Sustainability report 2015

SUSTAINABILITY REPORT 2015 Eco-efficient, innovative and socially responsible

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SUSTAINABILITY REPORT 2015

CONTENTS 03

MESSAGE FROM THE PRESIDENT OF THE BOARD OF DIRECTORS

30

PROCESS EXCELLENCE

53

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

04

OUR COMPANY

43

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

59

RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

17

OUR SUSTAINABILITY MANAGEMENT

67

GRI INDEX

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SUSTAINABILITY REPORT 2015

MESSAGE FROM THE PRESIDENT OF THE BOARD OF DIRECTORS 2015 was a year that presented great challenges for our industry, which we were able to overcome, thanks to the invaluable support of our collaborators, our clients and the indispensable support of our strategic partners.

Thus, we implemented measures to use our resources efficiently given the possibility that the El Niño phenomenon would seriously affect the fishing season. This constituted an opportunity to maximize our capacity to propose innovative solutions and continue operating in accordance with our high standards.

In this context it was necessary to propose a more comprehensive and strategic sustainability focus, for which we undertook the task of forming a Sustainability Committee on a Senior Management level, which was responsible for identifying and prioritizing the relevant matters for the feasibility and permanence of the business over time, which is currently reflected in our four sustainability challenges: 1. E nvironmental management for the sustainability of the resource, 2. Process Excellence, 3. Commitment to the nutrition of Peru and the world, and 4. Relationship for sustainable development.

During 2016 we will define goals for each one of these challenges, since we are fully aware of the importance of investing in projects that contribute to and are associated with the generation of value of our industry in society, as reflected by our management in the year 2015.

We continue to execute efficiently each one of our processes, from those that are purely operational to those related to human resource management. We have been able to involve each one of our collaborators in the culture of innovation and continuous improvement in our processes, with initiatives such as “Tu Idea” and “Proyectos de Mejora”, in which we collect their proposals to provide a better service and be more efficient; and in the training of change managers, as part of our Ola Top (Top Wave) project.

In terms of environmental management, in 2015 we maintained our program of Good Fishing Sustainability Practices which has permitted the training of 91% of our crewmembers in the care and treatment of superior predators.

Another important milestone is the change in the energy matrix in our plants of Pisco, which has enabled us to reduce emissions by an equivalent of more than 3 thousand metric tons of carbon dioxide.

Our commitment to nutrition led us to continue investing in research and development projects, especially regarding Omega 3, in relation to the starting of operations of our plant located in Pucusana, an operation that makes us the leading promoters of refined oil and fish concentrate. Additionally, we renewed our commitment to the improvement of nutrition in the highlands of Peru, an area characterized by its high rates of malnutrition, through our Distribution Centers and the NutriTASA sustainable project.

With regard to the relationship with our stakeholders, we have worked with the decentralized entities of the State in each one of the areas in which we operate.

We continue to strengthen a sustainable fishing policy based on the early compliance of the

fishing and environmental regulations, as well as public-private alliances, to help with the national nutrition objectives and strengthen the capacities of artisanal fishermen.

In terms of research, we are concerned with establishing agreements with universities and prestigious institutions on a global level to share knowledge and technical and human resources that ensure the reliability of our advances and results.

The culture of TASA continues evolving constantly. We have defined four pillars that will permit us to reach the objectives outlined for the long term: 5. Safety, 6. Innovation, 7. Sustainability, and 8. Quality.

All of the above form part of our DNA and give us the guideline to continue building a company that contributes significantly to the development of the country and contributes to improving the quality of life of millions of people.

Thanks to these efforts, our administration continued to receive the most important awards. Thus, in 2015, we were recognized in 47th place in the Merco ranking of the 100 most responsible companies with the best reputation in Peru. In addition, we received the Prize for Good Social Responsibility Practices of CEMEFI, for our project “Consorcio Pesquero Atico” (Atico Fishing Consortium). We were also featured by the study Reporting Matters Latin America of the WBCSD, for our good reporting practices and considered as part of the comparative study of the 100 most important companies of marine elements with a focus on sustainability.

All of this provides evidence of the strong commitment that we maintain towards Peru and the world. We know that this commitment will continue intact thanks to the effort of all of the people who make up the TASA family.

Sincerely,

Mario Brescia Moreyra

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SUSTAINABILITY REPORT 2015

OUR COMPANY

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OUR COMPANY

SUSTAINABILITY REPORT 2015

WHO ARE WE? We are a Peruvian company with 13 years of operation, leading the fishing sector, with a focus on sustainable exploitation of resources.

We produce marine foods and ingredients with high quality and added value that represent nutritional solutions for the food industry in Peru and the world. We are the world’s first producer and exporter of fishmeal and fish oil and the leading national company in the industry.

In this manner we have been able to form a leading, ethical and sustainable company that promotes innovation and operation, in harmony with the community and the environment.

We actively participate in the issues of the sustainable development agenda of the industry.

In Peru, we are members of the National Fishing Society (Sociedad Nacional de Pesquería) and, therefore, the APRO (associations of fishmeal producing plants). On an international level, we form part of The Marine Ingredients Organization (IFFO) and of Gold Omega 3.

MISSION, VISION AND VALUES OF TASA G4-56

The Breca Group This business conglomerate, founded by the Brescia Cafferata family, has existed for more than one hundred years and has an international presence. It participates dynamically in various sectors of the Peruvian economy and es leading companies such as: TASA, Rimac, Minsur, Urbanova, Qroma, Tricolor, Exsa, Melón, Libertador, Clínica Internacional, Aesa I&M, Agrícola Hoja Redonda, among others.

It is also the owner of the Banco BBVA Continental on a parity basis with BBVA of Spain. Since its inception, Breca has been characterized by its entrepreneurial attitude and its curiosity to learn. It also stands out due to its financial solidness, diversification and its great interest in innovation.

VISION

MISSION

To be a world class company, leader and innovator in the sustainable exploitation of marine resources for nutritional purposes.

To provide the world with marine elements and ingredients of high quality and added value, in harmony with the community and the environment.

INTEGRITY

EXCELLENCE

We act ethically, seriously and reliably

We are innovators and continuously improve our processes, quality and technology

VALUES

FOOD FOR THE WORLD WITH A HIGH NUTRITIONAL VALUE

COMPREHENSIVE DEVELOPMENT We are committed to safety, learning and the improvement of our quality of life.

SUSTAINABILITY We are responsible in the use of natural resources and respectful of the environment and the communities where we operate.

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SUSTAINABILITY REPORT 2015

BUSINESS UNITS AND PRODUCTS Our activity runs through the productive cycle of the sector: it covers the extraction of the resource, its transformation and generation of added value, it includes – in part - distribution and commercialization; and, lastly, it provides complementary services.

Hence we have five business units: Fishing, Fishmeal and fish oil, Omega 3, Frozen foods and Shipyard. Our global leadership originates from the production of fishmeal and fish oil.

Fishing This activity ranges from the catching of fish to the discharge of the marine resource in our fishing plants. For this, we have one of the most important fleets in Peru: 49 vessels with a total storage capacity of 20,935 MT1. Of this total capacity, 37% has modern refrigeration systems that guarantee an optimum supply of human consumption products.

Fishmeal and fish oil We have 11 Steam Dried production plants, strategically located along the Peruvian coast, with an installed production capacity of 1,603 MT of raw material per hour. We are the first fishmeal exporter in the ranking of fishmeal and fish oil exporting companies until 2015, with a participation of 28% and 22% respectively.

This unit generates the highest invoicing for our company and it is the activity for which we are known throughout the world. In economic terms, it represents more than 95% of our revenue.

1

PRODUCT Fishmeal.

Fish oil.

centers located in Cusco, Juliaca, Abancay, Andahuaylas and Ayacucho (exclusive distributor).

PRODUCT

Omega 3 It is the most recent business unit, in which we have invested US$ 60 MM since 2013.

We produce “Omega 3” refined oil and fish concentrate, a powerful nutritional supplement which is adapted according to the needs of our clients from the food, nutraceutical and pharmaceutical industries. It is important to highlight that this unit concentrates the investment that we have been carrying out in terms of research and development in products and supplies.

The plant of this unit, located in Pucusana (Lima), is environmentally friendly since it is equipped with an effluent treatment system that reuses the water and mechanisms that avoid bad odors and bothersome noises for the surrounding community. Thanks to its technological characteristics, in this plant we carry out a safe and direct supply of raw material.

PRODUCT

Frozen: Anchovy, Horse Mackerel and Mackerel (Whole, headless and eviscerated), Salmon (headless), Basa, Tilapia, Giant Squid (mantle, fin, tentacle), Hake, Mahi-mahi, Silverside, Albacore, Swordfish, Mussels, Bream.

Canned: Mackerel (Pieces, 1/2 pound), Solid tuna (1/2 pound).

Others: Hamburgers (Anchovy and Squid).

Shipyard We provide construction, repair, maintenance, and structural modification services required by the naval industry on a national and international level. In 2015, the Shipyard began the expansion activities of the dry-dock line, which has increased our capacity to attend to a greater number of our own vessels and other sectors.

SERVICE Repair, modification and construction of naval vessels and equipment.

Refined oil (18 / 12).

Concentrated oil of Omega 3 with various concentration levels of EE (ethyl esters) and TG (triglycerides).

Frozen foods We have the largest frozen plant of South America, with a capacity of 521 MT / day and a storage capacity of 14,960 MT distributed in three cold chambers. We have 05 distribution

We also purchase raw material from other vessels (ship-owners) who comply with our requirements and standards, according to the current legislation.

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SUSTAINABILITY REPORT 2015

TASA IN TIME

G4 - 4

2003 2002 • TASA begins operations on August 14, 2002.

279

Collaborators

6 Vessels 2 Functioning plants

2005 2004

• We began the fishing of horse mackerel and mackerel for Human Consumption.

• Construction of Malabrigo fishmeal plant.

• We acquired fishmeal plants in Supe and Samanco By the end of the year 2004, By the end of the year 2003, TASA has: TASA has:

500 Collaborators 10 Vessels 4 Functioning plants.

868 Collaborators 17 Vessels 5 Functioning plants.

2006

• The construction of the most modern frozen plant of South America begins.

• TASA acquires the SIPESA group, • We begin Technological innovation becoming the leading company in the in our plants from FAQ to Steam production of fishmeal and fish oil in Dried. the world.

• TASA inaugurates the most modern By the end of the year 2005, frozen plant of South America.

TASA has:

1014 Collaborators

By the end of the year 2006, TASA has:

3720 Collaborators 20 Vessels 6 Functioning plants

69 Vessels 15 Functioning plants

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SUSTAINABILITY REPORT 2015

2007 • We acquire the fishmeal plants in Parachique, Ilo and EPESCA. By the end of the year 2007, TASA has:

3720 Collaborators 79 Vessels

2011

2009 2008 • Opening of 3 distribution centers of frozen fish in Juliaca, Abancay and Andahuaylas.

• Launching of our product AnchoveTASA Kontiki.

By the end of the year 2008, TASA has:

• Construction of a new fishmeal plant in Chimbote.

• Openning of 1 new distribution center of frozen fish in Cusco.

• Operations begin within the framework of the quota law.

By the end of the year 2009, TASA has:

3717

Collaborators

3784 Collaborators 50 Vessels

17 Functioning plants 82 Vessels 17 Functioning plants

16 Functioning plants

2010 • Inauguration of our new plant in Chimbote with a total storage capacity of 226 MT. By the end of the year 2010, TASA has:

3369

Collaborators

55 Vessels 16 Functioning plants

• TASA achieves the production record of fishmeal (430,177 MT) and fish oil (93,541 MT).

• Wins Entrepreneurial Ecoefficiency Prize granted by the Ministry of the Environment.

• Wins Entrepreneurial Creativity Prize in the category of Food and Nutritional Products.

By the end of the year 2011, TASA has:

3486

Collaborators

15 Vessels 14 Functioning plants

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SUSTAINABILITY REPORT 2015

2013 2012

• All the plants have Steam Dried clean technology systems.

• Wins Entrepreneurial Creativity prize: Commitment to Society.

• TASA is the first company to comply in an oustanding manner with the By the end of the year 2013, Maximum Permissible Limits of fishing TASA has: efluents established by the Ministry of the Environment in 2015.

3050 Collaborators • Wins the National quality prize and Gold medal 2012 and Entrepreneurial Creativity: Descentralized Company.

By the end of the year 2012, TASA has:

50 Vessels

3440 Collaborators 13 Functioning plants 50 Vessels 14 Functioning plants

2015 2014 • The construction of the New • TASA is considered the best place OMEGA Unit begins for the to work in the fishing sector refinery and concentration of fish according to the ranking of Merco oil.

Personas Peru.

• We begin the change of energy By the end of the year 2014, matrix in our plants in Pisco.

TASA has: • We begin with the international certification for sustainable fishing and acuiculture products “Friend 3101 Collaborators of the Sea”, which seeks the conservation of the marine habitat.

• We conclude the construction of one of the most important research centers in Peru.

50 Vessels • We obtain an honorable mention in the National Environmental Prize and 3 awards in the XXI Prize Peru 2021 in the categories of: 13 Functioning plants Community, Multistakeholders and Food Safety for the NutriTASA project and Atico Fishing Consortium.

• The New OMEGA Unit for the refinery and concentration of fish oil begins operations.

• Wins the Good Practices of Social Responsibility Prize of CEMEFI: The Atico Fishing Consortium project obtained this international recognition awarded in Mexico.

• Distinction “Employing Brand” since it is considered the best company to work in the fishing and agroindustry sector after the study carried out by Laborum and Arellano Marketing.

By the end of the year 2015, TASA has:

2800 Collaborators 49 Vessels 11 Functioning plants

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SUSTAINABILITY REPORT 2015

NATIONAL PRESENCE G4-6

PRESENCE ON A NATIONAL LEVEL

We are present all along the Peruvian coast with 12 plants, the majority of them dedicated to the production of fishmeal and fish oil. In the beginning of 2015, in the framework of efficiency and cost saving measures, the Parachique (Piura) plant entered a definitive closure process. On the other hand, in that same year, our Omega 3 plant, which was completed in 2014, began its operations.

Paita 100 TM/HR

Malabrigo 214 TM/HR

Chimbote Chimbote 226 TM/HR Samanco 60 TM/HR Supe 80 TM/HR Vegueta 140 TM/HR

Callao

Callao 225 TM/HR

Ayacucho

Pucusana

FISHMEAL AND FISH OIL PLANT Steam Dried (SD) Frozen Plant

Cusco

Andahuaylas

Pisco Norte 100 TM/HR

Abancay

Pisco Sur 139 TM/HR Atico 141 TM/HR Matarani 140 TM/HR

Shipyard Distribution Center

Ilo 138 TM/HR

Authorized distributor Kontiki Store, Minka - Callao

MT/HR: Metric tons per hour

Juliaca

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SUSTAINABILITY REPORT 2015

OUR MARKETS

Portugal

G4-8

Spain

Denmark

Italy

United States

Holland

Belgium

Fishmeal Fish Oil Frozen Canned

Germany

Canada

Norway

United Kingdom

France

Bulgaria

China

Haiti

South Korea

Japan

Taiwan

Slovenia

Guatemala

Tunisia Colombia

Thailand

Honduras

Turkey

Micronesia

Ghana

Australia

Costa Rica Cabo Verde

Ecuador Brazil

Peru

Libya

Greece

Chile

Nigeria

India

Malaysia Indonesia

Uruguay

South Africa

Egypt

Sri Lanka

Vietnam

Philippines

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SUSTAINABILITY REPORT 2015

CORPORATE GOVERNANCE

SENIOR MANAGEMENT

The Corporate Governance of our company is based on the decisions of the Shareholders Meeting and its Board of Directors, its maximum authorities. The General Shareholders Meeting is composed of Inversiones Breca with a participation of 99.96% and other minority shareholders, who meet at least once a year.

Senior Management is composed of 20 management areas and it is led by the General Management. The management indicators of each management, which also address sustainability metrics and impact management, are reported to the Board of Directors on a quarterly basis, and, monthly to EstratĂŠgica.

These management indicators provide periodic knowledge to our Board of Directors and the Shareholders Meeting of the performance of TASA and of the industry.

G4-34, G4-38

The Board of Directors has the support of the Breca Group and the advice of EstratĂŠgica, its corporate service center, in various aspects such as the undertaking of new projects and investments.

Board of Directors

G4-39, G4-40, G4-42, G4-35

It is made up of six directors who establish and control the compliance of the guidelines for the management and operation of TASA, such as corporate values, ethical principles, norms and policies. In addition, the Board of Directors is responsible for analyzing the performance of the company, risk management and human talent management through the direct reporting of Senior Management, to whom they delegate the management of the operation and administration of the organization.

THE BOARD OF DIRECTORS HAS THE SUPPORT OF THE GRUPO BRECA

G4-36, G4-43

The selection and evaluation of the members of Senior Management are based on the following aspects: measurement of indicators related to the position, role as team leader, as well as commitment and competencies.

The competencies that are prioritized in said evaluation, include business vision, impact and influence, results orientation and people management. G4-40, G4-44 The incentive system for Senior Management is defined based on the performance achieved in the mentioned aspects, which in the case of each management is validated by the Central Managements and the General Management; and in the case of the General Management by the Management Committee. The annual remuneration of Senior Management is established and regulated directly by our corporate service center. G4-51, G4-52

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SUSTAINABILITY REPORT 2015

OUR COMPANY

DIRECTORS EXECUTIVE DIRECTOR / GENERAL MANAGER*

AUDIT COMMITTEE

Carlos Pinillos

CENTRAL ADMINISTRATION AND FINANCE MANAGER Pedro Lozada

IT Manager

Logistics Manager

Roberto Da Cruz

José Tagle

Legal Manager

Comptroller

Hortencia Rozas

Sonia Torres

Safety, Occupational Health and Environmental Manager Christian Fernández* *Since October 2015.

INTERNAL AUDIT MANAGER Rubén Namihas

HUMAN RESOURCES MANAGER Pablo Gamero

CENTRAL FISHING MANAGER

CENTRAL OPERATIONS MANAGER

GENERAL MANAGER OF TASA OMEGA

Dereck Zimmermann

Edgar Aroni

Dave Mathews*

QUALITY MANAGER Javier Igarashi

Fishing Manager

Production Manager

Commercial Manager

Juan José Bellido

Claudio Castañeda

Rick Pope

RESEARCH AND DEVELOPMENT MANAGER

Shipyard Manager

Plant Manager

José Rainuzzo

Carlos Barrionuevo

Soledad Mazu

Maintenance Manager Ignacio Agramunt

COMMERCIAL MANAGER Gustavo Ferreyros

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WE HAVE A CODE OF ETHICS AND CONDUCT WHICH IS THE PACESETTER OF OUR BEHAVIOR MANAGEMENT COMMITTEES G4-34, G4-38

In addition to the described structures that lead the governance of our company, there are also committees that set in motion key aspects of our organizational management. These are the Audit, Risk and Finance Committee, the Strategy and Performance Committee and the Human Talent Management Committee.

In each committee, the managements account for the performance of the company, mainly focusing on relevant aspects of the industry such as the response to climatic events, closed seasons and scarcity of resources, cost savings and containment plans and innovation aspects related to the development of new products and markets.

The Audit, Risk and Finance Committee meets every three months and is composed of two members of the Board of Directors, the General Manager, the Corporate General Manager, the Corporate Manager of Internal Audit, the Senior Management Advisor, the Central Administration and Finance Manager, and the

Internal Auditor. In this instance, the main risks of the company are presented, on a reputational, regulatory, financial and operational level, for their correct management and control. The results obtained are presented to the Board of Directors.

G4-45, G4-46, G4-47

Furthermore, management committees have been established for each unit and plant, which meet on a monthly basis and through which the collaborators can present to their area managers concerns and proposals regarding various social, economic and environmental aspects.

G4-37, G4-49, G4-50, G4-LA5

Finally, regarding the follow-up of occupational safety and health risks, 100% of the collaborators are represented within the Occupational Safety and Health Committees of each unit, which meet on a monthly basis in compliance with the existing national regulations. G4 37, 49, LA5 We have a code of ethics and conduct which is the pacesetter of our behavior.

MANAGEMENT OF ETHICS AND INTEGRITY We have a Code of Ethics and Conduct that describes the manner in which we work and behave. Its content reflects our values and summarizes the fundamental beliefs of our company. Likewise, it incorporates guidelines of the Breca Group. The Internal Audit Management is responsible for trasmitting its contents, on an annual basis, through our internal media and monitors the ethical performance of all levels of TASA.G4-41

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Our Code of Ethics and Conduct contemplates the following commitments to our stakeholders:

With Collaborators: • Diversity, equal opportunities and respect.

• Safe and healthy environment.

With Shareholders: • Responsible use of the appointed authority.

• Integrity of financial reports and operational reports.

• Protection of reserved information and intellectual property.

• Transparency and integrity in our actions.

• Representations of the company and protection of its reputation.

With Clients, Suppliers and Competition: • Integrity in the market.

With the Community, Environment, State and Media: • Good relationships and investment in our communities.

• Protection of the environment.

• Compliance with laws and regulations.

• Relationship with public officials and political contributions.

• Relationship with media.

We have the so-called Integrity Channel, a communication mechanism that allows all our stakeholders to formally report facts considered unethical, which are perceived or identified during daily work, especially those related to labor practices. In 2015 a total of 18 complaints have been received due to the alleged breach of the Code of Conduct and Ethics, of which 69% originated from the operating units (core areas) and 31% from the administrative areas (support areas).

G4-57, G4-58, G4-LA16

The typology of the complaints received was classified in the following manner: • Appropriation or abuse of resources of the company (6).

• Conflict of interest (0).

• Breach of policies or procedures (1).

• Leaking of confidential information (0).

• Human resource matters (9).

• Matters qualified as unfounded (2).

All the presented complaints were investigated by the Internal Audit area, based on the guidelines defined by the Compliance Committee of the Code of Ethics and Conduct, consisting of the General Manager, Human Resource Manager, Legal Manager, Internal Audit Manager and Central Administration and Finance Manager, who are responsible for analyzing and evaluating the preventive and corrective measures for optimum compliance of our guidelines.

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ACHIEVEMENTS 2015 SOCIALLY RESPONSIBLE COMPANY AWARD TASA is recognized for the fourth consecutive year with the Socially Responsible Company Award granted by Perú 2021.

Merco Merco Talent: TASA obtained position 21 in the ranking of the best companies to work for in Perú.

Merco Companies: In the category of the companies with the best reputation it obtained position 47.

Merco responsibility and corporate governance: In this category TASA obtained position 41.

EMPLOYER BRAND AWARD For being considered the best company to work for in the fishing and agro industrial sector based on the study carried out by Laborum and Arellano Marketing.

LATIN AMERICAN PRIZE FOR BEST SOCIAL RESPONSIBILITY PRACTICES In the category “Community engagement” for the Consorcio Pesquero Atico Project in an event organized by the Centro Mexicano para la Filantropía (CEMEFI), Forum Empresa and Aliarse México.

AWARD FOR GOOD REPORTING The organization World Business Council for Sustainable Development and Asociación Perú 2021, through the study “Reporting Matters América Latina”, evaluated 186 reports of the most important companies in Latin America.

In Perú they reviewed 29 reports, of which 07, including TASA, complied with the highest standards.

RANKING OF THE 100 MOST IMPORTANT COMPANIES IN SEAFOOD The Organization Sea Food Intelligence has considered TASA among the 100 most important seafood companies with a focus on sustainability, occupying the position of the only point of reference in Perú.

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SUSTAINABILITY REPORT 2015

OUR SUSTAINABILITY MANAGEMENT G4 - 18 – 27

We live sustainability as an ethical management model that generates value for our stakeholders, through an effective management of economic, social and environmental risks and impacts.

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SUSTAINABILITY REPORT 2015

2. Strategic Planning

The goal of the TASA Management Model is the sustainability of the business based on a logic of continuous improvement and strategic relations with our stakeholders.

We are customer-oriented, always taking into account their main concerns through bi-directional channels. This information helps us to implement improvements and innovate in our processes and products.

This model is based on our Mission, Vision and is anchored in our values of Integrity, Excellence, Comprehensive Development and Sustainability. TASA, together with more than 3,000 collaborators exercises a position of leadership in the National and international fishing sector, and represents the industry as a point of reference in social responsibility, commitment to its environment, ethics and transparency.

2. Strategic Planning

7. Results

3.

Customer

Orientation

5. People

3. Customer Orientation

1. Leadership

1. Leadership

6. Process Management

TASA MANAGEMENT MODEL

TASA develops its business strategy based on an internal and external analysis of the company and the industry. With the support of Senior Management, the strategic projects aligned with our 4 macro strategies are defined: 1. Maximize efficiency in the value chain 2. Be efficient in the use of resources

3. Strengthen the TASA Culture: Innovation, Safety and Sustainability 4. Promote a focus of Sustainability

4. Organizational Performance

Additionally, since 2015, sustainable strategic projects are defined in line with our 4 sustainability challenges: 5. Environmental management for

resource sustainability 6. Process Excellence

7. Commitment to the nutrition of Peru and the world 8. Relationship for sustainable development

4. Organizational Performance We measure our results of management of all areas, in order to analyze and improve our processes.

5. People TASA’s human resource management is based on 3 pillars: labor climate, culture management and talent management.

6. Process Management Cutting across its value chain, TASA optimizes its processes by means of strategic and operative projects.

7. Results We have tools for monitoring and measuring the key business indicators, in order to report on our financial, productive and labor performance.

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MATERIALITY TO MANAGE SUSTAINABILITY G4-18 For TASA, the process to incorporate a more comprehensive and exhaustive sustainability focus began in 2014 with the analysis of the risks and impacts in our value chain. This exercise represented an important starting point for the establishment of materiality that was carried out in 2015, since we expanded our study scope to the risks and opportunities of the local and global context.

It is important to highlight that for our company the definition of materiality goes beyond the establishment of the relevant aspects that are reported on in this sustainability report. They are, therefore, the priorities of our sustainable management.

Due to the relevance of the materiality methodology at a Senior Management level, its results were incorporated into the strategic planning process 2015.

Definition of material aspects • Considering the various sources of information that enabled us to identify relevant aspects for the company, our stakeholders and for the sector, we defined a list of more than 100 aspects.

• Among the sources consulted to prepare this first mapping, we had the strategic map 2014 - 2015, the analysis of strengths and weaknesses of our company, the social responsibility intervention guidelines and areas, the list of impacts in the value chain and the results of the dialogue panels with the communities of our fishing plants. Furthermore, we also reviewed the sustainability reports of other companies, the

guidelines for competition and sustainability of the Peruvian fishing sector of the National Fishing Society (Sociedad Nacional de Pesquería), among other relevant documents for our industry and context.

• Due to the large number of aspects resulting from the exercise (more than 100), we decided to group them into six macro aspects or subjects according to their similarity.

These categories were: economic aspects, environmental aspects, social aspects, labor aspects, regulatory – institutional aspects and, other aspects. Each aspect brought together a group of specific sub-aspects.

This analysis stage responds to the principle of Context of Sustainability and Completeness, according to the guidelines of the Global Reporting Initiative.

Prioritizing material aspects • Based on the previous exercise and with the responsible managers of our organization, we prioritized each sub-aspect based on two criteria: impact and relevance. In this manner, each sub-aspect was submitted to an analysis regarding its impact on the business and its relevance for our stakeholders. This analysis enabled us to score and obtain a priority ranking of the six types of aspects.

• With the results obtained, the data was analyzed by means of a statistical formula to determine priority levels. Three levels were established: strategic, as the most relevant; primary, in second order of relevance and, finally, the secondary level.

• As a last step of the prioritization, we validated the alignment of the aspects determined to be strategic and primary for our mission,

vision and values, in such a manner that their management contributes to maintaining and strengthening the established management model.

The analysis stage described above corresponds to the Materiality principle, according to the guidelines of the Global Reporting Initiative.

Validation and discussion with leaders of the organization • Next, we organized a workshop to share our findings with the managements of TASA. Its objective was to validate the material aspects as well as their prioritization. This space also enabled us to create awareness in our leaders regarding the relevance of incorporating a sustainability focus into the strategy of the business.

• Based on the results of this workshop, we built our materiality matrix which, as we mentioned, applies for the comprehensive management of our company and not only for reporting purposes.

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MATERIALITY MATRIX OF TASA 2015

10.00

Climatic changes and phenomena Sustainability of the resource

7.50

Social Management

Generation of employment Relationship with the stakeholders

RELEVANCE FOR STAKEHOLDERS

5.00

Legal conformity and certifications Effluent and residue management

Quality and safety of the product

Food sustainability and nutrition Energy efficiency Diversification (I+D)

TPublic – private partnerships Contribution to local development Safety and health of the collaborators Expansion of the cold chain on a national level

Continuous innovation and improvement

Efficient processes and high operation standards

Omega 3 Business Development and retention of talent

2.50

0.00 0.00

2.50

7.50

IMPACT FOR THE COMPANY

10.00

This matrix shows the aspects defined as strategic (green color) and primary (light blue color) for the sustainability management of TASA. There are 19 aspects that form the basis of what we describe as our sustainability challenges. These challenges are: Environmental management for the sustainability of the resource, Process Excellence, Commitment to the nutrition of the country and of the world and Relationship marketing for sustainable development. • In 2015 we formed a Sustainability Committee led by the general management and composed of the central managements, who will be responsible for supervising the compliance of the challenges, ensuring an internal sustainability culture.

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SUSTAINABILITY REPORT 2015

SUSTAINABILITY CHALLENGES

EXCELLENCE PROCESSES We operate under the best standards in products, processes and technologies that ensure the efficiency and the development of human talent.

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE We recognize that the main asset of our business is the marine ecosystem, therefore we invest in technology, processes and initiatives that contribute to its preservation.

COMMITMENT TO THE NUTRITION OF THE COUNTRY AND THE WORLD We work on the formulation and development of quality products, that are innovative and have added value for nutritional purposes.

RELATIONSHIP FOR SUSTAINABLE DEVELOPMENT We promote strategies and actions that generate social and economic value in our areas of influence, generating suitable environments for our stakeholders.

OUR SUSTAINABILITY MANAGEMENT

STRATEGIC AND PRIMARY MATERIAL ASPECTS CONTAINED IN EACH CHALLENGE

Quality and safety of the product / Efficient processes and high operation standards/ Development and retention of talent / Continuous innovation and improvement / Safety and health of collaborators / Expansion of the cold chain on a national level

Climatic change and phenomena / Sustainability of the resource / Management of effluents and residues / Energy efficiency

Food safety and nutrition / Omega 3 Business / Productive diversification (R+D)

Legal conformity and certifications / Public – private alliances / Social management / Generation of employment / Contribution to local development / Relationship with stakeholders

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

Material aspects for the sustainability report 2015 G4-19, G4-20, G4-21 MATERIAL ASPECTS

OUR MATERIALITY ANALYSIS REFLECTED IN THIS REPORT The 19 aspects that form part of the sustainability challenges were related to the GRI G4 aspects in desk research. At the same time, each one of the 16 aspects was assigned external or internal coverage considering the origin and scope of the impact. We also identify the stakeholders related to each GRI G4 aspect.

RELATED GRI G4 ASPECT

COVERAGE

STAKEHOLDERS INVOLVED

Biodiversity

External

Environment, State, Community

1

Climatic changes and phenomena

2

Sustainability of the resource

3

Legal conformity and certifications

Regulatory compliance (Categories Environment, Society and Responsibility for products).

External / Internal

State, Shareholders, Clients, Collaborators

4

Quality and safety of the product

Health and safety of the clients Labelling of the products and services

External / Internal

Clients, Shareholders, Collaborators

5

Effluent and residue management

Effluents and residues

External / Internal

Environment, State, Community, Collaborators

6

Efficient processes and high operating standards

7

Social management

Local communities Direct economic consequences Social impact claim mechanisms

External

State, Community

8

Food sustainability and nutrition

-

-

-

9

Energy efficiency

Energy

External / Internal

Environment, Shareholders, Collaborators

10

Employment generation

Employment Direct economic consequences

External

Community

11

Productive diversification (I+D)

-

-

-

12

Omega 3

-

-

-

13

Relationships with the stakeholders

Participation of the stakeholders

External

State, Community

14

Continuous innovation and improvement

15

Development and retention of talent

Training and education

16

Public – private alliances

-

-

-

17

Contribution to local development

Indirect economic consequences Acquisition practices

External

Community

18

Safety and health of collaborators

Occupational health and safety

Internal

Shareholders, Collaborators

19

Expansion of the cold chain on a national level

-

-

-

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

STAKEHOLDERS

SUB GROUPS

Shareholders

There are no sub groups

Media

Lima and provinces

Ship-owners

Preferential and temporary

STAKEHOLDERS

SUB GROUPS Shipyard

Clients

Skippers

Indirect Human Consumption (by sales volume)

Frozen and fresh products

Employees

In TASA we identify and prioritize our stakeholders based on the following criteria: level of influence, perception and flexibility in their relationship with the company. For this reason, we hold semiannual workshops with the participation of the Management Committee and collaborators in each one of our plants.

G4-24, G4-25

Every change in the definition of the stakeholders has a direct impact on the strategic objectives.

Therefore, any modification is subject to the annual review and approval of Senior Management.

Community

A Clients B Clients Wholesalers Supermarkets

Workers

OUR STAKEHOLDERS

Repair

Institutional

Specialists (Machine engineers, pilots) Collaborators

Construction

Crew

Local governments

Human consumption selectors

Ministry of the Environment

Paita Plant

Paita

Malabrigo Plant

Rázuri

Chimbote Plant

27 de Octubre

Samanco Plant

Samanco

Shipyard

Huanchaquito

Supe Plant

Supe

Vegueta Plant

Caleta de Vegueta

Callao Norte Plant

Márquez

Callao Sur Plant

Bolognesi

Pisco Plant

Pisco playa/ Pisco pueblo / San Andrés

Atico Plant

Atico

Matarani Plant

Matarani / Mollendo

Ilo Plant

Ilo

State

Other regulators

Ministry of Labor and Promotion of Employment Ministry of Production Ministry of Social Inclusion Suppliers of services

Suppliers

General and specialized Inputs

Suppliers of goods

Spare Parts Assets

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

COMMITMENTS TO STAKEHOLDERS We assume strategic commitments with each of our stakeholders, we collect and analyze their expectations and establish channels of communication that ensure an assertive relationship.

MEDIA Commitment That they recognize and publicize TASA as an ethical company in its economic and environmental performance, and which supports its community.

SUPPLIERS

SHAREHOLDERS

Commitment

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.

Shareholders very satisfied with the management of the company and the results obtained.

Expectations

Expectations World class management and results.

Mutually beneficial long term relationships. Development of local suppliers.

SHIP-OWNERS 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 Have accurate and updated information of the economic, social and environmental performance of the company.

Expectations Mutually beneficial long-term relationships.

STATE

CLIENTS

Commitment

Commitment

To be recognized as a company that complies with the current tax, labor, and sectorial, environmental, local norms, among others.

To exceed the expectations of the clients with the quality of our products and service levels to guarantee long term relationships.

Expectations

Expectations

Compliance of norms and role model of good fishing practices.

Homogenous quality, safety, traceability, compliance, friendly and expeditious attention. Development of innovative food products and supplements.

COMMUNITIES

COLLABORATORS

Commitment

Commitment

The society and the communities where we operate recognize us as a serious company, socially responsible and respectful of the environment and the fishing resources.

Motivated collaborators committed to the objectives and values of TASA in a pleasant and safe environment that promotes their professional and personal development.

Expectations Respect for the environment and the fishing resources. Social and economic development in the areas of influence.

Expectations Development, occupational safety and health and good labor climate.

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

Annual report

Bulletin ComuniTASA

Media Shareholders Ship-owners Clients Collaborators Community State Suppliers

The communication focus that we maintain with our stakeholders is based on relationship and bi-directionality. We have direct communication, dialogue and consultation channels: satisfaction surveys, feedback meetings, coordination and personalized attention. G4 – 26

Satisfaction survey

External circulation and communication materials

RevisTASA

TASA communicates

Reception of suggestions

Legal bulletin

Internal circulation and communication materials

Intranet

Social Networks

Sustainability report

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

G4-27

Expectations of the stakeholders

COLLECTION OF EXPECTATIONS OF THE STAKEHOLDERS G4-27 Dialogue with stakeholders

while the space of Pucusana allowed us to assemble leaders of the artisanal fishermen, as well as from health and education institutions of the zone.

For the fifth consecutive year, we have held dialogue meetings with representatives from our stakeholders, in order to know their expectations and suggestions with regard to our economic, social and environmental performance.

The opinions expressed in both spaces reflected expectations regarding the work that TASA could realize with State entities, to stimulate the research and development of the fishing sector and its stakeholders.

In the beginning of 2016, we held two dialogue meetings: in Lima, where our administrative offices are located, and in Pucusana, where we have begun our operations of the new Omega business unit. On both occasions we brought together representatives from various stakeholder groups: local government, community, collaborators, civil society organizations, among others.

This last stage responds to the principle of Participation of the stakeholders, according to the guidelines of the Global Reporting Initiative.

The space in Lima allowed us to bring together authorities from the Ministry of the Environment, Proinversión, National Fishing Society and from the main environmental NGOs related to fishing;

EXPECTATIONS OF THE STAKEHOLDERS

LIMA

PUCUSANA

Collected in the dialogue panels, according to the sustainability challenges

Representatives of stakeholders in Lima (institutional public)

Representatives of stakeholders in Pucusana (area of influence of the Omega plant)

Environmental management for the sustainability of the resource

• Development of strategies for the care of the marine resources, considered the main continuity risk of the sector.

• Greater control of the compliance of the fishing regulation.

Excellence processes

Development of suppliers as part of the quality assurance of our processes and products.

• Promotion of strategic alliances (company – universities – state) for research in climatic variability and impacts on the Peruvian ecosystem.

• Greater information of the management of water resources in the zone, due to its scarcity.

• New opportunities for local employment and labor training.

• Outstanding performance in production processes and high quality standards.

Commitment to the nutrition of Peru and the world

Implementation of nutrition programs in alliance with the State, considering the use of the mechanism Works for Taxes.

Implementation of nutrition and health programs in the zone.

Relationship for sustainable development

Prioritization of stakeholders: artisanal fishermen, to contribute to their development with long term actions, such as the strengthening of capacities and the diversification of their activity.

Demand for communication spaces that allow prompt and first-hand information to be obtained.

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OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

SECTORIAL AND NATIONAL CONTEXT Materiality aspects (economic, environmental, social, regulatory and labor) G4-2 For the purposes of this sustainability report, we have also considered the aspects that determine the context of our industry. We describe below the factors that have influenced, in 2015, the main economic, environmental, social, labor and regulatory aspects that affect the behavior and sustainability of the industry and TASA. SUBJECT

DESCRIPTION National production grew 2.9% during 2015, more than the figure initially projected by the government.The result was supported by the good performance of all sectors, among which, the fishing sector contributed 0.06 %. This sector grew 15,1%, compared to the previous period1.

Economic

Despite the oceanographic and climatological conditions caused by the “El Niño” Phenomenon, which began in 2014, causing a severe crisis in the sector and continuing in a moderate manner in 2015, growth of 60.6% was achieved, compared to 2014. In total, 3.72 million tons of resource were caught, of which 3.68 million corresponded to anchovy (98.9%), 20,258 to horse mackerel (0.5%) and 21,483 to mackerel (0.6%)2. However, the scarcity of horse mackerel and mackerel affected our frozen production.

The Peruvian marine ecosystem is characterized by high productivity that is subject to strong variability, regulated by the influence of the South Pacific Anticyclone (SPA) which controls the entry or arrival of warm water on the side of the Western Equatorial Pacific.

The weakening of the SPA in the last four years has produced an atypical scenario in the Peruvian marine ecosystem, presenting tendencies towards a greater inter-annual variability of temperature, a deeper vertical structure that does not favor productivity, and a greater approach of oceanic water to the coast. This impact has been reflected in smaller fishing quotas and greater efforts to carry out sustainability studies of the anchovy.

Environmental

1 2

In 2015, the fishing seasons of the Center – North zone were conducted under an environmental scenario of alert of the “El Niño” Phenomenon. For the first season, IMARPE stated that the phenomenon would be weak or moderate, therefore a quota of 2,58 million tons was established and the beginning of the season was brought forward due to the arrival of the so-called Kelvin Wave.

In the case of the second season, IMARPE, together with the National Fishing Society (Sociedad Nacional de Pesquería), carried out a fishing prospection with vessels equipped with digital echo sounders, which permitted a recovery in the abundance of anchovy to be observed. Based on this, a quota of 1.11 million tons of anchovy was established, in other words, a precautionary quota due to the warm conditions observed since May of 2015.

According to information from the National Statistics and Information Institute (Instituto Nacional de Estadística e Informática - INEI) published in 2016.

According to information from the Sea Institute of Peru (Instituto del Mar del Perú - IMARPE) published in 2016.

28 SUBJECT

DESCRIPTION One of the most important pending aspects in the agenda of the fishing sector is the promotion of fish consumption to fight child malnutrition rates in the country. Therefore, the Production Ministry together with the National Fishing Society (Sociedad Nacional de Pesquería) and its associates have implemented educational and awareness projects directed at the most disadvantaged sectors of the country, improving their health and nutrition through the introduction of the anchovy and other marine resources into the family diet.

Social

OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

SUBJECT

Labor

Furthermore,TASA, committed to the country’s nutrition, supplies quality marine products to the markets of Lima, Abancay, Andahuaylas, Ayacucho, Cusco and Puno through its Distribution Centers. Since 2007, we have facilitated access to quality marine products, with a high nutritional value and a reasonable price, which has contributed to increasing per capita fish consumption in these zones (1.90 Kg/person). In a complementary manner, we carry out promotion campaigns in the form of gastronomic fairs and educational conferences in schools, to spread the benefits of Omega 3 and educate in habits for the incorporation of fish in the family diets.

The industry has a business union that brings together the private capital of companies mainly dedicated to fishing for Indirect Human Consumption (IHC) and, to a lesser extent, to fishing for Direct Human Consumption (DHC).

Furthermore, for the purpose of contributing to the sustainable development of the main port communities of the coast, the union has nine Associations of Producers of Fishmeal and Fish Oil: APROPAITA, APROSECHURA, APROCHICAMA,APROCHIMBOTE,APROCHANCAY,APROSUPE,APROCALLAO, APROPISCO and APROTAMBO. The intervention of these associations permits the focalization of the responsible intervention of companies through social programs and care of the environment.

DESCRIPTION As a leading company in the sector it is necessary for our fishing personnel to be highly trained, which increases the labor standards of the fishing activity; for this reason, during 2015 we implemented the Development project for Crewmembers, which achieved the participation of 99.0% of the fishing personnel.

Additionally, due to the importance of occupational health and safety in the industrial sector, we maintained the formation, awareness and strengthening campaigns of culture and leadership in Occupational Management and Health Systems, involving all the fishmeal and fish oil plants, human consumption plant, fishing vessels and Shipyard.

The regulations in the fishing sector have contributed to controlling the extraction of the marine resource for its preservation, taking as input the scientific studies of the Instituto del Mar del Perú regarding the evolution of the marine biomass in recent years.

The legislation regarding the Maximum Catch Limits per vessel came into effect in 2008, establishing a fishing management mechanism applicable to the extraction of the resources of anchovy and white anchovy intended for indirect human consumption.This regulation sought to promote the sustainable development of the marine resource as a source of food, employment and income, and ensure a responsible exploitation of hydro-biological resources.

Regulatory

During 2014, a series of norms have been enacted to strengthen fishing management for the Direct Human Consumption industry, permitting the reception of additional resource due to greater demand, among others. The compliance of the norms in the sector have permitted a reordering with regard to the programming and optimization of extraction of the resource.

Furthermore, during the year 2015, the new regulation for testing of hydrobiological resources was published, that is applicable to the activities of the inspectors of the Surveillance and Control Program in the maritime environment and which indicates the procedures that must be carried out in the unloading of hydro-biological resources. Likewise, there has been a reorganization inside the entities of the fishing sector, with regard to their procedures, with both ITP and PRODUCE approving their new Unified Text of Administrative Procedures (Texto Único de Procedimientos Administrativos - TUPA).

It should be pointed out that in terms of environmental control the Organism of Environmental Evaluation and Control (Organismo de Evaluación y Fiscalización Ambiental – OEFA) has strengthened its supervisory role, regulating violations in the fishing sector. Finally, the regulation regarding the Maximum Permissible Limits (MPL) in effluents and emissions has also come into effect, which helps reduce the environmental impact of the sector.

29

OUR SUSTAINABILITY MANAGEMENT

SUSTAINABILITY REPORT 2015

Risk focus and management

G4-14

Risk management covers our entire company 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 monitored through the Planning and Innovation area which reports to the Central Administration and Finance Management. This area identifies and updates the risks that could affect the continuity of the business, through a matrix, in which the action plans to monitor or mitigate their impacts are followed up.

This matrix includes the analysis of market risks, regulatory risks, supply of raw material in adverse climatological conditions, among others; therefore, it represents a key input for the annual strategic planning process.

• Thanks to the materiality process that we have undergone this year, in the case of this sustainability report, the inclusion of sustainability risks has been established for the next Strategic Planning processes, including them in threats in the preparation of the strengths, opportunities, weaknesses and threats of the company.

• Financial risks are managed by the Comptroller Management, the area responsible for the revision and approval of the company’s procedures to ensure that it has adequate controls in this area.

• 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, and

functional and/or complied with. The results of the evaluations carried out 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 improvements identified.

• 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 the company’s facilities. 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 incorporated into the Physical Safety Risk Matrix, which establishes a treatment and mitigation program of the identified risks, which has enabled us to obtain and maintain the BASC certification in all of the operating units.

• Finally, we have a Crisis Management Plan and a Business Continuity Plan. 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.

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SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE We operate under the best standards in products, processes and technologies that ensure the efficiency and development of human talent.

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SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

ECONOMIC PERFORMANCE Despite the presence of the “El Niño” Phenomenon that affected the Peruvian ocean in 2015, the biomass of anchovy in the north center presented a slight increase. This caused the annual fishing quota to increase by 45.8% compared to the previous year (from 2,21 million tons in 2014 to 3,62 million tons in 2015).

In 2015 we landed a total of 935,074 MT of anchovy (26% of the national quota of 2015), 54% more tons than those obtained in 2014.

Our fleet fished 573,819 MT of anchovy (which represented 15.9% of the national fishing) and we purchased an additional 361,255 MT (9.99% of the national fishing).

The climatic variability and the presence of the so-called Kelvin Wave has resulted, since 2012, in the assigned quotas for horse mackerel and mackerel not being fulfilled. In 2015 we caught 1,349 MT of mackerel. The uncertain conditions of the sector in the year were reflected in a decrease of 15.6% in our sales compared to 2014, which led us to assume a posture of alert and control with regard to new economic investments.

934 074 TM OF LANDED ANCHOVY

(26% OF THE TOTAL ON A NATIONAL LEVEL).

US $227.3 MM

DESTINED TO LOCAL SUPPLIERS. MORE THAN

70% OF OUR COLLABORATORS

REPRESENT THE WO RKE RS A ND CREW MEMBE RS .

Generated and distributed economic value G4-EC1, G4-EC9, G4-9 DIRECT ECONOMIC VALUE CREATED (IN US$)

INDICATORS OF EXCELLENCE

2014

2015

468 MM

393.4 MM

2014

2015

Payment to national suppliers

223.4 MM

237.3 MM

Payment to foreign suppliers

10.4 MM

11.4 MM

40.5 MM

46.4 MM

7.3 MM

8.3 MM

12.8 MM

8.4 MM

Environmental investments

6.6 MM

420.5 M

WITH THE PARTICIPATION OF

Investments in the community*

964.1 M

656.2 M

---

2 MM

470 COLLABORATORS.

Sales ECONOMIC VALUE DISTRIBUTED (IN US$)

Payment of salary and social benefits to collaborators

1

Finance costs Payment of taxes

Investments in works for taxes * Includes donations, community outreach activities, volunteer work, sustainable projects, patronage and sponsorships and support for APROs.

63 539 HOURS

OF ANNUAL TRAINING AND

22.77 HOURS

OF TRAINING PER COLLABORATOR.

MORE THAN

290 IDEAS IMPLEMENTED

12 IMPROVEMENT PROJECTS

DEVELOPED WITH AN ESTIMATED INVESTMENT OF US 1

In our company all the social benefits are covered from our own resources. However, the contributions to the AFP are for account of our collaborators. In 2015, 2,116 of our collaborators were affiliated to the ONP, contributing 13% of their monthly income, and 341 to the AFP, with a contribution of 12.91%.

$ 95 MILLION.

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SUSTAINABILITY REPORT 2015

Main results Fishmeal and fish oil According to official figures, our company occupied the first place in the ranking of fishmeal and fish oil exporting companies with a participation of 28% and 22%, respectively.

Our fishmeal achieved sales of 193 675 MT, 17% less than the sales volume of 2014; and, in the case of fish oil, the sales volume was 23 214 MT, which signified a reduction of 11.8% compared to the previous year.

For both products, prices were subject to constant speculation, due to the uncertainty of the quota issued for the first season and the arrival of the “El Niño” Phenomenon towards the end of the year. It is worth noting that, as in 2014, our main international market was China, which represented 75% of our fishmeal sales.

Human consumption Due to the absence of horse mackerel and mackerel resources, raw material was imported from Chile and New Zealand, and we were able to place 2 580 MT of imported horse mackerel.

Additionally, we commercialized 1 554 MT of other species (salmon, hake, squid, bonito, mahi, tilapia, basa, etc.), including 137 MT commercialized in self-service establishments.

In the framework of our efforts to improve nutrition in Peru, more than 80% of our frozen products were commercialized locally in Lima and in the distribution centers located in the southern highlands of Peru (Abancay, Andahuaylas, Ayacucho, Cusco and Puno), where malnutrition and poverty levels are high.

Finally, we introduced the product Kontiki fish oil capsules for all the personnel of TASA and companies of the Breca Group which generated the sale of 3 653 bottles of 100 capsules.

PROCESS EXCELLENCE

Shipyard During 2015, the activities for the expansion of the dry-dock capacity from 300 DWT to 400 DWT were completed, as well as an increase of pursing depth (process of immersion and withdrawal of the net). As a result, vessels with a greater weight and draft of its own fleet and those of third parties can be dry-docked, which will permit the expansion of the capacity for attention to other market segments.

EFFICIENT PROCESSES AND HIGH OPERATING STANDARDS In all of our business units we seek to constantly elevate the efficiency levels in production, so that we use and exploit all of our resources. Here we present our value chain, the participants in each chain and the initiatives that enable us to integrate high standards of conduct in the stages of the business.

Our most important operating stages Fishing In this stage the productive cycle of the industrial fishing begins. It covers the operating and logistical preparation for the fishing operations, as well as operations until the unloading of the resource in the plants.

Operations In this stage the raw material is transformed into fishmeal and fish oil. The transformation processes also take place in the Human Consumption and Omega 3 division. The final phase consists of the proper disposal, storage and transport of our products, in accordance with the standards required by our clients.

Commercialization This last stage covers all the processes related to the sale and relationship with our clients of each business unit.

Supply chain The main characteristics of our activity are seasonality, the specialization of tasks and the extensive use of labor. In our industry the ship owners (of vessels that fish and from whom we buy their catch) assume a preponderant role as suppliers of the resource. G4-12

33

SUSTAINABILITY REPORT 2015

These companies extract marine products to commercialize them to fishing companies, like TASA, which manage the entire productive cycle.

Due to their importance in our value chain, they are identified in a differentiated manner from the other suppliers. Additionally, we have two types of suppliers: those of general or specialized services, and those of goods, which provide supplies, parts and assets.

We have a policy of prioritizing purchases through national suppliers for logistical services and goods. In this manner, we simplify the purchasing process, ensure a prompt and efficient supply and create loyalty in our strategic suppliers. We encourage the decentralization of purchases in order to benefit companies from our areas of influence, as well as increase the competition of the business through the development of long term relationships that create loyalty in the main actors of the value chain.

Our purchasing management complies with high control and quality parameters, thus we carry out an exhaustive selection and tender process, as well as including training and development components:

PROCESS EXCELLENCE

Purchasing process of TASA

IDENTIFICATION OF THE DEMAND OF THE INTERNAL USER Invitation of potential suppliers, (with emphasis on local suppliers) Once the winning bid is awarded, we work with the supplier so that he can comply with TASA’s requirements The supplier executes the service, and receives feedback from TASA regarding his performance The supplier is oriented towards compliance with the requirements of TASA (certifications and homologations)

RESULT THE SUPPLIER IMPROVES ITS SERVICE CAPACITY

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SUSTAINABILITY REPORT 2015

INTEGRATED MANAGEMENT SYSTEMS The certifications that currently comprise the Integrated Management System are presented in the following table.

PROCESS EXCELLENCE

CERTIFICATIONS

Business Alliance for Secure Commerce BASC Good Manufacturing Practices ICHQ7 Good Manufacturing Practices GMP+ B2 Good Practices in commerce and distribution GMP + B3 Hazard Analysis and Critical Control Point System HACCP

SISTEMA INTEGRADO DE GESTIÓN

Guarantee Certification for the Muslim Market HALAL Global Standard for the Responsible Supply of Raw Material IFFO - RS Certification of sustainable fishing and aquiculture product FOS Environmental Management System ISO 14001 Occupational Health and Safety Management System OHSAS 18001 British Retail Consortium BRC Quality Management System ISO 9001

FISHING

FISHMEAL AND FISH OIL

OMEGA-3

FROZEN FOOD

SHIPYARD

COMMERCIAL MANAGEMENT

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SUSTAINABILITY REPORT 2015

Quality and safety of the product

PROCESS EXCELLENCE

G4 – PR 1

In TASA we have policies and procedures to ensure the quality and safety of our products. In this framework, different actions are performed, among which we highlight the following: • We have a Safety Management System for our products certified under the GMP B2, GMP B3 and BRC norms, based on the HACCP risk evaluation methodology for all our products.

• We update the database of undesirable substances by type of product and country of destination, in order to carry out periodic monitoring that assures their absence in our products.

• We strengthened the scope of the Control room of processes, which allows us to identify and warn of deviations in all the processes during the production and unloading of raw material.

• We have an instrument laboratory, the work of which improved the reliability of the results of fishmeal and fish oil quality in real time, improving the control of the process and the classification by qualities of both products.

• We s u c c e s s f u l l y i m p l e m e n t e d t h e determination methodology of the amino acid profile, which enabled us to obtain greater knowledge regarding the nutritional values of the anchovy.

• We provided training in the determination of the sexual stage of the anchovy for the crews of the vessels; in addition, the workshop “Production, Maintenance and Quality” was held for the Heads of Plants, including the participation of the Head of Finished Products.

In order to comply with the current and future requirements of the markets and clients, in 2015 we sought to reinforce the quality assurance system in all our processes.

For this, we identified and prioritized improvement opportunities in the Fishing, Operations, Commercial, Logistics, Legal and Quality areas. This diagnosis enabled us to implement improvements in a progressive manner and with a comprehensive focus.

As part of this project, the following improvements were achieved: • We incorporated technical files of critical supplies as requirements in the purchasing processes, the first requirement being to prevent and ensure the quality of our products.

• We successfully executed the monitoring plan of critical supplies and products in process, which allows us to monitor the safety provided by the supplier.

• We carried out improvements in the dosage system of additives to the process, achieving a greater control of them in our products.

• We concluded the implementation of the system of heating of solids recovered from the process.

In a complementary manner, we carried out the internal communication campaign “TASA Quality”, for the purpose of consolidating a quality and safety culture in all levels of the organization. In 2016, we will continue to incorporate improvements that permit us to ensure the quality of our processes and products, as well as the strengthening of a cross-disciplinary culture to all our stakeholders.

Innovation Our innovation model differentiates us before our stakeholders because it includes the active participation of our collaborators, who propose improvement ideas and projects to increase our efficiency and quality in our operations and services.

IN TASA WE PROVIDE THE WORLD WITH HIGH QUALITY AND ADDED VALUE MARINE FOODS AND INGREDIENTS

QUALITY PROCESSES

+ QUALITY PRODUCTS

= TASA QUALITY

TASA QUALITY is the group of properties inherent to our processes and products (marine foods and ingredients) which are able to SATISFY THE NEEDS OF OUR CLIENTS. This is only achieved with the contribution of YOUR effort.

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SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

EXCELLENCE IN TALEN G4-9,10 Human resources management In TASA our collaborators are a great strength and what make us an excellent company. We are convinced that effectively managing talent is a key factor to ensure the attraction, retention and growth of people.

YOUR IDEA and IMPROVEMENT PROJECTS All our collaborators have the opportunity to design and implement their innovative ideas or improvement projects, to provide a better service to our stakeholders or generate greater efficiency, quality or profit. • We have implemented more than 290 ideas with the participation of 470 collaborators.

TOP WAVE This program seeks to raise the performance of our processes to a world class manufacturing level through the application of the Lean Manufacturing and Six Sigma management models.

37

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

In 2015 we had 2 790 collaborators between all our labor categories. More than 70% of our personnel is concentrated in fishing and production activities, which is where we concentrate resources for their training and professionalization. G4-9 Male labor predominates over female labor in all categories, due to the tradition of our industry. However, according to our Personnel recruitment and selection policy, there is no condition and exclusion by gender. G4-10

Labor force by gender 2014 Category

Female

Officers

2015

Male

Female

Male

3

8%

37

92%

4

10%

36

90%

Employees

209

29%

521

71%

189

28%

488

72%

Workers

174

13%

1162

87%

80

7%

1008

93%

0

0%

995

100%

0

0%

985

100%

Crewmembers

Labor force by categories 2014

With regard to the distribution of our personnel by geographical areas, it is located in the north, center and south. Most of our human capital is located in the central area of the coast, since our most productive plants are located there. G4-10

Category

The plant located in Callao is one of our main operation centers where fishmeal and fish oil, and products for human consumption are produced and we carry out fleet and fishing activities. Given its importance, 16 of our officers (managers, sub-managers and superintendents) are employed in this center, which represents 69% of our total number of officers, and with 100% of local origin.

Crewmembers

2015

Nº of collaborators

Nº of collaborators

% by category of collaborator

40

40

1.4%

730

677

24.2%

1 336

1 088

39%

995

985

35.4%

3 101

2 790

100%

Officers Employees Workers Total

Labor force by categories G4-10 ZONE

FEMALE

MALE

TOTAL

12

353

365

Center Zone (Supe, Vegueta, Callao (Fishing and Frozen Unit), Pisco, and San Isidro Plants).

245

1 881

2 126

South Zone (Atico, Matarani, Ilo, Callao Plants)

16

283

299

North Zone (Paita, Parachique, Malabrigo, Shipyard, Chimbote, Samanco Plants)

Labor force by type of contract G4-10 TYPE OF CONTRACT Fixed term

2015 N° OF EMPLOYEES

1 019

Undetermined term

1 771

Total collaborators

2 790

38

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

Of the total collaborators, 3% represent new hires in 2015. Additionally, 45.5% of the selection processes of permanent vacancies were covered through internal promotions. With regard to average rotation, we recorded 7.74% of rotation for employees; 5.31% for workers, and, 3.02% for crewmembers. Of the workers dismissed during 2014, three workers decided to take advantage of the Labor reconversion program and six of them benefitted from the Development and promotion program of MSEs. G4-LA1 As of December 31, 2015 the average salary of TASA exceeded the minimum wage by 64,1%.

The minimum difference between genders is due to the fact that the male population is larger and generates a greater dispersion between the salaries of the group. G4-EC5 Among the group of workers, which represents 39% of the total collaborators, the relationship between the remuneration of the best paid person and the average obtained within the group is 1.68.

This is because the workers with a longer time of service in the company have received consecutive salary increases. G4-54 With regard to the annual increase, all collaborators received an average increase in salary of 5.48%. The result is based on performance and the achievement of objectives.

G4-55

2015

Starting Salary TASA Minimum Wage (MW) % by which the average salary of TASA exceeds the MW

Female

Male

1 227.00

1 235.70

750.00

750.00

63.60%

64.76%

* Only workers of fishmeal and fish oil plant and frozen plant. ** Does not apply to all personnel.

Workers’ Benefits All of our employees have access to the social benefits provided for by law, and other additional benefits approved by the General Management. The additional benefits include: production bonus and bonus for additional work in other plants**, recreational areas, bonus due to death of direct family member (spouse and children), transport and refreshments*, training support, advance of profits and bonuses to cover health expenses.

Furthermore, we provide recreation and leisure activities on festive dates applicable to all our personnel.

39

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

Labor relationships In TASA we have two union committees (the Shipyard business unit in Chimbote and the Atico Plant), two company unions (Ilo and Malabrigo Plants) and a national union (Vegueta, Callao and Pisco Plants).

Additionally, there is a branch union, National Union of Fishermen of New Fishing Vessels (Sindicato Único de Pescadores de Nuevas Embarcaciones Pesqueras - SUPNEP) to which the majority of the crewmembers in the county and almost all of our crewmembers belong. We have a total of 1 258 collaborators covered by collective agreements, who represent 45% of our total collaborators.

SUCCESS STORY

Unionization level G4-11 2014 Labor category

2015

% of unionization

N° of unionization

N° of unionization

% of unionization

Officers

0.00%

0

36

0.00%

Employees

0.00%

0

681

0.00%

Workers

16.28%

273

815

25%

Crewmembers

99.50%

985

0

100%

Total

37.96%

1 258

1 532

45%

Development and training

We continued to support our collaborators Despite the savings situation, we remained through the sponsorships of courses in the o r i e n t e d t o w a r d s e m p o w e r i n g t h e SENATI institute. We launched two invitations competencies of our collaborators through the in the year that benefitted 21 people, between regular implementation of training programs, workers, crewmembers and their children. prioritizing the exploitation of our internal resources. In 2015, we recorded 63,539 hours Collaborators training by categories of training, obtaining an average of 22.77 hours per collaborator.

0.36% We concentrated our efforts and resources on training that responds to the updating needs due to changes in legislation, certifications, strategic guidelines and/or implementation of new projects. Additionally, we invested in training for our high-performance personnel. G4 – LA10

19.16%

54.48%

OFFICERS 26.00%

EMPLOYEES WORKERS CREWMEMBERS

TASA WITH YOU Starting in 2015, we implemented TASA WITH YOU, a human management program that seeks to bring together the leaders of the organization with the collaborators of the plant and their families to raise levels of trust. We organize activities in informal spaces, such as the house of a collaborator at the end of the work day, inviting all of his family to participate in a direct and open space of communication.

256 visits were carried out, covering four plants between the months of February and November of 2015. Based on this experience, we have been strengthening the bonds of trust between leaders and collaborators, and strengthening their feeling of pride and belonging to the organization. Additionally, this space allows us to become aware of the socio-economic realities of our collaborators.

40

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

Hours of training AVERAGE TRAINING TIME (HOURS) Officers

Employees

Workers

Crewmembers

TOTAL HOURS OF TRAINING

2014

33.22

44.69

16.95

21.35

77,523

$579 M

2015

12.67

17.41

15.19

35.15

63,539

$94 M

YEAR

Personal and labor growth

Performance evaluation and recognition

As part of our annual training strategy, we launched the “Internal Teaching Program� with the objective of forming an internal team trained in presenting courses aligned to our transversal or specific training needs. We currently have 35 internal teachers, who will begin their work in 2016.

Our performance evaluation model is based on objectives and competencies. The objectives are defined at the beginning of the year by the area managers and leaders together with their collaborators, while the competencies are transversal for all members of the company and they are divided into essential (for all collaborators) and leadership (for the collaborators who are responsible for personnel). G4-LA11

We also held the Lead Your Career workshops as part of the Personal Development Plan.

These voluntary participation spaces permitted the establishment of personal and labor development plans for our collaborators and they include meetings with the boss and colleagues for feedback on the proposed objectives.

HIGH PERFORMANCE RECOGNITION In 2015, the employees who achieved high performance during 2014 were recognized. We held an important ceremony with the presence of the general manager and of the area managers of the recognized collaborators.

Additionally, they received some special benefits such as discounts on TASA products, leisure time coupons, among others.

INVESTMENT IN TRAINING

Talent retention workshops were held on a level of middle management and managers to make them aware of talent management in TASA, as well as the importance of their role in the retention of collaborators.

All the employees and operators, with more than six and three months in the company, respectively, participate in our annual performance evaluation process, which includes revision stages of progress in the middle and end of the year. These phases enable corrective measures to be taken to improve the individual and organizational performance.

In 2015 the process included the participation of 699 employees and 1 068 operators which represents a coverage of 96.5% and 100% of the total collaborators in each labor category, respectively. Based on the workers who participated in the process and considering all its stages, a compliance level of 98.3% was achieved.

SUCCESS STORY

DEVELOPMENT OF CREWMEMBERS The training activities from the Central Fishing Management have been carried out since the year 2001, within the framework of the Crewmember Development Project, which works with the following action areas: Training, Communication and Family.

During 2015 we concentrated on encouraging the personal and professional development of our crewmembers, improving the professional level of the fishing activity, and the labor climate among crewmembers, through training in aspects such as safety, fishing and sustainability; and training in functions and procedures.

The Crewmember Development Project reached 99% of the crewmembers achieving an average of 35.6 hours of training per person, of which 31.7 were in occupational safety.

41

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

Our activities are controlled through the implementation of HIRA (Hazard Identification and Risk Analysis and determination of controls), JSA (Job Safety Analysis) and SWP (Safe Work Procedures), as well as by permanent training and awareness of the personnel in order to establish preventive controls for all works that could cause injury to the worker. All of our units also carry out five minute talks prior to carrying out their works.

We also carrying out occupational hygiene monitoring, such as illumination levels, antiergonomic risk, noise dosimetry, exposure to gases, among others. G4-LA7 This allows us to control any agent that could cause any illness to the personnel, having identified as a possible occupational illness the hearing loss induced by noise.

EXCELLENCE IN OCCUPATIONAL SAFETY AND HEALTH We have an Occupational Safety and Health Management System which is implemented in each one of our branches and vessels. In said plants and vessels, we have deployed management tools such as the annual occupational safety and health plan, the hazard and risk matrix, the safety and health regulation, the risk map and the permanent training of our personnel.

The jobs that may suffer greater affectations are those of the machine room operator and mill and cooler operator. There are other jobs that present a lower probability such as those of the hopper, kitchen, press, environmental separator, dryer, cauldron, bagging, oil plant, evaporator plant and water treatment operator.

SAFETY AND HEALTH IN THE COLLECTIVE AGREEMENTS 100% of the collaborators of plants are represented in the Occupational Safety and Health Committees. During 2015 we concluded the appointment for the personnel of the fishing vessels and of the central administration. G4-LA8 We fully comply with the agreements in terms of health and safety stipulated in the collective agreements, which include aspects such as: • Adequate work and health conditions and safety norms of equipment and human life at sea.

• Use of uniforms and safety protection equipment.

• O c c u p a t i o n a l S a f e t y a n d H e a l t h Committees.

• Participation of representatives of the workers in the inspections, audits and investigations of accidents related to safety and health.

• Training.

• Internal investigation procedures.

• Periodic inspections.

42

SUSTAINABILITY REPORT 2015

PROCESS EXCELLENCE

Main occupational safety and health indicators

Accident Index

During 2015 there were 174 incapacitating work accidents, generating an average of 23 days of medical rest. In the case of contractors, seven of the accidents which occurred were incapacitating. No plant recorded fatal accidents.

The main cause of accidents is related to an inadequate identification and assessment of risks before carrying out works, for which reason we are providing additional support to the use of the occupational safety analysis tool and safe work procedures.

The incidence rates by type of injury, as well as the accident index are shown below: Incidence by type of injury G4-LA6 ACCIDENT BY TYPE OF INJURY Musculoskeletal

TASA 78.9%

COM 76.5%

100.0

CFM 79.6%

Conjunctivitis – foreign object in the eye

3.4%

Intoxication by chemical substance

1.4%

2.9%

0.9%

Lumbago

6.1%

0.0%

8.0%

Burn

5.4%

8.8%

4.4%

TBI Total

1.8%

80.0

4.8%

2.9%

5.3%

100%

100%

100%

CFM: Central Fishing Management

74.9

60.0

78.8 76.5 74.8

66.4

60.1

40.0 20.0

COM: Central Operations Management TBI: Traumatic brain injury

8.8%

Accumulated Accident Index 2014 - 2015

0.0

14.2 11.9 0.0 0.1

10.8 1.3

Jan

Mar

Feb

19.2 7.7 Apr

Accumulated AI 2014

12.3 May

53.9 49.2

16.6

14.8

13.2

12.7

12.92

10.80

13.7

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Accumulated AI 2015

43

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE We recognize that the main asset of our business is the marine ecosystem, which is why we invest in technology, processes and initiatives that contribute to its preservation.

44

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT SYSTEM In terms of management, in TASA we have an Environmental Management System certified by the ISO 14001 standard in the 11 fishmeal and fish oil plants, the frozen plant, the shipyard and shortly in the Omega Units and Fishing Processes.

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

We thereby assure the use of operational controls to reduce and mitigate any impact generated on the environment and, especially, the marine ecosystem.

Environmental investments during the year 2015 exceeded 400 thousand dollars and were destined mainly to improving the treatment of effluents in our plants.

Environmental investments PROJECT

ENVIRONMENTAL BENEFIT

PLANTS IN WHICH THE PROJECT WAS IMPLEMENTED

PROJECT

ENVIRONMENTAL BENEFIT

PLANTS IN WHICH THE PROJECT WAS IMPLEMENTED

Automation of ferric sulfate dispenser

Improve the treatment system of fishing effluents

Malabrigo, Chimbote, Samanco, Supe, VĂŠgueta, Callao Norte, Pisco Norte, Pisco Sur, Atico, Matarani, Ilo

Variation of150HP for sea water pump

Improve the control of the use of renewable resources (seawater)

Callao Norte

Installation of seawater flowmeter

Improve the control of the use of renewable resources (seawater)

Malabrigo

Ceiling of environmental separator

Improve the treatment system of fishing effluents

Callao Norte

Return line of pumping water to equalizer.

Improvements in the treatment system of fishing effluents

Chimbote

200HP electric starter of Krofta reactor

Improve the treatment system of fishing effluents

Callao Norte

Treatment system of domestic residual water

Improve the treatment system of domestic effluents

Chimbote

Change of PAMA vertical pump

Improve the treatment system of fishing effluents

Pisco Norte

Motorized reduction gear stirrer for clarifying

Improve the treatment system of fishing effluents

Chimbote

Drive gear for Krofta carriage

Improve the treatment system of fishing effluents

Pisco Sur

Replacement of hard water tank for cauldrons

Improve the energy efficiency of the process

Samanco, Matarani

Dismounting of platform of Apropisco tank

Improve the treatment system of fishing effluents

Pisco Sur

Improvement of evaporation capacity of PAC plant

Improve the energy efficiency of the process

Callao Norte

Change of brine tank

Improve the treatment system of fishing effluents

Pisco Sur

Civil works in PAMA zone

Improve the treatment system of fishing effluents

Callao Norte

Replacement of hard water tank for cauldrons

Improve the energy efficiency of the process

Samanco, Matarani

Lamellar modules in DAF Callao

Improve the treatment system of fishing effluents

Callao Norte

Replacement of three water pumps for cauldrons

Improve the energy efficiency of the process

Matarani

Installation of Johnson mesh in discharge

Improve the treatment system of fishing effluents

Callao Norte

G4-EN31

G4-EN31

45

SUSTAINABILITY REPORT 2015

CLIMATIC CHANGE AND PHENOMENA AND SUSTAINABILITY OF THE MARINE RESOURCE1 Peruvian anchovy fishing is based on a legal framework that has been evolving with the objective of ensuring its sustainability over time. At TASA, we ensure compliance with the legislation. G4 - EN12 Our fleet (vessels), for example, complies with regulations with the corresponding fishing permits 2, radio licenses 3 and the sanitary technical protocol4 of the Production Ministry (fishing permits, proof of absence of debts).

Additionally, our vessels are aligned with the industrial classification, given by the General Fishing Law, and the quota system valid in the national environment (Law regarding the maximum catch limits per vessel). It should be mentioned that our fishing operations are programmed based on the official publication of the ministerial resolutions that establish the maximum catch limits per vessel and the beginning and ending dates of the season.

This rigorous compliance of the stipulations of the sectorial authorities, is aligned with a national objective like maintaining a healthy reproduction level of the anchovy to guarantee its sustainable exploitation in the future.

Additionally, at TASA we undertake actions to preserve the wealth of the marine ecosystem and its bio diversity as a whole.

1

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

Care of the biodiversity With regard to the care and preservation of the protected and non-protected areas of great value for the biodiversity, such as the bays of Paracas (Ica), Samanco, Végueta (Lima), Atico (Arequipa) and Ilo (Moquegua), in our plants we have implemented an Environmental Management System, which includes parameters and standards certified by the ISO 14001 standard, to reduce and mitigate any impact generated for the environment.

G4 - EN11

Another initiative that we have developed is the preparation of guides of restricted zones and satellite control. Those documents include the plotting and geo-references of all the reserved zones (islands, islets, reserve zones, etc.) to avoid the transit if our vessels close to them. In a complementary manner, our satellite control system monitors the movement of our vessels 24 hours a day5.

Based on the IUCN (International Union for Conservation of Nature) red list, we have developed our own list detailing the main species of the most common superior predators (birds, turtles, dolphins, whales, sea lions, among others) on our coast, and most related to our activity. The species identified in a position of risk are6. G4 - EN14

Due to their complementarity, both aspects –Climatic change and phenomena and Sustainability of the resource- are reported on together in this sustainability report.

2

Required by the Production Ministry of Transport and Communications.

3

As required by the Ministry of Transport and Communications.

4

Requested by the National Health Organism.

5

G4 – EN13 On the other hand, as a preventive measure, between the years 2010 and 2011 TASA decided not to operate its Samanco plant so as to contribute to the recovery of the bay and the protection of the artisanal crops and natural banks of scallops of the zone. Based on this, the PAMA (Environmental Adaptation and Management Program) was implemented, which is currently installed in all of our plants, which enables us to control the emissions and effluents in our areas of operation.

• Almost threatened: 9 species -- Birds: Black-browed albatross, white forehead Albatross, Buller Albatross, Dark Shearwater, Tendril, Chuita, Peruvian Pelican, Cormorant and Gray Petrel.

• In Critical danger: 3 species -- Birds: Albatross and Galapagos Petrel.

-- Carey Turtle.

• In Danger: 7 species -- Birds: Grey head albatross, Potoyunco and Peruvian tern – (Grey Petrel) -- Turtle: Green turtle.

-- Whale: Blue and boba -- Otter • Vulnerable: 12 species -- Birds: Chatham Albatross, Cook Petrel, Juan Fernández Petrel, Masatierra Petrel, White-chinned Petrel, Buller Shearwater, Pink-footed Shearwater and the Humboldt Penguin.

-- Turtles: Leatherback, Pico de loro and Loggerhead turtle.

-- Cachalot.

6

In accordance with S.D. N° 004-2014-MINAM, we also considered the following species in our list: 1. Almost threatened: 5 species: -- Birds: Buller Albatross, Giant Petrel of the south, Giant Petrel of the north, Grey Petrel and Cormorant.

2. In Critical danger, a total of 5 species: -- Birds: Galapagos Albatross, Chatham Albatross, Galapagos Petrel and South American Tern.

-- Carey Turtle.

3. In Danger: 11 species: -- Birds: Black-browed Albatross, Peruvian Tern, Red-legged Cormorants, Peruvian Pelican, Peruvian Boobies, Nazca Boobies and Humboldt penguin.

-- Turtles: Leatherback and green turtle.

-- Fur seal and marine otter.

46

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

SUCCESS STORY

MEASURES FOR FISHING SUSTAINABILITY TASA has been developing this program since 2008 contributing to the care and preservation of our marine ecosystem, which is recognized as the best in the world due to its productivity and its ample marine biodiversity. At the beginning of the program we implemented the “fishing logbook”, a document in which our crewmembers record information such as the presence of fish in relatively abundant levels, their vertical location, the surface temperature of the sea and sightings of the main marine predators.

In 2011, we implemented a follow-up control of the quality of the recorded information, which enabled us to obtain more detailed knowledge of the behavior, distribution and abundance of the anchovy, horse mackerel and mackerel; as well as increase to 79% the number of sightings of marine birds, dolphins, whales, sea lions and marine turtles in 2015. Furthermore, we have established our own self-regulatory measures, which we have called “self-banned zones”, which represent restricted fishing areas, to ensure the sustainability of the marine resource.

Additionally, we have invested in new technologies to mitigate the accidental capture of dolphins. Since 2011, and in a progressive manner, “pingers” are being installed, which are acoustic devices to prevent their capture, in the nets of the vessels, to avoid any possible damage to this species. Year after year, the program has incorporated new tools for the coaching and training of our nearly 1,000 crewmembers.

Through the vessels we detect fishing resources by means of digital echo sounders. With these we can know the presence and characteristics of the shoals of anchovy, horse mackerel, mackerel and other species observed; as well as other variability indicators of the marine ecosystem, such as the vertical distribution of zooplankton, the depth of the thermocline and oxycline, the latter as an indicator of global warming.

BY THE END OF 2015 WE HAVE OBTAINED THE FOLLOWING RESULTS: • 91% of our crewmembers aware of the importance and the role that marine predators fulfill in the Peruvian sea.

• An increase of 79% in the total sightings of superior predators from 2012 to date, correctly identified by their common name.

• Obtaining an important source of information of the ecosystem from the year 2008 to date, with a database of close 70 612 sightings.

• Reduction of accidental capture of dolphins thanks to pinger technology.

• Evidence of liberations of the main Superior Marine Predators in the fishing activities.

• Use of information collected from the fishing log and from the digital echo sounders in scientific workshops.

In the year 2014 this program obtained an honorable mention in the National Environmental Prize organized by the Ministry of the Environment in the category of Biodiversity Management.

This achievement allowed us to participate in 2015 in the “II International Forum of Biodiversity and Companies” and form a part of the “Peruvian Initiative of Biodiversity and Companies”, conceived as a public-private work alliance for the purpose of contributing to the conservation, sustainable use of the biodiversity and ecosystem services.

47

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

EFFLUENTS AND RESIDUES Our main effluent is the pumping water that results from the mix of seawater and fish since it contains organic load and fat. This effluent is treated through filtration, flotation and dehydration systems and is then discharged by an outfall to areas with greater depth with the objective of preserving the marine ecosystem.

G4 - EN22, G4 - EN23

Effluents On a national level, the amount of effluents generated and discharged totals 1,583,662 m3 during 2015, which implied the compliance of the parameters of the Maximum Permissible Limits (MPL) established by the authority. On a monthly basis, we analyze the indicators and the goals of fats and solids in the pumping water, achieving reductions to levels below the MPL that will be valid with effect from the year 2016, at which date we have planned to incorporate new technologies for their control.

In the case of domestic water, it is treated in treatment plants to be reused in the irrigation of green areas.

Compliance level of the Maximum Permissible Limits 2014

2015

MPL VALID AS OF 2016

Oils and fat %

0.004

0.006

0.035

Total suspended solids %

0.034

0.045

0.070

DBO57 %

0.24

0.34

No regulated

Residues (EN23)

We have a residue segregation system from the source that allows us to separate them in the repositories destined for each type of waste. Once segregated they are channeled through service providing companies that operate in accordance with what is established by the national authority in terms of transport, disposal and commercialization of residues. Our dangerous solid residues increased compared

to the previous year due to the gas conversion works in two plants and FAQ transformation in one plant.

Managed residues 2014

2015

Dangerous solid residues (mt)

NonDangerous solid residues (mt)

Dangerous solid residues (mt)

NonDangerous solid residues (tm)

432

2,773

968

1,158

With regard to the recyclable residues that we generate, the commercialization of more than 500 thousand MT obtained during the year 2015 allowed us to obtain income of more than 1 million Soles. G4-EN2

48

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

SUCCESS STORY

ENERGY EFFICIENCY Energy consumption (EN3, EN15, EN16)

At present, our main energy sources are petroleum R5008 and Diesel 2 B29 . With regard to the first one, we were able to reduce 15% of its consumption compared to 2014. On the other hand, operations began in Pisco with the new natural gas energy matrix, the consumption of which has increased 176% compared to the previous year.

In total, our energy sources represent 124, 019 T CO2 equivalent, which means an increase of 23% since 2014. This is due to the fact that we have operated in two fishing seasons.

Energy consumption and generated emissions Total Energy Produced (GJ)

2014

2015

1,782,823

2,119,301

100,811

124,019

12.24

9.56

0.69

0.56

Total Emissions (tCO2e) Total Energy (GJ) / Total Fishmeal (Mt) Total Emissions (tCO2e)/Total Fishmeal (Mt)

ENERGY EFFICIENCY PROJECT IN PISCO The production of our fishmeal and fish oil business unit has a particular impact on fuel consumption, due to the significant use of steam required by said process. In response to this need, we undertook the change in the energy matrix from Petroleum to Natural Gas, in our two plants in Pisco.

Through this investment we achieve a double impact: the reduction in our emissions into the environment and a saving in resources for our operations. In this way, we reduced the quantity of particulate matter produced by combustion, from an average of 240 mg/m3 to 8 mg/m3; and saved almost 40 dollars per ton of fishmeal produced.

Energy consumption and generated emissions by type of fuel 2015 GJ

%

tCO2e

%

Natural Gas

32 822.1

26.5

584 408.1

27.6

Diesel 2 B2

41 792.0

31.0

649 933.2

30.7

2014

2015

Total reduction of emissions

Total reduction of emissions

Petroleum R 500 Electric power acquired from the network TOTAL

51 120.4

41.2

794 801.4

37.5

1 604.1

1.3

90 157.8

4.3

124 019

8

Residual fuel of mainly industrial use. In combustion it can release CO2.

9

Mixture of Diesel 2 (contaminating fossil fuel) with 2% of biodiesel, making it more environmentally friendly.

2 119 301

Reduction of emissions thanks to the change in energy matrix in Pisco Norte and Sur

FUEL

Consumption

tCO2e

Residual R 500

1,470,384 gal

15,406 tCO2e

Natural Gas

5,678,824 sm3

12,903 tCO2e

- 2,503 tCO2e

Consumption

tCO2e

4,061,525 gal

42,556 tCO2e

15,686,168 sm3

32,822 tCO2e

- 9,734 tCO2e

49

SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

EMISSIONS Likewise, the respective monitoring in our fishmeal plants provided the following results:

Paita

NOX (KG)

SOX (KG)

MP (KG)

0

0

0

Parachique

NA

NA

NA

Malabrigo

220

971

255

Chimbote

581

1200

228

Samanco

305

1027

162

Supe

157

1337

424

Vegueta

363

266

254

Callao

95

99

6

Pucusana

NA

NA

NA

Pisco Norte

94

215

7

Pisco Sur

72

373

6

Atico

371

848

253

Matarani

329

1012

157

95

457

203

Ilo

7C CORPORATE CLIMATE COMMITMENT The Corporate Climate Commitment is an initiative that seeks to promote private sector commitment to matters related to climate change, especially to the reduction of carbon emissions.

The companies that have subscribed to the initiative report on a platform called 7C, in which progress in each of these 7 areas can be measured and communicated: Commitment of the company, Calculation of impacts, training of stakeholders, efficient resource management, offsetting of emissions, consideration of environmental criteria and communication of results, TASA has subscribed to these commitments and reports them annually. If you wish to obtain further information in this regard, please visit: http://7c.com.pe/miembros/tasa/

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SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

SUCCESS STORY

POLICY OF FUEL SAVING IN THE FISHING VESSELS In accordance with our comprehensive efficiency logic, we created a fuel saving policy based on a finding obtained in the implementation of fuel flow meters (Kral Flow Meters) in our vessels.

Thanks to this, we were able to determine the real fuel consumption required for the fishing activity and all the events that comprise it, enabling us to manage and operate the consumption of fuel in an eco-efficient manner.

The “Fuel saving policy in fishing vessels” proposes the reduction in the revolutions per minute to the level generated by a vessel with a fixed pitch propeller, or the reduction in the percentage of pitch in the case of vessels with variable pitch propeller; making them perform at an economic speed required to carry out the fishing activity, adequately conserving the product. The implementation of the policy has required direct work with the fishing team as a whole; and we have recognized the vessels that have saved the greatest amount of gallons of fuel.

RESULTS TO DATE 2013

2014

2015

Gallons saved

% Savings real consumption

Gallons saved

% Savings real consumption

Gallons saved

% Savings real consumption

96,294

6%

134, 000

6%

37, 653

29%

Due to the threat of the El Niño Phenomenon, during the year 2015, the fuel saving policy was not applied to fishing voyages, but instead to non-fishing voyages (displacement of vessels to where they will begin fishing operations); considered as fixed fuel consumption of the vessels. For 2016, it is sought to insert the actions that arise from the Fuel savings policy in a strategic project that involves other aspects of the operation, making the process as a whole more efficient.

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SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

OTHER RELEVANT ENVIRONMENTAL MANAGEMENT ASPECTS In this section we make reference to the indicators related to the use of supplies for the production of our products and to those related to water consumption and management.

Raw material, materials and inputs G4 - EN1, G4 - EN2

We have always made an effort to carry out actions to increase the yield and the efficiency of the process, using a smaller quantity of anchovy for the production of fishmeal and fish oil.

Yield of raw material for the preparation of our Indirect Human Consumption products 2014

2015

UNLOADED ANCHOVY MT

606 760

935 074

Fishmeal produced

Tons

145 695

221 709

Yield

4 165

4 208

Oil produced

Tons

31 452

27 057

5.18

2.89

Yield (%)

As part of our fishmeal production process, we have implemented in all of our plants a Secondary Recovery System, as part of the Environmental Adaptation Program, which enabled us to obtain raw material from the treatment of the solids and fats of the pumping water. This process represents an efficient exploitation of resources based on the recovery of raw material, as well as compliance with the Maximum Permissible Limits. G4 – EN2

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SUSTAINABILITY REPORT 2015

ENVIRONMENTAL MANAGEMENT FOR THE SUSTAINABILITY OF THE RESOURCE

Water consumption

Water consumption

In TASA we manage a logic of exploitation and recirculation of water in our industrial processes.

Our water consumption sources are: pumping water, wells and public network. Below is the amount of water captured by each type of source for the year 2015, in each one of our plants. G4-EN8, G4-EN9, G4-EN10 Water capture 2015 PLANT

CAPTURE OF PUMPING WATER

WELL WATER (AUTHORIZED)

PUBLIC NETWORK

Paita Malabrigo

135 796

Chimbote

284 934

25 420 2 640

Shipyard Samanco Supe

3 779 86 170

276 000

91 027

233 280

Vegueta

175 805

233 280

Callao Norte

291 819

34 733

Pisco Norte

154 169

866 713

Pisco Sur

187 759

303 256

Atico

62 020

176 232

Matarani

38 226

Ilo

75 937

Pucusana

17 621

VOLUME OF RECYCLED AND REUSED WATER (M3)

VOLUME OF DEMAND OF RUNNING WATER (M3)

TOTAL WATER CONSUMPTION (M3)

SAVINGS OF WATER

2013

480,614

199,810

680,424

71%

2014

254 329

108 858

363 187

70%

2015

Not determined

132 926

Not determined

Not determined

YEAR

During the year 2015, we only monitored the volume of demand for running water in m3, leaving pending for the year 2016 the resumption of recording for reporting purposes.

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SUSTAINABILITY REPORT 2015

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

We work on the formulation and development of quality, innovative and added value products for nutritional purposes.

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SUSTAINABILITY REPORT 2015

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

MARINE BIODIVERSITY IS A RICH SOURCE OF FOODS OF HIGH NUTRITIONAL VALUE. An important example of our commitment to nutrition are our Distribution Centers in the highlands of the country, where we provide quality marine supplies, and highly nutritional, for direct human consumption for the benefit of the population.

In 2015 we have distribution centers in Cusco, Juliaca, Abancay, Andahuaylas and in authorized points of sale in Ayacucho.

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SUSTAINABILITY REPORT 2015

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

OMEGA 3 Our Omega business unit is dedicated to the processing of raw fish oil to obtain refined and concentrated Omega 3 oil. This fatty acid, composed of EPA1 and DHA2, is essential for a healthy body. Since the human body cannot produce it, it must be ingested in order to obtain it, mainly from foods such as dark meat fish.

The product and its value Omega 3 is in high demand by the production industry of children’s formula, the pharmaceutical industry and the functional food industry, especially in the European market, which accounted for 60% of the global consumption of these fatty acids in 2015.

It is estimated that the Omega 3 market will reach sales of USD$ 7 thousand million in 2020, mainly in the Asian countries.

This success is due to the qualities of the components of Omega 3, EPA and DHA, which contribute to the health of those who consume these fatty acids. There is important scientific evidence that indicates that their consumption contributes to the healthy functioning of the nervous, cardiovascular and immunological systems.

1 2

BENEFITS OF OMEGA 3 ENHANCES BRAIN DEVELOPMENT REDUCES THE RISK OF ALZHEIMER’S PREVENTS ATTENTION DEFICIT REDUCES LEVELS OF TRIGLYCERIDES IN THE BLOOD REDUCES THE RISK OF HIGH BLOOD PRESSURE OR CARDIOVASCULAR DISEASES

Fatty acid which assists the functioning of the cerebral and cardiovascular systems.

Fatty acid present in the brain and which helps brain cells to communicate with each other.

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SUSTAINABILITY REPORT 2015

RESEARCH AND DEVELOPMENT During 2015 we have dedicated special attention to the research of Omega 3 lipid technology, proteins and amino acids, for human and animal consumption purposes.

For this, we have a modern laboratory that is totally equipped for the testing and analysis of the products, the quality standards of which are in accordance with the specifications of the GOED (Global Organization of EPA and DHA), FDA (Food and Drug Administration of the United States), SANCO (Health and Food Safety of the European Community), CFDA (China Food and Drug Administration) and DG SANCO (General Direction for the Health and Food Security of the European Community).

In this context, we carried out an investigation regarding the content of phospholipids of the different anchovy meals along the Peruvian coast, determining their content of EPA and DHA in this lipid fraction of our meals. Furthermore, the calibration curves were implemented to quantify EPA and DHA in ethyl ester samples through the use of NIR technology.

In 2015 we were the winners of the Contest “Basic research projects and applied research projects – Invitation 2015-I” of the National Fund of Scientific, Technological Development and Technological Innovation (Fondo Nacional de Desarrollo Científico, Tecnológico y de Innovación Tecnológica - FONDECYT), budget execution unit of the National Council of Science, Technology and Technological Innovation (Consejo Nacional de Ciencia, Tecnología e Innovación Tecnológica - CONCYTEC).

Thus, our project of application of collagen in anchovies “Evaluation of the effect of the oral

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

administration of anchovy collagen peptides on the bone metabolism and tissue healing mechanism in ovariectomized animals” was recognized with a budget of S/. 363,500. For the execution of this initiative we have been working in partnership with the Universidad Privada Cayetano Heredia. This research and development alliance is scheduled until the beginning of 2017, when the project will end.

With the Universidad Peruana Cayetano Heredia we maintained a three-year agreement, which contemplated the research and development of new nutritional products and of chemical and biochemical methodology of marine products.

On the other hand, TASA signed a framework agreement with the NGO Pro Delphinus, the objective of which is to combine the resources and capacities to contribute to the care of the marine environment through research activities of populations and communities of marine organisms. This agreement, signed in the year 2013, remained valid in 2015 and has allowed us to stand out as a company committed to research.

In 2015 TASA signed an agreement with the Universidad Nacional Agraria La Molina (UNALM), for the purpose of designing, formulating, implementing and divulging research oriented towards improving the availability of and access to fish for the families of Peru’s Andean Region.

In this manner, the UNALM offered, during the year 2015, the necessary technical support, facilitating the participation of teachers and students in the research carried out, as well as other resources available to it, with the coparticipation of TASA’s technical team.

IN 2015 WE WERE THE WINNERS OF THE CONTEST “BASIC AND APPLIED RESEARCH PROJECTS - SUMMONS 2015-I” OF THE FONDECYT

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SUSTAINABILITY REPORT 2015

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

Thanks to these initiatives, we have been invited to participate in the following national and international development and research organizations and committees: • Scientific Committee of the Sea Institute of Peru (Instituto del Mar del Perú – IMARPE): Specialized Technical Organism of the Ministry of Production, which has the objective of developing scientific research and studies regarding the Peruvian sea and its resources.

Its faculties also include advising the Peruvian State with regard to sustainable fishing.

• GOED (Global Organization for EPA and DHA Omega – 3S): Association that gathers the actors with greatest prestige regarding the production, commercialization and consumption of the fatty acids EPA and DHA Omega- 3. Its purpose is to stimulate their consumption by the population, as well as invite governments, and medical and industrial entities to generate ethical quality standards for the sector.

• IFFO – The Marine Ingredients Organization: Non-governmental organization that promotes the industry of ingredients of marine origin, mainly that of fishmeal and fish oil.

Thanks to its recognition in the industry on a global level, it has a special advisory capacity in the United Nations Food and Agriculture Organization (FAO) and the Commission and the Parliament of the European Union.

WE HAVE A MODERN LABORATORY TOTALLY EQUIPPED FOR THE TESTING AND ANALYSIS OF THE PRODUCTS

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SUSTAINABILITY REPORT 2015

SUCCESS STORY

NUTRITASA IN HUANTA TASA implemented several years ago the NutriTASA project, which seeks to increase the access to and consumption of salted fish in rural communities with high rates of malnutrition.

In order to achieve this, NutriTASA is concentrating on exploiting the capabilities and the work as a whole of the local organisms that manage the issue of malnutrition in the area, the health centers, and the mothers who participate in the project.

During 2015, the first activities of the project were executed in the province of Huanta, Ayacucho. This region of the Peruvian highlands has a malnutrition rate in children under five years old of 31.4%. Additionally, due to the great distance from the coast, its habitants are not accustomed to the consumption of sea fish, rich in Omega 3.

During this first year of intervention we have been able to achieve the formalization of the MSEs led by women entrepreneurs, Sumaq Esmeralda SAC and Allin Micuy SAC, which form the fish supply chain in their community. Their members have been trained in the production process by professionals of TASA and teachers from the Universidad Nacional Agraria La Molina (UNALM), thanks to the agreement between the two institutions for the development and research of fish based products such as the anchovy, horse mackerel and mackerel.

COMMITMENT TO THE NUTRITION OF PERU AND THE WORLD

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SUSTAINABILITY REPORT 2015

RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT We create value in the locations where we operate establishing transparent relationships, working jointly with their leaders and authorities, and contributing to social and economic development.

60

RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

SOCIAL MANAGEMENT G4-SO1 Our social management work is focused on four areas of intervention: quality nutrition, education and culture, business development and culture of social responsibility. These areas, which are contemplated in our current Social Responsibility Policy, respond to our sustainability strategy with the Community stakeholders and to the needs of our areas of influence.

Each program or project in favor of the community corresponds to these key concepts.

For example, the sustainable project NutriTASA is directed towards Quality Nutrition; and the Consorcio Pesquero Atico, which will be further described below, is aimed at economic development. On the other hand, for the key area of Education and Culture, we continue developing the Senati Scholarship program, this time directed towards the young people of our communities of influence. Thanks to the efforts made in the year 2015, 7 people were awarded scholarships to start their studies in 2016. Lastly, for the key area of Environmental Citizenship, for the third consecutive year the Efecto TASA (TASA Effect) campaign was carried out, in which our collaborators assumed environmental challenges to contribute to the environment and perform teamwork with the community, achieving a total impact of 21 thousand beneficiaries during 2015.

Information and feedback As part of our social management, we implemented information and communication strategies in the communities, in a direct manner, as well as through different communication resources.

Our social management in the year 2015 has enabled 60% of the stakeholders to have information regarding the good practices of TASA, 33% actively participate in activities accompanied by the collaborators of each zone, and 7% actively broadcast our good performance in their environment.

Additionally, on a half-yearly basis, we update our mapping of local social actors so that our relationship is specific and timely.

During this year, we have not recorded significant negative social impacts, or social claims. In TASA we have a formal mechanism to report incidents, through the direct and interpersonal relationship that any citizen can maintain with our plant superintendents and administrators. They play, as TASA’s representatives in our area of influence, an active role in channeling the perceptions and expectations of the communities. G4-SO2

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RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

SOCIAL INTERVENTION AREAS

NUTRITION FOR DEVELOPMENT Promote the consumption of healthy marine products, of quality and easy access; and lead alliances with the State, which contribute to the country’s nutrition.

VENTURES FOR ECONOMIC GROWTH Strengthen business capacities and associations of entrepreneurs through collective work mechanisms and insertion in the market and the financial system.

EDUCATION AND CULTURE Strengthen educational and cultural competencies through aspects that promote sustainable development, and increase the employability of the participants.

ENVIRONMENTAL CITIZENSHIP Generate actions and changes for the development of the environmental care culture, applying innovative and creative solutions in the framework of the rights and duties as citizens.

SCOPE

• Children < 5 years.

• Pregnant and breastfeeding mothers.

• Families.

• Population with rates of malnutrition.

• Artisanal Fishing Unions, Port Longshoremen.

• Adult Men and Women of the Community.

• Children, Adolescents and Young People from the communities.

• Population in general.

• Shareholders, Financial creditors, Ship Owners, Collaborators, Community, Clients, Local authorities, Suppliers, Media.

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RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

I LEARN AND UNDERTAKE: CONSORCIO PESQUERO ATICO G4-EC8 Peru is a country with a fishing tradition, which is not only reflected in its intense industrial activity but also on an artisanal level, present during many generations in the coastal populations.

The artisanal fishermen receive their main source of income from this practice.

In 2012, the Production Ministry carried out the first census of artisanal fishing which recorded

more than 44 thousand artisanal fishermen in our country, of whom, only 62% had secondary education studies. Additionally, this census identified that 59.6% of the artisanal vessels did not have valid fishing permits, that 74.6% of the fishermen did not have a sanitary protocol certificate and that less than 3% had formal legal status.

In this framework, we decided to implement a project in Atico (Arequipa) denominated “I Learn and undertake” in Atico (Arequipa), with the objective of empowering the artisanal fishermen

and ship owners as marketing agents with competencies that enable them to generate better income and, therefore, improve their quality of life.

Having concluded the initial stages of the project, the Atico Fishing Consortium was formed, which gathers the family based Smes beneficiaries of the project. Its objective is to provide capacities and resources to attend to greater demand for their products and sell to the large national and international fishing companies.

STAGES OF THE PROJECT “I LEARN AND UNDERTAKE”

2012

DIAGNOSIS AND AWARENESS 40 SHIP OWNERS participate in business MANAGEMENT TRAINING.

2013

2014

The traditional artisanal fishing model used to be affected by the operation of intermediaries between the fisherman and the buyer (large companies) and the asymmetrical relationships generated by this scheme. Thanks to the training and monitoring contemplated by the project, it has been possible to optimize the fishing and position the artisanal fisherman as a successful entrepreneur who does not require intermediaries.

During 2015, the expansion and consolidation process of the Atico Fishing Consortium began, for which a projection was made of the Atico Fishing Complex.

2015

STRENGTHENING OF BUSINESS, PRODUCTIVE CAPACITIES AND PERSONAL DEVELOPMENT.

FORMALIZATION

COMMERCIALIZATION AND MARKETING

EXPANSION AND CONSOLIDATION COMMERCIALIZATION

• 80% TRAINED in technical and productive management/leadership.

• 4 FORMAL MSES initiate operation to attend orders.

• 85% of increase in SALES VOLUMES.

• 4 BUSINESS PLANS.

• 9 VESSELS.

• 165% increase in profits.

Projection: Atico Fishing Complex.

Repetition in other localities. EC8

• FAMILY PROJECTS.

• 90 JOBS.

• 15 VESSELS.

• Participation of SPOUSES in management of MSES.

• Formation of ATICO FISHING CONSORTIUM.

• 155 JOBS.

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RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

SUCCESS STORY

LOCAL PURCHASE PROJECT This project has the purpose of inserting the best local suppliers into our value chain. An initial stage has enabled us to identify the opportunities that they offer us, which generates incentives to strengthen their loyalty as strategic business partners and continue to develop their potential as part of our value chain.

We have achieved a reduction in attention times for our internal clients, obtained more competitive prices, promoted local labor, developed capacities of small suppliers to attend to large companies and implemented standards of quality and competitiveness. We present three examples of local suppliers who are already harvesting the fruit of this work.

LOCAL SUPPLIERS SGP – STOWAGE SUPPLIER:

PROCASA – SUPPLIER OF INPUTS

MISKIWASI – FOOD SUPPLIER

In 2007 it began stowage activities of fishmeal sacks in the Parachique plant. Complying with the standards of TASA has allowed it to be certified, homologated and improve its administrative competencies.

Thanks to the sustained improvement of its service, it currently works in our plants of Samanco, Chimbote, Supe and Végueta, promoting quality local labor.

Since 2015 it has been attending to our Shipyard plant in Chimbote, providing supplies and spare parts of machines. It has enabled us to attend to our internal clients in the least time possible, in the operation season as well as in the closed season, with the expected quality. Furthermore, the standards of quality and competitiveness of TASA have permitted it to be trained to attend the demand of large companies.

Since 2015 it has been the food concessionaire in our plants of Chimbote and Shipyard. It has enabled us to attend to the meal needs of our collaborators, respecting the tastes and customs of the area, as well as incorporating more competitive prices due to the savings in logistical costs. Miskiwasi has improved its standards of quality and attention, since it has been able to incorporate processes of international concessionaires.

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RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

CONTRIBUTION TO LOCAL DEVELOPMENT Works for taxes G4 - EC7

At the beginning of 2015 we successfully concluded the first work for taxes in the district of Atico, Arequipa. In that line, in the same locality of Atico, the formulation of the construction project of an artisan fishing landing was carried out for the benefit of the artisanal fishermen, achieving the commitment of the Regional Government of Arequipa to carry out its execution in the year 2016.

Through this mechanism TASA contributes to the improvement of the quality of life, sanitation and habitability indicators and other social and economic development indicators.

For the year 2016, other project opportunities have been identified in localities such as Chimbote and Callao.

ARTISAN FISHING LANDING PROJECT BEFORE

AFTER (reference image)

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SUSTAINABILITY REPORT 2015

Public private alliances We continue establishing alliances with public organizations with similar interests to ours in terms of sustainable development. In addition to the District Municipality of Atico, with which we conducted a public private alliance in terms of infrastructure, we have maintained agreements with other public institutions.

• National Cuna Más (More Cradle) Program: Contribution for the improvement and strengthening of the quality of attention of children less than 36 months old living in poverty.

• National A comer pescado (Eat Fish) Program: Cooperation for the development of actions and projects that promote the consumption of fish and the strengthening of business capabilities in artisanal fishermen.

• National Health Institute (Instituto Nacional de Salud - CENAN): Joint actions in favor of quality nutrition.

• Universidad Nacional Agraria La Molina: Agreement for research and dissemination of actions aimed at improving the availability of and access to fish by families from the Andean areas.

RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

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RELATIONSHIPS FOR SUSTAINABLE DEVELOPMENT

SUSTAINABILITY REPORT 2015

THE TEN PRINCIPLES OF THE GLOBAL COMPACT

3

In TASA we are committed to the ten principles of the Global Compact of the United Nations, to which we have adhered since 2009.

1 Businesses should support and respect the protection of internationally proclaimed human rights, within their scope of influence.

We do not report any incident related to the violation of human rights in our business units or in the communities where we operate.

In the year 2015 we have carried out talks regarding our policies and procedures of labor relationships, for the purpose of promoting the protection of the human rights of our collaborators.

2 Companies must make sure that their companies are not complicit in human rights abuses.

We ensure the strict compliance of the Code of Conduct and Ethics through our Audit Management. This Code is known by all our collaborators from the first day they start working in TASA. Its compliance is obligatory and a standard of behavior of our suppliers, ship owners, clients and third parties with whom we conduct our business. In our homologation processes of suppliers we include questions related to the compliance of the 10 Principles of the Global Compact of the United Nations.

6

8

Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.

Business should uphold the elimination of discrimination in respect of employment and occupation.

Business should undertake initiatives to promote greater environmental responsibility.

We continue to maintain cordial relationships and constant communication with each of our union organizations. All collective bargaining has been concluded in direct dealing.

Our Code of Ethics and Conduct explicitly details our commitment to respect towards cultural plurality and diversity, as well as the promotion of an inclusive environment free of discrimination, intimidation and harassment.

We have incorporated the care of the environment in our vision, mission and values.

In this manner and through training and workshops in good environmental practices, we involve our collaborators and a sector of our communities in the development of initiatives to contribute to environmental preservation.

4 Business should uphold the elimination of all forms of forced and compulsory labor.

In strict compliance with articles 23 and 24 of the Political Constitution and the OIT Agreements 29 (art.1) and 105 (art. 1), none of our collaborator is obligated to carry out work without his consent and without the adequate retribution. Likewise, the contracts with our suppliers establish a clause which declares that they will not use or sponsor the use of forced labor.

5 Business should uphold the effective abolition of child labor.

We adhere to the Business Commitment for the Prevention and Eradication of Child Labor, an initiative that promotes action plans directed at the stakeholders to contribute to prevent and eradicate child labor and in which the Global Compact in Peru participates.

In this framework, we have an employment policy that regulates the exclusive hiring of adults and in the case of our value chain, our suppliers adhere to the contractual clauses that prohibit direct and indirect child labor.

In TASA we do not have underage minors in compliance with the provisions of Law Decree NÂş 26102.

7 Businesses should maintain a preventive approach in favor of the environment.

Our areas of Operations, Quality and Environmental Research and Development constantly carry out laboratory tests to optimize our processes and develop new Environmentally friendly technologies. TASA complies with the MPL (Maximum Permissible Limits) of oils and fats and total suspended solids, according to the norm of Supreme Decree 10-2008-PRODUCE in force since 2013.

Additionally, we recognize the importance of the sustainability of the fishing resource as the patrimony and heritage of the present and future generation, therefore hand in hand with our crewmembers we carry out good fishing sustainability practices. Thanks to our performance, in the year 2015 we formed part of the Peruvian initiative Biodiversity and Companies (Biodiversidad y Empresas â&#x20AC;&#x201C; ByE) of the Ministry of the Environment of Peru, which seeks to promote the conservation and the sustainable use of the biodiversity.

9 Businesses should encourage the development and dissemination of environmentally friendly technologies.

We test and apply clean technologies for production in all the business units, as a result of investigations oriented towards mitigating the environmental impact. An example of this is the gradual change of our FAQ drying process (direct fire drying) to the Steam Dried system (indirect steam drying) in our Plants.

During the year 2015, we changed the energy matrix to natural gas in two of our plants, reducing the fuel consumption of residual petroleum and as a result the emissions of CO2.

10 Businesses should work against corruption in all its forms, including extortion and bribery.

Our Code of Conduct and Ethics establishes a series of norms for fighting against corruption in all of its forms. We train our personnel every year and monitor their compliance through the Audit Management.

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SUSTAINABILITY REPORT 2015

GRI INDEX

68

GRI INDEX

SUSTAINABILITY REPORT 2015

GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GRI INDEX

GENERAL STANDARD DISCLOSURES

GENERAL STANDARD DISCLOSURES

STRATEGY AND ANALYSIS

G4-10

GENERAL STANDARD DISCLOSURES G4-1

Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.

Pág. 3

No

No

4.7, 6.2

G4-2

Provide a description of key impacts, risks, and opportunities.

Págs. 27,28

No

No

G4-3

Report the name of the organization.

See front page.

No

No

G4-4

Report the primary brands, products, and services.

Pág. 6

No

No

G4-5

Report the location of the organization’s headquarters.

Las Begonias 4 4 1 - O f. 3 5 2 San Isidro - Lima 27.

No

No

G4-6

Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report.

Pág. 10

No

No

G4-7

6.3.10, 6.4.1, 6.4.2, 6.4.3, 6.4.4, 6.4.5, 6.8.5, 7.8

Report the nature of ownership and legal form.

Tasa is a private company, property of the Grupo Breca.

No

G4-8

Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries).

Pág.11

No

No

G4-9

Report the scale of the organization.

Págs. 31,37

No

No

a. Report the total number of employees by employment contract and gender. b. Report the total number of permanent employees by employment type and gender. c. Report the total workforce by employees and supervised workers and by gender. d. Report the total workforce by region and gender. e. Report whether a substantial portion of the organization’s work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors. f. R e p o r t a n y s i g n i f i c a n t variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

Principle 6

8.5

Pág. 37

No

No

Principle 3

8.8

Pág. 39

No

No

6.3.10, 6.4.1, 6.4.2, 6.4.3, 6.4.4, 6.4.5, 6.8.5, 7.8

G4-11

Report the percentage of total employees covered by collective bargaining agreements.

G4-12

Describe the organization’s supply chain.

Pág. 33

No

No

G4-13

Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain.

There have been no significant changes in the size, structure and ownership of TASA.

No

No

G4-14

Report whether and how the precautionary approach or principle is addressed by the organization.

Pág. 29

No

No

No

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GRI INDEX

SUSTAINABILITY REPORT 2015

GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES G4-15

G4-16

List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.

List memberships of associations (such as industry associations) and national or international advocacy.

GRI INDEX

6.3.10, 6.4.1, 6.4.2, 6.4.3, 6.4.4, 6.4.5, 6.8.5, 7.8

- 10 compromisos por una pesca responsable y sostenible del Ministerio de Producción.

- Global Compact – The 10 principles.

No

Pág. 5

No

No

G4-18

G4-19

a. Explain the process for defining the report content and the Aspect Boundaries. b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

List all the material Aspects identified in the process for defining report content.

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

G4-20

For each material Aspect, report the Aspect Boundary within the organization.

Pág. 22

No

No

G4-21

For each material Aspect, report the Aspect Boundary outside the organization.

Pág. 22

No

No

G4-22

Re p o r t t h e e f f e c t o f a n y restatements of information provided in previous reports, and the reasons for such restatements.

The re-statements in this sustainability report originate from our materiality analysis 2015.

No

No

G4-23

Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

Th e r e a r e n o significant changes in the scope and boundaries.

No

No

No

GENERAL STANDARD DISCLOSURES

a. List all entities included in the organization’s consolidated financial statements or equivalent documents. b. Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report.

GLOBAL COMPACT

GENERAL STANDARD DISCLOSURES

ORGANIZATIONAL PROFILE G4-17

ISO 26000

Only TASA appears.

No

No

5.2, 7.3.2, 7.3.3, 7.3.4

STAKEHOLDERS ENGAGEMENT GENERAL STANDARD DISCLOSURES

5.2, 7.3.2, 7.3.3, 7.3.4

Págs. 19,20

Pág. 22

No

No

No

G4-24

Provide a list of stakeholder groups engaged by the organization.

Pág. 23

No

No

G4-25

Report the basis for identification and selection of stakeholders with whom to engage.

Pág. 23

No

No

G4-26

Report the organization’s a p p r o a c h t o s t a ke h o l d e r engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

Pág. 25

No

No

Págs. 26

No

No

No G4-27

Report 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.

Report the stakeholder groups that raised each of the key topics and concerns.

5.3

70

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EXTERNAL VERIFICATION

GRI INDEX

GENERAL STANDARD DISCLOSURES

GENERAL STANDARD DISCLOSURES

REPORT PROFILE

GOVERNANCE

GENERAL STANDARD DISCLOSURES

Reporting period (such as fiscal or calendar year) for information provided.

2015

No

No

G4-29

Date of most recent previous report (if any).

2014

No

No

G4-30

Reporting cycle (such as annual, biennial).

Annual.

No

No

G4-31

Provide the contact point for questions regarding the report or its contents.

See the last page of this document.

No

No

G4-32

a. Report the ‘in accordance’ option the organization has chosen. b. Report the GRI Content Index for the chosen option (see tables below). c. Report the reference to the External Assurance Report, if the report has been externally assured. GRI recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines.

Exhaustive.

No

No

a. Report the organization’s policy and current practice with regard to seeking external assurance for the report. b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided. c. Report the relationship between the organization and the assurance providers. d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report.

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES

G4-28

G4-33

ISO 26000

G4-34

Report the governance structure of the organization, including committees of the highest governance body.

Identify any committees responsible for decision-making on economic, environmental and social impacts.

Págs. 12,14

No

No

G4-35

Report the process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees.

Pág. 12

No

No

G4-36

Report whether the organization has appointed an executivelevel position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body.

Pág. 12

No

No

Pág. 14

No

No

Págs. 12,14

No

No

Pág. 12

No

No

7.5.3, 7.6.2 7.5.3, 7.6.2 G4-37

This report has not been submitted to external verification.

No

No

Report processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governance body.

G4-38

Report the composition of the highest governance body and its committees.

G4-39

Report whether the Chair of the highest governance body is also an executive officer (and, if so, his or her function within the organization’s management and the reasons for this arrangement).

6.2, 7.4.3, 7.7.5 6.2, 7.4.3, 7.7.5

16.7

5.5; 16.7 16.6

71

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GRI INDEX

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OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES Report the nomination and selection processes for the highest governance body and its committees.

5.5; 16.7

Pág. 12

No

No

G4-41

Report processes for the highest governance body to ensure conflicts of interest are avoided and managed.

16.6

Pág. 14

No

No

G4-42

Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.

Pág. 12

No

No

G4-44

6.2, 7.4.3, 7.7.5

Report the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics.

Report the processes for evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics.

Report whether such evaluation is independent or not, and its frequency. Report whether such evaluation is a self-assessment.

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

Principle 10

16.7

Pág. 14

No

No

Pág. 14

No

No

Pág. 14

No

No

GENERAL STANDARD DISCLOSURES

G4-40

G4-43

GRI INDEX

4.7

Principle 10

Pág. 12

Pág. 12

No

No

G4-45

Report the highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body’s role in the implementation of due diligence processes.

Report whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental and social impacts, risks, and opportunities.

G4-46

Report the highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental and social topics.

No

6.2, 7.4.3, 7.7.5

G4-47

Report the frequency of the highest governance body’s review of economic, environmental and social impacts, risks, and opportunities.

G4-48

Report the highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material Aspects are covered.

The Audit, Risks No and Finance Committees S t r a t e g y and Performance Committee, and Committee of H u m a n Talent Management wich revier the sustainability report.

No

G4-49

Report the process for communicating critical concerns to the highest governance body.

Pág. 14

No

No

No

72

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GRI INDEX

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GLOBAL COMPACT

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PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES G4-50

Report the nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them.

G4-51

a. Report the remuneration policies for the highest governance body and senior executives for the below types of remuneration. b. Report how performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ economic, environmental and social objectives.

G4-52

G4-53

Report the process for determining remuneration.

Report whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Report any other relationships which the remuneration consultants have with the organization.

Report how stakeholders’ views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies and proposals, if applicable.

GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

Pág. 38

No

No

Pág. 38

No

No

GENERAL STANDARD DISCLOSURES Principles 1y2

Pág. 14

No

No

Pág. 12

No

No

Pág. 12

No

G4-54

Report the ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.

G4-55

Report the ratio of percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.

No

6.2, 7.4.3, 7.7.5

6.2, 7.4.3, 7.7.5

ETHICS AND INTEGRITY

16.7

Tr o u g h o u r measurements of the labor climate, we collect the perception of our employees with regard to t h i s p o i n t . Fo r the purpose of comparing us with other sector companies we contract the su r v ey ser v i c e.

No

G4-56

Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

16.3

Pág. 5

No

No

G4-57

Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity, such as helplines or advice lines.

16.3

Pág. 15

No

No

16.3

Pág. 15

No

No

No

G4-58

Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related to organizational integrity, such as escalation through line management, whistleblowing mechanisms or hotlines.

4.4, 6.6.3

73

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GRI INDEX

ISO 26000

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SDG TARGET

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OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES

G4 - EC9

6.8.1, 6.8.2, 6.8.3, 6.8.7, 6.8.9

G4 - EC2 Financial implications and other

risks and opportunities for the organization’s activities due to climate change.

G4 - EC3

Coverage of the organization’s defined benefit plan obligations.

G4 - EC4

Financial assistance received from government.

2.a; 5.4; 7.a;7.b; 8.1; 9.1; 9.4;9.5; 9.a 13.1

Pág. 31

No

No

Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.

G4 - EC6

Proportion of senior management hired from the local community at significant locations of operation.

G4 - EC8

Development and impact of infrastructure investments and services supported.

Significant indirect economic impacts, including the extent of impacts.

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

Proportion of spending on local suppliers at significant locations of operation.

12.7

Pág. 31

No

No

MATERIALS Pág. 49

No

No

6.5.5

G4 - EN1 Materials used by weight or

Principles 7, 8 y 9

Pág. 51

No

No

G4 - EN2 Percentage of materials used

Principles 7, 8 y 9

Pág. 47

No

No

volume.

that are recycled input materials.

6..8.7

Pág. 31

No

No

In accordance w i t h o u r principles and internal p o l i c i e s , TA S A does not receive f i n a n c i a l help from govermments.

No

No

1.1;5.1; 8.5

Pág. 38

No

No

Pág. 38

No

No

ENERGY G4 - EN3 Energy consumption within the

Principles 7, 8 y 9

7.2; 7.3; 8.4; 12.2; 13.1

Pág. 48

No

No

G4 - EN4 Energy consumption outside of

Principles 7, 8 y 9

7.2; 7.3; 8.4; 12.2; 13.1

Pág. 48

No

No

G4 - EN5 Energy intensity.

Principles 7, 8 y 9

7.3; 8.4; 12.2; 13.1

Pág. 48

No

No

Principles 7, 8 y 9

7.3; 8.4; 12.2; 13.1

Pág. 48

No

No

in energy requirements of products and services.

Principles 7, 8 y 9

7.3;8.4; 12.2; 13.1

Pág. 48

No

No

G4 - EN8 Total water withdrawal by source.

Principles 7, 8 y 9

6.4

Pág. 52

No

No

G4 - EN9 Water sources significantly

Principles 7, 8 y 9

6.4

Pág. 52

No

No

G4 - EN10 Percentage and total volume

Principles 7, 8 y 9

6.3; 6.4; 8.4; 12.2

Pág. 52

organization.

the organization.

G4 - EN6 R e d u c t i o n

consumption.

of energy

G4 - EN7 R e d u c t i o n s

INDIRECT ECONOMIC IMPACTS G4 - EC7

SDG TARGET

ENVIRONMENTAL

MARKET PRESENCE G4 - EC5

GLOBAL COMPACT

PROCUREMENT PRACTICES

ECONOMIC PERFORMANCE Direct economic value generated and distributed.

ISO 26000

GENERAL STANDARD DISCLOSURES

ECONOMIC

G4 - EC1

GRI INDEX

2.a;5.4; 7.a;7.b; 9.1;9.4; 9.a;11.2

Pág. 64

1.1;1.2; 1.4;2.3; 3.8;8.2; 8.3;8.5; 10.1; 10.b; 17.3

Págs. 62, 63

No

No WATER

No

No affected by withdrawal of water. of water recycled and reused.

74

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SUSTAINABILITY REPORT 2015

GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

BIODIVERSITY managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.

G4 - EN12 D es c ription of signif ic ant

impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside Protected areas.

G4 - EN13 H a b i t a t s p r o t e c t e d

or restored.

G4 - EN14 Total number of iucn red list

species and national conservation list species with habitats in areas affected by operations, by level of extinction risk .

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

G4 - EN18 Greenhouse gas (ghg) emissions

Principles 7, 8 y 9

13.1; 14.3; 15.2

Pág. 48

No

No

G4 - EN19 Reduction of greenhouse gas

Principles 7, 8 y 9

13.1; 14.3; 15.2

Pág. 48

No

No

G4 - EN20 Emissions of ozone-depleting

Principles 7, 8 y 9

12.4

Pág. 48

No

No

G4 - EN21 NOX, SOX, and other significant

Principles 7, 8 y 9

3.9; 12.4; 14.3; 15.2

Pág. 49

No

No

G4 - EN22 Total water discharge by quality

Principles 7, 8 y 9

3.9; 6.3; 6.6; 12.4; 14.1

Pág. 47

No

No

G4 - EN23 Total weight of waste by type and

Principles 7, 8 y 9

3.9; 6.3; 12.4; 12.5

Pág. 47

No

No

G4 - EN24 Total number and volume of

Principles 7, 8 y 9

3.9; 6.3; 6.6; 12.4; 14.1; 15.1

Significant spills have not been recorded.

No

No

G4 - EN25 Weight of transported, imported,

Principles 7, 8 y 9

3.9; 12.4

Does not apply. TASA does not generate thus type of waste.

No

No

G4 - EN26 Identity, size, protected status,

Principles 7, 8 y 9

6.6; 14.2; 15.1; 15.5

Does not apply.

Institutions such as IMARPE, scientific entity of the Peruvian state a m o n g o t h e r s, who carry out the monitoring of the biodiversity.

No

No

GENERAL STANDARD DISCLOSURES

GENERAL STANDARD DISCLOSURES

G4 - EN11 Operational sites owned, leased,

GRI INDEX

Principles 7, 8 y 9

Principles 7, 8 y 9

Principles 7, 8 y 9

Principles 7, 8 y 9

6.6; 14.2; 15.1; 15.4; 15.5

Pág. 45

6.6; 14.2; 15.1; 15.4; 15.5

Pág. 45

6.6; 14.2; 15.1; 15.4; 15.5

Pág. 45

6.6; 14.2; 15.1; 15.4; 15.5

Pág. 45

No

No

intensity.

(ghg) emissions.

No

No

substances (ods). air emissions.

No

No

EFFLUENTS AND WASTE and destination.

No

No disposal method.

EMISSIONS G4 - EN15 Direct greenhouse gas (ghg)

Principles 7, 8 y 9

3.9; 12.4; 13.1; 14.3; 15.2

Pág. 48

No

No

G4 - EN16 Energy indirect greenhouse gas

Principles 7, 8 y 9

3.9; 12.4; 13.1; 14.3; 15.2

Pág. 48

No

No

Principles 7, 8 y 9

3.9; 12.4; 13.1; 14.3; 15.2

Pág. 48

emissions (scope 1).

(ghg) emissions (scope 2).

G4 - EN17 Other indirect greenhouse gas

(ghg) emissions (scope 3).

No

No

significant spills.

exported, or treated waste deemed hazardous under the terms of the basel convention annex i, ii, iii, and viii, and percentage of transported waste shipped internationally. and biodiversity value of water bodies and related habitats significantly affected by the organization’s discharges of water and runoff.

75

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GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GRI INDEX

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

GENERAL STANDARD DISCLOSURES

GENERAL STANDARD DISCLOSURES

COMPLIANCE

G4-LA7

Workers with high incidence or high risk of diseases related to their occupation.

3.3;3.4; 3.9;8.8

Pรกg. 41

No

No

G4-LA8

Health and safety topics covered in formal agreements with trade unions.

8.8

Pรกg. 41

No

No

Average hours of training per year per employee by gender, and by employee category.

4.3; 4.4; 4.5; 5.1; 8.5

Pรกg. 40

No

No

G4-LA10 Programs for skills management

8.5

Pรกg. 39

No

No

G4-LA11 P e rc e n t a g e o f e m p l o y e e s

5.1;8.5

Pรกg. 40

No

No

Pรกg. 60

No

No

Pรกg. 60

No

No

G4 - EN29 Monetary value of significant

fines and total number of nonmonetary sanctions for noncompliance with environmental laws and regulations.

Principles 7, 8 y 9

16.3

Sanctions for infringing the environmental norms are not reported.

No

No

TRAINING AND EDUCATION

ENVIRONMENTAL GRIEVANCE MECHANISMS G4 - EN34 Number of grievances about

environmental impacts filed, addressed, and resolved through formal grievance mechanisms.

Principles 7, 8 y 9

16.3

Environmental claims are not reported.

No

No

CATEGORY: SOCIAL EMPLOYMENT G4-LA1

Total number and rates of new employee hires and employee turnover by age group, gender and region.

5.1; 8.5; 8.6

Pรกg. 38

G4-LA2

Benefits provided to full-time employees that are not provided to temp o rar y o r p ar t time employe es, by signif ic ant locations of operation.

8.5

Pรกg. 38

G4-LA3

Return to work and retention rates after parental leave, by gender.

5.1;8.5

Information not available.

No

G4-LA9

and lifelong learning that support the continued employability of employees and assist them in managing career endings.

No

receiving regular performance and career development reviews, by gender and by employee category.

CATEGORY: SOCIAL LOCAL COMMUNITIES G4-S01

Percentage of operations with implemented local community engagement, impact assessments, and development programs.

G4-S02

Operations with significant actual and potential negative impacts on local communities.

OCCUPATIONAL HEALTH AND SAFETY G4-LA5

G4-LA6

Percentage of total workforce represented in formal joint managementโ worker health and safety committees that help monitor and advise on occupational health and safety programs.

8.8

Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.

3.3;3.4; 3.9;8.8

Pรกg. 14

Pรกg. 42

No

No

No

No

6, 7.3.1, 7.4.3, 7.7.3, 7.7.5

Principles 1y2

Principles 1y2

1.4;2.3

76

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PAGE / DIRECT RESPONSE

OMISSIONS

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GRI INDEX

GENERAL STANDARD DISCLOSURES

GENERAL STANDARD DISCLOSURES

COMPLIANCE

G4-PR4

Total number of incidents of noncompliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.

G4-PR5

Results of surveys measuring customer satisfaction.

G4-S08

Monetary value of significant fines and total number of nonmonetary sanctions for noncompliance with laws and regulations.

Principles 1y2

16.3

Sanctions for infringing the labour norms are not reported.

No

No

GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY G4-S011

Number of grievances about im p a c t s o n s o c ie t y f il e d , addressed, and resolved through formal grievance mechanisms.

16.3

Pág. 60

No

No

Pág. 35

No

No

16.3

No case of intentional incompliance of the legal regulation or voluntary codes was reported during its life cycle.

No

No

12.8

Th e l a b e l i n g o f No our products has the following information required by the Instituto Tecnológico Pesquero: 1. Origin of the components of the product or service.

2. Safe use of the product.

No

ISO 26000

GLOBAL COMPACT

SDG TARGET

PAGE / DIRECT RESPONSE

OMISSIONS

EXTERNAL VERIFICATION

16.3

Incompliances of the norms or voluntar y codes relates to the information and lab eling of the products are not reported.

No

No

We have a Listen to the Customer System, in order to maintain a c l o s e relationship, analyze relevant information r e g a r d i n g their needs, and know the market tendencies.

The Commercial Management and the Shipyard Management m a i n t a i n indicators and carry out surveys to know the degree of satisfaction of t h e c u s t o m e r s, which serve to i d e n t i f y opportunities for improvement and i m p l e m e n t the corresponding measures.

The 2015 results shows that 89% of our clients were satisfied.

No

No

No case of intentional incompliance of the legal regulation.

No

No

SUB-CATEGORY: PRODUCT RESPONSABILITY CUSTOMER HEALTH AND SAFETY G4-PR1

Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

G4-PR2

Total number of incidents of noncompliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.

PRODUCT AND SERVICE LABELING G4-PR3

Type of product and service information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subjec t to such information requirements.

COMPLIANCE G4-PR9

Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.

16.3

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: Wendy Rojas Lรณpez Sub Gerente de Desarrollo Sostenible Las Begonias 441, Of. 352, San Isidro, Lima Telf. (511) 611-1400 wrojas@tasa.com.pe