2
Sustainability Report 2012
contents • Declaration of control of GRI
5
• Message from the Chairman of the Board of Directors
6
• TASA in figures
8
• About this report
11
• Business profile
14
• Economic management
33
• Management with the stakeholders
34
• Environmental management
70
• The principles of the Global Pact
82
• Independent revision report
84
• GRI Index
91
3
4
Sustainability Report 2012
5
message from the chairman of the board of directors 1.1, 3.13
In the world we see that resources are wasted due to an inefficient use of water, electricity and raw materials. Investment in sustainability can generate great benefits to companies and to society: it promotes innovations in the productive processes, strengthens the relationships with the community and promotes a positive image of the company. In TASA we are aware of this, therefore we carry out our operations considering that the matters related to the environment are decisive for competitiveness (during 2012 we have invested more than 35 million dollars in innovations related to the protection of the ecosystem), strictly complying with the parameters that regulate good socio-environmental practices on a daily basis.
6
Sustainability Report 2012
A milestone that deserves to be highlighted is that during the year 2012 TASA established itself as the first fishing company to lead environmental compliance in the treatment of industrial waters (Maximum Permissible Limits), in advance of the law that requires this standard with effect from 2013 and 2015. Furthermore, our company insisted on the improvement of its processes, reducing the use of water, energy, fuel, persevering with a solid and transparent organizational culture, prioritizing the labor climate and the safety of its workers and projecting itself in the community through sustainable projects in our areas of influence.
This effort to consolidate our business philosophy was recognized by the Business Monitor of Corporate Reputation (Monitor Empresarial de Reputación Corporativa - Merco) when it placed us in 70th place of 100 top companies with the best reputation in Peru and in 30th place as a company that displays the best practices in social responsibility and corporate governance. This recognition has enormous merit since TASA is not a company with high levels of exposure in the mass media. However the jury – composed of businessmen, journalists, opinion leaders, unions, NGOs and others – agreed that our company should appear in this honor list. Another fact that should be considered is the study carried out by the Great Place to Work Institute, which states in its last survey that 85% of the employees of TASA feel proud to work in our company, a fact of singular importance because it tells us about commitment and loyalty towards the organization. In the case of our commitment to the country’s nutrition, the pilot project NutriTASA – which works with a group of 100 families, 107 infants and 20 expectant mothers from Cusco – achieved an important milestone: to reduce chronic malnutrition indices from 34% to 20% and moderate anemia from 38% to 0% among the benefiting population. Likewise, the anchovy was incorporated into the regular diet of 100 families who participate in the project. This pilot project works jointly with the Health Ministry and the Provincial Municipality of Cusco in the so-called Monitoring Houses, places where there is a detailed evaluation of the achievements attained by the program, demonstrating with results that the association private company – State can function effectively in favor of the disadvantaged.
nutrition recorded and the urgent need to fight it. This fact resulted in the company being recognized with the Business Creativity Prize 2012, in addition to receiving the distinction of “Socially Responsible Company” from the Asociación Perú 2021. Always thinking of innovation, during 2012, it was decided to create the company TASA Omega S.A., an organization which, since January 1, 2013, has been developing a project consisting of the construction and operation of a refinery and concentration plant of Omega 3 based on fish oil as raw material, in the area of Pucusana. Omega 3 is oil that is mainly extracted from the anchovy and reports important benefits to the brain development of children and the cardiovascular health of adults, this fact constituting a new contribution by TASA to human health and nutrition. This excellent corporate management also translated into a series of prizes and stimuli that drove us to continue seeking excellence in all of our areas. In this way, we obtained the “National Prize for Quality and Gold Medal 2012”, awarded by the Quality Management Committee of the Sociedad Nacional de Industrias (SNI); in addition to prizes awarded by the Ministry of Foreign Trade and Tourism (Record of Exports and Innovation 2011) and the Prize for the Prevention of Labor Risks granted by Rímac Seguros. Finally, I would like to thank all the employees of TASA for having made this one of the most solid companies in the country. Our leadership and commitment set the standard for transparent and innovative management, opening the path to new markets.
Sincerely And it is precisely in the highlands of the country where TASA has contributed – with its Distribution Centers – to raise the fish consumption to more than 2 kilos per capita, improving nutrition in places such as Juliaca, Cusco, Apurimac, Abancay and Ayacucho. And why precisely in these places in the highlands? Because of the high level of chronic mal-
Pedro Brescia Cafferata
7
2012 TASA in figures
600
Invoicing of more than
US$
million
14 fishing plants 5 fish supply centers in the highlands of the country.
Approximately
US$ 1 million in social investment.
More than
90%
destined to the payment of vendors is paid to local suppliers
8
Sustainability Report 2012
and
4 prizes
Leader in national export between
24% 23%
obtained: National Quality Prize, Prevention of Labor Risks, Record of Exports and Business Creativity.
and
of participation in fishmeal and fish oil, respectively.
70,464 hours Investment in formation of talent of close to
were dedicated to training in matters of security, prevention and risk control.
500 thousand dollars
9
about this report 3.1 3.3
3.6 3.7 3.8
3.9
10
This report is the fifth annual edition presented by TASA; it covers the period between January 1 and December 31, 2012 and covers information regarding our economic, social and environmental performance in this period.
For the development of the profile indicators, we have used internal management documents such as our last annual report and official institutional information.
The information included in this document covers all of our business units (14 fishmeal and fish oil plants, 1 frozen goods plant, 1 shipyard and 4 distribution centers). No relevant operation or economic, environmental and social matter has been excluded in terms of this report.
• 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, E-Bose, 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 2011.
As in the previous editions, we use the protocol guides of the Global Reporting Initiative, in its version G3.1, because they permit the enrichment of the requested information and because they are compatible with the existing information in our company.
Sustainability Report 2012
The preparation of this report has been led by the Sub-management of Social Responsibility, which systemized the information presented by all the areas of TASA.
E DE REPORT ILIDAD IB SOSTEN
2012
Sustainability Report 2012 121 indicators reported, 100% of the total “A” Self-declared “A” Third Party Checked “A” GRI Checked
IENTE ECOEFIC SABLE DORA, INNOVA ENTE RESPON LM Y SOCIA
Sustainability Report 2011 121 indicators reported, 100% of the total “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 reported indicators “B” Self-declared “B” Third Party Checked
Sustainability Report 2008 Prepared under the GRI methodology 84 reported indicators “C” Self-declared
Company Report 2007
11
3.5
HOW DID WE PREPARE THIS REPORT? 1. We diagnosed
2. We collected and analyzed
• In this phase we consulted, through the various networking channels, the information expectations of our stakeholders in terms of reporting. 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 held a panel in Lima with institutional public and a survey of some actors, representatives of the same stakeholders, present in the city of Chimbote.
• The feedback received from our stakeholders and the revision of trends on a national and global level enabled us to present the subjects to be reported. • Among the priority issues, after this process, are 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 issues of our sector, such as environmental initiatives, actions with the surrounding communities and transfer of good practices in the chain.
The results of these two mechanisms led us to establish that the subjects that generated greatest expectations of information were: the compliance of environmental standards (see page 78), the management of effluents (see page 79), our position towards the sustainability of the main resource of the Peruvian ocean: the anchovy (see page 71), and the management of sustainability in general. Another source employed to improve our report is the review and analysis of other sustainability reports of national and foreign companies for the purpose of incorporating innovations in our report.
12
Sustainability Report 2012
3. We drafted • We presented a friendly structure which covers all of the aspects to be informed in the report. • We prioritized the contents according to the importance of the sectorial and specific issues. • We produced the contents and drafted the texts which develop the indicators.
13
business profile We are part of the Grupo Breca and we are the most important fishing company.
Who we are We are dedicated to extracting, transforming and commercializing hydro-biological resources for direct and indirect human consumption, with an orientation towards quality and added value in harmony with the community and the environment. In TASA we also provide shipyard services for the construction, maintenance and repair of naval vessels. We belong to Breca, a business group founded and developed by the Brescia Cafferata family, which possesses 99.996% of the shares of TASA.
14
Sustainability Report 2012
2.1 2.6
Our business units are:
2.2 2.8
FISHMEAL AND FISH OIL • 14 Steam Dried and Fair Average Quality (FAQ) plants along the coast. • The Steam Dried plants have an installed capacity of 1695 t/h. • The FAQ plants have an installed capacity of 84 t/h.
FROZEN FISH 1 frozen plant located in Callao with an installed capacity of 521 t/day and a cold storage capacity of 14,960 tons.
SHIPYARD 1 Shipyard in Chimbote that provides construction, repair and maintenance services of naval artifacts on a national and international level.
FISHING • 50 operating vessels. • 38 parked vessels (15 were dismantled and 4 were sold).
15
Map of business units of TASA
2.5
Paita: 100 t/hour Parachique: 50 t/hour
Malabrigo: 214 t/hour
Chimbote Chimbote: 226 t/hour
Samanco: 60 t/hour Supe: 80 t/hour Végueta: 140 t/hour
Cusco
Callao: 225 t/hour Callao
Lima
Callao Sur: 26 t/day
Ayacucho Andahuaylas
Juliaca
Pisco Norte: 100 t/hour Abancay FISHMEAL AND FISH OIL PLANT
Pisco Sur: 139 t/hour Atico: 141 t/hour
Steam Dried Plant
Fair Average Quality Plant
Distribution centers
Frozen plant
Shipyard
Authorized distributors
16
Sustainability Report 2012
Matarani: 140 t/hour
Ilo: 80 t/hour
Ilo: 58 t/hour
MISIÓN Brindar al mundo alimentos e
MISSION ingredientes marinos de alta
calidad y with valor agregado, Provide the world marine elements en and ingredients of high quality andcomunidad added value, inyharmony armonía con la el with the community the environment. medioand ambiente.
VISIÓN Ser una empresa de clase
VISION mundial, líder e innovadora
en class el aprovechamiento Be a world company, leader and innovator in thesostenible sustainable operation of marine resources for de recursos marinos nutritional conpurposes. fines nutricionales.
4.8
VALUES Integrity
We act ethically, seriously and reliably.
Comprehensive development We are committed to the safety, learning and the improvement of our quality of life.
Excellence
We are innovators and continuously improve our processes, quality and technology.
Sustainability We are responsible in the use of the natural resources and respectful with the environment and the communities where we operate.
MANAGEMENT POLICY
4.8
Our commitments respond to: • 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 overall development of the personnel. • Complying with the applicable regulations, standards and commitments. • Continuously improving and innovating products, processes and technology.
17
4.1 4.2
4.3 LA13
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.
BOARD OF DIRECTORS The Board of Directors is composed of eight directors who do not assume direct executive functions inside the company. There is also advisory support from a Corporate Center. Of these eight directors, four are members of Executive Committee which is responsible for analyzing and approving the strategic planning and investments of the company prior to their presentation to the Board of Directors, in addition to reviewing the performance of the company regarding risk prevention and management of human talent on a management level. The Board of Directors is responsible for the strategic direction of Breca and for the undertaking of new projects and investments, establishing a series of measures to maintain high ethical levels and control the compliance of laws, norms and corporate policies in all of the levels of the organization.
2.3
ORGANIZATIONAL STRUCTURE The Senior Management headed by the General Manager comprises 17 management areas. The organization has a matrix structure, with 3 business management areas and 11 management areas that provide support to them.
4.10
The functions and responsibilities of the management areas are described in the profile and functions manual of the organization. The performance evaluation of Senior Management is carried out by the Corporate Center based on two fundamental aspects: commitment and competencies. The incentive system is defined based on the performance and the results achieved in both aspects.
18
Sustainability Report 2012
FLOWCHART OF TASA BOARD OF DIRECTORS Audit Committee
General Manager Carlos Pinillos
Internal Audit Manager José Carlos Peñaloza
Business Manager of Omega 3 Oil Dave Matthews
Central Operations Manager Edgar Aroni
Central Fishing Manager Dereck Zimmermann
Central Administration and Finance Manager Gonzalo De Romaña Human Resources Manager Karina Sakihara
Quality Manager Javier Igarashi
Research and Development Manager José Rainuzo
Commercial Manager Gustavo Ferreyros
Central Administration and Finance Manager Gonzalo De Romaña
Logistics Manager Javier Moarri
IT Manager Roberto Da Cruz
Legal Manager Vacante
Central Fishing Manager Dereck Zimmermann
Comptroller Ernesto Cabrera
Central Fishing Manager Juan Bellido
Shipyard Manager Carlos Barrionuevo
Maintenance Manager Ignacio Agramunt
19
4.9
PERFORMANCE MANAGEMENT AND EVALUATION COMMITTEES There are three committees which meet with the Executive Committee: • Audit, Risk and Finance Committee. • Strategy and Performance Committee. • Human Talent Management Committee. Likewise, the following management committees have been established that meet on a monthly 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 and Communications Committee. Logistics Committee. Administration and Control Committee. Planning and Management Committee. Human Talent Committee. Physical Safety Committee. Occupational Safety and Health Committees for each branch.
These instances enable us to ensure the achievement of the sustainability objectives of our company due to the monitoring of their compliance. 4.4
20
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. Furthermore, 100% of the employees are represented in the Occupational Safety and Health Committees of each unit, who have monthly meetings in compliance with Law 29783 and its regulation.
Sustainability Report 2012
21
2.10
Awards and distinctions for our achievements in sustainability DISTINCTION ESR 2012: SOCIALLY RESPONSIBLE COMPANY Asociación Perú 2021 The Distinction ESR evaluates the commitment level of the companies in four dimensions: quality of life in the company, business ethics, relationship with the community and care of the environment. This recognition highlights for our stakeholders our commitment to socially responsible and sustainable management as part of our business culture and strategy.
DISTINCTION ESR 2012 Socially Responsible Company Asociación Perú 2021
FIRST PLACE IN BUSINESS CREATIVITY PRIZE 2012 Category Decentralized Company, Universidad Peruana de Ciencias Aplicadas (UPC) This is the third time that TASA has obtained this recognition. On this occasion, thanks to the merit of its project «Supply of fish in the highlands of Peru: the experience of TASA’s Distribution Centers». Since 2007, TASA assumed the challenge of implementing Distribution Centers in regions that face indices of extreme poverty and chronic malnutrition above 20%. With these centers, located in Abancay, Ayacucho, Andahuaylas, Cusco and Juliaca, the population is supplied with quality fish during the entire year, which has doubled the consumption per capita of fish from 0.96 to 2.03 kilograms. This confirms the commitment to the improvement of nutrition in Peru.
BUSINESS CREATIVITY PRIZE 2012 (First place) Category Decentralized Company Universidad Peruana de Ciencias Aplicadas (UPC)
PREMIO NACIONAL A LA CALIDAD Y MEDALLA DE ORO 2012 Production Category, Quality Management Committee of The Sociedad Nacional de Industrias (SNI) TASA received the National Quality Prize 2012 and Gold Medal in the Production category in recognition of its outstanding quality management in the processes and the focus of continuous improvement. The National Quality Prize is the maximum recognition granted by the country, through the Sociedad Nacional de Industrias, to the organizations that comply with rigorous evaluations and demonstrate an outstanding performance in the development of the Excellence Model in the Malcolm Baldrige Management.
22
Sustainability Report 2012
NATIONAL QUALITY PRIZE AND GOLD MEDAL 2012 Production Category Quality Management Committee of the Sociedad Nacional de Industrias
EXPORT RECORD PRIZE1 Innovation Category, Ministry of Foreign Trade and Tourism - Promperú TASA obtained this prize in the innovation category due to its effort in introducing its product Omegaburger into the market, besides encouraging its consumption and promoting healthy eating.
EXPORT RECORD PRIZE Innovation Category Ministry of Foreign Trade and Tourism - Promperú
PREVENTION OF LABOR RISKS PRIZE Successful Experience Category, Rímac Seguros Recognition of the progress and the achievements obtained during a single period 2011-2012 in favor of prevention, occupational health and the control of labor risks in our fishing operations. In one year the indices of frequency of labor accidents were reduced by 40% and the indices of serious accidents and medical rest by 70%. This distinction ratifies the commitment of TASA to the strengthening of its Culture of Occupational Safety and Health.
PREVENTION OF LABOR RISKS PRIZE Successful Experience Category, Rímac Seguros
Prize obtained in 2012 according to the results of the year 2011.
1
23
Products The products that we produce have the highest quality standards and a safety management system for direct and indirect human consumption. In TASA we have modern equipment that maintains a controlled temperature and that permits an efficient process that transforms the anchovy (raw material) into high quality fishmeal. Likewise, we produce fishmeal rich in Omega 3 with low acidity, dioxin and PCB (polychlorinated biphenyls) levels. We also have physical chemical laboratories equipped with state of the art technology that guarantees the quality and safety of the products in the different stages of the productive processes to correct deviations and take corrective actions in real time, which guarantees the quality of the product. The products that we produce are presented below.
UNIT
2.2
Indirect Human Consumption
PROCESS TYPE
PRODUCT
Direct heat drying (FAQ)
Fishmeal and fish oil
Steam Dried Horse mackerel and mackerel (whole, HG, HGT)
Imported product (commercialization in the national market)
Direct Human Consumption
Freezing in layers
Anchovies (whole, HG, HGT) and mahi mahi (fillet and portions), horse mackerel and mackerel.
Freezing of Brine
Anchovies (whole, HG, HGT). Filets of whole mackerel and bonito (RO1000, RO550, ¼ club); whole Anchovies (RO1000, RO550, ¼ Club, Big Tinapa); whole horse mackerel (1lb tall) grated mackerel and anchovies (1lb tall, ½ lb tuna), pieces of mackerel. Omegaburger
Canning process (Cooked and raw)
Naval Repair and Modification Naval Construction
Shipyard
Naval vessel or artifact
Note: HG: without head or guts, HGT: without head, guts or tail.
The following table shows the sales of our products.
SALES
2011 2012
24
Sustainability Report 2012
Fishmeal (t)
Fish oil (t)
326,227 324,365
61,660 75, 001
NATIONAL Frozen (t) 30,339 29,546
Canned (boxes)
Anchovy (t)
145,676 222,576
122 112
Omegaburger (t) 11 13
PR1
The following table details the evaluation processes of the products, at each stage of their life cycle.
Process
Yes
Development of concept of the product
x
Research and Development
x
Certification
x
Fabrication and production
x
Marketing and promotion
x
Storage, distribution and supply
x
Use and service
x
Elimination, reuse or recycling
No
The packaging of the fishmeal is carried out in sacks that comply with the approval certification of packaging / containers for the marine transport of dangerous substances that the General Direction of Harbor Masters and Coastguards requires from our suppliers. The labeling of our products has the following information required by the Fishing Technological Institute:
PR3
• Origin of the components of the product and the service • Safe use of the product
x
25
2.7
Markets
2.8
TASA sells its products on the five continents (see graph ÂŤOur products in the global marketÂť). This year we have exceeded US$ 600 million in invoicing from the sale of our products. In 2012, TASA positioned itself once again as the leading company of the national fishing industry, representing 24% and 23% of the national export of fishmeal and fish oil, respectively. With a volume of 317,915 tons of fishmeal and 61,884 tons of fish oil. During the year 2012, TASA exported 67% of its fishmeal production to China and Germany; and 78% of its fish oil production to Denmark, Chile and Belgium.
EXPORT OF FISHMEAL BY DESTINATION, 2012 Destination
%
China
49
Germany
18
Chile
6
Turkey
5
Japan
5
Taiwan
3
Spain
3
Vietnam
3
Australia
2
Italy
1
Others
5
Total
100
1% 5%
2% 3% 3%
1% 5%
2% 3% 3% 3% 5%
%
Belgium
34
Chile
29
Denmark
19
Japan
4
Spain
4
Holland
4
Bulgaria
3
Canada
1
Others
2.43
Total
100.00
5%1%
6% 2.43%
18% 34%
1%
4% 3%
2.43%
34%
4% 4% 4% 19%
4%
1% 2%
2% Sustainability Report 2012
18%
4%
2% 1%
26
6%
3%
3% Destination
49%
5%
5%
EXPORT OF FISH OIL BY DESTINATION, 2012
49%
2%
0.5% 19% 0.3%
29%
29% 86%
0.5% 0.3% 86%
5%
2% 3%
49%
3% 3% 5%
5%
6%
18%
3% The annual sales of TASA for human consumption, in 2012 totaled US$ 54 million, which exceeded the budgeted amount by 28%, consolidating us in the sale of frozen fish to the high Andean zones of our country, where we have 4 of our own distribution centers (refrigerated chambers) and one authorized distributor in the Peruvian highlands. Additionally, TASA in 2012 was the third exporting company of frozen fish with approximately 29,000 tons placed in the markets of Nigeria, Brazil, Angola, Spain, United States, China, Egypt and South Africa.
EXPORT OF FROZEN FISH BY DESTINATION, 2012 Destination
%
Nigeria
86
United States
6
Brazil
4
Angola
2
Spain
2
China
1
South Africa
0.5
Egypt
0.3
Total
100.0
5%
1% 5%
6% 2.43%
3%
18% 34%
4% 4%
1% 2.43%
3%
34%
4% 4%4% 29%
19%
4% 1%
0.5% 19% 0.3%
2%
29% 86%
2%
1%
0.5%
2%
0.3% 86%
2%
4% 6%
In the case of the canned fish, sales were US$ 5.3 million, both for local sale as well as the markets of Spain, Sri Lanka and Brazil, with a total of 222,000 boxes.
4%
3% 6%
36%
7% 3%
EXPORT OF CANNED FISH BY DESTINATION, 2012 Destination
%
Spain
36
Brazil
32
Sri Lanka
22
Uruguay
7
Haiti
3
Total
100
36% 7%
22%
22%
32%
32%
%
13.50% 71.23% %
3.24% 27
13.50% 71.23%
4% 6% 4%
NATIONAL MARKET
6%
In canned products, the Kontiki brand was present in the largest supermarket chains of the country — without leaving aside the supply of important brands such as Fanny of Molitalia and A1 of Comercializadora de Alimentos y Abarrotes — and obtaining similar average annual prices to those of the previous year but with a larger sales volume.
3% 36%
3%
36%
7% 7%
The sale of fresh fish was carried out in the wholesale markets of the capital where 14,782 tons of horse mackerel and mackerel were sold, at an average price of US$ 352 per ton. In the case of frozen fish, we ensured the permanent supply of our distribution centers in the southern highlands of Peru, where we sold a little more than 7 million kilograms in the cities of Cusco, Juliaca, Abancay, Andahuaylas and Ayacucho. The species sold were horse mackerel, mackerel and anchovy, as well as other new species such as hake, sand smelt, giant squid, mahi-mahi and bonito.
22% 22%
32% 32%
Our participation in the highlands of Peru in% creased by 4.5% compared to 2011. %
13.50%
ANCHOVY MARKETS BY DISTRIBUTION CENTER, 2012 Destination
%
Callao
71.23
Juliaca
5.62
Andahuaylas
6.42
Abancay
3.24
Cusco
13.50
Total
100.00
71.23%
13.50%
71.23%
3.24% 3.24%
5.62% 5.62% 6.42% 6.42%
OMEGABURGER MARKETS BY DISTRIBUTION CENTER, 2012 Destination
%
Callao
84.35
Juliaca
3.40
Andahuaylas
0.36
Abancay
0.59
Cusco
11.30
Total
100.00
11.30% 0.59% 11.30%
84.35%
0.59%
84.35%
3.40% 3.40% 0.36% 0.36%
28
Sustainability Report 2012
SHIPYARD In 2012, the Shipyard began a new stage in its commercial management by exporting services. In order to make this objective a reality it had to comply with various regulations that facilitated the entry of the company into this new segment. In this context, its first client, an Ecuadorian company, began a project of improvement to its fishing vessel, called Nilahue, to which the highest quality and management standards of the Shipyard were applied. As a result of this diversification of services, during 2012 sales totaled US$ 1’945,000.
29
Our products in the global market
2.7
Holland Belgium
Spain
United States
Canada
Germany
Italy
Cuba
Denmark France
United Kingdom
Norway Slovenia Greece
Haiti
Brazil Chile
Cape Verde
Colombia Guatemala
30
Sustainability Report 2012
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
American Samoa
Fishmeal
Fish oil
Frozen
Canned Fish
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
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
Brazil Canada Colombia Spain United States Haiti United Kingdom Republic of Congo American Samoa Sri Lanka Uruguay
31
32
Sustainability Report 2012
2.8 EC1
Economic management With regard to the Peruvian fishing activity, in 2012 there was a reduction of 11.9% in GDP due to the lower quota of anchovy approved by the Production Ministry in the second season of the year, as a result of a reduction in the biomass which was affected by climatic issues. The quota for the extraction of anchovy in the center-north zone for the first and second season was 2.7 and 0.8 million tons, respectively, lower than the 3.7 and 2.5 million of 2011. Similarly, the quota for the extraction of horse mackerel was 120,000 tons, while in 2011 it was 250,000 tons. In the year 2012, the company obtained a profit of US$ 63.3 million, which translated into a reduction of 23% compared to the profit of US$ 82.5 million of the year 2011. However, net sales totaled US$ 606.4 million, which represented a growth of 1.7% compared to the previous year. Of this total, the sales of fishmeal and fish oil represented 90.5%. The cost of sales during 2012 totaled US$ 426.7 million, an increase of 7.5% compared to the previous year. At December 31, 2012, the company had total assets of US$ 889.8 million, which decreased by 8.7% compared to the year 2011. Fixed assets (net of depreciation) represent a total of US$ 514 million.
Economic results of TASA, 2012 Direct economic value created (in US$) Sales (MM $) Economic value distributed
EC1 EC3
2011 596´469,344 2011
2012 606´399,000 2012
Payment to national suppliers (MM $)
440´337,815
377´545,000
Payment to foreign suppliers (MM $)
20´321,338
12´675,000
Payment of salary and social benefits to employees (MM $)
44´547,917
42´094,000
Finance costs (MM $)
11´857,025
10´087,000
Payment of taxes (MM $)
32´203,000
34´325,000
Environmental investments
42´000,000
35´013,360
716,609
1´022,287
Investments in the community *
*Includes donations, community outreach activities, volunteer work, sustainable projects, patronage and sponsorship and support to APROs (Associations of fishmeal and fish oil producers).
33
relationship with stakeholders 4.14 4.15
4.16 4.17
34
TASA, under the framework of a responsible management model, establishes strategic commitments with its stakeholders based on a common development vision. It maintains assertive and transparent relationships with them to guarantee the sustainable development and growth of all the parties. Our stakeholders have been identified and prioritized based on four criteria: their level of influence, perception, communication and flexibility with regard to the management of the company. Any change in the definition of the stakeholders has a direct impact on the strategic objectives, which is why this stage is subject to the approval of Senior Management, which reviews and approves the changes on an annual basis.
Sustainability Report 2012
TASA Stakeholders, 2012 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 engineers, pilots)
4. Employees
Employees Workers Crew Human consumption 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
Végueta Plant
Caleta de Végueta
Callao Norte Plant
Márquez
Callao Sur Plant
Bolognesi
Pisco Plant
Pisco playa / Pisco pueblo / San Andrés
Atico Plant
Atico
Matarani Plant
Matarani / Mollendo
Ilo Plant
Ilo
Shipyard Indirect Human Consumption (by sales volume) 6. Clients
Construction Repair A clients B clients Institutional
Local frozen and canned
Wholesalers Supermarkets
Foreign frozen and canned Fresh Local governments
Other regulators
Ministry of the Environment 7. State
Ministry of Labor and Promotion of Employment Ministry of Production Ministry of Social Inclusion Suppliers of services
General and Specialized Inputs
8. Suppliers
Suppliers of goods
Spare Parts Assets International
35
In TASA we assume strategic commitments with each one of our stakeholders, we collect and analyze their expectations and establish channels of communication that ensure an assertive relationship. The following figure synthesizes the strategic commitments assumed with each one of our stakeholders, their expectations and the communication channels that we have established with them.
Commitment: Shareholders very satisfied with the management of the company and the results obtained.
Commitment: To generate mutually beneficial relationships with serious suppliers, which satisfy the needs of the company and are satisfied with the compliance of our commitments.
Commitment: Financial creditors satisfied with the compliance of our commitments, which value TASA as a preferred client with optimum conditions.
Expectations: World class management and results.
Expectations: Long term relationships and mutual benefit. Development of local suppliers.
Expectations: Compliance of commitments.
Shareholders Suppliers Commitment: To be recognized as a company that complies with the current tax, labor, sectorial, environmental, local norms, among others.
Financial creditors
State
Ship-owners
Expectations: Compliance of norms and model of good fishing practices.
Commitment: Ship-owners satisfied with attractive conditions and mutually beneficial relationships oriented towards the long term that permit the company to obtain a stable quota over time. Expectations: Mutually beneficial long-term relationships.
Communities Clients Employees Commitment: The society and the communities where we operate recognize us as a serious company, socially responsible and respectful with the environment and the fishing resources. Expectations: Respect for the environment and the fishing resources. Social and economic development in the areas of influence.
Commitment: To exceed the expectations of the clients with the quality of our products and service levels. Commitment: Motivated employees committed to the objectives and values of TASA in a pleasant and safe environment that promotes their professional and personal development.
Expectations: Homogenous quality, safety, traceability, compliance, friendly and expeditious attention. Development of innovative food products and supplements.
Expectations: Development, occupational safety and health and good labor climate.
Communication channels with all our stakeholders: Website, sustainability report, dialogue panel and social networks
36
Sustainability Report 2012
Specific communication channels
Annual report Shareholders Financial creditors Ship-owners Clients Employees Communities State Suppliers
Bulletin ComuniTASA (Quarterly)
Satisfaction surveys
External dissemination and communication materials *
x
x
RevisTASA (Bimonthly)
TASA Te Comunica
Institutional Receipt of Legal and normative suggestions bulletin documents
Internal dissemination and communication materials **
Intranet
x
x
x x x x
x x x x
x
x
x
x
x x x
* Includes diptychs, brochures, videos (induction, strategic planning, summary of internal and external activities, among others), radio spots, ads, among others. ** Includes summons, communications, advice, brochures, campaigns, flyers, diptychs, videos (induction, strategic planning, summary of internal and external activities, among others), radio spots, ads, among others.
Visit of Asian clients to the TASA plant of Pisco Norte
37
HOW DO WE RELATE? DIALOGUE MANAGEMENT IS ONE OF THE FUNDAMENTAL TASKS IN OUR RELATIONSHIPS WITH OUR STAKEHOLDERS, SINCE IT ALLOWS US TO UNDERSTAND THEIR PERCEPTIONS AND EXPECTATIONS AND MAKES IT POSSIBLE TO ESTABLISH COMMON OBJECTIVES. Our industry has greatest impact on the coastal environment and on the sustainability of marine resources. In this sense, the issues that are a matter of interest to our stakeholders are: environmental management, sustainability policies and practices in general, communication and transparency, and generation of business opportunities in the communities where we operate.
FEEDBACK OF OUR STAKEHOLDERS REGARDING OUR SUSTAINABILITY MANAGEMENT Multi stakeholder dialogue panels are a methodology that permits the direct collection of the perceptions of the stakeholders. We have been using this tool since a previous edition. This time we organized a dialogue panel in Lima with institutional public with the participation of our stakeholders and we had the presence of ten representatives belonging to the State, our employees and suppliers, institutions from civil society, experts in fishing matters and specialized communications media. We also carried out a poll with some actors, representative of the same stakeholders, in the city of Chimbote (the central point of the national fishing activity).
Sustainable development TASA is characterized for its strict ethical behavior, the commitment to safety and the development of its employees, the satisfaction of its clients and a focus of sustainability with all of its stakeholders. Our focus of sustainable development has as a framework — in addition to our vision, mission, values and management policy — the code of conduct and ethics, the risk management system, the integrated management system and that of relationship with our stakeholders, considering the social, economic and environmental impacts.
38
Sustainability Report 2012
The matters that were emphasized in this feedback exercise, and that they recommended to us as improvement opportunities for our sustainable management, include: • Adequately organize and transmit to the specialized community the abundant information that we generate in terms of fishing and marine investigation. This will also help, as they indicated, to increase the transparency levels of TASA. • Work on the strengthening of a sustainability culture among the crewmembers. The representatives of our stakeholders expressed the opinion that in order to generate this culture it was necessary to increase training and encourage consistent practices. Additionally, according to the results of these two mechanisms it was deduced that the matters that generated the greatest information expectations are the compliance of environmental standards (see page 78), the management of effluents (see page 79), the position of TASA towards the sustainability of the main resource of the Peruvian sea: the anchovy (see page 71), and sustainability management in general. It is important to state two important characteristics of this gathering of opinions: • The participation of an independent facilitator from outside our company, which permitted a neutral space to be guaranteed. • The investigation regarding the opinion of the networking of TASA and its leadership in the management of sustainability, more than the sustainability report in itself.
It also implements this sustainability strategy through the formulation of objectives and projects through its strategic map, which is reviewed every year and displayed to all the employees of the organization. We promote a culture of high performance and continuous improvement under a Management Model (Malcolm Baldrige), which guides the assurance of sustainability. Since the year 2006 we self-evaluate our management model and it is compared with the evaluation of external consultants obtaining an annual score. The aspects measured by this management model are six and each one of them has sub-aspects:
• Leadership: leadership of the Senior Management and governance and social responsibility • Strategic planning: development and implementation of the strategies • Orientation towards the client: voice of the client and commitment to the client • Measurement, analysis and management of knowledge: measurement, analysis and improvement of the organizational performance, and information management, information and technology knowledge • Orientation towards the personnel: environment and commitment of the personnel • Focus on the operation: work systems and processes
Self-evaluation of the management model of TASA, 2006-2012 Score 600 400
384
418
2006
2007
477
546
589
2009
2010
620
632
2011
2012
200 0 2008
Percentage
4.8
Ethics and 100.0anticorruption 95.4% 96.8% measures90.0 80.0
We have a Code70.0 of Conduct and Ethics, used by the different levels of our organization, which es60.0 tablishes the principles and norms 4.6% that regulate 50.0 the behavior of our employees. The main norms 40.0 are related to non-discrimination, anti-corruption 30.0 measures, harassment or aggression based on 20.0religion, physical condition, or gender, age, color, political affiliation. 10.0 4,6% 0
Some of its aspects are:
2011
40.0
Years
Additionally, we have corporate policies originating from the Grupo Breca, to which we belong, which includes matters of corporate finance, internal audit, legal and strategic planning, among others, which regulate our conduct.
100.0 Type of contract
80.0 60.0
4.6
TASA has the policy of reviewing, updating and disseminating in all of its branches the declaration of mission and values, as well as the Code of Conduct and Ethics and the relevant principles for a quality economic, environmental and social 3,2% performance, assuming the role of leader in the fishing sector.
2012
• Due diligence (adequate professional care and honesty in the performance of duties). • Avoiding conflict of interest. • Appropriate use of the company’s property. • Confidentiality Percentageof information. • Compliance of laws and regulations. 100.0
• Additionally, TASA’s Code of Conduct and Ethics includes measures to avoid conflicts of Local are applied to all of the cominterest which pany’s employees. 3.2% Foreign
70.3
Stable
56.0 48.1
44.0 29.7
51.9
Fixed term
39
SO2
The Code of Conduct and Ethics is applicable to the entire Company and, in order to ensure this purpose, the Compliance Committee, formed by the Audit Manager, General Manager, Human Resources Manager, Legal Manager, Administration and Finance Manager and the Senior Management Advisor, has assigned to the Internal Audit Management the responsibility for informing and updating of all its employees. We have a communication channel, ÂŤEthical LineÂť, which allows all of our stakeholders to report facts that represent noncompliance of the Code of Conduct and Ethics, or that oppose the values of the company.
SO2 4.4
The reporting mechanism of these facts or events is carried out through the email <lineaetica@tasa. com.pe> or the website <www.tasa.com.pe>, which is automatically directed to the mentioned email account. These reports are directed to the Compliance Committee, which assigns a person responsible for investigating the facts and, based on the conclusions, decisions are made, which are approved in accordance with the Internal Work Regulation and the current legal requirements. The Ethical Line has been disseminated to 100% of the personnel through various activities dur-
40
Sustainability Report 2012
ing the year 2012. These activities include: publication in RevisTASA, delivery of mass emails, induction talks to the new personnel, and dissemination talks of the Code of Conduct and Ethics.
HR3
It is important to highlight that the Compliance Committee has assigned responsibilities and established procedures that ensure the confidentiality and reserve of the reports received.. Since the formation of TASA no member of Senior Management has committed any ethical faults nor has the company been linked with events in violation of morality. The Code of Conduct and Ethics establishes our commitment to the prevention of any abuse, discrimination, harassment or aggression based on gender, age, color, religion, physical condition or political affiliation in TASA. During the year 2012 there have been no complaints due to the non-compliance of these considerations. As part of the activities of the Compliance Committee developed in the year 2012, four complaints or irregularities have been received related to four of the 16 locations in which the company carries out its economic activities. All of them were subjected to analysis by the Internal Audit Area and promptly reported to the General Management for the establishment of the corresponding corrective measures.
HR4
SO4
4.11 SO2
EC2
Risk management Risk management is applied throughout TASA and is based on the guidelines of the Board of Directors and General Management. All management areas are responsible for identifying and controlling risks in coordination with all the responsible units. • Operational risks are managed through the Planning and Management Area that reports to the Central Administration and Finance Management, which identifies and updates the risks of all the processes of the organization in the Operating Risk Matrix in which the schedules of action plans and follow up of indicators are established. This Operating Risk Matrix is used as key input for the annual process of Strategic Planning. • This matrix includes the analysis of market, credit and liquidity risks and those occasionally produced by the effects of climatological changes. • Financial controls are administered by the Controller Management, the area responsible for the revision and the approval of the company’s procedures to ensure that it has adequate controls. • The Internal Audit Management, which reports to the Audit Committee, is responsible for determining whether TASA’s administrative, accounting and financial processes, as designed and approved by Management, are reliable, adequate, functional and/or complied with.
The results of the evaluations carried out by the Internal Audit Area are reported to the Audit Committee, considering the following aspects: • Materiality and risk level. • Regulatory non-compliance. • Significant matters in TASA’s processes, and the identified improvements. For its part, the Head of Physical Safety has the Risk Management Procedure, to prevent unlawful activities and incidents of corruption in the operations and determine the threat context and scenarios in each one of its facilities, considering the characteristics of each one of them and of the processes that are evaluated. In this manner, relevant or significant risks are identified, analyzed, monitored and communicated to all the personnel involved in the process and/ or in the installation. This evaluation is translated into the physical safety risk matrix, which establishes a treatment and mitigation program of the identified risks. Of 100% of the identified risks, 96% have been mitigated, permitting us to achieve the BASC recertification in all of the operating units.
SO2
During the year 2012 the Crisis Management Plan and the Business Continuity Plan were updated and provided to all of those involved. These documents are a guide for facing situations that could affect the operations and/or the reputation of the company, establishing action plans and assigning people responsible for their implementation. The year 2012 was atypical; the first season of the center north presented a great abundance of juveniles, which represented a serious difficulty for the fishing management carried out by the State and for the companies. Additionally temperatures were higher than normal, which did not permit the anchovy to grow as expected, as a result of which the second quota of the year was reduced. It should be stated that the Peruvian state, through the ENFEN, has created a Coastal El Niño index (ICEN in Spanish), for region 1 and 2 where Peru is located. This index can help make better decisions for the sustainability of the resource in the region.
41
HR8
SAFETY AND HUMAN RIGHTS TASA, through the Safety Area, determines and permanently verifies that the policies and values of the private security companies are aligned with the policy and the values of our organization. Aware that the security service and the safety of our company directly depend on the conditions in which these are developed, monthly meetings are held with the representatives of the security company to discuss the following matters: training, compliance of labor benefits and improved conditions for the wellbeing of the assigned agents. In 2012 TASA has worked with the following private security companies: • J & V Resguardo - Líderman: carries out the private security service. In 2012 TASA had an average of 260 Líderman security agents distributed in our facilities throughout the country on a national level. • Solmar (Soluciones Marítimas): carries out the transfer, guard, onboard security service of our finished product from one plant to another, or from a plant to the storage terminals or shipment ports, as well as the security of the fishing vessels that are in the bay or in the Shipyard. TASA also has six permanent operators for the Control Center of the electronic security system.
VERIFICATION AND TRAINING OF THE SECURITY AGENTS The training activities of the security personnel are provided in compliance with the program of their own company and of those programmed by TASA, as induction to the internal procedures and policies. With effect from 2012, TASA has three Regional Supervisors of Physical Safety and Risk Prevention who have the following main functions:
42
Sustainability Report 2012
• The permanent supervision of the activities and the conditions of the safety personnel, which includes the verification of the training programmed for them. • Realization of a training program for the security personnel regarding the compliance of internal procedures, policy and values of TASA.
Training program of security and guard agents, 2012 Total surveillance and guard agents Trained agents Percentage of training
260 243 93.5%
MEASURES TAKEN BY TASA TO GUARANTEE THE COMPLIANCE OF THE LABOR RIGHTS OF THE SECURITY AGENTS • In 2012, after evaluating the risks that the guard agents were exposed to when they carried out the service on the hoppers of the transport trucks, it was decided to prohibit that practice and order that all agents travel in the cabins of the trucks accompanying the drivers as a preventive measure. • Labor audits were also carried out in the companies which provide private security for the purpose of verifying: • • • • •
Contractual and salary aspects Compliance of the social-labor obligations Insurance and safety implements Internal policies and training Manuals, regulations and obligations of a formal nature
Based on the observations found, meetings were arranged with the legal area and the representatives of the security companies to determine the corrective actions in favor of the wellbeing and the good human rights practices for the security workers.
Relationships with clients TASA maintains close relationships with its clients based on trust and respect, our products are prepared under high quality and safety standards and we are concerned with the fulfillment of the agreements and the expectations of our clients in order to achieve optimum satisfaction levels, such as: • Quality and safety of our products and services. • Compliance of legal requirements in operations, labeling, commercialization and distribution. • Compliance of contractual agreements. • Prevention of unlawful activities, environmental contamination and occupational incidents. • Good practices of social and environmental responsibility.
CUSTOMER SATISFACTION The Listen to the Client System includes current and potential clients, both of the national as well as the international market. This system permits us to maintain a close relationship with them to obtain, process, analyze and deliver relevant information for the fulfillment of their needs, as well as getting to know market trends. Clients can contact TASA through the email, the website, by telephone or verbally. If the communications are related to claims or observations, they are registered in a control system to resolve them in the short term.
PR5
The Commercial Management and the Shipyard Management maintain indicators and carry out surveys to know the degree of satisfaction of the clients, which subsequently serve for the application of opportunities for improvement.
In 2012 the surveys recorded the following results:
Client satisfaction surveys (%) Sector Direct Human Consumption Indirect Human Consumption Shipyard
2011 90 87 96
2012 89 87 91
The Commercial Management is responsible for our marketing strategy that defines the products, prices, markets and promotions. Our company does not belong to any organization that promotes social responsibility in marketing communications.
PR6 PR7 PR8
No incidents were reported related to the noncompliance of the regulations of marketing communications, privacy and leakage of personal data of clients.
Markets, products and expectations of the clients Market National and international
Products
Expectations of the client
Fishmeal
Homogenous quality
Fish Oil
Safety
Frozen products
Traceability
Canned products
Delivery on time
Fish oil
Friendly treatment
Refined oil (Omega 3)
Prompt attention Adequate and on time shipment documentation
43
SUCCESS STORY
SUPPLY OF FISH IN THE HIGHLANDS OF PERU: THE EXPERIENCE OF TASA’S DISTRIBUTION CENTERS TASA’s distribution centers (DC) are a commercial strategy that seeks the entry of frozen fish to new markets to improve the nutritional level, especially that of children, of the homes throughout Peru. The areas where the distribution chain has entered are characterized by their significant level of poverty and chronic malnutrition. These areas are Abancay, Andahuaylas, Cusco and Ayacucho; which possess at least 20% of poor homes and more than 20% of the population with nutritional problems. TASA, with the installation and the supply of the DC, improved the access of the population to fish in optimum conditions for human consumption. The species offered by TASA, such as anchovy, horse mackerel and mackerel, increased the supply of food in the zones where they are distributed; as a result of which the income of the clients improved due to the commercialization of frozen fish. This product was inserted within a market that has the potential to grow sustainably over time, since it has coincided with the growing demand of fish from restaurants due to the positive evolution of the tourism sector.
How do they work? During the fishing season, TASA’s ships go out to sea and capture different species of fish of commercial importance and with high protein content. Then, this fish is frozen in the plant in Callao, which has a capacity of 15,000 tons. In this manner, TASA guarantees the sustained supply of frozen fish during the entire year in its DC. Finally, units (refrigerated trucks) are programmed, which comply with all the quality requirements for the transport of food to carry out the weekly delivery to each DC. The commercial personnel of TASA make sure that the warehouses of the DC are supplied with at least 80% of their capacity. It is established as a process in TASA that if the warehouse has less than 80% of its space occupied, the tons required to cover this stock are immediately replaced. The objective of this process is to achieve the maintenance of the volume of supply at an optimum level in the face of eventual problems that could affect it, for example, strikes, blockages, landslides, among others. Once this fish is available in the DC, the sale chain is implemented in the area: the wholesaler distributes the product to the retailer who, at the same time, offers it to the public in the local markets. In this manner, the population receives a food rich in proteins and high energy content. It is important to state that this sales circuit is not limited to the city, but is transferred to towns very distant from the DC. Many distributors take the fish to distant places of the highlands and the jungle where the product is in great demand. For example, in Andahuaylas it is sold for the local market and the distributors take it to Uripa, Antabamba, Grau and other places outside the departmental capital.
Cusco distribution center
44
Sustainability Report 2012
Refrigerated truck transporting Kontiki products to distribution centers
Point of sale of AnchoveTASA and Omegaburger in VĂŠgueta
45
HR2
Relationships with suppliers An efficient supply chain is fundamental for the good performance of our company, therefore we maintain a close relationship with our suppliers and seek the continuous improvement of their processes so that they provide us with high quality products and services. The performance of the suppliers is permanently evaluated through compliance indicators related to opportunity and reliability of material and/or the service. In the case of a single supplier, TASA seeks to find the way of optimizing the goods and/or the service received, supporting its growth and searching for long term alliances.
CERTIFICATION OF SUPPLIERS Since 2009 the certification process began, which consists of carrying out audits of the critical suppliers through specialized companies. The audited criteria are related to the performance of the supplier according to the guidelines of the Integrated Management System: • • • • • •
Financial situation and legal obligations Operating capacity Quality and safety management Safety, health and environment Commercial management BASC (Business Alliance for Secure Commerce) System • Social responsibility and human rights aspects This certification also included questions related to the compliance of the ten principles of the Global Pact of the United Nations. As a result of
46
Sustainability Report 2012
this process, by the end of 2012 161 suppliers have been certified and there have been 35 renewals. The certification of suppliers permits the determination of the weaknesses and the opportunities for improvement of the different suppliers. Once this diagnosis is carried out, scores are obtained according to performance, which are communicated to the suppliers. Those that do not reach the minimum score required are contacted by TASA to support them in the improvement of their productive or organizational capacities. The purpose of this procedure is to ensure the compliance of the quality/safety requirements, and of the labor, environmental and occupational safety and health obligations by each supplier.
DEVELOPMENT OF NEW SUPPLIERS With effect from the month of September of 2012, TASA began the Development of Suppliers project. A first stage, carried out between August and October of 2012, consisted of the search for suppliers in each of the zones in which TASA operates. 80 potential suppliers were located. The second stage began in the month of November, which consists of training the identified suppliers of each of the zones. This stage was carried out with the areas of occupational safety and health, both of operations as well as the fleet, and physical safety. A first meeting has already been held with the suppliers of Chimbote, Pisco, Matarani, Mollendo and Ilo, in which matters related to the new Occupational Safety and Health Law and occupational medical exams have been discussed.
In 2013 meetings will be held in all the zones where our operating units are located. Furthermore, it is projected to carry out training talks in each one of these zones regarding aspects related to management systems in occupational safety and health, environment, quality and social responsibility.
Identification by zones
Training in management Score systems
Prior evaluation
Qualification of purchases
Certification
600 400
477
418
384
546
589
2009
2010
620
632
2011
2012
200
Maximize and develop competencies in suppliers 0 2006
PURCHASES EC6
Percentage
As part of ensuring supplier loyalty, TASA maintains purchase contracts with those considered strategic. These contracts include human rights clauses such as the prohibition of forced labor, child labor and discrimination, among other aspects.
100.0
One of the policies is to prioritize purchases of goods and services through local suppliers and preferably from the locality in which the business unit is located, in this way we ensure a prompt and efficient supply.
40.0
In 2012, the payments to suppliers totaled US$ 390’220,000, of which US$ 377’545,000 were directed to local suppliers and US$ 12’674,000 to foreign suppliers.
Purchases from suppliers by nationality (US$) 2011
2012
Local
417´258,697
377’545,000
Foreign
20´294,003
12’674,000
Total purchases in US$
437´552,701
390´220,000
90.0
2007
2008
Purchases from suppliers by nationality, 2011 – 2012 (%) 95.4%
96.8%
Local
80.0 70.0
3.2%
60.0
Foreign
4.6%
50.0 30.0 20.0 10.0
4,6%
0
3,2%
2011
2012
Years
COMMUNICATION AND SATISFACTION OF SUPPLIERS TASA has the E-Bose tool, a system which, through Percentage
an Internet site, permits suppliers to be informed of the situation of purchases, their statement of 100.0 100.0 account, payments made and new orders. 80.0
There are annual satisfaction surveys to 70.3 verify 56.0 60.0opinion of our suppliers the related to the attributes of integrity, commitment, 44.0benefit, innova40.0 tion, communication, attitude and treatment. As29.7 a 20.0 result of the survey carried out in the year 2012, 86.5% was obtained, compared to 2011 when this 0.0 figure 0.0 was 84%. Officers
Employees
48.1
Workers
51.9
Crew
47
SUCCESS STORY
LOGISTICAL INNOVATION: SLING SYSTEM The sling system is a logistical innovation in the national fishing sector that contributes to optimizing the tasks of the stages of productionstorage, internal transfers and export of our products (fishmeal in sacks). The system includes the redesign of the warehouses that increases their capacity by 35%, the adaptation of processes and the use of special transport equipment and technologies adapted to the local loading and unloading needs. All of this has generated more than US$ 2 million in cost savings for TASA, in addition to benefiting its clients, its supply chain and its direct and indirect employees in aspects related to occupational health.
48
Sustainability Report 2012
What are slings and how do they work? This system of logistical efficiency is based on the use of slings, a hoisting tool that allows the raising of cargo. Each sling is formed by a base of polypropylene and high tenacity structural tapes with UV resistance, useful for loads of approximately two tons, which is equivalent to 40 sacks. This initiative began in the year 2010, with the profile analysis and the evaluation of its feasibility according to our reality. In 2011 the final tests were carried out, the equipment was acquired and it was implemented in our plant of Chimbote (pilot plant). During 2012 it has been generalized in all our plants.
Human management Our employees are our main capital; we are concerned strengthening the relationships with them and offering them with alternatives for work and personal development.
LA1 LA13
EMPLOYEES The profile of our employees is based on a competency model aligned to the strategic plan of the company that establishes the values of TASA as its central axis. We are concerned with promoting employment in the emerging sectors of Peru. Of our 3440 employees â&#x20AC;&#x201D; 46 less than last year â&#x20AC;&#x201D;, 45.84% were workers and 31.05%, crew.
EC7
Since we have a presence in the main coastal provinces of the country, we attempt to prioritize the hiring of candidates from the area of operations, as long as they comply 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 relocate to the area of operations At the closing of the year 2012 we had 3440 employees, whose distribution by type of contract and range is presented in the following table.
Personnel by type of contract and age Criteria Stability* Age range
Characteristics 60.6% of our employees ate stable personnel, while the rest have a fixed term contract. The largest group of employees is in the range between 30 and 50 years.
* Indefinite term contract
STABILITY 60.6% of our employees are stable personnel, while the rest has a fixed term contract. The percentage of employees with an indefinite term contract by work category is shown below.
49
70.0 90.0 60.0 80.0
95.4%
96.8%
3.2%
Foreign Local
4.6%
50.0 70.0 40.0 60.0
3.2%
Foreign
4.6%
30.0 50.0 20.0 40.0 10.0 30.0 20.0 0
4,6%
3,2%
2011 4,6%
10.0 0
Years
2012 3,2%
2011
Years
2012
Employees by labor category and type of contract (%)
Percentage 100.0
100.0 Percentage
Type of contract
80.0 100.0 100.0 60.0 80.0 40.0 60.0 20.0 40.0 0.0 0.0 20.0 Officers
70.3 44.0
51.9
48.1
70.3
56.0
29.7
Fixed term
51.9
48.1
44.0 29.7 Employees
Work category
Workers
Crew
0.0
0.0
Stable Type of contract Fixed term Stable
56.0
Work category
Officers
Employees
Workers
Crew
AGE RANGE The following graph presents the distribution of our employees by work category and age range.
Employees by work category and age range (%)
Percentage 100.0 Percentage 80.0 100.0 60.0 80.0 40.0 60.0 20.0 40.0 0.0 20.0 0.0
88 65
88
65
66 66 24
35
13 0
0 13Directors
0
Officers 0
Directors
Officers
21
14
24 Employees 10
24
Employees
Workers 14
Workers
Less than 30 years
73
61 24 10
35
73
61
6 21 Crew
6
Between 30 and 50 years Less than 30 years Older than 50 years Between 30 and 50 years Older than 50 years Work category Work category
Crew
BY CATEGORY AND GENDER 519 women work in TASA. Most of them are employees and workers. Three of them form part of the management staff (Officers). In percentage terms, a still significant difference is observed Percentage with the male group, which has a majority presence100.0 in the four work categories. Local industry Percentage still faces a challenge in this area since it has a 92.5 80.7 long 80.0 tradition of male predominance, in fishing 71.9 100.0 as well as in the other extractive areas (mining 60.0 92.5 and hydrocarbons). 80.0 40.0 60.0 20.0 40.0 0.0 20.0
50
28.1
Officers 7.5
0.0 Sustainability Report 2012 Officers
Gender 100.0
Male Gender
80.7 2011
71.9
7.5
100.0
28.1 Employees
2012 19.3
19.3 Workers
Female 0.0
Workers
Work category
Crew 0.0
Employees
Female Male
Crew
Work category
Percentage 100.0 88 80.0
Employees by work category and gender, 2011-201273 65
60.0
Workers Crew Total
Less than 30 years
61
Between 30 and 50 years
40.0 20.0 Officers 0 0.0 Employees
66
2011 2012 Older than 50 years 24 24 21Female Male Female Male 14 37 36 1 3 10 6 481 174 543 212 Work category Employees 1,311 361 Workers 1,273 Crew 304 1,122 0 1,068 0 3,486 3,440
35 13 0 Directors
Officers
Employees by work category and gender, 2012 (%)
Percentage 100.0
100.0
92.5
Gender
80.7
80.0
71.9
Male
60.0
Female
40.0 28.1
19.3
20.0 7.5
0.0
0.0 Officers
LA2
Employees
Workers
Work category
Crew
TURNOVER OF PERSONNEL With regard to our turnover index, this year we had a turnover of personnel of 27%, the highest proportion belonging to the Human Consumption business unit. Horas
60,000 50,000
2011
40,000 30,000 20,000 10,000 Total 0.0 Turnover index
58,318
Turnover of personnel, 2011-2012 2012
Number
Percentage
Number
Percentage
479
93 21,857 16,612
550
59
38 698 1,149 517 Officers
7
15%
100 Employees
15,373 375 4,098 925 Workers
27%
32,749 2011
19,938
2012
11,340 41 100 Crew
Work category Total
51
SALARY SCALE EC5
With regard to the Peruvian minimum working wage valid at December 31, 2012, the average initial wage in TASA was 36.64% higher. As observed in the table, it increased by 2.15% compared to the previous year.
Salary scale of employees, 2011-2012
LA14
2011
2012
Average initial salary in TASA (S/.)
907.8
1,024.8
Minimum working wage (S/.)
675.0
750.0
Percentage by which the average salary of TASA exceeds the minimum working wage
34.49
36.64
Distribution of the labor income by work category and gender, 2011-2012 (%) 2011
LA3
2012
Officers
65
35
58
42
Employees
56
44
54
46
Workers
62
38
61
39
Average
61
39
58
42
SOCIAL BENEFITS Our employees receive the social benefits stipulated by law, as well as other additional benefits approved by the General Management.
Benefits for TASA workers Advance of profits and bonuses to cover health expenses Minimum wage for workers 35% above the legal minimum Purchase of TASA products and discount via payroll: Canned and frozen goods. Transport and lunch*
x
Permission of up to 01 day without pay***
x
Christmas bonus (Bonus and toys for Christmas)
x
Bonus for death of direct family (Spouse and children)
x
Granting of loans to workers in the case of illness, accident or burial Support for training** Granting of loans for each child of school age or undergoing higher education
x x
Profit sharing Playing fields in some plants
x x
x
Legal Life Insurance from the start of employment
x
Family allowance
x
Occupational medical exams
x
Payment of the accumulated vacation record in case the days required by Law are not complied with
x
Uniforms for plant employees*
x
* Only workers of fishmeal and fish oil plant and frozen plant. ** Does not apply to all the personnel. ***If it is not used the equivalent of a dayâ&#x20AC;&#x2122;s wage is paid. Only for workers.
52
Sustainability Report 2012
x x
Production bonus** Paid leave in the case of death of family members
x x
x
Bonuses for support in specific work in other plants
x
ADDITIONAL BENEFITS Our employees also enjoy benefits on special occasions, which are presented in the following table.
Activity
Directed at
No. of Participants
Children of the workers
667
All the personnel All the personnel
2,481 1,926
All the personnel
7,100
Date
DivertiTASA (summer workshop) Summer Cup (Sports activity) Fisherman’s day Celebrations (Father’s day, Mother’s day and Labor day, Friendship day) Anniversary: Copa TASA and ArtisTASA (soccer tournament, talent show for the anniversary) Christmas Party for the children of the employees End of year toast Entrepreneurship and strengthening of capacities
January/ February February/March June May/June September December December All year
Workers of all the units on a national level Children of all the workers All the personnel Wives of the workers
2,000 4,935 3,194 475
DISMISSAL PROGRAM EC3
During 2012 three workers were dismissed due to the elimination of their work position and they voluntarily agreed to a group of benefits that exceed the indemnities established by law, also contributing to cover their health, food, training needs and support for retirement. In the case of the crew, 43 were dismissed under the incentive programs due to the Law of Quotas, of these 44% benefited from the Incentives for Labor Reconversion and the Development and Promotion Program of SMEs.
CAPACITY BUILDING AND PERFORMANCE LA10 LA11
During the year 2012 58,318 hours of training were carried out, an average of 16.6 hours/employee per year, which exceeds by 56% the hours of training given in 2011.
Time of training of employees, by work category, and investment in training, 2011-2012 Year 2011 2012
Average time of training (hours) Officers
Employees
Workers
Crew
23.27 28.74
23.17 28.95
3.72 9.75
10.27 18.67
Total time of hours of training
Investment in training (US$)
32,749 58,318
394,535 496,459
53
19.3
20.0 7.5
0.0
0.0 Officers
Employees
Workers
Work category
Crew
Time of training of employees by work category, 2011-2012 Horas 58,318
60,000 50,000 40,000
32,749
30,000 21,857
20,000
16,612
10,000
Officers
15,373
2012
11,340
4,098
698 1,149
0.0
2011
19,938
Work category Employees
Workers
The training activities include:
Crew
Total
• Trip to the Plant, directed towards the children and family of the workers, with 4 hours of duration per unit. In the 17 units a total of 68 hours of visits were carried out.
• Pilot Program Operators School, which is focused on leveling up the basic knowledge of mathematics, physics and communications. This program was given in the plants of Pisco Through the Culture and Safety Committee, led Norte, Supe, Malabrigo, Paita, Samanco, Cal- by Human Resources, the Absolutes of Culture Skipper, first mate, were launched for the purpose of consolidating 88% lao and Chimbote. navigation captain the organizational structure of TASA and rein• Development Program of Management Abiliforcing the safety aspects. Various actions have ties directed at allmanagers, the employees responsible been developed inside the company, the most imAssistant 90% superintendents heads for personnel toandimprove their leadership portant one being the «5 minute Talk». competencies and the labor climate in the 100% Administrators company. • External Training Programs can be updating, languages, specialization, bachelor’s and mas22% New personnel ter’s courses. • Individual and group coaching for managers 0 20 purpose 40 60 80 and assistant managers, for the of 100 Percentage of participation empowering the management abilities of the I am respectful towards others leaders. Furthermore, various programs that promote the development and the wellbeing of the workers 70,464 and their families were carried out. The following had the greatest participation: • Program Undertake with TASA, with the participation of 475 workers¿ wives and 36 hours of training per person. In total 17,100 hours 8,901 of training. 2011
2012
• Program Healthy Lifestyles, which included a Nutrition Program (292 workers), Fruit Day (610 workers) and the Anti-stress Campaign (3647 workers). 10.0 8.0 54
Sustainability Report 2012
6.0
Positive attitude before everything
I always do more than is expected
I act and live the values of TASA
Absolutes of Culture
Trip to the plant
5 minute talk
Percentage 100.0
100.0
92.5
Gender
80.7
80.0
71.9
Male
60.0
Female
40.0 28.1
19.3
20.0 7.5
0.0
0.0 Officers
Employees
Workers
Work category
Crew
Horas 60,000
HR3 SO3
TRAINING OF THE PERSONNEL IN ETHICS 50,000AND ANTICORRUPTION MEASURES 40,000During 2012, the deployment of the Code of Con-
58,318
Furthermore, the training and evaluation of the employees of TASA in terms of safety, risk prevention and anticorruption measures in general was established as one of the management objectives. The compliance 32,749 in each one of the units was evaluated through the follow-up 2011 in focus sheets and compliance schedules. 19,938
duct and Ethics was mainly focused on the middle management staff of the organization, considersuperintendents, heads, 20,000ing assistant managers,21,857 16,612 2012 skippers and administrators, as well 15,373 as the new 11,340 The personnel of TASA undergo constant train10,000personnel as part of the induction process. 4,098 ing. For this purpose, those responsible for the 698 1,149 Work category 0.0For this in safety aspects, and purpose, 4 days of deployment talks were key areas have been trained Employees Total for replicating the knowledge acare responsible carriedOfficers out, 2 in San Isidro and 2Workers in Callao. The Crew participation of the personnel is presented in the quired in specialized organizations. In 2012, 6 in house trainings were programmed, offered by following graph. different institutions and directed at managers of human resources, heads of skippers and crew, quality heads, administrators (BASC coordinators), heads of warehouses and safety personnel. 30,000
Participation of employees in ethics training (%)
Skipper, first mate, navigation captain
88%
Assistant managers, superintendents and heads
90%
Administrators
100%
New personnel
22%
Additionally, trainings are held directed at all the personnel of TASA in order to create awareness and internal indicators are maintained that guarantee the follow-up and measurement of the trainings programmed for the universe of workers considered.
Percentage of trained workers Total of workers considered
1,853
Total trained workers
1,525
Average of compliance 0
72%
20 40 60 80 100 Percentage of participation
70,464 55
SUCCESS STORY
TASA, through its Human Development and Welfare Area, developed the program Undertake with TASA for the purpose of encouraging and guiding the wives and families of its employees in the strengthening of their gastronomic abilities so they can establish their own business. The program was successfully executed in all the units, each course lasted 6 weeks and was able to summon the mass participation of wives, daughters and sisters of our employees, who developed culinary skills inspired by AnchoveTASA. To begin the approach to the wives there was an initial contact with the employees, with the intention of them inviting their wives to participate. Once the list of entrepreneurs willing to assume the risk was completed, there was a formal presentation to attend to their expectations and create a climate of cordiality.
56
Sustainability Report 2012
This program was carried out in two phases: • Phase I. Entrepreneurship, Motivation and Business Plan: Different aspects of motivation, positive attitudes and competencies were worked on- for the purpose of awakening entrepreneurship and subsequently cover the preparation of their business plans. • Phase II. Cooking Workshops: The knowledge, tools and techniques necessary to be an excellent chef were offered. AnchoveTasa Kontiki was used in all the workshops. • As the closing of the program a gastronomic festival was organized, where the participants excelled themselves with innovative dishes based on the anchovy.
The main benefits include: • Total coverage in the TASA units: 475 families benefited from the project. • Stimulation of social inclusion and equality of opportunities. • Support and favoring of the overall development and psychological welfare of the employees and their families, especially their wives. The program promotes the improvement of the family economy and, as a result, of the quality of life of the employees of TASA. Additionally, it promotes healthy nutrition through the consumption of anchovy. HR3
For TASA the formation of the workers in human rights is also important, for which the programs presented in the following table were carried out.
Programs Undertake with TASA the object of which was to contribute to the development of entrepreneurial competencies, favoring female empowerment and leadership and the awareness of the employees regarding the role of their wives. Couples workshop to improve the relationships and communication between them. Gender workshop, Masculinity and Violence against Women and Awareness of the Non-Violence of Gender.
Characteristics • It was provided in all the plants. • In total 8,550 hours of training. • An average of 18 hours per participant. • Total investment of US$ 18,954.42.
Number of Participants
475
Carried out in the Frozen Plant
150
Carried out in Atico, Ilo and Central Administration
76
57
LA12
MEASUREMENT OF PERFORMANCE Since the year 2008, in TASA we have carried out the performance evaluation of our employees to recognize the good work carried out and identify the opportunities that enable employees to improve their individual performance and the results of the team. Our performance evaluation model considers the evaluation of three dimensions: • Functions of the position. • Commitments to action. • Competencies: • Essential for all the employees. • Of leadership for those employees in charge of personnel.
58
Sustainability Report 2012
All the personnel, employees and workers, with more than 6 or 3 months in the company, respectively, participate in our annual Performance Evaluation process. This includes a feedback stage in which the employee, in coordination with his superior, defines the commitments to action that will help him improve his performance and fulfill his objectives. The compliance of these commitments will be reviewed in the following performance evaluation. Subsequently, the information collected in this evaluation process is used in the feedback stage between the direct superior and the worker in which the Individual Development Plan is prepared. In 2012 600 employed workers participated in the process, which represents 83% of the total employed workers, with a compliance level of 99.8%.
INTERNAL COMMUNICATION During 2012 the internal communication in TASA continued focusing its efforts to become a strategic ally of the growth, sustainability and consolidation of the TASA culture, mainly to contribute to the generation of pride and a sense of belonging. The Communication Area continued to perform an important role in the counseling of internal campaigns, activities and/or various communicational pieces to reach the employee. Likewise, the technical means of communication continued to improve, as shown in the following table.
Name of the Means of Communication
Communication Channel
Legal bulletin
Digital
Bulletin tripulante al día.
Printed
As every year, the contribution of the network of internal communication correspondents stands out, who supported, after prior training, the drafting of news and the taking of photographs for RevisTASA. NAL
ÓN INSTITUCIO
RevisT ASA RevisTASA PUBLICACI
PUBL
ICACIÓ
Año
Año 8
nto Cumplimie es de los Límit Máximos s Permisible
Nuestros de familiares paseo en la planta
e TASA recib distintivo ESR
N INS
TITUC IONAL
re 2012 7 Nº20, Octub
TASA rec premio ibe Creati en Empre vidad sarial
de las 10 empre 0 sas con me reputa jor ción
N° 21,
Febrero 2013
TASA Om produc ega irá ace concen ites trados de Omega 3
TASA Pisnco Su Priañ mos er co Puesto r s primeros 10 su a tej D fes esTA tis afíoSA TASA Ar el y Efecto del ito Pedr n Sa TASA 2 pa Co la 012
We also continued with the human network of internal communication leaders Red-TASA, a volunteer team of operators who support the display of key messages of the Senior Management in their respective units.
Brochures, diptychs, triptychs, banners, flyers, posters, among others.
Printed
Institutional and regulatory Documents (Code of conduct, RIT, RSHI, DHSDirective of sexual harassment, among others).
Printed
Electronic flyers summons, communications, advice, ads, campaigns, among others.
Digital
Intranet
Digital
Annual report.
Digital
The Culture Committee and the Welfare Area reinforced the communicational competencies and the active listening of management and middle management of the company. The II Effective Communication and Management of Means of Communication Workshop, directed at the official spokespeople of the company, provided a group of techniques to contribute to perfecting the communicational performance of the superintendents by providing them with additional security and confidence in front of the employees and with the means of communication.
Website: www.tasa.com.pe
Digital
Online dissemination and feedback
Social network: Facebook, Youtube.
Digital
Sustainability report.
Digital
RevisTASA. TASA te comunica. Intranet. TASA Tv (pilot). Videos: induction, strategic planning, summary of internal and external activities, among others.
Printed digital Printed (bulletin board) and digital
The following emails were valid for receiving recommendations and/or suggestions from the personnel, and disseminating the contents among the personnel: comunicaciones@tasa.com.pe gestionhumana@tasa.com.pe sugerencias@tasa.com.pe lineaetica@tasa.com.pe
Audiovisual
Audiovisual and digital
20 bulletins of TASA te Comunica were published through the communications email and the bulletin board, with relevant information from management. By the end of the year we reached edition number 70.
59
On the other hand, in 2012 we invested a total of US$ 430,000 in the installation or improvement of kitchens, dining rooms and bathrooms in five fishmeal and fish oil plants, a program that will be carried out during the year 2013 in the other work units. This improvement plan of our facilities has the aim of promoting a good labor climate, especially influencing those spaces that encourage integration and improve the quality of life of the employees in the company. LA4
LABOR RELATIONS We have a total of 1577 workers, of which 160 are affiliated to union committees. Furthermore, there is a branch union, the Single Union of Fishermen of New Vessels of Peru (Sindicato Único de Pescadores de Nuevas Embarcaciones del Perú SUPNEP), which most of the crew members of vessels belong to on a national level. There are five union organizations: two union committees (Chimbote and Atico) and three company unions (Végueta, Ilo and Malabrigo). In total we have 1222 employees included in collective agreements, who represent 35.52% of the total workers.
Category Officers Employees Workers Crew % of the Total workers in TASA
LA5
Unionized 2011 0.00% 0.00% 4.72% 97.86%
Unionized 2012 0.00% 0.00% 10.15% 99.44%
33.76%
35.52%
In October of 2012 all the workers of the fishmeal and fish oil plants were notified of the possibility of having a working day in the nonproductive season, in which a snack is included within the working day, which was accepted by the employees. Likewise, we have complied with all the prior notices in accordance with the law. • Communication of resolutions from the Production Ministry regarding the Fishing Seasons 2012: 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.
60
Sustainability Report 2012
• Terms of presentation and beginning of collective negotiations with union organizations: collective negotiations have been carried out in accordance with what is established by law. • Benefit Program established by the Law of Maximum Capture Limits per Vessel (Legislative Decree 1084): Emergency Decree 019-2012 was published in the year 2012, extending to one additional year the acceptance of all the programs included in Legislative Decree 1084 (until April 30, 2013). During 2012 the acceptance of the rotating crew personnel has continued complying with the terms and benefits established by the law.
OCCUPATIONAL SAFETY AND HEALTH In TASA we are convinced that the protection of the life and health of our workers is one of the pillars for the integral development and sustained growth of the company. Therefore, we have an Occupational Safety and Health Management System certified under the OHSAS 18001 standard in eight of our fishmeal and fish oil plants, the frozen plant and the shipyard. Additionally, in the year 2012 we began the strategic project denominated «Strengthening of the Culture of Occupational Safety and Health (OSH)», with the consulting firm Dupont, for the purpose of consolidating our culture and leadership in OSH. This project was applied in the plants of Chimbote and Supe and in the fishing vessels TASA 61, 59, 413 and 310. Under the personalized advice of consultants, the national strategy and the objectives of each unit were defined, and training courses and workshops were developed, directed at the leaders and the members of these units. This contributed to the transfer of knowledge and the deployment of tools among all our employees. In compliance with the Law and the Regulation of Occupational Safety and Health, the service of occupational doctors within reach of all the employees was implemented. Furthermore, occupational medical exams (OME) were carried out on 2823 employees as well as the monitoring of occupational hygiene in the industrial plants, the administrative offices and the operating vessels. The employees, after receiving the results of their OME, receive orientation for the treatment of their illnesses by specialists. Subsequently, each worker informs regarding the progress of his medical treatment and its effectiveness is verified.
LA8
At the closing of 2012, the training plans oriented towards the safety and health of the employees were: 1.
2.
3.
4.
Safe execution of works at altitude, in confined spaces, hot work, defensive driving and others, directed towards operators and heads. Our coordinators and supervisors of occupational safety and health were also trained in the investigation of accidents, and development of safety leadership. For the fishing operations, the training was oriented to security leadership aspects directed at crewmembers such as skippers and pilots, as well as fishing heads, supervisors, bay heads and administrative employees (280). There was also training in first aid, survival at sea, firefighting and safety drills in the vessels with approximately 350 crewmembers. We have 462 volunteer brigade members trained to attend to emergencies, of which 411 received retraining in their competencies.
Volunteer brigade members trained in safety by business unit, 2011 - 2012 Business unit Indirect Human Consumption Direct Human Consumption Shipyard Fleet administration Central Administration Total
2011 300 25 21 26 6 378
2012 372 32 21 12 25 462
5.
Skipper, first mate, navigation captain
88%
Assistant managers, superintendents and heads
90%
Administrators
100%
New personnel
22%
The hours of training provided to the employees in safety matters increased eight0 20 40 60 80 100 fold. Percentage of participation
Hours of safety training, 2011-2012 70,464
8,901 2011
2012
Furthermore, Risk Maps and IPER (Identification of Hazards and Evaluation of Risks) of all the vessels were prepared. State of the art structural suits and firemen helmets were provided to 50 vessels, 10.0 25 breathing apparatuses and electronic earmuffs for hearing protection/communication in engine rooms/flat-bottomed boats. 8.0 We comply fully with the health and safety aspects stipulated in collective agreements, as de6.0 tailed below. â&#x20AC;˘ Compliance with clause ten of the Collective 4.0 by Area of Activity signed between agreement the SUPNEP2 and AANEP3: in which the work and health 2.0 conditions and the safety norms of equipment and of human life at sea are agreed.
LA9
0.0 Accumulated AI 2011
7.28
4.30
3.11
2.35
2.02
1.70
1.56
1.49
Accumulated AI 2012
0.23
0.13
0.22
0.26
0.35
0.41
0.49
0.46
Percentage 70
63
57
60 50
42
40 Brigade members in action 2 3
Single Union of Fishermen of New Fishing Vessels. Association of National Ship Owners of Fishing Vessels.
30
3 24
22
20
16
10 0
Normal Beginning
Intermediate
Risk Low height 61
16,612
15,373
10,000
4,098
698 1,149
0.0
Officers
2012
11,340
Work category Employees
Workers
• Compliance with the collective agreements signed with union organizations of plants and/ or units, regarding occupational safety and health conditionsSkipper, suchfirst as mate, uniforms and safety navigation captain protection equipment. These practices are also regulated by ourAssistant policy.managers, • Compliancesuperintendents of the Occupational Safety and and heads Health Regulation of plants and/or units in the following aspects: Administrators
Crew
Total
ACCIDENT RATE
LA7
Our Safety Management System has enabled us to verify and evaluate risks before the perfor88% mance of works and apply effective operating control measures with the use of the AST (Spanish acronym 90% for Safe Work Analysis), the PTS (Spanish acronym for Safe Work Permits) and the constant awareness of the personnel. 100%
Thanks to these measures, among others, we have been able to reduce by 0.86 times the acci22% index compared to the year 2011, even dent rate though in 2012 there were 27.75% more work hours 80 100than the previous year.
• Use of personal protection equipment. New personnel • Formation and meeting of the Occupational Safety and Health Committees. 0 20 40 60 • Participation of workers’ representatives in Percentage of participation the inspections, audits and investigations of The frequency indicators and the seriousness inaccidents related to safety and health. dex reported a reduction of 0.35 and 0.78 times, • Training and drills. respectively, compared to 2011. • Internal report and investigation procedures and corrective actions of deviations, acci- The accumulated number of days lost in TASA at 70,464 dents and labor related illnesses. the closing of 2012 was 3077. • Periodic inspections of the behavior of the Thanks to the Occupational Safety and Health workers and in the work environments. • Internal audits of the general occupational Management System put into practice several years ago, a safety culture has been forged in the health and safety management. employees permitting a considerable reduction in our accident rate indices and the safeguarding 8,901 of the lives of our employees without regrettable fatal consequences. 2011
2012
Accident rate index (AI), 2011-2012
10.0 8.0 6.0 4.0 2.0 0.0 Accumulated AI 2011 Accumulated AI 2012
7.28 0.23
4.30 0.13
3.11 0.22
Percentage 62
70 Sustainability Report 2012 60
63
57
2.35
2.02
1.70
1.56
1.49
1.28
1.16
1.12
1.10
0.26
0.35
0.41
0.49
0.46
0.42
0.40
0.38
0.37
EC9 SO1
Relationships with the communities We are concerned with maintaining good relationships with the stakeholders of the communities where we operate. Therefore, we support the economic development in these zones, we promote respect for the environment, we improve the nutrition indices through our anchovy distribution centers and we also invest in sustainable projects to strengthen the capacities of potential entrepreneurs. These are some of the actions that we have carried out: • 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 and automated our mapping of stakeholders, a tool that enables us to identify and monitor our relationships; as well as define joint action plans. • We also deployed our guidelines and action axes in social responsibility to empower the leaders of each unit.
• With the objective of motivating and recognizing the management of community relationships of the units with their stakeholders, a recognition matrix was designed to reward better social responsibility practices. The criteria qualified were: efficient use of the budget, number of beneficiaries, commitment of the leaders, degree of progress in criticality and risk management. • At a union level, links were reinforced and 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). The social responsibility structure of the National Fishing Society (Sociedad Nacional de Pesquería - SNP) was strengthened, forming an Image and Social Responsibility Committee presided over by our General Manager with the objective of supporting activities in favor of the wellbeing of the communities adjoining the operations of the APRO.
Main areas of Intervention, description and scope QUALITY NUTRITION • Nutritional promotion based on anchovy • «Fish Consumption» Campaign
EDUCATION AND CULTURE • Development of youth leadership in environmental management • Promotion of culture through the Centenario cultural center Centenario Chimbote
BUSINESS DEVELOPMENT • Learn and Undertake (strengthening of business capacities) • Associations of sustainable entrepreneurs • Alternative business activities to artisan fishing
SOCIAL RESPONSIBILITY CULTURE • Plans of social projection/ Participative volunteer work • Loyalty of means of communication • Strengthening of awareness for the care of the environment
Promote the consumption of healthy, accessible marine products, that contribute to the nutrition of the country.
Children between 0 and 5 years Pregnant and breastfeeding 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 associations of entrepreneurs through collective work mechanisms, insertion in the market and the financial system.
Unions of artisan fishermen, stevedores, adult men and women of the community.
Spread and create awareness of good practices through transparent communication and the relationship with key actors.
Employees Authorities Communities
63
During the year 2012 we assigned US$ 1’022,287 to carry out these activities, which is shown in the following table. EC1
Community outreach activities (US$) Volunteer work and outreach activities with the Community Donations Sustainable Projects Sponsorships Contribution APROs Total
2011
2012
$15,000
$36,000
$ 51,330 $ 86,587 $ 49,200 $ 514,492 $ 716,609
$ 79,550 $ 157,300 $ 67,200 $ 682,237 $ 1´022,287
PARTICIPATION OF TASA IN EVENTS THAT PROMOTE SOCIAL RESPONSIBILITY In April we participated, for the fourth consecutive year, in the Social Responsibility Fair organized by the Asociación Civil Perú 2021, focused on the dissemination of the social responsibility programs and actions. In February we joined the Patronato de Perú 2021 with the objective of forming part of the companies that promote good social responsibility practices in the country. We also participated, as exhibitors, in a working breakfast on good social responsibility practices in management with suppliers.
With the support of the Senior Management, we continued with the campaign «TASA Effect», which, since 2009, promotes awareness and commits the employees and their families to the care of the environment with simple and concrete actions. Among the projects that TASA has undertaken with the community in 2012 are:
CAMPAIGN: TASA EFFECT CHALLENGE 2012 «Think green, think TASA», is the slogan of the TASA effect campaign since it was launched in 2009. It is intended to create awareness through small actions to contribute to the care of the environment. In this framework, in November of 2012, the TASA Effect Challenge competition was launched, which put to the test the capacity of all the units to comply with 17 environmental challenges during 30 days. We awarded prizes to the best four works originating from our plants in Pisco Sur, Atico, Chimbote and Végueta. Each one of them assumed a challenge that ranged from the collection of recyclable material to the elaboration of educational recreational games donated to two educational institutions.
COMMUNICATIONAL SUPPORT We strengthened our communication processes and their correct use, internally and externally, with the application of the procedure of Management of the Communication System. We continued disseminating social responsibility activities in the communities and our other stakeholders through different communications media such as the bulletin ComuniTA-SA, the website, radio spots and corporate videos, among others. On the other hand, we published, for the fourth consecutive year, our Sustainability Report, aligned and certified by the standards 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 qualification «A». Furthermore, for the first time our report was validated by the GRI and obtained a qualification of A.
Employee from Atico with educational game made from recycled materials.
64
Sustainability Report 2012
LOCAL REPUTATION OF TASA We carried out, for the second year, a study regarding reputation in the localities of Chimbote, Pisco and Malabrigo (emblematic places of our industry). In the last of these places there was also an analysis of the social climate and of opportunities for socio-economic action. The first reputation study, carried out in 2011, took place in the localities of Végueta, Samanco and Atico (Arequipa). The focus on reputation highlights the perception of the stakeholders of an organization with regard to variables related to its behavior on different fronts. With the results obtained, through quantitative and qualitative instruments, each organization analyzes the gaps that they have with reality, in other words, with the targeted results of its management. This focus is equivalent to comparing perceptions with performance.
• The public in which we generated a better perception is formed by the local leaders of opinion. We believe that this is due to the fact that they have a greater access to information regarding our actions and that many of them are related to our area.
SUSTAINABLE PROJECTS Learn and Undertake As part of its Social Responsibility policy, TASA has implemented its business formation project «Learn and Undertake», which attempts to improve the productive capacities of the population within its zone of influence. This project is carried out in Atico (Arequipa), Végueta (Lima) and Samanco (Áncash), always oriented towards the growth of the small business activities of the population to energize the local economy.
The study enabled us to identify the aspects on which we need to focus our management and get to know the perception and the expectations of the localities in which we are already carrying out sustainable projects and, therefore, establishing inter-institutional models and alliances. Based on these objectives were defined to enrich the strategy of community relationships, responsible environmental conduct and an efficient communication with our stakeholders. The variables considered for measurement were: relationships with the community, environmental practices, ethics and transparency, perception of the company as a place to work and track record. Surveys were made of the residents of the three localities, interviews of local opinion leaders and interviews of some institutional actors and of interest for the industry. The study produced a reputation indicator of 66% among public opinion and of 80% among the local opinion leaders, in other words «Good reputation» according to the valuation scale used. In the case of the 2011 study, the measurements reflected 64% for public opinion and 71% for local opinion leaders. Both results are equivalent, according to the methodology employed, to having a good reputation. It should be noted that there are two interesting aspects with regard to how we are perceived and who has a better assessment of our behavior: • The variables where we obtained a higher score in 2012 are track record, environmental conduct, ethics and transparency; and, in 2011, place to work. Residents trained by the Learn and Undertake Program.
65
Business Marketing in Végueta In the second consecutive year of alliance with the District Municipality of Végueta, TASA is carrying out a Business Marketing program for associations that develops strategies of mapping and inclusion, financial access, marketing, organization, technology and communication. 60 entrepreneurs from 15 associations have benefited, who received technical assistance and small business advice in a tutorial manner according to their strengths, weaknesses and degrees of progress. Different media were used, such as radio and television programs, websites and social networks, to inform and motivate the potential entrepreneurs, generating a culture of entrepreneurship in the district. These are the main results of the project: • 13 companies provided with advice with an increase of between 60% and 116% in their sales. • 80% (48) entrepreneurs increased their economic income. • 38% (5) companies gained access to financial credit. • 60% (8) companies created and disseminated the brands of their products. • 38% (5) establishments improved for sales and customer service. • 80% (10) of the companies implemented their business plans.
Micro-finance advice in Atico TASA, in alliance with the District Municipality of Atico and the PAZ PERÚ Association of Arequipa, implemented a Business Advisory Office which provides orientation services for small businessmen, and financial growth is promoted through a program of micro-credits, a service provided by the association that prepares and evaluates the entrepreneurs so that they can increase their working capital. To date, this project has strengthened 60 local businesses and new entrepreneurs, developing more efficient management and administration tools through small credits, advice on marketing, costs and sales, which will permit the improvement of their incomes. Results so far: • 60 entrepreneurs management.
66
Sustainability Report 2012
trained
in
business
• 43% (26) entrepreneurs improved their sales through marketing and sales tools as well as 14 cost plans (basic cost system) and 12 marketing plans (promotion and sales system). • 4 small businessmen gained access to financial credits.
Promotion and strengthening of the artisan fishing community of the district of Atico The Union of Artisan Fishermen and Extractors of Shellfish of the Port of Atico (Sindicato de Pescadores Artesanales y Extractores de Mariscos del Puerto de Atico - SPAEMPA) and TASA, in articulation with the Extension Program of Artisan Fishing (Programa de Extensión de Pesca Artesanal PEPA) of the National Fishing Development Fund (Fondo Nacional de Desarrollo Pesquero - FONDEPES) of the Production Ministry, and the District Municipality of Atico, have carried out a project to promote the formalization and the business training of the owners and the crew of the fishing vessels that carry out commercial and productive activities in this zone. The project also contributes to the strengthening of the SPAEMPA union, which is currently in charge of the administration of the dock El Gramadal, providing them with advice and tools for efficient management and their inclusion in the market. Results obtained: • 20 entrepreneurs, owners of vessels, trained in business management. • 3 small business associations of artisan fishermen formalized. • 3 business plans for each SME and a developed and focused market study for the commercialization of its products.
Promotion and strengthening of the artisan fishing community of the district of Samanco TASA, in alliance with the extension program of Artisan Fishing and the Fondepes, promotes the development of artisan fishing with a business promotion project that has the objective of improving the socio-economic level of the fishing community of Samanco through the formalization and the business training of the owners and the crew of fishing vessels, that belong to union organizations and participate in commercial and productive activities in the zone.
One of the main components of the project is the labor and business training of the artisan fisherwomen, through advice and training that enable them to constitute SMEs of primary and artisan processing and of commercialization of hydrobiological resources, thus achieving the improvement of their economic level and with this their quality of life. Main results achieved: • 3 SMEs in the process of formalization and organized in the form of small businesses (two completely formed by women). • 20 artisan fishermen owners of vessels trained in business matters. • 32 women trained in primary processing techniques of hydro-biological products: dry-salty and dry-smoked technique. • 30 artisan fishermen completed the necessary documents to be formalized as fishing agents (marine fishing and life insurance license).
67
SUCCESS STORY
NUTRITASA PROJECT: PROMOTION OF HEALTHY NUTRITION IN CUSCO NutriTASA is aligned with the National Commitment to Fight Child Malnutrition and the health strategies of the Health Ministry. It is a clear effort of our socially responsible actions in the face of the chronic malnutrition problem being experienced by society. NutriTASA is a public private cooperation project and responds to the child malnutrition problems from the work of the Provincial Municipality of Cusco through nutritional monitoring centers. Its purpose is to contribute to reducing the chronic malnutrition and extreme poverty that affects 21%4 and 25%5, respectively, of the population of this province.
Results obtained by the NutriTASA 2012 Pilot Project after 9 months of intervention with children under 3 years of age who benefited6 from the nutritional Monitoring Centers of Cusco: • Reduction of the chronic malnutrition index from 34% to 20%. • Reduction of moderate anemia from 38% to 0%. • Reduction of parasites from 47% to 10%.
As a strategic ally, TASA contributes to stimulating the activities of the health personnel in the identification and the attention to children in a state of malnutrition, introduce the anchovy into the family diet, train the mothers in improving the sanitary conditions of the home, providing a service of care/stimulation of the child, optimize a food service in accordance with the nutritional requirements of the child and achieve his nutritional recovery in the nutritional monitoring centers.
Progress in 9 months of intervention of NutriTASA, 2012 Before
68
After
• Low fish consumption (does not include anchovy)
• 100 families incorporate anchovy into the weekly family diet.
• Children do not have a regular control of weight, height and parasites
• 107 children with control of weight, height, parasites, anemia (monthly controls)
• Pregnant women with few prenatal controls (fear of health services)
• 20 pregnant women participate in monthly prenatal controls of the MINSA.
• Personnel of Monitoring Centers with little training.
• 9 officers of the Monitoring Centers trained in quality attention.
• Monitoring Centers did not plan meals and only cooked what was available.
• 2 Monitoring Centers with support of nutritionists
4
Chronic Malnutrition Map of Boys and Girls under 5 years of age on a provincial and District level, INEI 2009.
5
District Poverty Map, INEI 2009
6
49 children permanently attended the controls during the 9 months of intervention
Sustainability Report 2012
2.0 0.0 Accumulated AI 2011
7.28
4.30
3.11
2.35
2.02
1.70
1.56
1.49
1.28
1.16
1.12
1.10
Accumulated AI 2012
0.23
0.13
0.22
0.26
0.35
0.41
0.49
0.46
0.42
0.40
0.38
0.37
Reduction of chronic malnutrition in Nutritional Monitoring Centers in Cusco
Percentage 70
63
57
60 50
42
40
34
30
24
22
22
20
20
16
10 0
Normal Beginning
Risk Low height
Intermediate
Low height
Final
Reduction of slight and moderate anemia in Nutritional Monitoring Centers in Cusco Percentage 90
87.8
80 70
61
60 50
44.4 38.9
40 30
27.8
20
16.7
12.2
11.1
10 0.0
0 Slight anemia
Normal Beginning
Intermediate
Moderate anemia
Final
Tons 4.450
500.000 450.000 400.000 350.000
4.400
4.382
430.177 4.303
4.297
352.415
4.350 4.300
69
environmental management We invest in the constant improvement of our environmental management for the purpose of mitigating our impacts on the Peruvian sea. Our Environmental Management System is certified by the ISO 14001 standard in 9 of our fishmeal plants, the frozen plant and the Shipyard. As part of our management system all our units have the identification of environmental aspects and operational controls to reduce, mitigate and control any impact on the environment. In 2012 TASA consolidated itself as the first fishing company to lead environmental compliance in the treatment of industrial waters anticipating the standards applicable with effect from the years 2013 and 2015.
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Sustainability Report 2012
INVESTMENTS IN INFRASTRUCTURE AND TECHNOLOGICAL INNOVATION We have invested US$ 35 million in environmental aspects during 2012. This amount was destined to the following areas: • Conversion of drying technology (FAQ to SD). • Optimization of the fat flotation systems of the pumping water. • Installation of disinfection systems of the recirculation water (in the frozen plant) and of mitigation projects of the environmental impact in the Shipyard.
EN26 EN30 EC8
1.2
SUSTAINABLE FISHING AND BIODIVERSITY The Peruvian coast has an extension of 3000 kilometers and an area of approximately 400 square nautical miles and the following have been identified in it: • 400 species of crustaceans • 1100 species of mollusks • 1052 species of fish, of which 150 currently support fishing
EN11 EN12 EN13 EN14 EN15
In terms of commercial importance, the species that stand out the most in our ecosystem are: the anchovy, with a great fishing value; the giant squid; and, due to its abundance, the crustacean spider crab. Other important species are the horse mackerel, mackerel, tuna, bonito and mahi-mahi. Among these species the Peruvian anchovy (Engraulis ringens) stands out, due to its abundance, extraction of which represents approximately 10% of the world fish catch. According to the red list of the IUCN (International Union of Conservation of Nature), in the Peruvian sea there are 3 species of birds, 5 species of marine turtles, 9 species of cetaceans, 8 species of dolphins and one mammal (marine nutria) considered in danger of extinction. Our operations are carried out in a responsible manner close to some protected marine areas, such as the bays of Paracas, Samanco, Végueta, Atico and Ilo. In order to mitigate the impact on these bays we are concerned to comply with the environmental norms to assure that we do not damage the ecosystem. It should be stated that in the plants of Pisco Norte and Pisco Sur, located within the bay of Paracas7 and that of Samanco, inside the bay with the same name8, no significant impacts on the biodiversity have been recorded. Although we do not carry out in depth studies regarding the state of the biodiversity and the consequences of our operation on it (since these investigations are carried out by the regulatory organisms of the sector and because the impacts are produced on the scale of the entire industry and not only of one operator), we support actions to mitigate the possible effects in this area. 7
Has an area of 33,845 m².
8
With an area of 14,493.6 m².
9
IFFO: International Fishmeal and Fish Oil Organization.
TASA carries out different activities to identify in its different production stages the vulnerability of the resource, and in this manner take measures to mitigate its impact, such as: • We have the Certification IFFO-RS9 for the responsible supply of raw material in all our fishmeal and fish oil plants where we carry out the training of the crew in aspects of sustainability, conservation and responsible management of the marine resources and the geo-referenced record of the interactions of the ships with species of superior predators in cooperation with the NGO Pro Delphinus. At present 54 % of the crewmembers have been trained, in other words, close to 550 workers. • Furthermore, TASA carries out and participates in marine investigation activities, identifying and registering the biodiversity, monitoring the functioning of the ecosystem and contributing to the study and analysis of the various problems that are still observed in fishing. In this sense, the fishing logs have improved since they allow the description of the sighting of birds, mammals and reptiles such as turtles. • We also have a guide of protected zones that describes and indicates the exact location and dimension of these conservation areas along our entire coast. Furthermore, we have prepared and distributed an Identification Guide of the main species of superior predators of the Peruvian sea. • In our internal laboratory we frequently carry out monitoring of the industrial effluents discharged into the sea, and it is also done monthly by the external laboratory for the purpose of taking actions in case of exceeding the Permissible Limits. • We carried out workshops regarding the ecological significance of the fishing discharges into the sea, including the related regulations (such as S.D. 005-2012-PRODUCE). • We have a training program regarding the abilities of visual identification of the main species of superior predators of the Peruvian sea, including the distribution of posters and the showing of videos onboard each fishing vessel. • We have a training center in electronic detection and communication systems. • We have established a collection system of discarded material onboard all the fishing vessels, including the absolute prohibition of the discharge of non-organic materials into the sea.
71
10 0
Normal Beginning
Risk Low height
Intermediate
Low height
Final
â&#x20AC;˘ Establishment of a measurement protocol of the size of the fish onboard all the vessels, including the use of two ichthyometers per vessel. Percentage â&#x20AC;˘ A system of automatic collection and analysis 90 87.8 of acoustic data has been installed in an experimental 80 manner in three vessels, to collect and analyze information regarding the shoals and the 70 zooplankton as fishing management ele61 ments of the company, and for the purpose of 60 investigation. 50
CONSUMPTION OF RAW MATERIAL, 40 MATERIALS AND INPUTS
44.4 38.9
30
EN1 EN2
Business Units: Indirect Human Consumption 20
27.8
16.7
The fishmeal that we produce is elaborated based 10 on the anchovy. In recent years we have 10 dedicated 0 efforts to carrying out actions to increase the yield and Normal the efficiency of the process Slight anemia using a smaller amount of anchovy to produce one ton of meal. Beginning Intermediate
12.2
11.1 0.0 Moderate anemia
Final
Production and yield of fishmeal, 2006-2012 Tons 4.450
500.000 450.000 400.000
430.177 4.303
350.000 300.000 250.000
4.400
4.382
306.457
4.297
4.350 4.300
352.415
4.250
327.693
267.901
4.243
200.000
4.188 215.060
188.639
150.000
4.140
100.000
4.139
2007
2008
2009
2010
Yield*
*Yield of meal: t of anchovy used / t of meal produced
72
Operating techniques and innovations to optimize the production of fishmeal.
Sustainability Report 2012
4.100 4.000
2006
Production (t)
10
4.150 4.050
50.000 0
4.200
2011
2012
Since the production reduced by 49.9% compared to 2011, we consumed less raw material, materials and supplies compared to that period, as is observed in the following tables.
Fish processed and yield in fishmeal and fish oil, 2011-2012 Fish processed
2011 1´780,970
2012 890,218
Meal produced Conversion ratio
430,177 4.140
215,060 4.139
Oil produced Yield (%)
93,541 5.25
49,238 5.53
Use of inputs for the production of fishmeal, 2011-2012 Sacks (units) 8’760,854 4’411,149
Years 2011 2012
EN27
Antioxidant (kg) 294,213 169,695
In addition to the inputs there are also materials such as paper, glass and plastic, among others, that the personnel segregate to sell or donate. During the year 2012, we obtained more than S/. 809,608 from the sale of these materials. Plants
Scrap, wood, ends, blankets, hoses (t)
Amount (S/.)
1,152.93
S/. 809,608.09
Total from Paita, Parachique, Malabrigo, Shipyard, Chimbote, Samanco, Supe, Végueta, Callao Norte, Callao Sur, Pisco Norte, Pisco Sur, Atico, Matarani and Ilo
Business unit: Direct Human Consumption Due to the distribution of the species along the coast and their size, in 2012 the landing of raw material was reduced by 56.6%. Total landed raw material, 2011 - 2012 Year
Horse Mackerel/ Mackerel
Tunas
Mahi mahi
Anchovy
Giant squid
Total
2011 2012
74,665.0 44,864.8
442.0 64.2
178.0 158.9
2,578.0 1,717
1,789.0 163.80
79,652 45,088
73
The raw material landed and shown in the previous table generated the production that is presented below. Production of direct human consumption, 2012 Horse Mackerel/ Mackerel
Tunas
Mahi-mahi
Anchovy
Giant squid
Total
12,542 27,656 108,903
12 49 5
88
910 8,216
141
12,554 27,934 117,124
Fresh (t) Frozen (t) Canned (boxes)
For the production in the Direct Human Consumption Unit the inputs shown in the following table were used.
Inputs Base for cardboard box Box lids Metal band Plastic sleeves Boxes (Manual processes) Polypropylene bags Poly-Film Plastic bags Polyethylene bags Total Bags Packing tape
Unit piece piece mt kg piece piece kg piece piece piece roll
2011 2´416,454 2´413,945 5´178,975 9,421 55,933 88,581 90,282 223,267 200 423,323 5,198
2012 1´350,248 1´344,480 2´896,970 3,914 105,455 24,823 49,703 453,604 4,912 110,367 2,003
Business Unit: Fleet In the reported period 48% of the nets and lines employed in our 120 fishing vessels were recycled and reused.
2011 Nets (kg)
Lines (kg)
74
New Reused Recycled Total New Reused Recycled Total
Sustainability Report 2012
% 31 64 5 56 19
2012 kg 46,668 96,659 8,120 151,447 16,759 7,296 5,804 29,858
% 58 40 1 93 7 0
kg 51,646 35,138 1,930 88,714 57,845 4,403 0 62,248
WATER CONSUMPTION EN8 EN9 EN10
Our sources of water consumption are the public network, wells and cisterns. The greatest volume of water is used in the cauldrons for the cooking and drying of the meal, in both processes the water is reused, which allowed us to save 70% of the water employed in all our units in the year 2012. Volume of recycled and reused water (m2)
Volume of demand of running water (m2)
Total water consumption (m2)
Savings of water (%)
Total 2011 (Includes Paita, Parachique, Malabrigo Sur, Chimbote Norte, Samanco, Supe, Vegueta, Callao Norte, Callao Sur, Pisco Norte, Pisco Sur, Atico, Matarani and Ilo)
748,625
365,335
1´113,960
67
Total 2012 (Includes Paita, Parachique, Malabrigo, Chimbote, Samanco, Supe, Vegueta, Callao, Pisco Norte, Pisco Sur, Atico, Matarani and Ilo)
373,891
157,429
531,321
70
Plant
In the Direct Human Consumption Unit indicators of water consumption were proposed by type of raw material, reaching a total annual consumption of 622,872 m3. It should be stated that, although the previous period was reported with a single indicator, this time it is reported with three, since the consumption of more or less water depends on the type of fish. Indicator7 Mackerel and horse mackerel m /t in processing Anchovy m3/t in processing Processing of more than one species m3/t 3
Goal
Consumption ratio
1.23 2.109 2.112
1.122 2.039 2.051
ENERGY CONSUMPTION
75
EN3 EN4 EN5 EN6 EN7 EN16
Our main sources of energy were: • Residual fuel R500 and natural gas, used in the cauldrons to produce steam destined to the drying of the meal. • Electrical energy from the grid in the 14 plants. Since diesel B2 and diesel B5 are only employed in cases of emergency. • Diesel B5 for our vessels. These sources of energy give rise to different levels of emissions of CO2. The following figure presents the emission levels generated by the different sources of energy during 2012.
Emissions of CO2 according to source of energy, 2012 33.6%
5.2%
Natural gas Diesel 2 B3 Petroleum R 501 Electrical energy acquired from the grid
11.9%
49.3% The following table presents the values of the emissions according to the energy source.
Natural gas Diesel 2 B3 Petroleum R 501 Electrical energy acquired from the grid Total
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Sustainability Report 2012
tCO2e 15,051 48,818 71,625
% 10.9 35.5 52.1
GJ 267,985 759,190 1´113,594
% 11.9 33.6 49.3
2,101
1.5
118,102
5.2
137,594
100
2´258,871
100
The total energy produced and emissions were reduced due to the reduction in production; however, since we have intermittent fishing which results in a greater frequency of turning on and off of the equipment, the energy ratio per ton of meal increased from 9.20 to 10.50.
Total consumed energy (GJ) Total emissions (tCO2e) Total energy (GJ) / Total meal (mt) Total emissions (tCO2e) / Total meal (mt)
2011 3’956,574
2012 2’258,871
240,068
137,594
9.20
10.50
0.56
0.64
Business Unit: Fleet With effect from the middle of 2012, the fleet is supplied with diesel B5-S50, which has a maximum sulfur content of 50 parts per million (unlike the old diesel B5 that contained 350 parts per million). The consumption of this fuel in 2012 was 484,580 gallons, which represents 11.47% of the total consumption of the fleet in the year. The benefits of using this new fuel B5-S50 of low sulfur content include: • Reduction of the possible health impacts of the particulate material and the SO2. • Conserve the effectiveness and the durability of the control systems of emissions of the vessels. • Prevent damages to marine engines. • The consumption of fuel by the TASA fleet for the fishing operations and transfers in the closed season is shown in the following table.
Combustible Petroleum B5 Petroleum B5-S50 Petroleum B2
% 88.53 11.47 0.00 Total
Gallons 3´743,631 484,580 0 4´228,211
77
EMISSIONS EN16 EN18 EN20
One of our concerns is to reduce the emissions in our operations; therefore we have been using natural gas since 2009 in the plants of Callao Norte and Paita. We have been able to reduce the consumption ratio of gallons of petroleum per ton of meal produced in the plants in which this fuel is used. This signifies savings of 203,841 gallons, equivalent to 2,135.81 tCO2e as shown in the following table.
Year 2011 2012
Consumption of petroleum in Gal 13´288,496 6´806,226
t of produced meal 323,585 170,701
Ratio of consumption of petroleum / t of meal 41.07 39.87
Reduction of gallons vs. ratio of previous year 1.36 1.19
We have been working to reduce our emissions in processing equipment to comply with the MPL according to S.D. 011-2009-MINAM, as well as the emissions of cauldrons. The results of the monitoring carried out in 2012 are the following: Plant Paita* Parachique Malabrigo * Chimbote Samanco Supe* Vegueta* Callao Pisco Norte Pisco Sur Atico* Matarani* Ilo*
NOx (in kg) --3,340 --86,698 15,674 ----36,482 51,471 77,481 -------
SOx (in kg) --22,507 --245,767 50,219 ----0 111,705 166,738 -------
* The monitoring was not carried out in these plants due to scarce fishing
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Sustainability Report 2012
Particulate material (PM 10, PM 2.5) (in kg) --12,183 --68,672 11,072 ----19,553 32,767 34,983 -------
Savings of petroleum in gallons 439,262 203,841
EN19
OTHER EMISSIONS In the year 2012 there was an increase in the emission of substances that affected the ozone layer in comparison with the period 2011 due to the fact that, because it was a year of intermittent fishing, the number of stops (turning on and off of equipment) increased, which increases the consumption of fuel and, therefore, the quantity of emissions.
Eq CFC-11 Diesel / ton of meal (grams) Eq CFC-11 Petroleum R500 / ton of meal (grams) Eq CFC-11 Natural gas/ ton of meal (grams)
EN17 EN29
2011
2012
0.12
0.24
0.05
0.11
0.02
0.03
With effect from 2012, no type of non-domestic effluent is discharged in the sewage of the Shipyard; all of the effluents generated are stored in fish deposits (dinos) and are transported by a company authorized by the General Directorate of Environmental Health for their disposal as dangerous residue. No significant spills of any type of dangerous product or industrial effluent have been recorded. In the event that this occurred, our facilities have containment systems of spills and volunteer brigade personnel are trained to respond to emergencies caused by spills on land and sea. All the fishmeal and fish oil plants have a domestic water treatment system. These treated waters are used for the irrigation of green areas. At the close of the year 2012, we have more than 40,000 m2 of green areas.
EN23
EN13
It was calculated that 333 tons of carbon dioxide (CO2) were produced by the mobilization of the personnel from our plants, using as a base that for each kilometer travelled 120 grams of CO2 are generated.
EFFLUENTS EN21
Our main effluent is the pumping water that results from the mixture of sea water and fish and that contains organic load and fat. This effluent is treated through filtration, flotation and dehydration systems and subsequently discharged by an outfall to deeper areas with the objective of preserving the marine ecosystem. The indicators and the fats and solids in the pumping water are analyzed on a monthly basis, having achieved reductions below the Maximum Permissible Limits.
Oils and fats % Total suspended solids % DBO5 %
2011 0.009 0.093 0.50
2012 0.005 0.036 0.36
79
SUCCESS STORY
EC8
MANAGEMENT OF EFFLUENTS OF TASA PIONEERING INITIATIVE TO MITIGATE THE IMPACTS IN THE PERUVIAN SEA The Management System of Effluents of TASA is an environmental initiative that mitigates the main impacts of industrial fishing in the Peruvian sea, which makes it the first Peruvian company to comply in advance with the Maximum Permissible Limits in force as from the year 2013 and, additionally, with the more demanding ones that will come into force in 2015.
3.
It generates direct benefits to our Peruvian sea since it has returned to it close to 1’800,000 m3 of clarified water. Furthermore, in a more general sense, this experience has a direct impact on the surrounding areas of the 13 plants where we operate: 800 000 inhabitants form part of these localities.
For six years, we have developed a research and testing process, with an investment of US$ 24 million that sets the standard in the industry and generates an important positive impact on the Peruvian sea.
4.
This experience enabled us to achieve efficiency in the consumption of water and we have advanced in terms of training and research with the specialists involved in the implementation of this initiative. This has strengthened our areas of Environmental Research, Operations and Quality. A better perception of our clients has also been generated, since our products (fishmeal and fish oil) obtain an added value based on the clean technology with which they are produced.
5.
The State regulatory entities have noticed in our practice the establishment of a positive standard in a sector that is increasingly committed to sustainable conduct that the other companies have started to imitate.
Main characteristics of TASA’s system 1.
2.
It is the first industry of its type in one of the most emblematic sectors of our economy and even exceeds the environmental regulation required for it. TASA is the first fishing company to comply in advance with the MPL (Maximum Permissible Limits) in force as of the year 2013 and, additionally, with the more demanding limits that will come into force in 2015, according to Supreme Decree 010-2008-PRODUCE. Six years of investigation and tests on an international level and US$ 24 million were invested in the innovation of the treatment systems of industrial waters and fishing effluents, which has permitted TASA to develop this system —between 2009 and 2011— in its 13 plants located in the Peruvian coast.
All of these reasons reaffirm our leadership in the world industry and are aligned with our strategy of being an innovative, eco-efficient and socially responsible company.
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
Pump by-pass tank Pump by-pass tank
DAF 01
Pump by-pass tank
Screw pump
FeCl3
Coagulant 1
ASR
80
Sustainability Report 2012
FeCl3
Organic
Coagulant 1
Coagulant 2
Flocculant 1
Flocculant 2
E22
SOLID RESIDUES The solid residues generated in our facilities are managed, in compliance with Law 27314, through service providing companies who have the respective authorizations from the national authority.
Volume of dangerous and non-dangerous solid residues by plant, 2011-2012 Dangerous solid residues (t) Plants Paita Parachique Malabrigo Chimbote Samanco Supe Vegueta Callao Norte Callao Sur Pisco Norte Pisco Sur Atico Matarani Ilo
Non-dangerous solid residues (t)
2011
2012
2011
2012
4 7 4 36 10 17 17 28 17 30 42 10 62 5
3 5 9 16 14 22 30 15 7 14 36 16 48 10
90 133 10 72 2 28 2 348 43 155 210 54 62 374
170 115 94 25 2 64 27 120 94 331 176 100 164 230
81
the principles of the global compact 4.12, HR1, HR4, HR6, HR7
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Sustainability Report 2012
In 2012 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 to adopting, supporting and enacting 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
productive chain, our suppliers declare through a clause in their contracts that they will not use, or support child labor, directly or indirectly.
Principle 1: Companies must support and respect the protection of the universally recognized fundamental human rights, within their area of influence.
Principle 6: Companies must support the elimination of discriminatory practices in respect of employment and occupation.
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.
We have established policies to ensure equality and non-discriminatory employment practices for any possible reason. We can state that our employees are of both genders, and from different origins, social conditions, religions, sex and other factors.
Principle 2: Companies must make sure that their companies are not complicit in human rights abuses.
Principle 7: Companies must maintain a preventive approach that favors the environment.
Through the Audit Management, we oversee the strict compliance of the Code of Conduct and Ethics which includes possible violations of Human Rights. We have informed our stakeholders of our adherence to the Global Compact. For 2012 we are incorporating human rights clauses in all of the contracts entered into with our strategic partners.
Our Management of Environmental Research and Development 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. By the end of the period all of our plants had already been adapted.
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 communicative relationships 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 remuneration. 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
Principle 8: Companies must undertake initiatives that promote greater environmental responsibility. 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 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 13 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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Sustainability Report 2012
Third Party Checked Letter – TASA’s Sustainability Report 2012 th
Lima, May 13 , 2013
Messrs. Tecnológica de Alimentos S.A. – TASA San Isidro Lima.In our consideration, We have received TASA’s Sustainability Report 2012 with the purpose of executing the Third Party Checked, which consisted in:
Examining if the Sustainability Report 2012 reflects the sustainable management being promoted by TASA as sector leader, from the indicators of the Global Reporting Initiative (GRI) and the material issues of the fishing industry. Checking if TASA’S Sustainability Report 2012 complies with the GRI principles. Confirming that this Report complies with the indicators needed to achieve the application level that TASA declares to have.
To do this, we relied on the following methodology:
Detailed reading of the Report, according to GRI’s “Sustainability Reporting Guidelines”, version G3. General comparison between the subjects developed in this Report with the material issues of sustainability of the fishing industry. Analysis of compliance with GRI’s principles and confirmation of the necessary indicators for the fulfillment of the self-declared application level. 1
1- Sector materiality and TASA’s Sustainability Report 2012
Social issues
Contribution to coastal communities’ development Generation of socioeconomic opportunities
Environmental issues
Effluent management Emissions Investment in technology and improvement of processes to mitigate environmental impacts
Other issues of the industry at global level:
Promotion of sustainable harvest Responsible supply of fish meal and oil Conservation of biodiversity and
“Management with Communities” section in the “Management with stakeholders” chapter fully develops the social intervention axes prioritized by TASA. There, the Report indicates that one of this axes is, precisely, the generation of capacities in populations considered as areas of influence, that correspond to areas near its 14 fishing plants installed in the coastal strip. It also shows the obtained achievements, as well as the investment made for the initiatives. It should be added that, considering that over 50% of TASA’s social investment is channeled by APRO (social contribution of the industry of fish meal and oil established in a coastal area), this should detailed, contextualized and valued. The Sustainability Report includes a special section on effluent management in the “Environmental Management” chapter. TASA was the first Peruvian company to go beyond local regulations that were applicable in 2013, performance that will continue to 2015. The report emphasizes the effluent management through an investment of U.S. $ 24 million, six years of research and presence in all plants. Furthermore, we believe that major explanation is required for registration of air emissions, its impacts, as well as the investment made to reduce them.
Since the last two editions, TASA has been interested in including a section called “Sustainable Fishing” which identifies the actions taken in order to avoid affecting the sustainability of the main resource of the Peruvian sea (anchovy) and ecosystem diversity. This subject, being essential to the industry, should be addressed as part of a management approach and corporate culture of TASA members. Currently, there are activities but it is necessary to detail and frame them in a resource conservation strategy.
1
The material issues of the sector to which we refer are the result of the information generated from primary and secondary sources of RESPONDE.
www.responde.pe
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Third Party Checked Letter – TASA’s Sustainability Report 2012
ecosystems Climate change Development of maritime research Food Safety
On the other hand, we estimate that the IFFO certification (International Fishmeal and Fish Oil Organization) for the responsible supplying of raw material that TASA haves, must be capitalized in the Sustainability Report, considering that it is a global organization with a consultative status before the FAO. Finally, one of the most remarkable points as a contribution to dialogue with stakeholders done by the company (“Feedback from our stakeholders on our sustainability management” chapter) was the suggestion of diffusing information generated by TASA in fisheries and maritime research. We agree when the Sustainability Report affirms that this would "help increase levels of transparency."
Other issues of the industry at local level: In Peru there are several issues associated not only to the impulse of corporate sustainability, but specifically to the industry, such as:
Promoting the consumption of anchovy Contribution to nutrition Investment in research and development Awareness of the crew in sustainability issues Regulatory planning Dialogue with stakeholders
The Sustainability Report includes a description (Project NutriTasa "Promotion of healthy nutrition in Cusco) about the efforts of promoting the consumption of anchovy, flagship product of the Peruvian sea. This section describes the first achievements of the project started in Cusco that has as main purpose to promote good nutrition practices through access to a product of high nutritional value. One of the main challenges related to sustainability and business strategy that face large domestic fishing industries is to promote a culture of consumption of anchovy in this resource-rich country. With the inclusion of this case study in the Sustainability Report, TASA demonstrates its commitment to this national priority subject. Although TASA has an R & D area, the Report requires further exploit of this value. We should recall that the promotion of Direct Human Consumption to renew the industry’s positioning as a generation of value-added products also requires clarifying and deepening the description of its investment and development. We also consider important to continue reviewing the efforts in the education and training of the crew, as well as the alliance with environmental organizations in awareness processes, as shown by the report. Finally, it is remarkable that this document includes a section on the feedback gathered from the dialogue with stakeholders and that this practice has been carried out in more than one occasion.
We must also add these recommendations for the following exercises:
It is important to know in detail the commitments and the future challenges that the company assumes for the 2013 period. This information allows providing predictability to stakeholders about the new challenges that the organization assumes and, therefore, its potential impacts.
It is also necessary to provide further explanation of the challenges and opportunities of the industry. The sustainability reports should help to understand the characteristics of the business sector and its sustainability priorities. Being Peruvian fishing such an emblematic industry to our country, and knowing that nowadays it’s assuming a number of challenges to generate more added value, it should be interesting to know with major deployment TASA’s vision in this area.
2- Compliance with the GRI principles As we have confirmed, TASA’s Sustainability Report 2012 meets the GRI principles, both referring to the definition of the content 2 as well as the ones related to quality of elaboration 3. We suggest that in future editions, it should be taken into account with major detail the principles of balance and comparability. On one side, the report should also include negative aspects of sustainable performance and the actions that the company has taken to manage them, and secondly, although in some sections the evolution of some indicators is placed, this is not done in all cases. It should be noted, however, that these two opportunities for improvement do not affect the proper development of the report, according to the guidelines stipulated by the GRI.
2 3
86
Materiality. Participation of stakeholders, Completeness and Sustainability context Balance, Comparability, Accuracy, Periodicity, Clarity and Reliability.
Sustainability Report 2012
www.responde.pe
Third Party Checked Letter – TASA’s Sustainability Report 2012 3- Development of indicators needed for confirming application level “A” To accomplish application level “A” according to GRI, version G3, all the Profile information must be reported, the information corresponding to the management approach of each indicator category and a 100% of the main performance indicators, including those on supplement sector (there isn’t one for the Fishing industry). After the necessary revision of these conditions, we must confirm that TASA’s Sustainability Report 2012 develops the totality of the information about the Profile (42 indicators) and the Management Approach of the organization, as well as the 49 main development indicators. On this basis, we confirm that this Sustainability Report fulfills the necessary conditions to be qualified as an application level “A”.
Responde is a consultancy firm specialized in promoting sustainability and reputation management. After the exposed arguments, we can confirm that TASA’s Sustainability Report 2012 complies with the conditions to be recognized as a Sustainability Report on the level of:
A: “Third Party Checked” Sincerely,
Jorge Melo Vega Castro General Manager RESPONDE
www.responde.pe
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survey of sustainability report 2012
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Sustainability Report 2012
YOUR OPINION IS IMPORTANT SUSTAINABILITY REPORT 2012
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 or feel identified with? Clients
Community
Suppliers
Employees
State
Creditors
Shareholders
Ship-owners
2) How would you qualify our Sustainability Report 2012, with regard to: Excellent
Good
Regular
Bad
Presentation Easy to read Clarity of the information Clarity of the graphs Credibility 3) Please, describe the section that you liked the most and tell us why.
4) Please, indicate what information you did not find or found little of, and what 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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3.12
GRI index PAGE/DIRECT ANSWER
GRI
ISO 26000
P
1.1 Statement from the most senior decision-maker of the organization (e.g., CEO, Chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.
6.2 Corporate Governance
6
P
1.2 Description of the main impacts, risks and opportunities
6.2 Corporate Governance
71
ETHOS
GLOBAL PACT
1. Strategy and analysis
2. Organizational Profile P
2.1 Name of the organization
14
P
2.2 Primary brands, products and services.
15, 24
P
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures.
P
2.4 Location of organizationâ&#x20AC;&#x2122;s headquarters.
108
P
2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
16
P
2.6 Nature of ownership and legal form.
14
P
2.7 Markets served
26, 30
P
2.8 Scale of the reporting organization.
15
P
2.9 Significant changes during the reporting period regarding size, structure or ownership
There have not been significant changes in the size, structure and ownership of TASA.
P
2.10 Awards received in the reporting period.
22
6.2 Corporate Governance
18
91
GRI
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
3. Report parameters Report profile P
3.1 Reporting period (e.g., fiscal/calendar year) for information provided.
10
P
3.2 Date of most recent previous report (if any).
Sustainability report 2011
P
3.3 Reporting cycle (annual, biennial, etc.).
10
P
3.4 Contact point for questions regarding the report or its contents.
108
Report Scope and Boundary
92
P
3.5 Process for defining report content.
12
P
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).
10
P
3.7 State any specific limitations on the scope or boundary of the report.
10
P
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
10
P
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.
10
P
3.10 Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement (e.g., mergers/acquisitions, change of base years/periods, nature of business measurement methods).
The information is not being expressed differently than in the previous sustainability reports.
Sustainability Report 2012
GRI
P
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER We have not carried out changes with regard to the scope, boundary and measurement methods compared to other reports.
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
Index of the content of the GRI P
3.12 Table identifying the location of the Basic Contents in the report.
91 - 106
3.13 Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s).
This report has been submitted to a third party checked and to review by the GRI to confirm our self-declared application level.
Assurance
P
7.5.3 Assurance
4. Governance, commitments and participants of stakeholders Governance
P
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
P
4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization's management and the reasons for this arrangement).
18
P
4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent or nonexecutive members.
18
P
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
20, 40
6.2 Corporate Governance
18
93
GRI
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
P
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance).
The incentives in matters of compensation are related to the sustainability objectives of TASA.
P
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.
39
P
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics.
All the members of the board of directors have the necessary competencies to direct the strategy of the organization in the framework of sustainable development.
P
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
1. (1.2, 1.5, 1.11, 1.12, 1.13) Regarding the adoption and scope of values and ethical principles. 2. (2.1, 2.2, 2.5) Regarding the efficiency of the dissemination of the values and ethical principles.
Principle 10
17, 39
P
4.9 Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
2. (2.5, 2.9) Regarding the efficiency of the dissemination of the values and ethical principles of the company.
Principle 10
20
P
â&#x20AC;&#x153;4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.â&#x20AC;?
18
Commitments to external initiatives
P
94
Sustainability Report 2012
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization.
41
GRI
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
P
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
82
P
4.13 Memberships in associations (such as industry associations) and/or national/ international advocacy organizations that the organization supports.
See Sustainability Report 2010 (pages 22 and 23)
Stakeholder Engagement 5.(5.1) Regarding the dialogue and involvement with the stakeholders.
P
4.14 List of stakeholder groups (SG) engaged by the organization.
8. Regarding the involvement of the employees in management.
Principles 1 and 2
34
32. (32.2, 33.1) Considering their possible impacts on the life of the community. P
4.15 Basis for identification and selection of stakeholders with whom to engage.
5.(5.1, 5.9) Regarding the dialogue and involvement with the stakeholders.
34 - 38
5.(5.3, 5.9) Regarding the dialogue and involvement with the stakeholders.
P
6.(6.3) Regarding the Social balance/RSE Report/ Sustainability Report.
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
All
34 - 38
8. Regarding the involvement of the employees in management 32.(32.2) Considering its possible impacts on the life of the community.
P
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
6.(6.4) Regarding the Social balance/RSE Report/ Sustainability Report
6.2 Corporate Governance
30.(30.1 Regarding its commitment to the quality of consumer/client attention services.
34 - 38
32.(322, 33.1) Considering their possible impacts on the life of the community.
95
GRI
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
5. Economic performance indicators Management approach Economic performance
P
EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.
6.8, 6.8.3, 6.8.7, 6.8.9 Involvement and development of the community
33, 64
P
EC 2 Financial implications and other risks and opportunities for the organization's activities due to climate change.
6.5.5 Environment
41
P
EC3 Coverage of the organization's defined benefit plan obligations.
33, 53
P
EC4 Significant financial assistance received from government.
According to our internal principles and policies, TASA does not receive financial aid from governments.
Market presence
A
EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.
P
EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
P
EC7 Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.
6.4.4, 6.8 Involvement and development of the community. 6.6.6 Fair operating practices 6.8, 6.8.5, 6.8.7 Involvement and development of the community
52
25.(25.2, 25.6) Selection and evaluation criteria of suppliers. 28.(28.1, 28.4) Regarding smaller suppliers.
47
6.8, 6.8.5, 6.8.7 Involvement and development of the community
49
6.3.9 Human Rights; 6.8, 6.8.3, 6.8.4, 6.8.5, 6.8.6, 6.8.7, 6.8.9 Involvement and development of the community.
70, 80
Indirect economic impacts
P
96
Sustainability Report 2012
EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
A
GRI
ISO 26000
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts.
6.3.9 Human Rights; 6.6, 6.6.7 Fair operating practices; 6.7.8, 6.8, 6.8.5, 6.8.6, 6.8.7, 6.8.9 Involvement and development of the community.
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
63
6. Environmental performance indicators Management approach Materials P
EN1 Materials used by weight or volume.
6.5, 6.5.4 Environment
Principles 7 and 8
72
P
EN2 Percentage of materials used that are recycled input materials
6.5, 6.5.4 Environment
Principles 7 and 8
72
Energy
6.5, 6.5.4 Environment P
EN3 Direct energy consumption by primary energy source.
6.5, 6.5.4 Environment
Principles 7 and 8
76
P
EN4 Indirect energy consumption by primary source.
6.5, 6.5.4 Environment
Principles 7 and 8
76
A
EN5 Energy saved due to conservation and efficiency improvements.
6.5, 6.5.4 Environment
24.(24.3) Minimization of entries and exits of inputs (suppliers)
Principles 7 and 8
76
A
EN6 Initiatives to provide energy-efficient or renewable energy-based products and services, and reductions in energy requirements as a result of these initiatives.
6.5, 6.5.4 Environment
24.(24.1) Minimization of entries and exits of inputs (suppliers)
Principles 7 and 8
76
A
EN7 Initiatives to reduce indirect energy consumption and reductions achieved.
6.5, 6.5.4 Environment
Principles 7 and 8
76
Water
6.5, 6.5.4 Environment P
EN8 Total water withdrawal by source.
6.5, 6.5.4 Environment
75
A
EN9 Water sources significantly affected by withdrawal of water.
6.5, 6.5.4 Environment
75
A
EN10 Percentage and total volume of water recycled and reused.
6.5, 6.5.4 Environment
24.(24.4) Minimization of entries and exits of inputs (suppliers)
75
97
PAGE/DIRECT ANSWER
GRI
ISO 26000
P
EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
6.5.6 Environment
71
P
EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.
6.5.6 Environment
71
A
EN13 Habitats protected or restored.
6.5.6 Environment
71, 79
A
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity.
6.5.6 Environment
A
EN15 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
6.5.6 Environment
71
ETHOS
GLOBAL PACT
Biodiversity
20(20.5) Commitments to the improvement of the environmental quality.
71
Emissions, effluents, and waste
98
P
EN16 Total direct and indirect greenhouse gas emissions by weight.
6.5, 6.5.5 Environment
76, 78
P
EN17 Other relevant indirect greenhouse gas emissions by weight.
6.5, 6.5.5 Environment
79
A
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.
6.5, 6.5.5 Environment
78
P
EN19 Emissions of ozonedepleting substances by weight.
P
EN20 NO, SO, and other significant air emissions by type and weight.
Sustainability Report 2012
79
6.5, 6.5.3 Environment
78
PAGE/DIRECT ANSWER
GRI
ISO 26000
P
EN21 Total water discharge by quality and destination.
6.5, 6.5.3 Environment
79
P
EN22 Total weight of waste by type and disposal method.
6.5, 6.5.3 Environment
81
P
EN23 Total number and volume of significant spills.
6.5, 6.5.3 Environment
79
A
EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention.
6.5, 6.5.3 Environment
Does not apply. TASA does not generate this kind of toxic residues.
A
EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff.
6.5, 6.5.4, 6.5.6 Environment
Does not apply. Institutions such as IMARPE, scientific entity of the Peruvian State, among others, carry out eventual monitoring of biodiversity.
ETHOS
GLOBAL PACT
Products and services 22.(22.1, 22.2) Considering the environmental impacts, caused by its processes, products and/ or services.
P
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
6.5, 6.5.4 Environment, 6.6.6 Fair operating practices, 6.7.5
P
EN27 Percentage of products sold and their packaging materials that are recovered at the end of their useful life, by categories of products. Normative compliance.
6.5, 6.5.4 Environment, 6.7.5
73
6.5 Environment
During 2012 we received 10 significant fines for a value of 106 Taxable Units (UIT in Spanish) (Each UIT is equivalent to S/. 3.650). During 2012 there are no administrative labor fines approved due to the non-compliance of the socio-labor legislation derived from inspection visits carried out during that period.
P
EN28 Monetary value of significant fines and total number of non-monetary sanctions/convictions for noncompliance with environmental laws and regulations.
70
99
GRI
ISO 26000
ETHOS
EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.
6.5, 6.5.4 Environment, 6.6.6 Fair operating practices
24.(24.2) Minimization of entries and exists of inputs (suppliers)
EN30 Total environmental protection expenditures and investments by type.
6.5 Environment
GLOBAL PACT
PAGE/DIRECT ANSWER
Transport
A
79
General A
70
7. Social performance indicators Management approach Performance indicators of labor practices and ethics in the workplace Employment P
LA1 Total workforce by employment type, employment contract, and region.
P
LA2 Total number and rate of employee turnover by age group, gender, and region.
6.4, 6.4.3, 6.4.4 Labor practices.
18.(18.2, 18.5) To conduct withdrawal processes. 19. With the objective of preparing their employees for retirement.
A
LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.
6.4, 6.4.3, 6.4.4 Labor practices.
15.(15.1) In its remuneration, benefits and career policy.
Principle 3
52
P
LA4 Percentage of employees covered by collective bargaining agreements
6.4, 6.4.3, 6.4.4, 6.4.5 Labor practices, 6.3.10 Human rights
15. In its remuneration, benefits and career policy.
Principle 3
60
P
A
100 Sustainability Report 2012
LA5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. Occupational health and safety.
LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
6.4, 6.4.3 Labor practices.
49
51
60 6.4, 6.4.3, 6.4.4, 6.4.5 Labor practices.
6.4, 6.4.6 Labor practices.
116.(16.2) With the objective of ensuring good work, health and safety conditions. 31.(31.5) Regarding the knowledge and management of the potential damages of its products and services.
100% of the employees of plants have representation in the occupational safety and health committees. During 2012 the representatives will be appointed for the personnel of fishing vessels and central administration personnel.
PAGE/DIRECT ANSWER
GRI
ISO 26000
ETHOS
P
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region.
6.4, 6.4.6 Labor practices
16.(16.7, 16.8) With the objective of ensuring good work, health and safety conditions.
62
P
LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
6.4, 6.4.6 Labor practices, 6.8, 6.8.3, 6.8.4, 6.8 Involvement and development of the community.
16.(16.7, 16.8, 16.10, 16.11, 16.12) With the objective of ensuring good work, health and safety conditions.
60
A
LA9 Health and safety topics covered in formal agreements with trade unions.
6.4, 6.4.6 Labor practices.
GLOBAL PACT
61
Training and education P
LA10 Average hours of training per year per employee by employee category.
6.4, 6.4.7 Labor practices.
17. To develop its human resources
53
A
LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
6.4, 6.4.7 Labor practices, 6.8.5 Involvement and development of the community.
17.(17.2, 17.4, 17.5) To develop its human resources.
53
A
LA12 Percentage of employees receiving regular performance and career development reviews.
6.4, 6.4.7 Labor practices.
58
Diversity and equal opportunity
P
LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
6.3.7, 6.3.10 Human Rights, 6.4, 6.4.3 Labor practices
P
LA14 Ratio of basic salary of women to men by employee category.
6.3.7, 6.3.10 Human Rights, 6.4, 6.4.3, 6.4.4 Labor practices
11. (11.1, 11.2, 11.3, 11.4, 11.5, 11.12, 11.15) To recognize the ethical obligation of companies to combat all forms of discrimination and to value the opportunities offered by the wealth of the diversity of our society. 12.(12.1, 12.2) Considering the facts of discrimination and the disadvantages that characterize the situation of the population of different racial or ethical origins.
18, 49
52
101
GRI
ISO 26000
ETHOS
GLOBAL PACT
PAGE/DIRECT ANSWER
Principle 1
82
Principles 1 and 2
46
Principles 1 and 2
40, 55, 57
Principles 1 and 6
40, 82
Principle 3
During 2012, we have not had relevant facts that endangered the right of association of the workers or observations related to the vulnerability of union freedom by the Ministry of Labor and Promotion of Employment (MTPE in Spanish). Workers have the right to exercise the union freedom to become affiliated or disaffiliated.
8. Human rights performance indicators Investment and procurement practices Management approach
P
HR1 Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.
6.3 Human Rights, 6.3.3 Due Diligence, 6.3.5 Evade complicity, 6.6.6 Promote the social responsibility in the productive chain.
P
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.
6.3 Human Rights, 6.3.3 Due Diligence, 6.3.5 Evade complicity, 6.6.6 Promote the social responsibility in the productive chain.
A
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
6.3 Human Rights, 6.3.5
25.(25.6) Criteria for selection and evaluation of suppliers.
Non-Discrimination
P
HR4 Total number of incidents of discrimination and actions taken.
6.3, 6.3.6, 6.3.7, 6.3.10 Human Rights, 6.4.3 Labor practices
11.(11.1, 11.2, 11.3, 11.4, 11.5) To recognize the ethical obligation of companies to combat all forms of discrimination and to value the opportunities offered by the wealth of the diversity of our society. 14. Regarding the relationship with third party subcontracted workers.
Freedom of association and collective bargaining
P
102 Sustainability Report 2012
HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.
6.3, 6.3.3, 6.3.4, 6.3.5, 6.3.8, 6.3.10 Human Rights; 6.4.3, 6.4.5 Labor practices.
PAGE/DIRECT ANSWER
GRI
ISO 26000
ETHOS
HR6 Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.
6.3, 6.3.3, 6.3.4, 6.3.5, 6.3.7, 6.3.10 Human rights
9.(9.1, 9.2) In the treatment of the subject of combatting child labor
82
HR7 Operations identified as having significant risk for incidents of forced or compulsory labor, and measures taken to contribute to the elimination of forced or compulsory labor.
6.3, 6.3.3, 6.3.4, 6.3.5, 6.3.7, 6.3.10 Human rights
27.(27.1) In their relationship with suppliers and allies
82
HR8 Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations.
6.3, 6.3.5 Human rights, 6.4.3 Labor practices, 6.6.6 Fair operating practices
42
HR9 Total number of incidents of violations involving rights of indigenous people and actions taken.
6.3, 6.3.6, 6.3.7, 6.3.8 Human rights, 6.6.7 Fair operating practices
Not applicable. We do not interact with indigenous communities.
GLOBAL PACT
Child Labor
P
Forced and Compulsory Labor
P
Security Practices
A
Indigenous Rights
A
9. Society Performance Indicators Management approach Community
P
SO1 Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.
6.3.9 Human rights, 6.8, 6.8.5, 6.8.7 Involvement and development of the community; 6.6.7 Fair operating practices.
SO2 Percentage and total number of business units analyzed for risks related to corruption.
6.6, 6.6.3 Fair operating practices.
32. (32.2, 32.3, 32.4, 32.7, 32.8) Considering their possible impacts on the life of the community.
Principles 1 and 2
63
Principle 10
40, 41
Corruption
P
P
SO3 Percentage of employees trained in organizationâ&#x20AC;&#x2122;s anti-corruption policies and procedures.
6.6, 6.6.3 Fair operating practices
38. With regard to the authorities, agents, public prosecutors at all levels. 2. (2.5, 2.9) Regarding the effectiveness of the dissemination of the values and ethical principles.
55
103
PAGE/DIRECT ANSWER
GRI
ISO 26000
SO4 Actions taken in response to incidents of corruption.
6.6, 6.6.3 Fair operating practices.
40
P
SO5 Public policy positions and participation in public policy development and lobbying.
6.6, 6.6.4 Good labor practices, 6.8.3 Involvement and development of the community.
We participate through the National Fishing Society in the management of public policies to contribute to the development of the fishing sector in environmental matters.
A
SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.
6.6, 6.6.4 Fair labor practices, 6.8.3 Involvement and development of the community.
TASA does not make economic or in-kind contributions to political parties or related institutions.
6.6, 6.6.5, 6.6.7 Fair operating practices
No actions due to these types of causes have been recorded.
6.6, 6.6.7 Fair operating practices, 6.8.7 Involvement and development of the community.
During 2012 we received 10 significant fines for a value of 106 Taxable Units (UIT in Spanish) (Each UIT is equivalent to S/. 3.650). During 2012 there are no administrative labor fines approved due to the non-compliance of the socio-labor legislation derived from inspection visits carried out during that period.
P
ETHOS
GLOBAL PACT
Public policy
39.(39.1) Regarding leadership and social influence 40.(40.1) Regarding participation in governmental social projects
Principles (1, 2, 3, 4, 5, 6, 7, 8, 9) and (1, 2, 3, 4, 5, 6 and 10)
Anti-Competitive Behavior
A
SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.
Compliance
P
SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.
10. Product Responsibility Performance Indicators Management focus Customer health and safety
P
104 Sustainability Report 2012
PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.
6.3.9 Human rights, 6.6.6 Fair operating practices, 6.7, 6.7.4, 6.7.5
30.(30.8, 30.9, 30.10, 30.11) Regarding its commitment to the quality of the consumerclient attention services. 25 31.(31.1, 31.2) Regarding the knowledge and management of the potential damages of its products or services.
PAGE/DIRECT ANSWER
GRI
ISO 26000
A
PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services, by type of outcomes.
6.3.9 Human rights, 6.6.6 Fair operating practices, 6.7, 6.7.4, 6.7.5
P
Product and Service Labeling PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.
6.7, 6.7.3, 6.7.4, 6.7.5, 6.7.6, 6.7.9 Relationship with the consumers
A
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
6.7, 6.7.3, 6.7.4, 6.7.5, 6.7.6, 6.7.9 Relationship with the consumers
A
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.
6.7,6.7.4, 6.7.5, 6.7.6, 6.7.7, 6.7.8 Relationship with the consumers
30.(30.1, 30.2) Regarding its commitment to the quality of the service of consumer-client attention.
43
P
PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.
6.7,6.7.3, 6.7.6, 6.7.9 Relationship with the consumers
29.(29.1, 29.6, 29.9) Commercial communication policy.
43
A
PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes. Privacy of the client.
6.7,6.7.3, 6.7.6, 6.7.9 Relationship with the consumers
ETHOS
GLOBAL PACT
No case of noncompliance of the legal regulation or of the voluntary codes was recorded during its life cycle.
29.(29.2, 29.3) Commercial communication policy.
25
No cases of noncompliance related to the information and labeling of products were recorded.
Marketing communications
43
105
A
P
106 Sustainability Report 2012
PAGE/DIRECT ANSWER
GRI
ISO 26000
PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.
6.7, 6.7.7 Relationship with the consumers
43
6.7, 6.7.8 Relationship with the consumers
During 2012 we received 10 significant fines for a value of 106 Taxable Units (UIT in Spanish) (Each UIT is equivalent to S/. 3.650). During 2012 there are no administrative labor fines approved due to the non-compliance of the socio-labor legislation derived from inspection visits carried out during that period.
PR9 Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services.
ETHOS
30.(30.6, 30.7) Regarding its commitment to the quality of the service of consumer-client attention.
GLOBAL PACT
3.4
This Sustainability Report, as well as the previous editions, is available in our website www.tasa.com.pe in its English and Spanish versions. Any enquiry related to the information included in this report may be addressed to:
2.4
Wendy Rojas Lรณpez Assistant Manager of Social Responsibility Las Begonias 441, Of. 352, San Isidro, Lima Telephone (511) 611-1400, extension 1735 wrojas@tasa.com.pe