, social responsibility
State
Compliance of norms
Suppliers
Long term relationships and mutual benefit
Strategic commitments with the stakeholders:
Sustainability Report 2011
Clients
Exceed the expectations of the clients with the quality of our products and service levels.
Employees (Workers)
Employees motivated by and committed to the objectives and values of TASA, in a friendly and safe environment that promotes their professional and personal development.
Shareholders
Shareholders very satisfied with the management of the company and the results achieved.
State
To be recognized as a company that complies with the current tax, labor, sector, environmental, local norms, among others.
Shipbuilders
Shipbuilders satisfied with attractive conditions and mutually beneficial relationships oriented towards the long term that enable the company to obtain a stable quota over time.
Suppliers
Generate mutually beneficial relationships with serious suppliers, who satisfy the needs of the company and are satisfied with the compliance of our commitments.
Creditors
Financial creditors satisfied with the compliance of our commitments, who value TASA as a preferred client with optimum conditions.
Communities
The society and the communities where we operate recognize us as a company that is serious, socially responsible and respectful of the environment and the fishing resources.
How do we relate? One of our main management tools is the dialogue process with our stakeholders, since it permits the understanding of their perceptions and expectations and makes possible the establishment of common objectives. We assume the commitment to provide the greatest and most transparent information to all the stakeholders to disseminate our image as a sustainable company. During the last two years we have been implementing spaces for open dialogue with our main stakeholders: suppliers, ship-builders, authorities through participative methodologies that permit the collection of information regarding interests, expectations and opportunities based on previously identified key issues.
The subjects that are a constant concern for the majority of our stakeholders are those related to the protection of the environment, social inclusion, permanent communication, sustainability and the generation of business opportunities in the communities where we operate. This process has contributed to the taking of joint actions supported by the stakeholders, such as activities promoted by the local authorities or other entities for the purpose of promoting social, economic and environmental development. Based on these experiences, we reoriented and formalized our communication channels and intervention processes in each stakeholder group, renewing and strengthening our commitments and challenges.
Matrix of Technical communications media Classification of Technical Media Primary or permanent media: Main communications media that have an established publication frequency.
Target Audience
Name of the Communications Medium
Periodicity
Collaborators: Employees, Workers and Crew
RevisTASA
Bimonthly
Institutional and regulation documents
Upon initial entry
Collaborators: Employees and Workers
TASA te Comunica
As required
Collaborators: Employees
Intranet
Permanent
Community, Ship-builders, Clients, State and Suppliers
ComuniTASA Bulletin
Quarterly
All the Stakeholders
Sustainability Report
Annual
Annual Report Website: www.tasa.com.pe
Permanent
Website: www.kontiki.com.pe Social Network: Facebook / YouTube TASA Support media: Promote and facilitate the feedback of TASA’s various publics.
Suppliers
Satisfaction survey at licitaciones@tasa.com.pe
Semiannual
Clients
Satisfaction survey at tasa.surveys@tasa.com.pe
Annual
Clients
Contact E-mail: sales@tasa.com.pe
As required
All the Stakeholders
Reports or complaints: lineaetica@tasa.com.pe
Potential media: Prepared as required, respond to specific activities of TASA and have the purpose of obtaining a high impact in a short time.
Collaborators: Employees, Workers and Crew
Leaflets, brochures, banners, flyers, videos, among others
Collaborators: Employees and Workers
Flyer of entries, promotion and exits
Collaborators: Managers and Heads
Legal Bulletin
Clients, Community and State
Leaflets, brochures, banners, flyers, videos, radio spots, ads, among others
Press
Press releases, news articles, infomercials, among others.
As required
Flyer of creation, elimination, reinforcement or change of dependency of a position According to publication of interest
As required
41
Dialogue Panels with our stakeholders For the first time TASA incorporated a new practice in the management of the dialogue with our stakeholders for the purpose of improving their report preparation process. 2 dialogue panels were held to gather the information expectations of the stakeholders. One of them was carried out in the city of Chimbote and the other one in Lima and they brought together a total of 30 key actors for TASA originating from local and institutional stakeholders. In order to ensure the independence of the feedback received, these panels were conducted by an independent consultant and were carried out in facilities that did not belong to our company. Those present at these meetings agreed that the Report is an example of the transparency of our company and of its sustainability management. Furthermore, they recommended the use of attractive formats for all the stakeholders and the insertion of additional environmental information and emphasizing the vision of community development for the areas of influence.
Dialogue panel in Chimbote
Finally, these spaces also served for the participants to put on the agenda some aspects that interest them related to the sector as well as current subjects. Likewise, we have used other mechanisms for the collection of suggestions regarding the sustainability report. A survey was carried out among 232 persons including representatives of the State, suppliers, clients, employees and community where 26% qualified the sustainability report 2010 as excellent, 63% qualified it as good, and only 11% qualified it as average.
Sustainability Report 2011
Dialogue panel in Lima
HR2
Management of the relationships with our suppliers At present the competitive companies base themselves on the efficient management of their supply chain, therefore our logistical practices seek to extend a focus of continuous improvement to our suppliers. In 2011 in TASA we continued with the registration process of suppliers through a specialized certifying company, in which we validated the following aspects: • Financial situation and legal obligations • Operating capacity • Quality management • Safety, health and environment • Commercial management • BASC (Business Alliance for Security Commerce) System • Social responsibility This certification also included questions related to the compliance of the ten principles of the Global Pact of the United Nations. The performance of the suppliers is permanently evaluated through compliance indicators related to the opportunity and reliability of the material and/or service. In the case of a single supplier, we seek to optimize the good and/or service received, supporting its growth and seeking long term alliances. Identification of opportunities for improvement in the chain The work of registration of suppliers enables the weaknesses and opportunities for improvement in the different suppliers to be determined. Once this diagnosis is carried out, TASA can define how it can support them in the improvement of their productive or organizational capacities. The purpose will always be to ensure compliance with labor obligations and environmental norms. In this way, we strengthen our chain and the industry standard is raised. As a result of this process, in the year 2010 we registered 230 suppliers (130 renewals
and 100 new participants); and to date in 2011 we have registered 125 suppliers (65 renewals and 60 new participants). Supplier survey Satisfaction surveys are applied, as well as the EBOSE tool which informs them of the purchase processes in their different stages, payments to their bank accounts, ensuring and accelerating the communication. For the purpose of getting to know the satisfaction level of the suppliers, a survey was carried out in which 84% of satisfaction was obtained, 5 percentage points more than last year. This channel is a demonstration of our interest in collecting the perceptions of one of our most relevant stakeholders and which, in many cases, become strategic partners. Purchases and local suppliers We have the policy of prioritizing purchases through local suppliers2 for goods and logistical services, in this way we ensure a prompt and efficient supply.
EC6
• In 2011 we closed purchase contracts with our most representative suppliers. In this way, we simplified the purchase process and foster the loyalty of suppliers considered strategic. These contracts include human rights clauses such as the prohibition of forced labor, child labor, discrimination, among others. • We have an Internet site so that the suppliers can access their account statement, the payments carried out, status of orders as well as new orders. We are about to work with them on quotation requests or invitations to tenders. • In 2011, the payments to suppliers totaled US$ 437 million 552 thousand, of which 417 million 258 thousand US$ were directed to local suppliers* and 20 million 294 thousand to foreign suppliers:
*
In Tasa, local suppliers refer to national suppliers.
43
Petroleum R500
Natural gas 16% 37,770.9 tCO²e 17% 672,523.6 GJ
Electricity acquir Electricity acquired from the network 1.4% 3,407.4 tCO²e 4.9% 191,514.7 GJ
* Gigajoules
Number of Suppliers according to origin, 2011
5%
National Suppliers
95%
SO3
Foreign Suppliers
Safety system As entrepreneurs we face the difficult • The product heads were also trained as container inspectors certified by BASC. challenge of carrying out safe exports, which require the implementation of • TASA attenuates the applicable risk in the logistical chain of international trade, obrigorous control and safety measures. and is to maintain containing Our specificSkipper objective 72.82% the certification of the processes First officer and installations of the Fishing-Fleet and in trol over the operations and activities, the Shipyard of Chimbote in 2011, becomthrough Engineers training and and awareness 16.79%in the motor operators ing the pioneers in obtaining this certificaBASC Norm and Standards for all of the tion in South America. personnel who work in our facilities. 50.71% Crew • In 2011 the administrators were trained • For 2012 it is planned to form a group of instructors as trainers in prevention of in the interpretation of the BASC norm, drug consumption, carried out in Cedro tobeing accredited as internal auditors of gether with BASC Peru, in the north, center the norm, by the World BASC Organizaand south of Peru, so as to create awaretion, with a compliance of 100% with a ness in the personnel of the plant. theoretical and practical evaluation of the personnel.
Sustainability Report 2011
SO4
For a better control of processes, where the necessary actions are verified and taken to improve the system, the following indicators that are evaluated on a monthly basis were established: • Inventory of SAC/SAP. • Compliance of deployment program of BASC objectives. • Percentage of compliance of the norm in internal audits. • Percentage of compliance of the norm in external audits carried out by BASC Peru. The following table shows the compliance results of the risk safety system:
Proactive indicators in compliance of The Risk Safety System 2011 Plant
Percentage
Ilo
97.1%
Astillero
96.8%
Atico
96.2%
Vegueta
95.6%
Malabrigo
95.1%
Consumo Humano
94.8%
Callao Norte
94.7%
Matarani
93.9%
Flota Pesca
93.5%
Samanco
93.0%
Pisco Norte
92.7%
Pisco Sur
92.6%
Supe
91.0%
San Isidro
90.8%
Chimbote
90.4%
Callao Sur
90.2%
Paita
90.2%
Parachique
90.1%
We have mitigated the applicable risk in the logistical chain of international trade, achieving the certification of the processes and installations of the Fishing-Fleet and in the Shipyard of Chimbote in this year 2011, becoming the pioneers in obtaining this certification in South America.
45
Management of the relationships with our clients In TASA we maintain close relationships with our clients based on trust and respect and that is based on knowing their concerns, interests and opinions to improve our products. • Our concern is to provide the highest quality and safety standards of our products, preventing, minimizing, and/or eliminating the occurrence of unlawful activities, environmental contamination and occupational incidents. • We ensure the sanitary quality of our products, applying and guaranteeing good manufacturing practices in all the activities involved. • We maintain a close coordination with the client with regard to the labeling laws and norms of the country of destination and of Peru, to assure the correct commercialization and distribution of the products. Customer satisfaction TASA has a Client Listening System through which it obtains, processes, analyzes and delivers information regarding its clients and the market and the main objective of which is to obtain information that can be used in decision making at all levels. This system includes current and potential clients, both in the national as well as the foreign market.
PR5
For the purpose of getting to know the degree of satisfaction of our clients we carried out surveys in our three business units (Direct Human Consumption, Indirect Human Consumption and Shipyard). In 2011, the satisfaction surveys recorded the following results: Degree of satisfaction of TASA’s clients, average 2010-2011 Average 2010
Average 2011
Direct Human Consumption
97%
90%
Indirect Human Consumption
89%
87%
Shipyard
89%
96%
Business unit
Sustainability Report 2011
The Commercial Management is responsible for our marketing strategy which defines the products, prices, markets and promotions. Our company is not affiliated to any organization that promotes social responsibility in marketing communications. No incidents were reported related to the non-compliance of regulations of the marketing communications, privacy and leaking of personal data of clients. The client can report any complaint or observation by means of an email and/or verbal means which are recorded in a control system to resolve them in the short term. The requirements and expectations of our clientes are: Market Local
Abroad Products
Frozen products
Fishmeal
Fresh products
Fish Oil
Canned fish
Frozen products
Fish Oil
Canned fish Refined oil (Omega 3)
Requirements and expectations of the client Homogenous quality
Homogenous quality
Safety
Safety
Traceability
Traceability
Continuous supply
Prompt delivery
Pleasant treatment
Shipping documents on time and without errors
Prompt attention
Adequate shipping information Pleasant treatment Prompt attention
PR6
PR7 PR8
2.10
AWARDS FOR OUR ACHIEVEMENTS IN SUSTAINABILITY Business Eco-efficiency Prize 2011 – Ministry of the Environment (MINAM in Spanish) In June of 2011, TASA was awarded first place in the category «Integral Ecoefficiency» of the important «Business Eco-efficiency Prize 2011» issued by the Ministry of the Environment (MINAM in Spanish). This prize symbolized the effort and initiative to contribute to the care of the environment and ratifies our commitment to work in harmony with all of our stakeholders.
Business Creativity Prize 2011 Universidad Peruana de Ciencias Aplicadas (UPC) Omegaburger Kontiki, hamburger with high nutritional value produced from anchovy, made us the winners in November of the «Business Creativity Prize 2011» in the category «Food and Nutritional Products». This recognition is due to the fact that it is a highly nutritional product, easily prepared, with great acceptance among children, adults, pregnant mothers and public in general and with an accessible price. It should be stated that TASA also won the same prize in 2009 with AnchoveTASA Kontiki.
Social Responsibility and Sustainable Development Prize – Asociación Perú 2021 TASA won the second place in the «Social Responsibility and Sustainable Development Prize», granted by the «Asociación Perú 2021» in the category «Clients of Large Companies», thanks to our project «AnchoveTASA, committed to the nutrition of our Peru». This distinction was granted thanks to a series of actions that we have been developing to promote human consumption of anchovy, informing the population regarding its nutritional benefits and in this manner improving the quality of life of thousands of Peruvians.
47
environmental management
Sustainability Report 2011
Our environmental management is focused on reducing the impact of our activity on the environment.
INVESTMENT WITH A POSITIVE IMPACT ON THE ENVIRONMENT
We have an Environmental Management System with ISO 14001 certification and we ascribe to international standards such as the Global Standard for the Responsible Supply of Raw Material, among others, for the purpose of taking care that our environmental practices contribute to the sustainable development of the environment.
We must highlight that, during the year 2011 we completed the transformation of our fishmeal and fish oil plants in Chimbote and Malabrigo; passing from FAQ (direct drying) to the use of clean technologies under the Steam Dried system, in order to comply exhaustively with environmental norms and ensure that we do not damage the ecosystem.
EC8
The tangible benefits of this new technology are: the reduction of emissions, water consumption, petroleum and improvement in the quality of meal and oil. Similarly, we concluded the installations of the fishing effluent treatment systems in all our plants, complying in advance with the goal of the MPL (Maximum Permissible Limits) established for the year 2013 according to Supreme Decree N° 010-2008 PRODUCE which approved the MPL.
EN26 EN30
Additionally, and in compliance with this norm, we installed an outfall in Samanco for the purpose of emptying the effluents of our plant in that locality outside of the bay, which demonstrates our high degree of commitment to the care of marine biodiversity of that area. All of this, together with other efforts and initiatives with a direct and indirect effect on the protection of the environment demanded in 2011 an investment of US$ 42 million in infrastructure and innovation, which we detail below:
Investments in infrastructure and technological innovation, 2011 Unit Paita
Name of the project Recovery system of solids from the pumping water for the compliance of the permissible limits. Installation of pump in the flat-bottomed boat to optimize the pumping of fish.
Parachique
Recovery system of solids from the pumping water for the compliance of the permissible limits.
Malabrigo
Expansion of the steam dried plant from 76 MT/hr to 214 MT/hr.
Chimbote
Steam dried plant of 226 TM/hr.
Samanco
Installation of outfall for pumping of effluents treated outside of the bay. Installation of disinfection equipment for the treatment of effluents.
Supe
Recovery system of solids from the pumping water for the compliance of the permissible limits.
Vegueta
Recovery system of solids from the pumping water for the compliance of the permissible limits. Recovery system of solids from the pumping water for the compliance of the permissible limits.
Callao Norte
Callao Sur
Pisco Norte
Installation of positive displacement pump in the flat-bottomed boat to reduce the amount of pumping water. Effluent neutralization system. Installation of positive displacement pump in the flat-bottomed boat to reduce the amount of pumping water. Recovery system of solids from the pumping water for the compliance of the permissible limits. Installation of dissolved air reactor for the fat recovery cells. Installation of dissolved air reactor for the fat recovery cells.
Pisco Sur
Installation of positive displacement pump in the flat-bottomed boat to reduce the amount of pumping water. Recovery system of solids from the pumping water for the compliance of the permissible limits.
Atico
Treatment of plant cleaning effluents. Expansion of the capacity of the treatment plant of domestic residual waters. Recovery system of solids from the pumping water for the compliance of the permissible limits.
Matarani
Installation of positive displacement pump in the flat-bottomed boat to reduce the amount of pumping water. Recovery system of solids from the pumping water for the compliance of the permissible limits.
Ilo
Expansion of the steam dried plant to 55 M r. Installation of positive displacement pump in the flat-bottomed boat to reduce the amount of pumping water.
49
In this way, during the second season, we completed the installation of the solid recovery system in the pumping water (PAMA) in all of our plants (except in that of Callao Sur), as shown in the following table:
Similarly, we continue working on the optimization of the secondary recovery process, achieving a reduction of 20% in the processing cost of the pumping water compared to the year 2010 Additionally, there were various investigations to reduce the odors, particulate material and other gaseous emissions, as well as tests with new processes to obtain products based on anchovy with a greater added value.
Implementation of TASA’s PAMA by plant, 2010-2011 Plant
2010
2011
Paita*
X
Parachique*
X
Malabrigo
X
Chimbote
X
X
Samanco
X
X
Supe
X
X
Vegueta
X
X
Callao Norte
X
X
Pisco Norte* Pisco Sur
EMISSIONS, EFFLUENTS AND SOLID RESIDUES
X
One of our concerns is to reduce the emissions in our operations, which is why we have been using natural gas in the plants of Callao Norte, Callao Sur and Paita since 2009.
X X
Matarani*
X
Ilo*
X
EN20
Principal emissions
X
Atico
EN18
*The implementation of the PAMA system was completed in the second season of 2011.
Diagram of PAMA of pumping water Sea effluents
Clarifier ASR
Solids filter Trommel
1st stage of fat recovery Fat trap 150 m
2nd stage of fat recovery
Centrifugal pump
Environmental separator
Homogenizer system
Equalizing tank
Passing TK Passing TK
DAF 01
Passing TK
Screw pump
FeCl3
Coagulant 1
ASR
Sustainability Report 2011
FeCl3
Organic
Coagulant 1
Coagulant 2
Flocculant 1
Flocculant 2
In the same manner the consumption ratio of industrial petroleum R 500 has been reduced in 2011 compared with 2010, obtaining savings of 439,262 gallons. This is equivalent to 4,602.51 tCO2e. Consumption of petroleum in TASA plants, 2010-2011 Year
Reduction in gallons versus ratio of previous year (%)
Ratio
Fishmeal (MT)
Savings in gal
2010
42.42
0.45
142,123
64,616
2011
41.07
1.36
323,585
439,262
With effect from 2011, samples were registered to establish a base line, reflected in the following plants: Base line of emissions in TASA plants, 2011 Particulate material (PM10, PM2.5) (kg)
Industrial Petroleum
NOx (kg) 4,002
—
Parachique
X
10,408
19,505
Malabrigo
X
—
—
Chimbote
X
—
—
—
Samanco
X
—
—
2,640
Supe
X
22,392
106,916
35,692
Vegueta
X
30,791
106,172
72,719
50,274
318
6,236
Plants
Natural gas
Paita
X
Callao Norte
X
Callao Sur
X
2,711
SOx (kg)
—
68 5,936 —
272
Pisco Norte
X
155,238
106,831
180,131
Pisco Sur
X
147,754
377,233
171,023
Atico
X
78,433
219,311
83,778
Matarani
X
53,969
107,169
62,150
Ilo
X
—
—
—
(*) Due to intermittent fishing, monitoring of emissions in the plants of Malabrigo, Chimbote and Ilo was not carried out.
The measurements carried out in the boilers confirmed that less Sox and particulate material is generated with natural gas than with Residual 500 fuel. In the case of the Shipyard, there was a semiannual monitoring of the evaluation of air quality to control the pollution generated by the sanding process and the sound pressure emitted.
Our results comply with what is established by the Environmental Quality Standards (S.D.N° 074-2001-PCM) of which the maximum permitted value for Particles less than 10 microns is of 150 ug/m3 and 80 Db.
51
Environmental monitoring of the TASA Shipyard, 2010-2011 Indicators Air Quality (ug/m3) External sound pressure (Db)
2010
2011
2nd semester
2nd semester
25
40
150
60-62
56-68
80
Reference Level
In both years, we complied with what was established, on a large scale below the reference level.
Other emissions EN19
In the year 2011 we recorded a reduction in the ratio of the emission of substances that deplete the ozone layer (Eq CFC-11: chlorofluoro carbide) in comparison with the year 2010. Emission ratio of substances that affect the ozone layer, 2010-2011
EN17 EN29
Emissions
2010
2011
Grams Eq CFC-11 Diesel/ MT of Fishmeal
0.15
0.12
Grams Eq CFC-11 Petroleum R500/ MT of Fishmeal
0.12
0.05
Grams Eq CFC-11 Natural gas/ MT of Fishmeal
0.01
0.02
340 MT of carbon dioxide (CO2) were calculated to be produced by the mobilization of the personnel of our plants, considering as a base that for every kilometer travelled 120g. of CO2 are generated. A figure less than the 373 MT of CO2 produced during the year 2010, due to the reduction of plants.
Effluents EN21
Sustainability Report 2011
The main effluent of the fishing industry is the pumping water, mixture of sea water and fish that contains an organic load of solid and fats. This effluent is treated through filtration, flotation and dehydration systems. This mixture is discharged through outfalls to deeper areas with the objective of preserving the species that constitute the marine biodiversity.
In 2011, as a result of the installation of the recovery system of solids in the pumping water (PAMA) in all of our plants (except in that of Callao Sur), we were able, in the second season to comply with the MPL of oils and fats, and Total Suspended Solids (TSS) which will come into force with effect from the year 2013. (see the following table). Total levels of effluents discharged in our plants, 2010-2011
Total discharged volume (m3)
2010
2011
1´238,805
2´650,585
Compliance in TASA plants with maximum permissible limits of effluents, 2010-2011 Parameters
Plants
Registered limit 2010
Paita
0.011%
Parachique
0.004%
Malabrigo
Percentage oils and fats in effluents
0.02%
0.017%
Samanco
0.06%
0.030%
Supe
0.13%
0.009%
Vegueta
0.12%
0.005%
Callao Norte
0.13%
0.004%
0.01%
0.004%
Atico
0.01%
0.006%
Matarani
0.002%
Ilo
0.003%
Paita
0.08%
Parachique
0.05%
0.15%
0.035%
0.25%
0.070%
0.20%
Chimbote
0.14%
0.19%
Samanco
0.12%
0.11%
Supe
0.29%
0.06%
Vegueta
0.27%
0.07%
Callao Norte
0.11%
0.11%
Pisco Norte
0.04%
Pisco Sur
0.07%
0.03%
Atico
0.01%
0.13%
Matarani
0.10%
Ilo
0.04%
Paita
3.86%
0.62%
Parachique
3.03%
0.42%
Malabrigo
2.27%
0.90%
Chimbote
1.49%
0.79%
Samanco
0.60%
0.76%
Supe
1.24%
0.07%
Vegueta
1.43%
1.65%
Callao Norte
1.72%
0.63%
Callao Sur
0.93%
Pisco Norte
1.60%
0.17%
Pisco Sur
0.36%
0.05%
Atico
2.15%
0.40%
Matarani Ilo
2015
0.012%
Pisco Sur
Malabrigo
DB05 Biochemical Oxygen Demand
2013
0.020%
Chimbote
Pisco Norte
Percentage of total suspended solids in effluent
Maximum Permissible Limits
2nd Season 2011
There are no regulated limits
There are no regulated limits
0.34% 1.15%
0.07%
53
Effluent content in TASA plants, 2010-2011 Parameters
2010
2011 (2nd Season)
Oils and Fats (%)
0.17
0.01
Total Suspended Solids /%)
0.67
0.09
DBO5(%)
1.48
0.56
Contents of oils and fats in effluents 0.16%
Maximum Permissible Limits 2013: 0.15%
0.16% 0.14%
Maximum Permissible Limits 2013: 0.15%
0.14% 0.12% 0.12% 0.10% 0.10% 0.08% 0.08% 0.06%
2nd Season 2011
0.004 0.004
MPL 2013
2nd Season 2011
0.012 0.012
0.004
0.006
0.004
0.006
0.002 0.002
0.003 0.003
Ilo Ilo
0.005
Matarani Matarani
0.009
0.005
Atico Atico
0.009
PiscoPisco Sur Sur
0.030
Norte PiscoPisco Norte
0.017
Callao Norte Callao Norte
0.017
Végueta Végueta
0.020
Supe Supe
0.004
0.020
Samanco Samanco
0.011
0.004
Chimbote Chimbote
0.00%
Maximum Permissible Limits 2015: 0.035% 0.030 0.011
Malabrigo Malabrigo
0.02% 0.00%
Maximum Permissible Limits 2015: 0.035%
Parachique Parachique
0.04% 0.02%
Paita Paita
0.06% 0.04%
MPL 2015
MPL 2013
MPL 2015
Contents of total suspended solids in effluents 0.25% 0.25%
Maximum Permissible Limits 2013: 0.25% Maximum Permissible Limits 2013: 0.25%
0.20% 0.20% 0.15% 0.15%
Maximum Permissible Limits 2015: 0.07%
0.111
2nd Season 2011 2nd Season 2011
Sustainability Report 2011
0.057 0.057
0.075 0.075
0.106 0.106
MPL 2013
MPL 2013
0.040 0.040
0.031 0.031
0.128 0.128
0.095 0.095
MPL 2015 MPL 2015
0.043 0.043
Ilo Ilo
0.111
Matarani Matarani
0.191
Atico Atico
0.191
PiscoPisco Sur Sur
0.195
Norte PiscoPisco Norte
0.195
Callao Norte Callao Norte
0.050
Végueta Végueta
0.050
Supe Supe
0.00%
Paita Paita
0.00%
0.080
Samanco Samanco
0.05% 0.080
Chimbote Chimbote
0.05%
Maximum Permissible Limits 2015: 0.07%
Malabrigo Malabrigo
0.10%
Parachique Parachique
0.10%
Our Shipyard unit carried out 2 monitorings of liquid effluents originating from the naval vessels or artifacts that enter our business units, recording the following results in recent periods: Effluent content of vessels entering TASA plants, 2010-2011 At December 2010
At December 2011
Maximum permissible values according to D.S. 0021-2009-VIVIENDA
Total suspended solids in effluents (%)
0.043
0.044
0.05
Oils and fats in effluents (%)
0.021
0.005
0.01
* Supreme decree n° 021-2009-VIVIENDA, which approved the maximum admissible values of the discharges of non domestic residual waters into the sanitary sewage system ** With regard to DBO5 this factor will have operational controls to have values within the MAVs; initially it has been stipulated that no effluent will be discharged into the sewage system until specific activities are carried out to reduce the DBO5
55
Our Efficiency in the Treatment of Solids Recovery
15.000
Due to the implementation of the Solids and Fat Recovery Systems in the 13 processing plants the benefits shown in the following diagram were obtained.
Furthermore, the following diagram 10.000 reflects the increase of ratios in tons of recovered solids versus tons of meal 5.000 production.
14.062
4.644
Volume of solids recovered in the pumping water in TASA plants, 2009-2011 (MT)
15.000
1.379 Ratio 0.000of recovery of solids per ton of fishmeal 2011 2009in TASA's2010 produced plants, 2010-2011
4.00% 14.062
10.000
3.00%
5.000
2.00%
3.27% 2.46%
4.644 0.000
1.379 2009
1.00% 2010
2011 0.00%
4.00%
3.27%
3.00% 2.46%
2.00%
1.00%
0.00%
Sustainability Report 2011
0.39% 2009
2010
2011
0.39% 2009
2010
2011
EN23
With regard to petroleum and chemicals, significant spills were not recorded. In the same manner, in this period no significant spills of effluents were reported in any of our business units. Likewise, it should be noted that all of our plants are designed so that any involuntary spillage of effluents is reprocessed, as a result of which it is treated before being dumped into the sea.
EN22
Solid residues The management and disposal of solid residues is carried out through a specialized and authorized company, in accordance with a plan based on the General Law of Solid Residues (Law Nยบ 27314). In the course of the year 2011 no leakage of solid residues was recorded as a result of our activities. Volumes of solid residues in TASA plants, 2010-2011 2010 Plants Paita
2011
Dangerous solid residues (MT)
Non-Dangerous solid residues (MT)
Dangerous solid residues (MT)
Non-Dangerous solid residues (MT)
6
216
4
90
17
148
7
133
Malabrigo
9
11
4
10
Chimbote
19
84
36
72
3
3
10
2
11
27
17
28
Parachique
Samanco Supe Vegueta
4
3
17
2
23
88
28
348
Callao Sur
1
60
17
43
Pisco Norte
17
269
30
155
Pisco Sur
42
127
42
210
Atico
54
Callao Norte
28
144
10
Matarani
2
94
62
62
Ilo
4
147
5
374
Shipyard TOTAL
18
176
26
188
206
1,598
316
1,771
57
EN12 EN13
BIODIVERSITY In our ocean there are 1,052 species of fish, of which only 150 are commercial. 400 species of crustaceans and 1,100 species of mollusks have also been identified. In terms of abundance, the most important species of our ecosystem are: the anchovy, of great fishing value, the squid and the crustacean munida. Other trans zonal species important due to their commercial value are the horse mackerel and the mackerel, highly migratory fish associated with our current systems. In TASA we assume the commitment of protecting and conserving the biodiversity of the coastal ecosystem where we carry out fishing and landing activities.
EN11 EN14 EN12
Actions We do not carry out in depth studies regarding the state of the biodiversity and the consequences of our operation on it; inasmuch as these investigations are carried out by the Instituto del Mar del Perú (IMARPE) and other regulating entities of the sector and because the impacts are produced on an industry level and not only of one operator. However, we support actions to mitigate the possible effects in this area. We operate close to some protected marine areas, such as the bays of Paracas, Samanco, Vegueta, Atico and Ilo, and are concerned about complying exhaustively with the environmental norms to assure that we do not damage the ecosystem. We state as an example the case of the plants of Pisco Norte and Pisco Sur, which are located inside the bay of Paracas with an area of 33,845m²; and that of Samanco inside the bay of the same name, with an area of 14,493.6 m²; places where significant impacts on biodiversity have not been recorded.
Sustainability Report 2011
• There is frequent testing of the industrial emitters to alert as to any negative impact that could be produced in the surrounding areas. • Among some prevention strategies to avoid our fleet operating within the protected zones, in 2011 TASA prepared a guide, describing and indicating the exact location and dimension of all the protected zones that exist along our coast which will be published in 2012. • Before the opening of each season, briefings are carried out with the captains and pilots of the entire fleet for the purpose of providing details regarding these regulations.
Protected species According to the red list of IUCN (species in danger of extinction) there are 3 species of birds, 5 species of marine turtles, 9 species of cetaceans, 8 species of dolphins and one mammal (sea otter) distributed in the Peruvian sea. • For the past two years, we keep records – thanks to the collaboration of our crewswith dates and geo-references of different marine species and birds, which are used for our fishing management as well as for scientific marine investigation. • In September of 2011 the second survey regarding the interaction between fishing and dolphins/turtles was carried out, directed only at skippers, first officers and pilots which indicated that 84% are aware that some of the species of dolphins and turtles are in danger of disappearing, 78% agree that the overfishing of anchovy would be a threat for these species and 81% are willing to collaborate, with the use of devices to prevent the accidental catching of dolphins. • Specific instructions have been given to the captains of the vessels to avoid crossings and fishing trips in the marine reserve zones, controlled by our Control Center through GPS signals.
EN15
59
Sustainability Report 2011
• In October of 2011 we began tests with special acoustic devices (pingers) to scare away dolphins. We currently have 5 vessels equipped with these devices and the immediate results have been satisfactory.
WATER EN8 EN9 EN10
Our sources of water consumption are the public network, wells and cisterns, most of the water being used in the boilers for the processes of cooking and drying of the fishmeal. In both processes the water is recycled and reused, significantly reducing the consumption from the sources of supply.
Water consumption and savings from recycling and re-use in TASA plants, 2011 Plants
Recycled + reused (m3)
Demanded (m3)
Paita
23,392
14,036
37,428
62
Parachique
12,495
17,858
30,354
41
Malabrigo Sur
40,802
9,614
50,416
81
Chimbote Norte
89,857
65,152
155,008
58
Samanco
11,447
4,280
15,727
73
Supe
58,625
66,057
124,682
47
Vegueta Callao Norte Callao Sur Pisco Norte
Total consumption (m3)
Water savings (%)
60,539
28,655
89,194
68
121,169
59,138
180,307
67
41,062
5,389
46,451
88
79,497
12,681
92,178
86
101,819
27,016
128,835
79
Atico
47,347
12,811
60,158
79
Matarani
36,548
25,339
61,887
59
Ilo
24,026
17,309
41,335
58
748,625
365,335
1,113,960
67
Pisco Sur
TOTAL
67% of the water consumption destined to the process is obtained from reuse, product of the evaporation of the water of the fish, the remaining 33% is taken from the public networks or water table, having been reduced by 3.45 % compared to the year 2010.
61
Ratios of consumption of running and recycled water in TASA plants, 2010-2011
Year
Consumption of running water (m3)
Volume of water recycled and reused (m3)
Fishmeal production (MT)
Consumption of running water/ Ton of fishmeal (m3)
Volume of water recycled and reused/Ton of fishmeal (m3)
2010
165,595
331,623
188,639
0.88
1.76
2011
365,335
748,625
430,177
0.85
1.74
In the Human Consumption unit modifications were made at the time of recording the water consumption indicators to improve the control –as a result of which we cannot establish a parallel with the previous year-, enabling us to exceed the goal established for 2011.
m3/mt of raw material received
Goal 2011
Consumption to Dec. 2011
2.22 m3/ton
2.18 m3/ton
We have 12% more green areas compared to 2010 thanks to the installation and activation of the domestic residual water plants in all our fishmeal and fish oil plants. Green areas in TASA plants, 2010-2011 Plants Human Consumption
Total green areas (m2) at Dec. 2011
645
645
Paita
2,031
2,898
Parachique
2,921
4,069
Malabrigo Norte Malabrigo Sur Chimbote Samanco Supe
980
0
2,656
2,656
664
664
2,915
3,227
370
377
Vegueta
5,389
7,389
Callao Norte
2,000
2,000
Callao Sur
1,600
1,600
Pisco Norte
3,850
3,850
Pisco Sur
3,300
3,500
Atico
Sustainability Report 2011
Total green areas (m2) at Dec. 2010
420
984
Matarani
3,891
4,000
Ilo
1,400
TOTAL
35,032
1,500 39,359
EN1 EN2
RAW MATERIAL AND MAIN INPUTS USED Business Unit: Indirect Human Consumption The main inputs and supplies used for the production of fishmeal are sacks, antioxidants purchased from a third party (see table): Inputs used for products for indirect human consumption in TASA plants, 2011 Plants
Raw material anchovy (MT)
Sacks (Units)
Antioxidants (kg) 8,767
Paita
55,694
271,017
Parachique
29,751
130,746
5,072
Malabrigo
97,148
473,390
17,170
Chimbote
213,944
1´006,724
37,747
Samanco
27,254
141,785
4,283
Supe
139,582
695,775
22,485
Vegueta
144,141
696,981
32,100
Callao Norte
288,497
1´441,905
42,690
Callao Sur
97,766
545,496
17,465
Pisco Norte
189,279
926,633
28,942
Pisco Sur
242,426
1´189,358
37,363
Atico
112,730
559,689
17,663
87,020
416,696
13,127
Matarani Ilo TOTAL
57,205
264,659
9,339
1´782,440
8´760,854
294,213
As a result of our production of fishmeal which increased 128% compared to 2010, more inputs such as sacks and antioxidants were used.
Use of inputs for products for indirect human consumption in TASA plants 2010-2011 Inputs
2010
Raw material anchovy (MT)
789,580
1,782,440
3´819,426
8´760,854
127,267
294,213
0.161
0.165
Sacks (Units) Antioxidants (kg) Ratio (kg. of Antioxidant/MT of Anchovy)
2011
Our fishmeal is packed in laminated polypropylene sacks with a capacity of 50 kg. and on occasions it is shipped in bulk at the request of the clients. The empty sacks generated (3’498,228 units) are sold to recycling companies.
63
EN1
Raw Material With regard to the anchovy raw material, we have continued with our investment plan in the meal plants to optimize the yield and efficiency.
Table of production and yield of fishmeal, 2006-2011 500.000 450.000 400.000 350.000 300.000 250.000 200.000 150.000 100.000 50.000 0
4.450 4.400
4.382
430.177 4.303 306.457
4.297
4.350 4.300
352.415
4.250
327.693
267.901
4.243
4.188
4.200 4.150
188.639 4.140
4.100 4.050
2006
2007
2008
2009
Production
2010
2011
4.000
Yield Fishmeal
The ratio of ton of raw material per ton of fishmeal was of 4.14 (obtaining an improvement deviation of 1.15% compared to 2010). This means that in order to produce one ton of fishmeal we have used 1.15% less tons of raw material for our processes.
1.15%
less raw material to produce one ton of FISHMEAL
FISHMEAL
= 1 Metric Ton
1 Metric Ton
TECHNOLOGY CLEAN
+ 4.140
4.297
Metric Tons
Metric Tons
NOW
BEFORE 2008
Sustainability Report 2011
RAW MATERIAL (ANCHOVY)
2011
Recovery of solids
Business Unit: Human Consumption Our landed volume represents an increase of 19.8 times compared to the year 2010, which is explained by the high presence of horse mackerel and mackerel. Of the total of horse mackerel and mackerel landed, 69% was destined to the processing of frozen fish, 16% to the sale of fresh fish and 8% to the production of canned goods. In the case of the anchovy, 62.3% was destined to the production of AnchoveTASA Kontiki and Omega Burger Kontiki, the rest was destined to canned goods. This year we processed other species such as Mahi mahi and Squid. The total landed and produced is shown in the following table: Discharge MT Product
2010 Horse Mackerel/ Mackerel
Fresh (MT)
288
Tunas
2011
Mahi Mahi
338
96
Anchovy
TOTAL
3,288
4,010
Horse Mackerel/ Mackerel
Tunas
74,665
Mahi Mahi
Anchovy
178
2,578
442
Squid
TOTAL
1,789
79,652
TASA’s Production for Direct Human Consumption, 2010-2011 Production MT
2010 Horse Mackerel/ Mackerel
Fresh (MT)
283
Frozen (MT) Canned (boxes)
Tunas
Anchovy
113 209
580
Mahi Mahi
2011
3,717
43
TOTAL
Horse Mackerel/ Mackerel
Tunas
396
11,853
16
826
1,078
48,085
434
14,670
18,967
349,532
3,908
Mahi Mahi
Anchovy
Squid
TOTAL 11,868
108
895 38,657
1,562
51,084 392,097
65
The materials listed in the following table were employed for this production.
Use of inputs for products for direct human consumption in TASA plants, 2010-2011 Supplies Used in Production
Unit
Base for cardboard box
Unit
2´416,454
Lids for box
Unit
2´413,945
Band
Roll
5´178,975
Plastic sleeves
2010
2011
kg
3,193
9,421
Boxes (Manual processes)
Unit
51,153
55,933
Polypropylene sacks
Unit
2,943
88,581
Poly-Film Plastic bags Polyethylene bags
kg
4,250
90,282
Unit
403,383
223,267
Thousand
18
200
Total Bags
Unit
421,603
423,323
Packing tape
Roll
1,473
5,198
Business Unit: Fleet EN27
In the reported period we recycled and reused 69% of the netting and 43% of the ropes of 15 non-operating vessels, 88% of this recovered material was used for the repair of 22 nets:
Use of inputs for the TASA fleet, 2010-2011 2010 Input
Netting (kg)
State
%
kg
%
kg
New
21
33,573
31
46,668
Reused
43
70,808
64
96,659
Recycled
36
59,787
5
TOTAL
Rope (kg)
164,169
8,120 151,447
New
39
6,621
56
16,759
Reused
35
5,559
24
7,296
Recycled
26
4,248
19
TOTAL
Sustainability Report 2011
2011
16,128
5,804 29,858
EN3 EN4 EN5 EN6 EN7
ENERGY CONSUMPTION Our main energy sources were: • Residual R500 fuel and Natural Gas used in the boilers and dryers for the production of fishmeal. • Electricity from the network in the 14 plants, Diesel B2 and Diesel B5 is only used in cases of emergency. • Diesel B2 and B5 for our vessels.
EN16 * At the beginning of the year we used Diesel B2 and in the middle of the year we began to use Diesel B5. The following table shows the percentage of emissions of CO2 versus the total energy in the year 2010 and 2011:
Power source
Total CO2 Emissions
Total Energy 2010
2011
2010
2011
Natural Gas
15%
17%
14%
16%
Diesel B3, B5
30%
27%
31%
29%
Petroleum R500
52%
51%
54%
54%
4%
5%
1%
1%
100%
100%
100%
100%
Electricity acquired from the network TOTAL
The following table shows the emission levels generated by the different energy sources in the year 2011:
Diesel 2 B2 29% 68,670.5 tCO²e 27% 1´067,933 GJ
Petroleum R500 54% 130,219.4 tCO²e 51% 2´024,603 GJ*
Energy generation Emissions of GEI Natural gas Diesel 2 B2 Petroleum R500
Natural gas 16% 37,770.9 tCO²e 17% 672,523.6 GJ
Electricity acquired from the network Electricity acquired from the network 1.4% 3,407.4 tCO²e 4.9% 191,514.7 GJ
* Gigajoules
67
The total energy produced and the emissions increased due to the increase in the production of fishmeal and fish oil in all of our plants, which consume 20% less petroleum and emit 23% less CO2 than with the direct drying system (FAQ). Thanks to the efficiency of our processes and because we prioritize production in the plants with steam drying systems, the energy consumption per metric ton of fishmeal was reduced by 9% and that of CO2 emissions per ton of fishmeal by 10%. Indices of energy and environmental efficiency in TASA plants 2010-2011
Total Energy Produced (GJ) Total Emissions (tCO2e) Total Energy (GJ) / Total Fishmeal (MT) Total Emissions (tCO2e) / Total Fishmeal (MT)
2010
2011
1´904,180
3´956,574
116,824
240,068
10.09
9.20
0.62
0.56
In the Shipyard unit the energy consumption was reduced by 9% compared to 2010, due to the change in welding machinery (single phase to three phase):
Energy consumption (GJ)
2010
2011
2,218
2,040
This energy reduction in the period of 2011 was carried out due to the change of the varplus type condensers, improving the control of energy consumption. In the Human Consumption unit the energy consumption indicators were changed to improve control, exceeding the goal established for 2011 as shown in the following table:
Energy consumption/ton of frozen products (kW-h/t)
Sustainability Report 2011
Goal 2011
Consumption to Dec. 2011
171
144
Other energy saving initiatives • A significant consumption of energy was saved with the acquisition of flat screens vs. CRT3 screens. All the computers and servers that we acquire have the Energy Star certification (international entity that promotes the good use of electricity consumption). • To optimize energy consumption automatic timers were implemented in the central air conditioning equipment and timers to control the lighting in the offices. • The communication of telephone conferences and the use of the Adobe Connect tool was improved, with the objective of reducing face-to-face meetings which reduces the emission of greenhouse gases. 3
Cathode ray screen
69
social management The geographic environment in the fishing activity is a meeting space between the community and the employees of the industry. The coastal ports and zones in Peru tend to have a fishing tradition that implies the generation of local employment but also poses the challenge of responding purposefully with alternatives of community development that transcend the extractive activity.
Sustainability Report 2011
LA1, LA13
EMPLOYEES In TASA we are characterized for promoting employment in the emerging sectors of Peru. Of our 3,486 employees –117 more than the previous year-, most of them are workers (47.96%) and crew (32.19%).
At the close of this period we have 2056 stable workers who represent 59% of our universe. We present below the distribution of stable workers by category:
Distribution by category of TASA's regular employees, 2011
The profile of our employees is based on a competency model, which has been improved during the last year; this model is aligned with the strategic pan and has established as its nucleus the values of TASA. EC7
2%
34% 23% Officers Employee Crew Worker
In TASA we seek the development of the communities, prioritizing the hiring of candidates from the area of operations with the requirement of complying with the profile of the vacant position. In the event that there are no candidates in the area according to the profile, the search begins in surrounding areas, the last alternative being the hiring of personnel from Lima who travel to the area of operations.
41%
Officers 97% Men
General characteristics of the universe of TASA employees, 2011
Criterion Gender
572 women work in TASA in 3 of the 4 work categories.
Stability
47% of our labor force is stable personnel.
Origin
Lima, Callao and Chimbote are the main cities of origin of our employees.4
Age range
The largest group of employees by age is between 30 and 50 years old.
Rotation
During 2011 15% was recorded, 27% less than in 2010.
Worker 78% Men
71% For complementary activities such as safety, cleaning, re65% pair of nets and other services, we outsource through 6 companies.
Employee 27% Women
Employee 73% Men
Crew 100% Men
Characteristics
Officers 3% Women
1.06% 18.79% 32.19% 47.96%
Worker 22% Women
71%
69%
4
Officers Employee Crew Worker
58%
35% 29%
26% 21%
18% 12% 0%
0%
15% 8%
71 Less than 30 years Between 30 and 50 years More than 50 years
Employees according to gender and category of 2% employment, 2010-2011 2010
34% Category
2011
Men
Officers
Women 23% 1
32
Employees Workers Crew
470
146
1,201
240
1,279
0
2,982
387
TOTAL
Men
Women
36 Officers 481 Employee 1,311 Crew Worker 1,122 2,950
3,369
1 174 361 0 536
3,486 41%
Distribution of employees by category and gender, 2011
Officers 97% Men
Crew 100% Men
Officers 3% Women Employee 27% Women
Employee 73% Men
Worker 78% Men
Officers Employee Crew Worker
1.06% 18.79% 32.19% 47.96%
Worker 22% Women
Percentage of employees by origin, 2011
71%
35% 29%
38 71% 17
Paita 58% Supe
8
Pisco
7
Vegueta
5
Malabrigo
5
8
26%Matarani-Mollendo 18%
Atico 12%
0%
%
Lima and Callao Chimbote
69%
65%
Unit
Samanco
0% Board
Sustainability Report 2011
15%
Ilo
Officers
Employees
Parachique Workers
8%
4 21% 3 3 2
Crew 1
Less than 30 years Between 30 and 50 years More than 50 years
100% Men
Men
Worker 78% Men
Employee Crew Worker
18.79% 32.19% 47.96%
Worker 22% Women
Percentage of employees by age range, 2011
71%
71%
69%
65%
58%
35% 29%
26% 21%
18%
15%
12% 0%
0% Board
LA2
Less than 30 years Between 30 and 50 years More than 50 years
8%
Officers
Employees
Workers
Crew
Turnover of personnel Number of Workers who stopped working in TASA, 2010-2011 2010
2011
Men
756
83%
479
93%
Women
153
17%
38
7%
TOTAL
909
100%
517
100%
% Turnover
27%
15%
Salary scale Percentage difference in the base salary of TASA employees by category and gender, 2010-2011
LA14 2010 Category Officers
2011
Men
Women
Men
Women
51%
49%
52%
48%
Employees
54%
46%
53%
47%
Workers
64%
36%
62%
38%
Average
57%
43%
56%
44%
73
In general terms, it is observed that the average remuneration of the male personnel is higher than that of the female personnel, but we are working to reduce that gap. EC5
In 2011 a new valuation and categorization methodology of positions was adopted (Tower Watson Methodology) and the salary scales of the employees and workers were reviewed in order to keep the remunerations of our personnel updated, according to the market averages for equivalent positions. The average standard initial salary in our company is S/. 907.80, 34.49% more than the minimum wage established by the State which is S/. 675.
Social benefits LA3
Our employees receive the social benefits stipulated by the law, as well as other additional benefits approved by the general management. These benefits are:
Benefits for TASA workers Family allowance per child
Playing fields in some plants
Production bonuses*
Extraordinary loans due to illness
Bonuses for support in specific work in other plants
School loans
Christmas Bonus
Training loans**
Christmas Party
Private Medical Insurance
Preventive and occupational medical exams
Support for training**
* Not applicable to all personnel. ** Consists of support for transport, lodging expenses, among others. Not applicable to all personnel.
Sustainability Report 2011
EC3
Dismissal programs In 2011, in compliance with the Dismissal Program according to Legislative Decree Nº 1084, we continued with the process of acceptance of incentives by rotating crew personnel, who opted for the retraining, development and promotion programs of the MYPES (Small and Medium Companies), for which the company has strictly complied with the legal requirements. Of the total dismissed workers 51% voluntarily acceded to a group of benefits that exceed the severance payments established by the law. Incentive program for resignations of TASA crew personnel, 2010-2011 Nº of Crew personnel affected 2010
Nº of Crew personnel affected 2011
Incentives for Retraining
118
24
Development and Promotion Program of MYPES
136
12
Program
Early Retirement Program TOTAL CREW PERSONNEL AFFECTED
LA10 LA11
0
0
254
36
Capacity building and performance • 32,749 hours of training, with an average of 11 hours per employee. • US$ 394 thousand invested in training. Training activities for TASA employees by category, 2010-2011 2010 Category Officers
Total hours (%)
Average H/N° employee
2011 Investment (US$)
Total hours (%)
Average H/N° employee
4
33.52
2
23.27
Employees
55
23.18
51
23.17
Workers
17
3.09
13
3.72
Crew
24
4.93
35
10.27
373,869
Investment (US$)
394,535
• The Annual Internal Training Plan was continued. The courses included in this plan are directed to all the employees in subjects related to warehouses, quality, social responsibility, accounting and human resources.
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Approximately 15,469 hours of training were provided through the Annual Internal Training Plan, which represented an investment of US$123 thousand, with the participation of more than 2,600 employees. • The Development Program of Mid-Level Staff was carried out for the first time in an e- learning platform. • The implementation of the first stage of the Operator School was completed in the plants of Malabrigo, Chimbote, Pisco and Atico, the objective of which is the development of multi-ability and multi-functionality in the operating personnel of the plant. • Finally, for the fourth consecutive year the Coaching of the Management Team was carried out with the objective of developing the personal competencies and abilities, leadership and teamwork, necessary to achieve the results and sustainable growth of its different business units, and maximize their individual, team and organizational performance. Performance measurement The competency model employed for the processes of selection and evaluation of performance, considers leadership com-
Sustainability Report 2011
petencies to assure that the worker in charge of personnel has the necessary abilities. We ensure the commitment of the employees by aligning all the human resource processes with the competency model and through the dissemination of the strategic plan to all personnel, which establishes the objectives and indicators aligned with the vision and mission, which at the same time feed the performance evaluation system. The performance evaluation process was carried out in March for employees and in November for workers. 1,599 workers participated representing 95% of the mentioned group of workers. Our performance evaluation model is basically by competencies. In the case of officers, evaluation by objectives is included. Our model also includes the feedback stage where all the workers receive information regarding their performance and prepare their individual development plan in coordination with their superiors.
LA12
Internal Communication The communication with our personnel is an important factor for generating pride and a sense of belonging. We have the following channels, the contents of which are voluntarily produced by our network of correspondents: • The RevisTASA, • The Internal Communication email, • The Newsboard TASA Te Comunica, and • Bulletin Tripulante al Día In the same manner, we developed the workshop: «Effective communication and management of Communications Media» directed at the official spokesmen of the company in the respective units, for the purpose of providing a group of communication techniques that contribute to perfecting the communication of our superintendents and acquiring additional security and self-confidence in front of the media. In this way we also perfected the abilities of our communication correspondents through the «Workshop on the Theory and Practice of Journalistic Editing and Basic Photography», with the participation of 21 voluntary employees from various business units. We created the first pilot of the Red-TASA, consisting of a select group of employees from various units trained to facilitate the internal communication of the company and who will promote good relationships between the personnel.
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LA4
Labor relations We have a total of 1,672 workers, of which 79 are affiliated to 3 union committees and 1 company union. The union committees are distributed in Shipyard (Chimbote), Vegueta, Atico, and the company union in Ilo; which represents 4.72% of the workers. Furthermore, there is a branch union (SUPNEP) which most of the crew members (97.86%) belong to on a national level. In total we have 1,177 employees who are covered by a collective agreement that represent 33.76% of the total of 3,486 employees as shown in the following table:
Union membership of TASA employees, 2010-2011 Category Officers
0.00%
0.00%
0.16%
0.00%
Workers
7.22%
4.72%
100.00%
97.86%
41.08%
33.76%
TOTAL
Sustainability Report 2011
Unionized, 2011
Employees Crew
LA5
Unionized, 2010
There have been no changes related to the working day. If changes occurred, they would be notified to our employees at least one week in advance and in the event of the occurrence of some case of termination of the working relationship for objective reasons, the company will expressly adhere to the provisions of the current legislation with terms between 10 and 90 days.
During the year 2011 we have complied with all the prior notices in accordance with the law.
Communications ministerial resolutions PRODUCE – Fishing Season 2011
The determination of the beginning, suspension and termination of fishing seasons was communicated to the operating personnel on the same day of the publication of the norm.
Terms of presentation and beginning of collective negotiations with union organizations
Collective negotiations have been carried out in accordance with what is indicated by the law.
Honoring the commitments assumed with the authorities and communities of the area and for environmental reasons, the TASA Callao Sur plant stopped operating. Closing of plants for technological, environmental and productive reasons based on technical norms issued by PRODUCE
The workers who could not be transferred to other Plants, voluntarily acceeded to a group of benefits that exceed the severance indemnities established by the law in these cases, also contributing to cover the health, food, training, retirement support needs. There was a reasonable term of communication for the workers regarding the conditions and benefits offerred.
Occupational safety and health • The safety and health of the employees is a fundamental aspect for the wellbeing, development and good performance of the organization. • In 2011, 126 workers were responsible for controlling the occupational safety and health (OSH) programs. • We completed the initial diagnosis regarding our Culture and leadership in Occupational Safety and Health entrusted to the company Dupont, a prestigious global company due to its high safety and health standards in the workplace. • There is an active involvement in campaigns and projects to promote the culture of occupational safety and health as well as in professional development programs. LA8
Risk prevention and control • The training plans oriented towards the safety and health of the employees have been reinforced. • In total, 8,901 hours of safety training have
been provided to a total of 900 employees. • The training subjects covered were: safe execution of works at height, in confined spaces, hot work, defensive driving and others. • Our coordinators and supervisors of occupational safety and health (OSH) were also trained in the investigation of accidents, development of safety leadership. • For the fishing operations, the training was related to security leadership aspects directed at crewmembers such as skippers and pilots, as well as fishing heads, supervisors, bays and administrative employees (280). There was also training in first aid, survival at sea, firefighting and drills in the vessels with approximately 350 crewmembers. • Risk Maps and IPER (Identification of Dangers and Evaluation of Risks) of all the vessels were prepared. • At the end of 2011 we had 378 brigade members trained to attend to emergencies, of whom 260 received retraining in their competencies.
79
Staff trained to attend to emergencies in TASA plants 2010-2011
Unit
2010
2011
Indirect Human Consumption
308
300
Human Consumption
26
25
Shipyard
23
21
Fleet Administration
11
26
Central Administration
10
6
378
378
TOTAL
LA9
We comply with the health and safety aspects stipulated in collective agreements • Compliance with clause 10 of the Collective agreement by area of activity signed between the SUPNEP and AANEP for crewmembers: in which the work, health conditions and the safety norms of equipment and of human life at sea are agreed. • Compliance with the Collective Agreements signed with Union Organizations of Plants and/or Units, regarding Occupational Safety and Health Conditions such as uniforms and safety protection equipment. Practices that are also regulated by our policy.
Sustainability Report 2011
• Compliance of the occupational safety and health regulation of plants and/or units in the following aspects: » Personal protection equipment. » Occupational Safety and Health Committees. » Participation of workers’ representatives in the inspections, audits and investigations of accidents related to safety and health. » Training. » Internal investigation procedures. » Periodic inspections.
Occupational Health • The management system of TASA has been reviewed and aspects that we have been complying have been reinforced and plans have been developed for those new requirements for the management of the company, based on the publication of the Law of Safety and Health in the Workplace and the Guides and Protocols of Occupational Medical Exams. • We identified and evaluated the agents causing occupational illnesses such as noise, vibration, dust, fumes, vapors, gasses, ultraviolet radiation and exposure to hot or cold environments. • In most of the operating units and fishing vessels we have identified the critical environments and we are evaluating the most adequate controls to minimize their impact on the health of the workers. • Occupational Medical Exams (OME) were carried out on 2,833 workers, as part of the medical surveillance program of the workers. The main medical observations found were non-occupational illnesses that could result in absenteeism and, if not controlled, cause medical emergencies with the possibility of becoming complicated during work hours or work at sea. • The workers, after receiving the results of their OME, are given advice for the treatment of the illnesses by specialists. Subsequently, each worker informs of the progress of his medical treatment and the effectiveness of the treatment is verified. • The OME carried out in the year 2011 reported 175 employees with potential risk of an occupational illness.
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LA7
Accidents The main cause of accidents is related to an inadequate identification and evaluation of risks before performing work, for which reason greater emphasis is being given to the use of the safety analysis tool in the workplace and safe work permits. • In 2011 we had 12.20% more working hours than in 2010. As a result, the frequency indicator and severity index reported an increase of 0.27 and 1.71 times respectively, compared to 2010. • The accumulated number of days lost in all the business units at the close of 2011 was 10,786 days.
Accident Index 2010 - 2011 TASA 16.0 14.0 12.0 10.0 8.0 6.0 4.0 2.0 0.0 IA 2010
0.1614691 0.2208698 0.2270515 0.2620319 0.3058652 0.3933136 0.3489973 0.3661709 0.3578551 0.3478067 0.3399478 0.3201645
IA 2011
7.2813895 4.3042052 3.1067966
2.347337 2.0154198 1.7039642 1.5639874 1.4909927 1.2828277 1.1553574 1.1154242 1.0972450
As observed in the previous table, in 2011 the accident index grew 2.43 times, which was due to the fact that in January of 2011 in our plant of Pisco Sur an accident occurred with fatal consequences. The causes of this accident were rigorously studied and the corrective measures were implemented in all of our units.
Sustainability Report 2011
HR3
With regard to the training of the employees in respect of policies and procedures related to human rights; the following programs were carried out:
Training activities in human rights in TASA, 2011 Hours
Locations
Sensitivity Program «No Gender Violence»
Name of the Workshop
9
Central Adm.
Couples Workshop Program
2
Human Consumption
Workshop «Gender, Masculinity and Violence against Women»
6
Atico and Ilo
Integration and wellbeing In the period, we carried out 183 activities of the wellbeing programs and development of the workers and their families. In 2011 we involved more families in our activities, for the purpose of contributing to improving the quality of life of our employees. The following programs were carried out to promote the development and wellbeing of the families: • Retirement Program: Had a participation of 135 workers on a national level; in the plants of Paita (11 participants), Malabrigo Norte and Sur (20 participants), Vegueta (14 participants), Central administration (3 participants), Callao Sur (37 participants), Atico (34 participants), Matarani (8 participants) and Ilo (8 participants).
• Healthy lifestyle: As part of the Healthy Lifestyles Program, the Nutrition Program Eat Well and Feel Well was carried out in San Isidro and in Callao with 75 and 273 participants respectively during the months of October, November and December of 2011. • Development of Social Skills: Contributed to the promotion of good interpersonal relationships of the workers and a friendly relationship with the surroundings. 215 people participated.
• Employment and Savings Program: Had a total participation of 212 persons on a national level. It was carried out in the plants of Samanco (48 participants), Supe (31 participants), Vegueta (15 participants), Central administration (5 participants), Callao Norte (36 participants), Atico (14 participants), Matarani (31 participants) and Ilo (36 participants).
83
COMMUNITIES We are concerned with maintaining good relationships with the stakeholders of the communities where we operate. Therefore we promote respect for the environment, improve the consumption per capita of food with a high nutritional value through our distribution centers and we also invest in sustainable projects to strengthen the capacities of potential entrepreneurs. EC9
Relationships with the Community
SO1
During the year 2011 we allocated US$ 701,643 to carrying out the following activities:
EC1 Financing of community support activities, 2011 Area
100,563.9
Sustainable Projects
86,587.2
APROS
514,492.0
TOTAL
701,643.1
• We strengthened the Social Responsibility Management System, with the implementation of procedures and the automation of tools that permitted the management of our relationships with the stakeholders. • Furthermore, we updated our mapping of stakeholders, a tool that enables us to identify and monitor our relationships; as well as define joint action plans. • In the same manner, we normalized in 2011 our guidelines and central themes in social responsibility.
US$
Donations
• At a union level, we continued participating in the implementation of the Management Model that governs the Association of Producers of Fishmeal and Fish Oil (Asociación de Productores de Harina y Aceite de Pescado - APRO). We are currently present in seven of the nine existing APROS.
TASA’s Social Responsibility Guidelines
• Implement Sustainable Projects through strategic alliances that permit the revitalization of the economic and social development. • Develop a healthy eating model through nutritional promotion projects. • Strengthen the implementation of the management focus of the APROS.
• Promote the development of activities focused on minimizing the impact on our environment. • Participate actively in spaces of promotion of good environmental management practices.
Sustainable Community Relationships
Responsible Environmental Conduct
• Promote dialogue through consultation and communication processes as management tools to build positive relationships with the stakeholders. • Reduce the negative margin and strengthen the positive margin of the reputation in community and environmental matters. • Communicate differentially the environment related aspects.
Sustainability Report 2011
Efficient Communication
Areas of Intervention, description and scope QUALITY NUTRITION • Nutritional promotion based on the anchovy • «Fish Consumption» campaign
Promote the consumption of healthy and affordable marine products, which contribute to the nutrition of the country.
Children from 0 to 5 years old. Pregnant and nursing mothers.
Strengthen educational and cultural competencies through subjects that promote social responsibility and the value of the local, regional and national identity.
Children, adolescents and young People from the communities.
Strengthen business capacities and entrepreneur associations through collective work mechanisms, insertion into the market and the financial system.
Unions, artisan fishermen, stevedores, adult men and women of the community.
EDUCATION AND CULTURE • Development of juvenile leadership in environmental management • Promotion of culture through the Cultural Center CENTENARIO CHIMBOTE BUSINESS DEVELOPMENT • Aprendo y Emprendo (Learn and Undertake) (Strengthening of Business Capacities) • Sustainable Entrepreneurial Associations • Alternative business activities to Artisan Fishing RSE CULTURE • Social projection plans/participative volunteers • Loyalty of Means of Communication • Institutional strengthening of the APROS • Sensitivity campaigns of the care of the environment
Participation of TASA in events that promote SR • In June, we participated for the third year running in the Social Responsibility Fair organized by the Asociación Civil Perú 2021, an event focused on spreading Social Responsibility programs and actions. • For the purpose of contributing to the expansion of knowledge about Social Responsibility, we participated as exhibitors in two working breakfasts regarding: “Good Practices of the Fishing Sector” and “Challenges of Sustainability Reports in Peru”, respectively.
Spread and create awareness of good practices through transparent communication and relationships with key actors.
Employees Authorities Community
Communicational Support • We formalized our communication processes –and their correct use- on an internal and external level through the publication of a procedure of Management of the Communication System. • We continued disseminating social responsibility activities in the communities and other stakeholders through different items of communication such as our bulletin ComuniTASA, website, radio spots, and corporate videos, among others. • On the other hand, we published for the third consecutive year our Sustainability Report, aligned and certified with the stan-
85
dards of the Global Reporting Initiative (GRI), which was submitted to a Third Party Checked, carried out by the consultant firm RESPONDE, with which we obtained the «A» rating. • With the support of Senior Management, we continued with the «TASA Effect Campaign», which since 2009 has been sensitizing and committing the employees and their families to simple and concrete actions for the care of the environment.
Sustainable projects Although in TASA we promote various aspects of social action, we consider that in the development of the communities it is necessary to place special emphasis on the construction of productive capacities. This not only due to the fact that it is aligned with the local, regional and national policies existing in the local development plans, but it also provides the community projects with arguments for their sustainability. The development of productive competencies and capacities is a tangible tool for the generation of enterprises and, therefore, it is the origin of the economicproductive revitalization of a locality. Improvement of the competitiveness of the touristic productive chain of Vegueta
Local reputation of TASA In the middle of the year we carried out a study regarding the reputation of the company in the localities of Atico, Samanco and Vegueta. The study had the purpose of gathering the perceptions and expectations regarding the company in localities where we have been implementing sustainable projects and, therefore, establishing institutional alliances. Among the variables considered in the measurement are the relationships with the community, environmental practices, perception regarding TASA as a workplace, among others. The study included a survey that was applied to the populations of the three localities, interviews with local leaders of opinion and interviews with some institutional actors of interest to the industry. As a result of the measurement we obtained a reputation indicator of 64.3%, «good reputation» in the valuation scale presented by the consultancy team.
Sustainability Report 2011
2011 was the year of the consolidation of the Aprendo y Emprendo (Learn and Undertake) project in the district of Vegueta, province of Huaura. TASA achieved a successful synergy with the municipality, which favored the formation and development of business capabilities in 68 community members. Thanks to this training, the beneficiaries of the project are improving their various small business activities through the preparation and consolidation of business plans, indispensable for creditworthiness. Also, the project strengthens the degree of reliability and organization of the entrepreneurs, who have already been able to form eleven new associations, adding to these two associations already formed that have been strengthened. It should be stated that, the greatest participation in this project is that of women (90% of participants), one of them, very happy, says: «We have learned to recognize that we are entrepreneurs, to believe in ourselves and in others so as to move forward with our businesses, our families and Vegueta as well».
Achievements of the project: • Formalization: Eleven associations were formalized, thanks to the work in alliance with the National Superintendence of the Public Registry (Sunarp), the National Superintendence of Tax Administration (Sunat) and the Ministry of Production (Produce). • Market study: Students from the Pontificia Universidad Católica del Perú prepared a market study based on «yogurt from Vegueta». • Sustainability of the project: The Office of Municipal Business Advice, created by the project, has continued functioning and it is an information reference for the formalization and orientation of the small business and the micro companies of the district. • Market: The First Fair of Entrepreneurs of Vegueta was held, with the intervention of the participants of the project and strategic allies of the area.
Associations of entrepreneurs promoted by TASA, 2011 N.°
Associations
Nº of members
1.
Women Artisans from Vegueta
2.
Yogurt Santa Isabel
5
3.
Yogurt Vichama
4
4.
Yogurt Las Delicias de Primavera
3
5.
Yogurt La Veguetanita
3
6.
Fashion and Style
4
7.
Li Wines
4
8.
Ruth Spa and Beauty Center
3
9.
Rosita Bookstore Bazaar
3
10.
La Primavera Poultry Store
3
11.
La Gaviota Restaurant
3
12.
Elderly People Circle
8
13.
Artisan Women of the Middle World TOTAL
15
10 68
Strengthening of micro business capacities in Atico In Atico, the Aprendo y Emprendo (Learn and Undertake) program has achieved important advances with the community, not only in the economic aspect, but especially in the social aspect. In this sense, Atico and its new local management are advancing towards the establishment of an entrepreneur culture promoted by TASA which, in its role of strategic ally of the community, has contributed to strengthening the capacities of the entrepreneurs of the area. Achievements of the project: • Formalization: 22,3% of the economically active population (EAP) in Atico was informed regarding the formalization procedures and constitution of mypes, 205 businesses were identified and registered in the district of La Florida, Atico, and the informality rate of local business was reduced by 29% (60 of 205) through regularization with the Tax Administration.
87
• Sustainability of the project: A Business Advisory Office was installed managed by an officer from the municipality of the district; the bases of an Economic Development Plan of the district were prepared in a participative manner and municipal management documents were re-formulated such as the Organization and Functions Manual, and the Regulation of the Municipality of Atico, to make them more efficient. • Market study: A study was prepared regarding the gastronomic services of the district led by students from the Pontificia Universidad Católica del Perú. • Entrepreneurship: 55 entrepreneurs in business management were promoted, who are eligible to receive financing through micro loans. Strengthening of the Union of Artisan Fishermen in Samanco In Samanco the Miguel Grau Fishermen’s Association has participated in the APRENDO Y EMPRENDO (LEARN AND UNDERTAKE) project, strengthening its business and organizational capacities for the good administration of its union, the generation of economic improvements and the protection of the environment.
Sustainability Report 2011
Likewise, in the year 2011, TASA, as part of its social responsibility and as a strategic ally of the community, contributed to the care of the Bay investing in the construction and functioning of an Outfall. Achievements of the project • Formalization: The Miguel Grau Seminario Association of Samanco was registered and recognized by Produce (Proof of Inscription 103-2011 PRODUCE/ DGPA), after the registration of 124 artisan fishermen as its members. • Training: 54 artisan fishermen received training from the Fishing Development Fund for the training of artisan fishing seamen and obtained their respective identity card. • Projects: Three economic development projects have been prioritized: - Improvement of the Commercialization System of the hydro biological products of the artisan fishermen of Samanco - Development of tourism in the bay of Samanco and surrounding areas - Artisan fishing wharf of Samanco • Sustainability: The District Municipality of Samanco is committed to and interested in developing and supporting entrepreneurial projects.
the principles of the Global Compact 4.12, HR1, HR4, HR6, HR7
Sustainability Report 2011
In 2011 we continued overseeing the faithful compliance of the Global Compact of which we have been members for two years. This international initiative of the United Nations seeks that companies and institutions commit themselves to adopt, support and enact ten basic universal principles associated with the respect for human rights, labor norms, the environment and the fight against corruption.
TASA AND THE TEN PRINCIPLES OF THE GLOBAL COMPACT Principle 1: Companies must support and respect the protection of the universally recognized fundamental human rights, within their area of influence We have remained alert to avoid every type of violation of human rights. No incidents related to the violation of human rights were reported within our business units, or within the communities in which we operate. Principle 2: Companies must make sure that their companies are not complicit in human rights abuses Through the Audit Management, oversee the strict compliance of the Code of Conduct and Ethics which includes possible violations of Human Rights. We have advised our stakeholders of our adherence to the Global Compact. For 2011 we are incorporating human rights clauses in all of the contracts entered into with our strategic partners. Principle 3: Companies must uphold the freedom of Association and the effective recognition of the right to collective bargaining We have maintained cordial and constant relationships of communication with each one of our union organizations. All of the collective negotiations have been closed in direct dealings. Principle 4: Companies must support the elimination of all forms of forced or compulsory labor In strict compliance with what is established in articles 23 and 24 of the Political Constitution and ILO Agreements 29 (art. 1) and 105 (art. 1), none of our employees is obligated to carry out work without his free consent and without adequate re-
muneration. Likewise, the contracts establish a clause where our suppliers declare that they will not use, or sponsor the use of forced labor. Principle 5: Companies must support the eradication of child labor We have a Hiring Policy that regulates the exclusive hiring of adults. To ensure the compliance of this policy, the hired employee must present a copy of his National Identity Document which is filed in a personal file. In the reported period no case of child labor was recorded in our business units. In the case of our chain, our suppliers declare through a clause in their contracts that they will not use, or support child labor, directly or indirectly. Principle 6: Companies must support the elimination of discriminatory practices in respect of employment and occupation We have established policies to ensure the equality of employment practices for any possible reason. We can state that our employees are of both genders, and from different origins, social conditions, religions and other factors. Principle 7: Companies must maintain a preventive approach that favors the environment Our Management of Environmental Investigation, Quality and Research constantly carries out lab tests to optimize our processes and develop new environmentally friendly technologies. TASA complies with the MPL (Maximum Permissible Limits) for oils and fats and total suspended solids, according to the regulations of Supreme Decree 10-2008-PRODUCE which come into effect from 2013. Principle 8: Companies must undertake initiatives that promote greater environmental responsibility
91
We have incorporated the care of the environment within our mission, vision and values. In this manner, we involve our employees in the development of initiatives to contribute to the preservation of the environment in the communities in which we operate. Principle 9: Companies must encourage the development and dissemination of the technologies that respect the environment We are immersed in the implementation of cleaner technologies in our business units, which are the result of investigations to mitigate the environmental impact. An example of this is the gradual change from our FAQ (direct heat drying) drying process to the Steam Dried (indirect steam dried) system in our plants. At the close of this period we have 12 Steam Dried plants. Principle 10: Companies must work against corruption in all its forms, including extortion and bribery Our Code of Conduct and Ethics establishes a series of norms to fight against corruption in all its forms. We train our personnel every year and monitor compliance.
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3.13
Independent review report
Sustainability Report 2011
95
survey sustainability report 2011
Sustainability Report 2011
YOUR OPINION IS IMPORTANT SUSTAINABILITY REPORT 2011 Road to excellence We much appreciate your opinion which will help us to prepare better publications. If you would like to send us your opinion, you can do so by the following methods: E-mail: wrojas@tasa.com.pe Main office: Las Begonias 441 Of. 352, San Isidro, Lima. / Telephone: 511 611 1400 Fax: 511 611 1401 1) Which stakeholder group do you belong to / feel identified with? Clients
Community
Suppliers
Employees
State
Creditors
Shareholders
Ship-owners
2) How would you qualify our Sustainability Report 2011, with regard to: Excellent
Good
Average
Bad
Presentation Easy to read Clarity of the information Clarity of the graphics Credibility 3) Please describe the section that you liked the most and explain why.
4) Please, indicate what information you did not find / found little of, and that you would like to know in depth.
5) Would you like to continue to receive similar reports from TASA?
Yes
No
6) Additional comments:

Thank you very much for your participation.
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Sustainability Report 2011
3.12
GRI index GRI
1
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STRATEGY AND ANALYSIS 1.1 Declaration of the most senior person responsible for
P
the decision making of the organization (general director,
6.2 Corporate
president or equivalent position) regarding the relevance
Governance
6 and 7
of sustainability for the organization and its strategy. P
1.2 Description of the main impacts, risks and opportunities.
6.2 Corporate
31
Governance
2
PROFILE OF THE ORGANIZATION
P
2.1 Name of the organization.
14
P
2.2 Main brands, products and services.
14,17
P
2.3 Operational structure of the organization, including
6.2 Corporate
the main divisions, operational entities, branches and
Governance
16 and 37
joint ventures. P
2.4 Location of the main headquarters of the
114
organization. 2.5 Number of countries in which the organization operates P
and name of the countries in which it develops significant
16
activities or those that are specifically relevant with regard to the sustainability aspects discussed in the report. P
2.6 Nature of the ownership and legal form.
16
P
2.7 Markets served
17,19,20,21,22,23
P
2.8 Dimensions of the informing organization.
16,26 There have been no
P
2.9 Significant changes during the period covered by
important changes
the report in the size, structure and property of the
in the size, structure
organization.
and ownership of TASA.
P
2.10 Prizes and distinctions received during the reporting
47
period.
99
GRI
3
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PARAMETERS OF THE REPORT Profile of the report
P
3.1 Period covered for the information included in the
10
report (for example, tax/civil year, calendar year). P
3.2 Date of the most recent previous report (if it exists)
11
P
3.3 Presentation cycle of the report (annual, biennial, etc.)
10
P
3.4 Point of contact for matters related to the report or
114
its contents. Scope and coverage of the report P
3.5 Process of definition of the contents of the report
12
3.6 Coverage of the report (for example, countries, P
divisions, branches, leased facilities, joint ventures,
10
suppliers). P
3.7 Indicate the existence of limitations of the scope or
10
coverage of the report. 3.8 The basis for including information in the case of joint ventures, branches, leased facilities, subcontracted P
10
activities and other entities that can significantly affect the comparison between periods and/or between organizations. 3.9 Data measurement techniques and bases for carrying
P
out the calculations, including the underlying hypotheses
12
and techniques of the estimates applied in the collection of indicators and other information of the report.
P
3.10 Description of the effect that the expression of
The information is
information belonging to previous reports may have, along
not being expressed
with the reasons that have motivated that expression (for
in a different
example, mergers and acquisitions, change in the information
manner than in the
periods, nature of the business or valuation methods).
previous reports. We have not made changes
P
3.11 Significant changes related to previous periods in
with regard to the
the scope, the coverage or the valuation methods applied
scope, coverage and
in the report.
valuation methods with regard to other reports.
Index of contents of the GRI P
3.12 Table that indicates the location of the Basic Contents in the report.
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Verification 3.13 Current policy and practice with regard to the external verification request of the report. If the verification report is not included in the sustainability report, the scope and P
the basis of any other existing external verification should
7.5.3 Verification
5, 94 and 95
be explained. It is also necessary to clarify the relationship between the informing organization and the supplier or suppliers of the verification.
4
GOVERNANCE, COMMITMENTS AND PARTICIPANTS OF THE STAKEHOLDERS Governance 4.1 The governance structure of the organization,
P
including the committees of the highest governance
6.2 Corporate
entity responsible for tasks such as the definition of
Governance
35
strategy or the supervision of the organization. 4.2 It should be indicated if the president of the highest P
governance entity also occupies an executive position
35
(and, if this is the case, his function within the direction of the organization and the reasons that justify it). 4.3 In those organizations that have a unitary board P
structure, the number of members of the highest
35
governance entity who are independent or non executive will be indicated. 4.4 Mechanisms of the shareholders and employees to P
communicate recommendations or indications of the
33 and 36
highest governance entity. 4.5 Relationship between the retribution of the members of the highest governance entity, senior directors and P
executives (including the agreements for giving up
35
the position) and the performance of the organization (including the social and environmental performance). P
4.6 Procedures implemented to avoid conflicts of interest
35
in the highest governance entity. All the members of the board of
P
4.7 Procedure for determining the training and
directors have the
experience required from the members of the highest
necessary skills to
governance entity to be able to guide the strategy of the
direct the strategy
organization in the social, environmental and economic
of the organization
aspects.
in the framework of the sustainable development.
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1. (1.2, 1.5, 1.11, 1.12,1.13) With regard to the adoption and scope P
4.8 Declarations of mission and values internally
of the ethical values and
developed, codes of conduct and relevant principles for
principles.
Principle
the economic, environmental and social performance,
2. (2.1, 2.2, 2.5) With
10
and the status of their implementation.
regard to the efficiency
15,31,32
of the dissemination of the ethical values and principles.
P
4.9 Procedures of the highest governance entity to
2.(2.5, 2.9) With regard
supervise the identification and management, by the
to the efficiency of
organization, of the economic, environmental and social
the dissemination
Principle
performance, including related risks and opportunities,
of the ethical values
10
as well as the adherence or compliance of the agreed
and principles of the
standards on an international level, codes of conduct and
company.
35
principles. 4.10 Procedures to evaluate the own performance of P
the highest governance entity, especially with regard to
35
economic, environmental and social performance. Commitment to external initiatives P
4.11 Description of how the organization has adopted a
34
precautionary approach or principle. 4.12 Social, environmental and economic principles or P
programs externally developed, as well as any other
90
initiative that the organization subscribes to or approves.
P
4.13 Main associations that it belongs to (such as sectorial
This information is
associations) and/or national and international entities
in pages 22 and 23
that the organization supports
of the Sustainability Report 2010
Participation of the stakeholders 5.(5.1,) Regarding the dialogue and involvement with stakeholders. 8. Regarding the P
4.14 List of the stakeholders that have been included by
involvement of the
Principles 1
the organization.
employees in the
and 2
38
management. 32.(32.2, 33.1) Considering its possible impacts on the life of the community.
P
4.15 Basis for the identification and selection of
5. (5.1, 5.9) Regarding the
stakeholders to which the company is committed
dialogue and involvement with the stakeholders.
Sustainability Report 2011
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5.(5.3, 5.9) Regarding the dialogue and involvement with the stakeholders. 6.(6.3) Regarding the Social balance/RSE Report/ Sustainability Report
4.16 Focuses adopted for the inclusion of the P
All
stakeholders, including the frequency of their participation by types and category of stakeholders.
38
8. Regarding the involvement of the employees in the management. 32.(32.2,) Considering its possible impacts on the life of the community. 6.(6.4) Regarding the Social balance/RSE Report/ Sustainability Report 30.(30.1 ) Regarding its
4.17 Main concerns and aspects of interest that have P
arisen through the participation of the stakeholders and
6.2 Corporate
commitment with the
the form in which the organization has responded to
Governance
quality of customer/
38
consumer service.
them in the preparation of the report.
32.(32.2, 33.1) Considering its possible impacts on the life of the community
5
ECONOMIC PERFORMANCE INDICATORS Management focus
30 and 31
Economic performance
P
EC1 Direct economic value generated and distributed,
6.8 ,6.8.3, 6.8.7,
including income, exploitation costs, remuneration to
6.8.9 Involvement
employees, donations and other investments in the
and development
community, profits not distributed and payments to
of the community
26 and 84
capital suppliers and governments. EC2 Financial consequences and other risks and P
opportunities for the activities of the organization due
6.5.5 Environment
35
to climate change. P
EC3 Coverage of the obligations of the organization due
26 and 75
to social benefit programs According to our principles and P
EC4 Significant financial assistance received from
internal policies,
governments.
TASA does not receive financial assistance from governments.
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Presence in the market
A
EC5 Range of the relationships between standard initial
6.4.4, 6.8
salary and the local minimum salary in places where
Involvement and
significant operations are conducted
development of
74
the community 6.6.6 Fair EC6 Policy, practices and proportion of the expense P
operational
25.(25.2,25.6) Selection
practices
and evaluation criteria of
significant operations are conducted
43
suppliers
corresponding to local suppliers in places where 6.8, 6.8.5, 6.8.7
28.(28.1,28.4) Regarding
Involvement and
small suppliers.
development of the community
P
EC7 Procedures for the local contracting and proportion
6.8,6.8.5,6.8.7
of senior directors of the local community in places
Involvement and
where significant operations are conducted
development of
71
the community Indirect economic impacts 6.3 .9 Human
P
EC8 Development and impact of investments in
Rights; 6.8, 6.8.3,
infrastructure and services provided mainly for public
6.8.4, 6.8.5, 6.8.6,
benefit through commercial, pro bono, or in kind
6.8.7, 6.8.9
commitments.
Involvement and
48
development of the community 6.3.9 Human Rights; 6.6.6, 6.6.7 Fair operational A
EC9 Understanding and description of the significant
practices; 6.7.8,
indirect economic impacts, including the scope of these
6.8, 6.8.5, 6.8.6,
impacts.
6.8.7, 6.8.9
84
Involvement and development of the community
6. ENVIRONMENTAL PERFORMANCE INDICATORS Management focus
30,31 and 48
Materials P
P
EN1 Materials used, by weight or volume.
6.5, 6.5.4
Principles 7
Environment
and 8
EN2 Percentage of the materials used that are valued
6.5, 6.5.4
Principles 7
materials
Environment
and 8
Energy
6.5, 6.5.4
63,64
63
Environment P
EN3 Direct energy consumption detailed by primary
6.5, 6.5.4
Principles 7
sources.
Environment
and 8
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EN4 Indirect energy consumption detailed by primary
6.5, 6.5.4
Principles 7
sources.
Environment
and 8
67
EN5 Energy savings due to conservation and
6.5, 6.5.4
24.(24.3) Minimization of
Principles 7
improvements in efficiency.
Environment
entries and exits of inputs
and 8
67
67
(suppliers) 24.(24.3) Minimization of
EN6 Initiatives to provide efficient products and services A
in the consumption of energy or based on renewable
6.5, 6.5.4
entries and exits of inputs
Principles 7
energies, and the reductions in energy consumption as a
Environment
(suppliers)
and 8
result of these initiatives. A
EN7 Initiatives to reduce the indirect consumption of
6.5, 6.5.4
Principles 7
energy and the reductions achieved with these initiatives.
Environment
and 8
Water
6.5, 6.5.4
67
Environment P
EN8 Total collection of water by sources
6.5, 6.5.4
61
Environment A
A
EN9 Water sources that have been significantly affected
6.5, 6.5.4
by the collection of water.
Environment
61
EN10 Percentage and total volume of recycled and reused
6.5, 6.5.4
24.(24.3) Minimization of
water.
Environment
entries and exits of inputs
61
(suppliers) Biodiversity EN11 Description of adjacent land or land located inside P
protected natural spaces or unprotected high biodiversity
6.5.6
areas. Indicate the location, size of land owned, leased
Environment
58
high biodiversity areas, derived from the activities,
6.5.6
58
products and services in protected areas and in areas
Environment
or managed with high biodiversity value in zones other than protected areas. EN12 Description of the most significant impacts on the biodiversity in natural protected spaces or in unprotected P
with a high value of biodiversity in zones other than the protected areas. A
EN13 Protected or restored habitats
6.5.6
58
Environment
A
EN14 Strategies and actions implemented and planned
6.5.6
20(20.5) Commitments
for the management of impacts on biodiversity.
Environment
to the improvement of
58
environmental quality EN15 Number of species detailed based on their danger A
of extinction, included in the Red List of the IUCN and in
6.5.6
national lists and whose habitats are in areas affected by
Environment
58
the operations according to the degree of threat of the species.
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Emission, waste and residues P
P
A
P
EN16 Total emissions, direct and indirect, of greenhouse
6.5,6.5.5
effect gasses, by weight.
Environment
EN17 Other indirect emissions of greenhouse effect
6.5,6.5.5
gasses, by weight.
Environment
EN18 Initiatives to reduce the emissions of greenhouse
6.5,6.5.5
effect gasses and the reductions achieved.
Environment
67
52
50
EN19 Emissions of substances that destroy the ozone
52
layer, by weight. P
P
P
P
EN20 NO, SO and other significant emissions into the air
6.5, 6.5.3
by type and weight.
Environment
EN21 Total dumping of residual waters according to their
6.5, 6.5.3
nature and destination.
Environment
EN22 Total weight of residues managed by type and
6.5, 6.5.3
treatment method.
Environment
EN23 Total number and volume of the most significant
6.5, 6.5.3
accidental spills.
Environment
50
52
57
57
EN24 Weight of the transported, imported, exported or A
Not applicable
treated residues that are considered dangerous according
6.5, 6.5.3
TASA does not
to the classification of the Basel Agreement.
Environment
generate this class of toxic residues. Not applicable Institutions such as IMARPE, scientific
EN25 Identification, size, state of protection and value A
of biodiversity of water resources and related habitats,
6.5, 6.5.4, 6.5.6
entity of the
significantly affected by discharged water and runoff
Environment
Peruvian State, among others, carry
water.
out the eventual monitoring of the biodiversity. Products and services 22.(22.1,22.2)
P
P
6.5, 6.5.4
Considering the
EN26 Initiatives to mitigate the environmental impacts
Environment,
environmental impacts
of the products and services, and degree of reduction of
6.6.6 Fair
caused by its processes,
this impact.
operational
products and/or
practices, 6.7.5
services.
EN27 Percentage of products sold and and their packing
6.5, 6.5.4
materials, which are recovered at the end of their useful
Environment, 6.7.5
life, by categories of products.
Sustainability Report 2011
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Norm compliance
P
EN28 Cost of the significant fines and number of non-
6.5
monetary sanctions due to the non compliance of the
Environment
34
environmental regulations Transport
A
EN29 Significant environmental impacts of the transport
6.5, 6.5.4
24.(24.2) Minimization of
of products and other goods and materials used for the
Environment,6.6.6
entries and exits of inputs
activities of the organization, as well as the transport of
Fair operational
(suppliers)
its personnel.
practices
52
General A
EN30 Detail by type of the total environmental expenses
6.5
and investments.
Environment
49
7. SOCIAL PERFORMANCE INDICATORS Management focus
15 and 70
Performance indicators of labor practices and work ethics Employment P
LA1 Detail of the total workers by type of employment,
6.4, 6.4.3 Labor
by contract and by region.
Practices
71
LA2 Total number of employees and average rotation of
6.4, 6.4.3, 6.4.4
dismissal processes
employees, detailed by age group, gender and region.
Labor Practices
19. With the objective
18.(18.2,18.5)To conduct P
73
of preparing their employees for retirement
A
P
LA3 Social benefits for the full time employees, that
6.4, 6.4.3,
15.(15.1) In its policy of
are not offered to temporary or part time employees,
6.4.4 Labor
remuneration,
detailed by main activity.
Practices
benefits and career
6.4, 6.4.3, 6.4.4,
15. In its policy of
LA4 Percentage of employees covered by a collective
6.4.5 Labor
remuneration,
agreement.
Practices, 6.3.10
benefits and career
Principle 3
74
Principle 3
78
Human Rights
P
LA5 Minimum forewarning period(s) related to
6.4, 6.4.3, 6.4.4,
organizational changes, including whether these
6.4.5 Labor
notifications are specified in the collective agreements.
Practices
78
Health and safety in the workplace
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A
16.(16.2) With the
representation in
objective of ensuring good
the committees of
LA6 Total percentage of workers represented in
working, health and safety
safety and health
health and safety committees groups of management-
conditions
in the workplace.
employees established to help control and assess
6.4, 6.4.6 Labor
31.(31,5) Regarding
During 2012 this
regarding programs of health and safety in the
Practices
the knowledge and
will culminate with
management of the
the appointment
potential damages of its
of representatives
products and services.
for the personnel
workplace.
of the fishing vessels and central administration personnel. 16.(16.7, 16.8) With the
LA7 Rate of absenteeism professional illnesses, days lost P
and number of fatal victims related with the workplace
6.4, 6.4.6 Labor
objective of ensuring
by region.
Practices
good working, health and
82
safety conditions.
P
6.4, 6.4.6 Labor
16.(16.7,16.8, 16.10,
LA8 Education, training, assistance, prevention and risk
Practices, 6.8,
16.11, 16.12) With the
control programs that are applied to workers, to their
6.8.3, 6.8.4, 6.8
objective of ensuring
families or to the members of the community with regard
Involvement and
good working, health and
to serious illnesses.
development of
safety conditions.
79
the community. A
LA9 Health and safety issues covered in formal
6.4, 6.4.6 Labor
agreements with unions
Practices
80
Training and education P
A
LA10 Average hours of training per year per employee,
6.4, 6.4.7 Labor
17. To develop its human
detailed by category of employee.
Practices
resources
LA11 Management programs of abilities and of
6.4, 6.4.7 Labor
continuous training that promote the employment of
Practices, 6.8.5
17. (17.2, 17.4,17.5)
workers and that support them in the management of
Involvement and
To develop its human
the end of their professional careers.
development of
resources
75
75
the community
A
LA12 Percentage of employees who receive regular
6.4, 6.4.7 Labor
evaluations of their performance and of professional
Practices
development.
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Diversity and equality of opportunities 11.(11.1, 11.2,11.3, 11.4, 11.5, 11.12, 11.15) For recognizing the ethical obligation of the companies to combat all forms of discrimination and P
LA13 Composition of the corporate governance organs
6.3.7, 6.3.10
to value the opportunities
and payroll, detailed by gender, age group, minority
Human Rights,
offered by the rich diversity
groups and other diversity indicators.
6.4, 6.4.3 Labor
of our society.
Practices
12.(12.1, 12.2) Considering
35 and 71
the facts of discrimination and the disadvantages characterized by the situation of the population from different racial or ethnic origins.
P
LA14 Relationship between the base salary of men
6.3.7, 6.3.10
with regard to that of women, detailed by professional
Human Rights, 6.4,
category.
6.4.3, 6.4.4 Labor
73
Practices Performance indicators of human rights Investment and supply practices Management focus
30 and 31 6.3 Human Rights, 6.3.3 Due Diligence,
P
HR1 Percentage and total number of significant
6.3.5 Evade
investment agreements that included HR clauses or that
complicity
have been the object of analysis in matters of HR
6.6.6 Promote social
Principle 1
90
responsibility in the productive chain 6.3 Human Rights, 6.3.3 Due Diligence, P
HR2 Percentage of the distributors and contractors who
6.3.5 Evade
25.(25.6) Selection and
Principles 1
have been the object of analysis in terms of HR, and
complicity
evaluation criteria of
and 2
43
measures adopted as a result.
6.6.6 Promote social
suppliers
32,83
responsibility in the productive chain HR3 Total hours of training of the employees regarding A
policies and procedures related with those human
6.3 Human Rights,
Principles 1
rights aspects relevant for their activities, including the
6.3.5
and 2
percentage of trained employees.
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Non discrimination 11.(11.1, 11.2, 11.3, 11.4, 11.5) For recognizing the ethical obligation of the
P
6.3, 6.3.6, 6.3.7,
companies to combat all
6.3.10 Human
forms of discrimination
HR4 Total number of discrimination incidents and
Rights,
and to value the
Principles 1
measures adopted.
6.4.3 Labor
opportunities offered by
and 6
practices
the rich diversity of our
90
society. 14. Regarding the relationship with the subcontracted third party workers. Freedom of association and collective agreements During 2011, we have not had relevant events that endanger the right of association of the workers or
P
observations related
HR5 Activities of the company in which the right to
6.3, 6.3.3, 6.3.4,
freedom of association and to elect collective agreements
6.3.5, 6.3.8, 6.3.10
may run major risks, and measures adopted to support
Human Rights;
these rights.
6.4.3, 6.4.5 Labor
by the Work and
Practices
Employment
to the vulnerability Principle 3
of union liberty
Promotion Ministry (MTPE in Spanish). The workers have the right to exercise the freedom to join or leave the union. Child exploitation
P
HR6 Identified activities that lead to a potential risk of
6.3, 6.3.3, 6.3.4,
9. (9.1,9.2) In the
child exploitation incidents, and measures adopted to
6.3.5, 6.3.7, 6.3.10
treatment of the fight
contribute to their elimination.
Human Rights
against child labor
HR7 Operations identified as being of significant risk of
6.3, 6.3.3, 6.3.4,
27.(27.1) In its
resulting in episodes of forced or unconsented labor, and
6.3.5, 6.3.7,6.3.10
relationship with
the measures adopted to contribute to their elimination.
Human Rights
suppliers and allies
90
Forced labor
P
90
Safety practices 6.3, 6.3.5 Human A
HR8 Percentage of the safety personnel who have been
Rights, 6.4.3
trained in the policies or procedures of the organization
Labor Practices,
in HR aspects relevant for the activities.
6.6.6 Fair operational practices
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Rights of indigenous people 6.3, 6.3.6, 6.3.7, A
HR9 Total number of incidents related with the violations
6.3.8 Human
Not applicable
of the rights of indigenous people and measures
rights,
We do not interact
adopted.
6.6.7 Fair
with indigenous
operational
communities.
practices Performance indicators of society Management focus
30,31 and 70
Community 6.3.9 Human Rights, 6.8, 6.8.5, P
SO1 Nature, scope and effectiveness of programs
6.8.7 Involvement
32.(32.2, 32.3, 32.4, 32.7,
and practices to evaluate and manage the impacts of
and development
32.8,) Considering its
Principles 1
the operations on the communities, including entry,
of the community;
possible impacts on the
and 2
operation and withdrawal of the company.
6.6.7 Fair
life of the community
84
operational practices Corruption
P
S02 Percentage and total number of business units
6.6, 6.6.3 Fair
Principle
analyzed with regard to the risks related with corruption.
operational
10
33
practices 38. With regard to authorities, agents, P
S03 Percentage of employees trained in the
6.6, 6.6.3 Fair
district attorneys of the
anticorruption policies and procedures of the
operational
public sector on all levels
organization.
practices
2.(2.5,2.9) With regard
33
to the efficiency of the dissemination of ethical values and principles 6.6, 6.6.3 Fair P
S04 Measures taken in response to corruption incidents
operational
33
practices Public policy We participate through the
39.(39.1)Regarding
P
6.6, 6.6.4
leadership and social
Principles
National Fishing
Good labor
influence
(1, 2, 3, 4,
Society in the
S05 Position regarding public policies and participation
practices,
40.(40.1)
5, 6, 7, 8,
administration of
in the development of the respective lobbying activities.
6.8.3 Involvement
Regarding the
9) and (1,
public policies to
and development
participation in
2, 3, 4, 5, 6
contribute to the
of the community
government social
and 10)
development of
projects.
the fishing sector in environmental matters.
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6.6, 6.6.4 Fair
TASA does not
S06 Total value of the financial and in kind contributions
operational
make economic
to political parties or the related institutions, by
practices;
contributions in kind
countries.
6.8.3 Involvement
to political parties or
and development
related institutions.
of the community Behavior of unfair competition
A
SO7 Total number of actions for causes related with
6.6, 6.6.5,
No actions have
monopoly practices and against the free competition,
6.6.7 Fair
been recorded
and their results.
operational
for these types of
practices
causes.
Compliance of norms 6.6, 6.6.7 Fair P
SO8 Monetary value of sanctions and significant fines
operational
and total number of non-monetary sanctions derived
practices,
from the non compliance of the laws and regulations.
6.8.7 Involvement
34
and development of the community Performance indicators of product responsibility Management focus
30 and 31
Customer health and safety 30.(30.8, 30.9, 30.10, 30.11) With regard to
P
6.3.9 Human
its commitment to the
PR1 Phases of the life cycle of the products and services in
Rights,
quality of the consumer/
which evaluation is made, so that they can be improved,
6.6.6 Fair
customer service.
of their impacts on the health and safety of the clients,
operational
and percentage of categories of significant products and
practices,
31.(31.1, 31.2) With
services subject to these evaluation procedures.
6.7, 6.7.4, 6.7.5
regard to the knowledge
18
and management of the potential damages of its products or services.
A
6.3.9 Human
No case of non
PR2 Total number of incidents derived from the non
Rights,
compliance of the
compliance of the legal regulations or of the voluntary
6.6.6 Fair
legal regulation or
codes related to the impacts of products and services
operational
of the voluntary
on health and safety during their life cycle, distributed
practices,
codes has been
based on the type of result of these incidents.
6.7, 6.7.4, 6.7.5
reported during their life cycle.
Labeling of products and services
P
PR3 Type of information regarding the products and
6.7, 6.7.3, 6.7.4,
services that is required by the current procedures and
6.7.5, 6.7.6, 6.7.9
29.(29.2,29.3) Commercial
regulations, and percentage of products and services
Relationship with
communication policy
subject to these information requirements.
the consumers
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PR4 Total number of non compliances of the regulation
6.7, 6.7.3, 6.7.4,
No non compliance
and of the voluntary codes related to the information
6.7.5, 6.7.6, 6.7.9
related to the
and the labeling of the products and services, distributed
Relationship with
information and
based on the type of result of these incidents.
the consumers
labeling of products has been recorded
A
6.7, 6.7.4, 6.7.5,
30.(30.1, 30.2) With
PR5 Practices with regard to customer satisfaction,
6.7.6, 6.7.7, 6.7.8
regard to its commitment
including the results of customer satisfaction studies.
Relationship with
to the quality of the
the consumers
consumer/customer
46
service Marketing communications
P
A
PR6 Compliance programs of laws or adhesion to
6.7, 6.7.3, 6.7.6,
29.(29.1, 29.6,
standards and voluntary codes mentioned in marketing
6.7.9 Relationship
29.9) Commercial
communications, including advertising, other
with the
communication policy
promotional activities and sponsorships.
consumers
PR7 Total number of incidents resulting from the non
6.7, 6.7.3, 6.7.6,
compliance of the regulations related to marketing
6.7.9 Relationship
communications including advertising, promotion and
with the
sponsorship distributed based on the type of results of
consumers
46
46
those incidents. Client privacy
A
PR8 Total number of duly supported complaints with
6.7, 6.7.7
regard to the respect of privacy and the disclosure of
Relationship with
personal data of clients.
the consumers
PR9 Cost of those significant fines resulting from the non
6.7, 6.7.8
regard to its commitment
compliance of the norm with regard to the supply and
Relationship with
to the quality of the
the use of products and services of the organization.
the consumers
consumer/customer
46
30. (30.6, 30.7) With P
34
service
113
3.4
This Sustainability Report, as well as the previous editions, is available in our website www.tasa.com.pe in the English and Spanish versions . Any enquiry related to the information included in this report may be addressed to:
2.4
Wendy Rojas Lรณpez Head of Social Responsibility and Communications. Las Begonias 441 Of. 352 - San Isidro, Lima Telephone: (511) 611-1400 wrojas@tasa.com.pe
Las Begonias 441, Of. 352 San Isidro - Lima 27, PerĂş Telef: (511) 611 1400 Fax: (511) 611 1401 www.tasa.com.pe