Management report 2013 by Unicer Portugal

UNICER 2

MANAGEMENT REPORT | 2013

Index Scope

Message from the Chairman Relevant Indicators

19 46

Profile Business Principles

No Sustainability, No Business

Environmental Performance

122

Social Performance

Economic Performance

Verification of the Sustainability Report

â&#x20AC;&#x153;Global Reporting Initiativeâ&#x20AC;? Index

126

UNICER 4

MANAGEMENT REPORT | 2013

In this report we want to show you what we have been doing over the last three years – our environmental, social and economic performance – and present how we want to continue to build the future, with the second cycle of the Unicer sustainability strategy.

SCOPE We have adopted a rule of evolution: we must always do our best... and then improve. Progressively, we act and face challenges; we achieve goals and soon establish others. This process, which requires continuous learning and awareness of the world, is particularly important in the area of Sustainability, which is a priority for Unicer – here, despite the volatility of the socioeconomic and environmental contexts, we seek to draw a straight line to guide our future and that of those all around us and who interact with us. In 2013 we came to the end of the first cycle of our sustainability strategy, made public with the presentation of the six priority lines of approach of our intervention. We must say, it went well. Between tests passed with distinction and unforeseen obstacles we knew how to overcome, we were thinking and rethinking the ideal way to contribute to the evolution of our planet, while maintaining giving the best of ourselves as a constant concern.

Quality and innovation, environmental responsibility and the welfare of employees, integration of Stakeholders and economic performance, as well as active participation in the development of the communities where we operate, are some of the most significant areas from which we develop our activities. This is undoubtedly a wide-ranging intervention that combines business objectives with involvement in a common cause: the progress of society and the balance of the ecosystem. It is with this responsibility, and always involving the people with whom we relate, that we create roots in the various countries where we operate.

Acting ethically and transparently. Communicating clearly. These are the roots of our report.

UNICER 6

MANAGEMENT REPORT | 2013

ACCURACY IN CALCULATION, INDEPENDENCE IN EVALUATION

ENVIRONMENTAL PERFORMANCE The consolidated environmental performance indicators that we present refer to the production of beverages, including support activities that take place at our facilities, such as logistics, the production of energy, water treatment, wastewater treatment and socioadministrative activities. In relation to the particular area of wines, only emissions resulting from production activities at our own facilities (Quinta do Minho, Póvoa de Lanhoso) were taken into consideration.

This report was prepared in accordance with the calculation rules determined by the Global Reporting Initiative (GRI3), which ensure the definition of the contents of the report, the quality of information reported and comparability of the indicators reported. Where appropriate, we present the development of the key indicators to enable a better understanding of the progress achieved in recent years. In relation to operational indicators, we summarise this analysis using specific indicators, based on the volume of production, in order to better reflect the efficiency of the management of associated resources.

2013

ECONOMIC AND SOCIAL PERFORMANCE

2007

2012 2010

Indicators of economic and social performance cover all the subsidiaries belonging to the Unicer Group, except – with regard to social indicators (specifically in the area of people management) – the activities of Tourism, given the high turnover witnesses and malt production, as it falls under the remit of a company under separate management.

As with the Management Report published in 2013, which covered the period from 1 January 2012 to 31 December 2012, the report presented here has been subjected to verification by an independent body of recognised credibility. This body has evaluated procedures for collecting, processing and reporting key data of an environmental, social and economic nature contained in the report, and the reliability of information related to key performance indicators and the contents defined in the GRI G3 Directives.

Required

Self-declared

Optional

Examined by third parties

C+

B+

A+

x x

Examined by the GRI

All Management Reports can be found on

Partnerships and Communications Division

the site www.unicer.pt.

Unicer Bebidas de Portugal, SGPS, S.A.

Should you require further information or

Apartado 1044

clarifications, or if you wish to make com-

4466-955 São Mamede de Infesta

ments and suggestions, please feel free to

unicer.direto@unicer.pt

www.unicer.pt

the Chairman

The year 2013 was marked by the continuance of the programme of financial assistance to Portugal, which, for the second year running, required enforcement of more measures that continued to affect the lives of businesses and, in general, the entire population of Portugal. Although we saw some signs of improvement in domestic and European economic development, the difficult environment persisted, with household expenditure falling 2% and unemployment standing at around the 16% mark. We cannot yet confirm that last year was a turning point, despite signs of improvement during the second half. Considered as one of the major drivers of growth, the export sector did bring new life to the country, and was even one of the major drivers of our economy by contributing positively to the achievement of a new equilibrium in the domestic trade balance. Portuguese products and services are becoming more competitive abroad, earning their place, a new, more positive image and visibility, and are noted for their added value. As Portuguese with an increasingly in-

UNICER 9

ternational outlook, we at Unicer are very proud of the contribution we have made over the past few years. At home, our concern remains focused upon the development of our core market – the Horeca channel – watching the decline in consumption and the transfer from outside to inside the home. Passionate about what is ours and our brand, we have also been able to support our partners and see our position in Portugal grow during a year in which the category of Beers grew by 1% in value and the category Carbonated Waters fell by around 6%, also in value. By gaining market share, Unicer managed to close the year as leader in core categories of soft drinks in Portugal and the Super Bock, Carlsberg and Pedras brands. We consolidated the Somersby brand, which began to be produced in our country, believing it will make a significant contribution to the overall growth of our business. In Still Waters we continued the plan for consolidation operating activities in the different production units in order to optimise fixed and variable costs, which allowed us to improve the year end results. In Beers, it is important to note that our sales increased for the first time since 2004, with a € 6 million rise in turnover in this business. On the international front, Unicer’s performance progressed steadily and featured new developments that will certainly make their mark on our history. In Angola, the first half was affected by adaptation to new administrative rules, a situation overcome by the end of the year, but which had a major impact on 2013 performance. Nonetheless, this did not stop us from continuing our outstanding leadership in imported beers. We made significant advances in the UNICA partnership in Angola in terms of all partners working together on the joint venture in relation to the technical design and financing of the commencement of construction of the plant that we so aspire to, and which will be in a position to start production in 2016.

The big news comes from across the Atlantic, in Brazil. For the first time in our history, our Super Bock is produced abroad. With the conclusion of the partnership with RioGrandense, we began preparing to launch this business and started a pilot project which already allows us to market the beer in two states, Rio Grande do Sul and Rio de Janeiro. Of course, in Brazil our operation is made complete with Pedras, which is the brand of imported water that grew the most in 2013. It is also worth mentioning the sustained performance in Europe, especially Switzerland and France, and the promising start made in new regions, such as Mozambique and Saudi Arabia. As for results, Unicer demonstrates a solid operating profitability that amounts to a profit of 27 million euros and an increase in EBIT to 52 M€, representing a rise over the previous year. It should be emphasised that we generated a free cash flow of € 30 million and reduced debt by € 10 million, to € 165 million. If we take into account the last 3 years, our debt has decreased by 45 M€. Our net sales were 463 M€, a decrease of 4% compared to 2012 and closely linked to the fall in sales in Angola of 33 M€.

In my name, and on behalf of my colleagues on the Executive Committee, I should like to end this message by thanking my predecessor, António Pires de Lima, for his exemplary contribution over the seven years he was at the helm of Unicer; our colleague and friend António Vaz Branco, whose (healthy) “obsession” with our internationalisation we are reminded of every day; the shareholders Viacer and Carlsberg, for the unswerving support shown to the management team; our consumers, customers and distribution partners for choosing our products and services; our suppliers and farmers, for the far-reaching and close cooperation in barley growing; the Local Councils where our Production Centres are located, and all other entities and State officials, for their support in our wide range of projects. And a special personal thank you to all Unicer employees, without whom these achievements and the journey that we are undertaking would not be possible, and whose passion and dedication to our company is always touching to witness.

Overall, given the domestic and international macroeconomic environment, we consider these results to be very positive and sustained, and they demonstrate our ability to proceed with priority projects inside and outside Portugal. We have also made new advances in the implementation of the Investment Project in Leça do Balio, proceeding with the conversion of office buildings and beginning construction of the new logistics warehouse, works that we anticipate will be completed in 2014 to coincide with the celebrations marking 50 years of our headquarters.

João Abecasis Chief Executive Unicer SGPS, SA

MANAGEMENT REPORT | 2013

2 Message from

UNICER

RELEVANT

INDICATORS

CONSOLIDATED INDICATORS 2013 Unit of Measure

2009

Structure of Profit Accounts Sales1 Gross Margin Ebitda Operating Profit2 Current Profit/Loss Current Profit/Loss After Taxes Net Profit Excluding Minority Interests Earnings per Share Cash Flow (Net Cash Flow)

10 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros Euro 103 Euros

485.690 198.422 85.970 49.300 30.740 20.914 20.200 0,40 34.963

496.775 216.407 92.104 57.926 43.535 31.058 30.357 0,61 42.732

485.701 192.438 84.285 53.077 36.018 24.852 24.167 0,48 40.403

497.904 194.637 77.314 50.021 20.825 28.355 27.625 0,55 36.199

462.843 186.338 76.791 51.184 33.147 27.383 26.696 0,53 30.344

Balance Sheet Structure Fixed Assets Realisable in the Medium and Long Term Current Assets Total Assets Equity Minority Interests Financial Liabilities Other Liabilities Equity + Liabilities

103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros

323.103 6.979 180.739 510.821 127.595 3.644 238.402 141.180 510.821

307.324 8.088 199.186 514.597 128.147 3.709 233.201 149.541 514.597

299.410 6.026 178.855 484.292 132.215 3.745 209.425 138.906 484.292

315.052 4.579 163.136 482.768 139.695 3.838 181.412 157.823 482.768

351.558 118.145 2.802 472.504 145.745 3.854 167.534 155.371 472.504

Personnel Management Average Number of Employees3 Number of Employees at 31 December4 Average Age Sales Productivity5 GVA Productivity6 Personnel Costs + Temporary Work Training Volume7

Accidents with Time Off Work Absenteeism

Nยบ Nยบ anos 103 Euros 103 Euros 103 Euros (No. hours x participants per session ) Nยบ LTAR %

1.678 1.521 39 289 87 55.695 24.525

2010

1.625 1.576 39 306 95 57.855 37.664

2011

1.628 1.503 39 298 87 52.886 39.439

2012

1.580 1.481 40 315 86 54.335 32.298

2013

1.507 1.350 40 307 90 52.613 36.865

ENVIRONMENTAL Total Energy Consumption Water Consumption Greenhouse Gases Wastewater (COD) - before treatment Wastewater (COD) - after treatment Treatment Efficiency Waste Materials Recovery Rate By-products Recovery Rate

Unit of Measure

2009

2010

2011

2012

2013

GJ MJ/hl m3 hl/hl Ton kg/hl Ton kg/hl Ton % Ton % Ton

821.407 122,8 2.504.516 3,7 71.115 10,6 4.470 0,7 179 96 30.977 96 51.476

708.633 104,8 2.490.667 3,7 61.509 9,1 4.373 0,6 217 95 21.333 95 52.951

583.119 88,4 2.150.397 3,3 48.806 7,4 4.067 0,6 157 96 17.213 95 51.954

579.364 88,2 2.024.089 3,1 47.432 7,2 3.700 0,6 66 98 14.651 95 50.912

570.840 93,4 1.907.762 3,1 38.940 6,4 2.599 0,4 73 0,97 12.896 94 42.261

100

NOTES: 1

Includes Excise Duty

Operating profit before extraordinary items

Includes Permanent Employees, Contractors and Temporary Work

Includes Permanent Employees and Contractors

Sales (including Excise Duty) per capita

GVA per capita

The value of the training volume does not include corporate bodies, tourism, temporary work and contractors.

Ratio Operating Profit over Average Capital Used

For this calculation, an average of Equity at the beginning and the end of the year was taken

Interest-bearing liabilities expressed as a % of Equity

LEGEND: d.n.a. data not available GJ gigajoule

110 n.d. 4,9

84 57 4,3

69 50 4,27

77 58 3,99

40 32 3,59

MJ megajoule Hl

hectolitre

Kg kilogram m3

cubic meter

Ton tones

Indicators

LTAR Lost Time Accident Rate (number of accidents x 1000/FTE)

Return on Investment8

9,4

11,3

10,6

10,3

10,7

Return on Equity9 Gearing 10

% %

15,9 200,2

23,7 182,0

18,6 158,4

20,3 129,9

18,7 114,9

MANAGEMENT REPORT | 2013

UNICER 12

known in communities that, from north to south, welcome our beer, wine, juice and soft drink production plants, funding and water bottling centres, sales and operations units.

Quality, innovation and communication are some of Unicer’s defining traits - 56% owned by Grupo VIACER (BPI, Arsopi and Violas) and 44% owned by the Carlsberg Group – recognised not only for its brand portfolio, but also for the efficient and exciting manner in which it works the market. Briefly, we like to be part of.In Portugal this sense of neighbourliness is well

Maintaining its undisputed leadership in Portugal, becoming increasingly recognised in international markets where we already operate and reaching new destinations around the globe are the company’s goals, at all times focusing on maintaining a competitive, sustainable and positive performance in relation to the communities with which we interact.

MANAGEMENT REPORT | 2013

Leader of the drinks industry in Portugal, Unicer today has an international character, with global brands that create roots in other geographical areas, across all five continents. At home and abroad, our company strives to be a example in the beer and bottled water business. With this core activity it combines significant participation in the segments of soft drinks and wines and in the production and marketing of malt, as well as a connection to quality tourism through the Vidago and Pedras park complexes and the Melgaço and Envendos spas.

The same concept of proximity travels with us. Wherever we go, we feel a call to lay down roots, which means interpreting cultures, assimilating customs and integrating with the local conditions. It was as a result of this, for example, that in 2013 Super Bock also began to be produced in Brazil and arrived in the Middle East.

Our structure

A WELL-ORGANISED HOUSE We make a point of maintaining a simplified structure, centred on the company’s activities, products and brands; on the people that make this house great and on the objectives predefined for the different areas of operation. The way we are organised also reflects the need to streamline and optimise logistics and distribution channels, while at all times focusing on our customers and consumers.

“Man is the size of his dreams”. EXECUTIVE COMMITTEE

Fernando Pessoa LEGAL DEPARTMENT

ADMINISTRATIVE/ FINANCIAL

SUPPLY CHAIN

COMMERCIAL

MARKETING AND COMMUNICATION

PERSONNEL

TOURISM

MALTIBÉRICA

NEWCOFFEE

UNICER 14

Where we are

THE BEST SELECTION. IN LIQUID FORM

THE PRINCIPLE OF PROXIMITY

The sector of beverages – beer, water, soft drinks and wine – is our habitat. We grow in it and we expand in it, including in the Tourism sector. We produce a lot, but above all we produce well and... in liquid form. Therefore, we have a portfolio of brands recognised in the market. Super Bock and Pedras illustrate the strength of our range, which includes other traditional brands or new winning products, as in the case of Somersby.

With our roots in Leça do Balio, where our headquarters is located, Unicer has a network of activity centres spread across mainland Portugal and Madeira. The company also feeds units located in various countries, and, since 2013, the local production of Super Bock beer in Brazil has been a particular highlight. As part of our internationalisation strategy, which allows the exploration of new markets and a stronger presence in those in which we already operate, this network of production, distribution and marketing centres is expected to grow. Unicer’s expansion, and especially our concern to establish roots at strategic points, optimising resources and providing the best products and the best service, is a reflection of this strategy, but also a greater commitment to our host communities, regions and countries.

Establishment

Division

Leça do Balio

Santarém

Logistics | Production Soft drinks and other alcoholic and non-alcoholic beverages | Sales | People

Melgaço

Abstraction and Bottling of Natural Mineral Waters

Vidago

Tourism

Pedras Salgadas

Abstraction and Bottling of Natural Mineral Waters | Logistics | Tourism

Caramulo

Collection and Bottling of Spring Water | Logistics

Castelo de Vide

Collection and Bottling of Natural Mineral Waters | Logistics

Envendos

Collection and Bottling of Natural Mineral Waters | Logistics

Lisboa / Miraflores

Marketing and Comunication | Tourism | Sales

Lisboa / Tojal

Financial | Logistics | Sales

Póvoa de Lanhoso

Wine Production

Palmela

Malt Production

Faro

Sales

Madeira

Sales

Brasil

Beer Production | Sales

Inglaterra, França, Angola, Moçambique, Suíça, Estados Unidos da América, Luxemburgo

Sales

MANAGEMENT REPORT | 2013

Our products

UNICER 16

CONSOLIDATION IS OUR DESTINY

First fact: despite the signs of recovery recorded in the last quarter of the year, 2013 was difficult in economic and social terms, with the instability likely to continue to shape the agenda in Portugal and abroad. Second fact: in this economic situation, which has had adverse effects on consumption rates, the performance of Unicer and its brands was again surprisingly positive. Being among the winners, we started in 2014 with renewed ambition to achieve one billion euros in turnover during this decade. Throughout the year, we maintained a strong presence in the markets in which we operate, with our brands taking a prominent position in the different sales channels, enabling us to strengthen our leadership in the domestic market and boost cross-border activity. In this regard, production of Super Bock in Brazil was an achievement that will forever mark the history of the company and our international operations. In terms of brands, 2013 was marked by the strengthening of the reputation of Super Bock, externalised in the campaign “Is your beer Super?”, with this motto accompanying the initiatives of the brand in the different areas of operation. The release of Super Bock Seleção 1927, the exponential growth of Somersby, boosting the Ciders category in Portugal, and the project to enhance the visibility of Água das Pedras are some examples of the strength of our brands, which continue to galvanise the market and surprise customers and consumers. Major emigration destinations

Major sales destinations

Head Office

Over 50 countries form part of the world map of Unicer, a company from Portugal that has created routes to all five continents. We admit that this is our destiny: to indelibly consolidate our ever-growing presence in foreign markets. Despite the difficult circumstances

The completion of the process of modernisation of the Leça do Balio Production Plant represents yet another victory. Responding to the crisis, avoiding the danger of stagnation or even regression, Unicer went ahead with an investment of 100 million euros. This success, which is what it is, was celebrated by all our employees at the 2nd Unicer Get-Together held in the middle of the filling lines hall. Under the theme “From Portugal to the World. On standby for internationalisation”, the get-together not only honoured the investment made, but also put internationalisation on the “agenda” of our entire team.

we encountered in 2013, we have reiterated our capacity for internationalisation, leveraged by our core brands. We have made history by starting to produce Super Bock in Brazil. More than the verb to go, we conjugate the verb to remain, creating new homes.

MANAGEMENT REPORT | 2013

WINNING PROFILE

Unicer around the world

UNICER 18

In terms of Social Responsibility, we continued to enhance the communities where we operate with projects in the area of education, and we again made creativity and innovation our watchwords through another edition of the National Creative Industries Awards. In other initiatives, we encouraged a spirit of cooperation and expressed the importance of making supportive gestures. Therefore, 2013 was a year of resistance and obstacles we knew how to overcome, responding with initiatives and reaching new achievements that help us to face the future with greater strength and determination.

In a year that inspired defeats, we managed to overcome challenges. We strengthened our leadership in the domestic market and anchored our presence in other latitudes. In 2013 our brands were impactful and charismatic; they gave flavour to positive emotions.

MANAGEMENT REPORT | 2013

5.business

principles

UNICER 20

GOVERNANCE STRUCTURE

OUR VISION Wherever we are, Unicer and our brands will always be the number 1 choice.

The Board of Directors of Unicer – Bebidas de Portugal, SGPS, S.A., considers that the group’s businesses are conducted in accordance with standards necessary for good corporate governance.

OUR MISSION To win over consumers to our brands; To be our customers’ preferred partner; To obtain appropriate recognition and appreciation from the community; To ensure the remuneration and trust of our shareholders. With passion and energy, the people who work for Unicer are the greatest guarantors of the fulfilment of our commitments and drive Unicer to be leader in Portugal and in target markets.

BEING UNICER Being direct and transparent; Being responsible and learning from mistakes; Being aware of and enjoying team work; Being open and outward-looking; Being daring and enterprising.

These principles, in conjunction with the Social Responsibility Policy, business ethics and the Integrated Quality Policy – supported by such important pillars as food safety, research, development and innovation, the environment and health and safety at work – guide Unicer’s business activities.

People are the key to the company’s development. We have adopted as a strategic focus the promotion of high performance teams and the attraction and retention of employees who, through their skills, attitudes and behaviours, constitute a competitive factor. We have promoted the role of hierarchies as being primarily responsible for the management of teams and we have sought to encourage results-oriented attitudes and behaviours for teamwork and customer satisfaction, in line with the company’s values and in order to construct the new “Being Unicer”.

Unicer is managed by the Board of Directors, made up of ten members, of which five are executive members, forming the Executive Committee, and five are non-executive members. This composition of the Board and the Executive Committee ensures an orientation and effective control of the company’s management. In 2006, Unicer introduced a new governance model, in line with best international practices, based on the division of duties between the Chairman of the Board of Directors, who is responsible for heading and coordinating the board, and who reports to an independent Internal Audit Committee, and the Chairman of the Executive Committee, who is responsible for heading the Executive Committee, composed of a Chairman and five executive directors, responsible for overseeing company activities. In relation to the allocation of portfolios by the Executive Committee, the directors are appointed in accordance with their proven management skills in specific areas of the different functions. The Executive Committee meets quarterly with the expanded Board of Directors. Inspection of the company is ensured by a Supervisory Board comprising three full members and one alternate member, and by a company of Statutory Auditors, which is not a member of that body and which has been appointed at the behest of the Supervisory Board. The Audit Committee’s main mission is to support the Board of Directors in fulfilling its supervisory responsibilities regarding the administration of the company, ensuring the integrity of financial statements, ensuring the effectiveness of internal control and risk management systems, the verification of compliance with legal and regulatory obligations of the Unicer group, ensuring the independence and qualification of the auditors and checking the effectiveness of internal audits and the independent auditors. To carry out this objective, the Audit Committee may employ internal audits, which will report to it directly. The Audit Committee is presided over by the chairman of the Board of Directors of Unicer – Bebidas de Portugal, SGPS, S.A., and is made up of three other members, two of whom are non-executive directors, with one member appointed by the shareholder Carlsberg.

MANAGEMENT REPORT | 2013

UNICER 22

The Executive Committee, with a view to promoting the involvement of the management in the Group’s development, meets on a quarterly basis with top management and annually with upper and middle-level management, to present and discuss the results, monitoring projects in progress, establishing management guidelines and sharing of matters of interest to the company. The Executive Committee, as a precursor of Unicer’s vision, mission and culture, is responsible for defining the company’s overall strategy and business objectives, as well as the sustainability strategy in terms of economic, social and environmental aspects.

Statutory Audit Committee Alberto João Coraceiro de Castro, Chairman José Alberto Pinheiro Pinto, Acting Voting Member Álvaro José Barrigas do Nascimento, Acting Voting Member Amadeu José de Melo Morais, Alternate Voting Member

MANAGEMENT REPORT | 2013

The Internal Audit has the aim of assisting the Audit Committee and the Management in effective compliance with their responsibilities, by verifying, promoting and improving internal control, with a view to maximising value.

Commission as provided in subparagraph d) of article 9 of the statutes Carlsberg Breweries, A/S Arsopi – Indústrias Metalúrgicas Arlindo S. Pinho, S.A. Banco BPI, S.A. Statutory Auditor PricewaterhouseCoopers & Associados – Sociedade de Revisores de Contas, Lda. Represented by António Joaquim Brochado Correia, R.O.C.

ACTIVE AND VIGILANT RISK MANAGEMENT Unicer conducts its business in line with international best practices of corporate governance, with scrupulous observance of the principle of transparency and sound management, as confirmed by regular audits.

GOVERNING BODIES Board of the General Meeting Pedro Nuno Fernandes de Sá Pessanha da Costa, Chairman Luís António Costa Reis Cerquinho da Fonseca, Deputy Chairman José António Abrantes Soares de Almeida, Secretary Board of Directors Manuel Soares de Oliveira Violas, Chairman of the Board of Directors Armando Costa Leite de Pinho António Cândido Seruca de Carvalho Salgado Anna Cecilia Gunnarsson Lundgren Lars Lehmann João Miguel Ventura Rego Abecasis, Executive Chairman Rui Manuel Rego Lopes Ferreira, Executive Deputy Chairman Rui Fernando Santos Henriques Freire, Executive Carlos César de Morais Teixeira, Executive

In 2009, Unicer adopted a Risk Management model, developed by the Carlsberg Group, which defines the various steps and responsibilities of each stakeholder in the process. The model comprises the identification, assessment and management of risks that may in some way affect the fulfilment of the objectives established by the company. Workshops and meetings held annually with the members responsible for risk management, or who have greater contact therewith, enable actions to be triggered that minimise the level of exposure. This model includes both a bottom-up and top-down approach. The first is predominantly focused on operational risks, both at a departmental and a company level. The top-down approach involves only top management (directors and the Executive Committee) and is oriented to strategic risks, taking into account a longer time frame (five years). Two aspects of risk are assessed: impact (on the business) and probability of occurrence. The impact is determined as a function of EBIT according to five levels of criticality ranging from “very low” to “highly critical”. In turn, the likelihood of the risk occurring is estimated and classified into four levels, with the most critical (“highly likely”) being assigned to events or risks whose probability of occurrence is estimated as being equal to or greater than 50%.

The best way to avoid danger is to know it well. At Unicer, we adopt an exhaustive procedure that allows us to detect, assess and respond to risk in good time, eradicating it or reducing its impact.

These risks are classified into four categories: Strategic Risks (Market, Competition, Political Risk, etc.); Financial (Reporting, Capital Structure, Cost of Capital, Currency Risk, etc.); Operating (Technology, Processes, People, Infrastructure and Information) and Compliance (Legal, Tax, Regulatory, etc.). After being identified and assessed, the risks are recorded and detailed in a separate document that should also include action plans for the most significant risks. These plans include the identification of the person in charge of its implementation, the risk owner and deadlines. The actions intended to reduce the level of risk exposure are reviewed quarterly and reported to the area responsible for risk management belonging to the Carlsberg Group.

UNICER

AMONG OURSELVES AND EVERY ONE OF YOU...

24 25

We are not alone. Our success also involves how we connect to Stakeholders – all the interested parties with whom Unicer communicates and interacts constantly. At stake are institutional and reciprocal relationships that contribute to the good performance of our company.

Employee Development; work-life balance; providing adequate working conditions · Clarification of functions and roles · Implementation of improvement initiatives arising from the employee satisfaction survey · Culture and Climate survey · Improvement and greater efficacy of communication platforms · Voluntary Projects · Christmas Project · Education · Career development · RUMO performance management model · Unicer on the Street · Unicer Experience

Trust and satisfaction with products/streamlining of efficient methods of communication · Market Studies · Consumer Communication Line · Unicer Site/Accessible Unicer Site · Brand name sites · New products/innovation · Visits · Commercial communication

Because all these connections take on a particular nature, communication with each group, including internal stakeholders and Unicer shareholders, takes place through specific channels driven by the desire for efficiency and transparency.

Satisfaction with products and services; relationship of trust EMPLOYEES

CUSTOMERS

CONSUMERS UNIVERSITIES/ SCIENTIFIC INSTITUTIONS/ INDUSTRY ASSOCIATIONS MEDIA OUTLETS

Implementation of solutions generating competitiveness and sustainability for both parties’businesses · Strengthening of partnerships with main suppliers · Process monitoring

HORECA sales points · Consumer communication line · Accurate service · Service + AT · Customer service level assessment · Customer satisfaction surveys · Customer audits · Unicer on the Street · Unicer Direto · Trade Magazine

Take Home Sales Outlets · Customer and Back office service · Customer service level assessment · Customer satisfaction surveys · Visits · Unicer on the Street · Trade Magazine Distributors · Excellence programme · Customer and Back office service · Customer service level assessment · Customer satisfaction surveys · Visits · Unicer on the Street · Trade Magazine

Encouragement of dialogue by establishing partnerships · Cooperation agreements · Replying to students’ requests for information · Visits · Active participation in associations related to the company's business activities

SUPPLIERS

Value creation · Business strategy · Periodic meetings

Transparent and satisfactory relationship; company performance sharing · Meetings with journalists · Replies to requests for information · Provision of access to information · Media Centre/Institutional Site

ORGANISATIONS

SHAREHOLDERS

OFFICIAL ENTITIES

Relationship based on trust and transparency · Strict compliance with prevailing law · Provision of information

LOCAL COMMUNITY

Optimisation of mutual interests in an interdependent context · Periodic meetings

Preservation of the environment; contribution towards its success and development · Project for supporting creative industries · Granting of sponsorship/support · Patronage · Christmas Project · Projects with local communities · “Porto Futuro” · “Cais Recicla” · Visits

We established with each Stakeholder a particular connection, in order to create mutual value. Communication is always among ourselves and every one of you.

MANAGEMENT REPORT | 2013

Focus on StakeHolders

UNICER 26

In 2013, we were again widely recognised for our performance on all fronts. At issue is the quality of our products, the way we present ourselves to the market and our transparent relationship with all stakeholders, as well as the rigour with which we manage the various segments of this great business and, in turn, the impact of our activities in the social, environmental and economic spheres. We understand each recognition received as an incentive and an obligation: in 2014 we must do even better.

This analysis is considered in the identification of the key Stakeholders, both present and future, who are distinguished by being those with an impact – either negative (risk) or positive (opportunity) – on the organisation’s ability to achieve its business goals. The scheme presented here defines the principles underlying the definition and identification of key Stakeholders.

Our thanks go to everyone who recognised us and made public their praise!

Recognised worldwide quality of the Carlsberg and Super Bock brands Unicer was considered the company with the highest standards of quality worldwide in relation to the brands Carlsberg and Super Bock. The recognition was made by the Carlsberg Group, within the last quarterly assessment conducted on the organoleptic quality of its beer and the leading brand of each of its partners. The study, which reports to the last quarter of 2012, involved 30 countries and was conducted by an independent laboratory in the United Kingdom.

Stakeholders Importance of Unicer to Stakeholders Importance of Stakeholders to Unicer

MANAGEMENT REPORT | 2013

IT PAYS TO DO WELL

Like any interested parties that influence the conduct of organisations, Stakeholders differ due to their negative impact (risk) or positive impact (opportunity) on the evolution of the company’s goals. Accordingly, the approach to the identification and analysis of all Stakeholders, both present and future, is based on the principle that their involvement with the company contributes to the creation of long-term value.

UNICER

Tourism adds two new

Unicer elected

“SAGE Leading Customer”

MANAGEMENT REPORT | 2013

Unicer was considered “Leading Customer” in the second edition of the SAGE Mid-Market Awards, organised by SAGE Portugal*. The initiative aims to reward customers and partners of this company that excelled throughout the year in achieving business goals and achieving standards of excellence aided by the solutions and services provided by SAGE.

distinctions Vidago Palace Hotel and Pedras Salgadas Spa & Nature Park were two of the big winners of the prizes awarded by the Guide “Boa Cama, Boa Mesa 2013”, published by the newspaper Expresso. The Vidago development received a “Golden Key” for being among the best hotels in the country; and the Ecohouses of Pedras Salgadas Park were considered the Best Ecotourism in Portugal. A source of pride, without a doubt!

To Unicer, this award recognises the results obtained with the implementation of SAGE Software in our Treasury Management. This project, developed between SAGE and the Financial and Information Systems Divisions, enabled us to focus and integrate – on a single IT platform – all the information necessary for the effective control of daily financial flows with banks, ensuring automatic accounting thereof and improving the predictability of funding requirements and optimisation of financial decisions. * Management software commercialisation company.

Pedras recognised by Chefs and Sommeliers

Eco House Pedras Salgadas SPA & Nature Park

Apart from the recognition in Monde Selection de la Qualité, Água das Pedras was also awarded a Crystal Taste Award. This prize, which highlights excellence in the quality and flavour of a product, is awarded to brands that have received for three consecutive years the highest distinction of 3 stars at the Superior Taste Award*. This distinction, which results from a rigorous evaluation by 120 renowned International Chefs and Sommeliers, confirms the excellence of our water and places it among the top 30 products with superior taste worldwide. In Portugal, Água das Pedras is also the first and only brand of water to receive this recognition. * Contest sponsored annually by the International Taste & Quality Institute (iTQi), based in Brussels, an independent organisation formed by renowned chefs and sommeliers, who devote themselves to honouring and promoting food products of superior taste worldwide.

President of the Republic honours CAIS Recicla project

Super Bock collects three awards Super Bock was honoured for the excellence of its “Super Verão Super Bock” campaign at the 2nd Lusophone Creativity Awards, an event that recognises the best creative work from Portuguese-speaking countries. In total, our brand received three awards – Gold, Silver and Bronze – in the categories of Media, Effectiveness and Activation, respectively. It should be noted that ours was the only Portuguese campaign to receive Gold in this competition, during which more than 400 works from 50 agencies from Angola, Brazil, Cape Verde, Mozambique and Portugal were considered.

For its innovative nature in the area of social responsibility and entrepreneurship, the CAIS Recicla project has been honoured by the President of the Republic. This recognition was received widespread exposure in December 2013, during a visit that the President made to the CAIS Recicla workshop. This meeting formed part of a tour around various national institutions resulting from the initiative, “Young people and the future of the Economy: Social Entrepreneurship and Economic Development”, promoted by the President of the Republic with the support of the ANJE* and the National Youth Council. It is a source of great pride for Unicer to see CAIS Recicla receive this award, which recognises not only the work that is being done by users, but also encourages us to continue to promote the socio-professional training of people in situations of poverty and social exclusion through creativity. * National Association of Young Entrepreneurs

UNICER 30 31

Improving the way to do business and playing an active role in creating a better world by engaging in such crucial areas as sustainability are the reasons that lie behind our links with associations related to Unicer’s activity, or that work in priority areas for the company.

MANAGEMENT REPORT | 2013

ALLIANCES THAT ADD VALUE On these pages we highlight some of the affiliations we maintain through which we undertake cooperative work, which we value very highly, in an effort to add value to the parties and to society in general.

BCSD Portugal Business Council for Sustainable Development

EPIS Business people for Social Inclusion

APCV Portuguese Association of Beer Producers

APIAM Portuguese Natural Mineral and Spring Water Association

CENTROMARCA Portuguese Association of Branded Products

COTEC PORTUGAL

Our company is a founder and member of the board of this association, which focuses on promoting the role of businesses in creating a world that is sustainable for companies, civil society and the environment.

Created in 2006, EPIS’s activities centre on education, seeking to combat school failure and dropout. Unicer, an associate since 2007, became president of the institution until 2013. Currently, and also as a member of the board of EPIS, our company continues to strengthen strategic investment in education under the umbrella ofSocial Responsibility.

This is the Association that represents the sector, specifically companies that, in Portugal, operate in the manufacture and/or bottling of beer. João Rego Abecasis, CEO of Unicer, is the current president of the association.

Unicer is a member of the board of this association, which represents companies engaged in producing, packaging and marketing natural mineral waters, spring waters and other packaged waters in Portugal.

This is an association that promotes and supports the Brand, being concerned with everything that may influence how branded products reach the consumer. Accordingly, its mission involves creating an environment of fair and intense competition for brands that encourages innovation and ensures maximum value for consumers.

Unicer is a member of the General Board of this non-profit making association, whose mission is “to promote increased competitiveness among companies located in Portugal, through the development and dissemination of a culture and practice of innovation, as well as the knowledge resident in the country”.

GRACE Corporate Citizenship Discussion and Support Group Now in its 14th year, GRACE relentlessly pursues its mission to support business management in developing socially responsible practices. It is a journey that Unicer has been actively watching since 2005, the year in which it joined the project. Our company had a direct interest on the board of the Group between 2007 and 2011, and has been on the Supervisory Board since 2012.

APAN Portuguese Association of Advertisers The specific goal of this association is to defend, safeguard and promote the interests of its members in all aspects related to commercial communication.

PROBEB Portuguese Association of Non-alcoholic Soft Drinks The mission of the association, of which Unicer is a board member, is the promotion and defence of sustainable development in the nonalcoholic soft drinks sector and the construction of structured relationships with relevant partners.

UNICER 32

6.SUSTainability No

business

“Without a common language business cannot be concluded”. Confucius

THIS WORLD THAT MAKES US, THAT WE MAKE We are part of an ecosystem. We speak the same language as those around us, we take care of what surrounds us. By incorporating the principles of sustainability into our management practices, we endeavour to achieve consistent growth for Unicer in both domestic and international markets, and contribute to the social, environmental and economic development of all those who directly or indirectly influence our activities. We therefore offer new guarantees to this world that we make, which also makes us.

The closing of a cycle In this regard, 2013 was a great year: the first cycle of Unicer’s sustainability strategy, focused on six priorities for action, came to a close. We made commitments, set evaluation targets and achieved results and indicators that, while encouraging, make us desire to go further. There is obviously a way to go. We want to be better, for example, in our interconnection with the value chain and in communication. We want and we can always be better. The positive opinion of our key stakeholders in relation to our performance in this process is a good starting point for determining a new cycle. Because after one horizon, there is always another calling us.

In 2013 we closed the first cycle of the sustainability strategy. The results achieved encourage us to continue. After one horizon, there is always another calling us.

MANAGEMENT REPORT | 2013

Sustainability

OBJETIVE

2011-2013

UNICER 34 35

GOALS INDICATOR

2010

2011

2013

2012

Reference value

Objetive

Value achieved

Objetive

Annual

Objetive

Annual

1,4

0,24

1.5

3,6% (15 pax)

4,8% (20 pax)

9,2% (38 pax)

4,7% (20 pax)

4,5% (19 pax)

7,4% (30 pax)

9,6% (39 pax)

COMMITMENT: Attract, retain and promote employee talent Develop a Personnel management policy capable of attracting and retaining the best employees

Employee resignation rate Senior Management (%)

COMMITMENT: Promote and encourage internal mobility Give preference to filling vacant positions through internal competitions

Internal Mobility Rate in Senior Management (%)

REMARKS: In a functional group perspective, mobility / internal recruitment processes verified in 2013 had the following impact: Director 10/0 persons; Manager 11/0 persons; Supervisor 9/1 persons; Senior Technician 7/1 people.

COMMITMENT: Encourage and reinforce feedback Improve Unicer as a Team, by evaluating employees’ commitment and alignment with the company’s strategy

1 OBJETIVE

Employee Commitment index - EAS/Total Unicer (%)

REDUCE THE ENVIRONMENTAL FOOTPRINT OF BUSINESS PROCESSES GOALS INDICATOR

2010

2011

Reference value

Objetive

2013

2012 Annual

Objetive

Annual

Objetive

Annual

n.a. 2009 value - 75 2009 value revised -86 (see remarks)

n.a.

86*

REMARKS: It should be noted that, in 2013, this study was prepared by the Carlsberg Group in partnership with a new company (KENEXA). The change wrought in the range of responses led to a 5pp decrease in the general results of the previous studies. In other words, in practice, compared with the scale used in earlier studies, the commitment index stands at 91%. Study applied to Unicer structure (1271 employees) with a response rate of 85%. The issues considered for measuring the rate of commitment are: 1. In general way I am satisfied with my company as my work place - 95% response rate 2. I strongly recommend my company as a working place - 94% response rate 3. I rarely think to look for a new job in another company - 77% response rate 4. I’m proud to work at my company - 99% response rate.

COMMITMENT: Encourage environmental efficiency of processes and products by promoting the rational use of energy Reduce energy consumption in processes and products

123

Energy consumption (MJ/hl)

≤ 104

88,4

≤ 86

88,2

≤ 84

93.4

REMARKS: The cause for the increase stands in the natural gas consumption in the cogeneration power plant at Leça. The new motor started in late 2012 (September),

meanwhile in 2013 it was working during the whole year, producing more energy. The restarting after the improvement investment project in Leça do Balio unit (associated optimizations) and the reduction of the volume of production also contributed to worsen the specific consumption ratio, however in a minor scale.

COMMITMENT: Minimise environmental impacts Promote the reduction of emissions into the air and water

CO2 emission rate (kg/hl)

≤9

7,4

n.a.

7,2

n.a.

6.4

COMMITMENT: Encourage the environmental efficiency of processes and products by promoting the sustainable use of water Reduce energy consumption in processes and products

3,7

Water consumption (hl/hl)

≤ 3,5

3,3

≤ 3,2

3,1

≤ 3,1

3.1

COMMITMENT: Reduce workplace accidents and their severity Reduce the no. of workplace accidents causing more than 1 day’s absence

Workplace accident rate with over 1 day’s absence - LTAR (No. x 1000/FTE)

3 OBJETIVE

58,4

46,7

50,2

≤ 44

≤ 42

SUPPORT THE DEVELOPMENT OF LOCAL COMMUNITIES GOALS INDICATOR

2010 Reference value

2011

2013

2012

Objetive

Value achieved

Objetive

Annual

Objetive

Annual

2226

2530

2700

3176

≥ 3200

3516

COMMITMENT: Promote integrated prevention and control of pollution Reduce fuel associated with operating activities

REMARKS: Liters of diesel: 124.268,7

Fuel consumption reduction rate indexed to logistics activity (lt/ton delivered) Tonnes: 23.143,8

6,8

≤ 6,7

7,1

Redução de 2% versus 2010 (≤ 6,7)

≤6

5.4

COMMITMENT: Support the development of local communities Promote a strong link with local communities, supporting and developing educational projects and encouraging creativity and innovation

Delivered Lt/Ton: 5,4 n.a. - not applicable

Number of students covered by education and innovation/creativity projects

1237

REMARKS: Actions developed within Porto de Futuro: Porto de Futuro with Rugby: 1200 students; Universidade Junior Scholarships: 10 students; EPIS Mediation: 333 students; Junior Achievement: 136; Braço Direito: 10 students; Internships at Unicer: 9 students; Responsible Consumption Workshop: 120 students; Solidarity Walk: 250 students; Repair Conservatory: 200 students; Christmas Action: 500 students. Actions developed under the Castelo de Vide project: Win Clean: 496 students; Indoor Requalification: 38 students; Junior Achievement: 102 students; World of Occupations: 92 students; Photography Course: 15 students; Internships at Unicer: 5 students

COMMITMENT: Develop and promote the cultivation of raw materials for our products in Portugal Promote cultivation of two-row barley in Portugal

Cevalte Project: productivity of the contracted areas (%)

1,4

1,6

1,26

1,4

1,6

2.05

REMARKS: The irrigated area increased slightly and it was enough to lead to thid huge difference compared to the average national production. Monthly precipitation levels were very high from November 2012 until March 2013, which prevented the realization of some good condition seeding and good basic conditions to a proper maintenance of culture operations, thus compromising production. Regarding the quality of the grain, it has been greatly affected by drought during the months of April and May, combined with the high temperatures that were felt during this period. Thus, we achieved lower production comparing with the average production of the last year (although well above the national average) but well below average quality productions.

MANAGEMENT REPORT | 2013

ATTRACT, RETAIN AND PROMOTE EMPLOYEE TALENT

GOALS

OBJETIVE

INDICATOR

2010 Reference value

2011

OBJETIVE 2012

Value achieved

Objetive

UNICER

GOALS INDICATOR

2013 Annual

Objetive

2010

2011

Reference value

Anual

Objetive

2012

2013

Objetive

Value achieved

Objetive

Annual

Objetive

Annual

C+

B+

B+ Verificação Integral

B+ Integral Verification

60%

Consultation process not conducted

65%

Consultation process not conducted

65%

88%

Development of phases 1 and 2 of the project

Completion of phase 1 and development of phase 2

Completion of phase 2

COMMITMENT: Regular and transparent communication COMMITMENT: Provide consumers with an innovative and sustainable portfolio Develop products whose innovation factor has added value for consumers

% of products launched in the past 3 years in total Net Sales

40,8

22,2

19,8

26.0

≥ 22

Compliance with the legal requirements and best practices in financial and non-financial reporting

Sustainability Report GRI Level

n.a. (Sus. Rep. 2007 classif. C+)

REMARKS: Noteworthy is the weight of Innovation in Angola that has a great contribution to display.

COMMITMENT: Promote regular communication with our Stakeholders COMMITMENT: Promote healthy lifestyles Promote and encourage responsible consumption of beverages which, when consumed in excess, may damage public health

Investment in campaigns and initiatives on responsible consumption

n.a.

Promote active and healthy life

Vitalis Initiatives; Sugar reduction in soft drinks; low glycaemic index products

Vitalis Initiatives; profile improvement and nutritional information

Promote active and healthy life

Vitalis Initiatives; profile improvement and nutritional information

Facilitate and improve the financial reporting of environmental and social aspects

COMMITMENT: Promote the sustainability of our packaging Promotion of Returnables (% sold against Unicer sales volume)

39,4

40,0

39,9

40,4

Stakeholders’ level of Satisfaction with Unicer’s information supplied

n.a. (2008 consultation - 55%)

COMMITMENT: Regular and transparent communication

REMARKS: For more detailed information, please consult the text “For a Healthy Lifestyle”, page 98.

Development and promotion of eco-friendly packaging

Guarantee the satisfaction of our Stakeholders through regular and quality communication

Implementation of the Environmental Accounting System

n.a.

≥ 41

REMARKS: For reasons related to prioritization of activities, was not possible to complete the last phase of the project: development of application-level information systems. This project began in the first quarter of 2014.

REMARKS: The returnable bottle index is evaluated according with the volume of Unicer sales in the domestic market - the consumption migration to in-house verified in the last years, where the returnable bottle dominates, has been one of the main obstacles of the evolution of this index.

n.a. - not applicable

5 OBJETIVE

GUARANTEE SERVICE QUALITY AND SHARE VALUES WITH BUSINESS PARTNERS GOALS INDICATOR

2010 Reference value

2011

2012

2013

Objetive

Value achieved

Objetive

Annual

Objetive

Anual

763 60% on trade 40% off trade

+1%

773

+2%

814

+3%

788

63%

70%

82%

≥ 82%

85%

≥ 85%

82%

COMMITMENT: Make Unicer business partners’ 1st choice Achieve customer satisfaction

Customer Satisfaction increase overall level of Satisfaction Level of customer satisfaction with Unicer’s performance in terms of sustainability and communication

COMMITMENT: Promote the environmental efficiency of our processes Include environmental and social criteria in the company’s purchasing processes

Initiatives developed in responsible procurement

ConcluDevelopsion and ment of the implemensystem tation of the n.a. - não aplicável system

n.a.

Development of the subject of responsible procurement

Initiation of the benchmarking analysis process

Development of the subject of responsible procurement

REMARKS: For more detailed information, please consult the text “While Shopping, Prioritizing Portuguese Products”, page 99.

See Remarks

Development of Initiatives

Suppliers envolvement; plastic packaging; local procurement

n.a. - not applicable

REFLECTING TO CREATE THE FUTURE Sustainability is not an option, it is a condition of existence. More than ever before, in the unstable climate witnessed globally, it must be on the agenda of all businesses, which are called upon to promote economic, social and environmental balance in the sphere in which they operate. It is a matter of validating the future: sustainable development dictates the success of business, the health of markets, the very course of Man. At Unicer, it is a greater cause, the challenge to be pursued. And that requires certainty and contemplation. We are in the second cycle of our crusade for sustainability, which we have entered with full commitment. We want to forge this new path consistently and consciously, which means predicting the impact of our operations. This period of reflection had followed a golden rule: knowing how to listen. In the last quarter of the year we held the second stakeholder consultation process to review our reputation, our performance in this area,

and especially, to measure expectations regarding our performance. The experience of the first cycle and the results of this consultation, as well as a benchmark analysis undertaken in conjunction with the largest beverage companies at a domestic and international level, form the roots for determining a new cross-company, multi-disciplinary action plan and commitment to the future – ours, yours, and that of all those we have affected.

Knowing how to listen forms part of Unicer culture. Before defining the second cycle of our crusade for sustainability, we wanted to consult our stakeholders.

MANAGEMENT REPORT | 2013

PROVIDE THE CONSUMER WITH AN INFORMED CHOICE FROM AN INNOVATIVE AND SUSTAINABLE PORTFOLIO

REGULAR AND TRANSPARENT COMMUNICATION

UNICER 38

THE CERTAINTY THAT WE ARE ON THE RIGHT TRACK

collected, we may highlight that 95% of respondents consider that the company has a clear strategic vision for its future development incorporating sustainability, or that 79% see us as an example in terms of management followed by competitors and other industry sectors.

We are well regarded. The stakeholders we consulted in 2013 were unanimous in considering Unicer an active organisation in the realm of sustainability.

Because we understand Sustainability as a process of continuous learning, in 2013 we wanted to see Unicer’s image and performance from the perspective of the groups that influence our activity. We deliberately left our “comfort zone” and asked their opinion of us. Therefore, we invited our stakeholders to evaluate us. The results are overwhelmingly positive, with the company being recognised for its activism in the service of this greater cause. There are improvements to be made, but it was with this intention that we exposed ourselves to criticism and invited suggestions. Conducted between September and October, this second major stakeholder consultation process (the first was held in 2008) was based on a sample of 88 entities representing the groups Shareholders and Banking (8% of respondents), Customers (11%), Employees and their representatives (18%), Competition (5%), Official Bodies and Associations (18%), Suppliers (27%), CSOs (9%) and NGOs (4%). Of these, 80 responded to the initiative, which represents a response rate of 91%. This, in itself, denotes a higher degree of involvement with Unicer and its programme, demonstrating an increase of 9% in the response rate compared to 2008.

Highly positive image and reputation We concluded this survey with our image and reputation positively reinforced. All stakeholders were unanimous in recognising us as an active organisation regarding issues of sustainability. Taking as a point of comparison

the similar consultation of 2008, these 100% reflect an improvement of our image among Customers, Employees and their representatives and CSOs. An overwhelming 99% also considered that our company has a clear view of its economic, environmental and social responsibilities. Here too we

see major progress: up 17%. The improvement in communication and increased visibility of our interventions were some of the items that deserve consideration. As regards our overall performance, 94% of stakeholders consulted considered the development positive, with particular emphasis on the economic and financial front. For 94% of respondents, Unicer presents a history of economic and financial performance above the market average, with 90% considering that the company has encouraging prospects for future growth. The social front is the one that evolved less positively, but even so, most stakeholders also noted progress in this regard. Furthermore, at the level of Reputation and Image, we must mention the positive evolution of the perception of the entities consulted in relation to Unicer’s Vision and Leadership (88% of responses): among the data

When it comes to Ethics and Social Responsibility, the results did not match those achieved in 2008, but were still positive. For example, it should be noted that, for 95% of respondents, overall, our business makes a positive contribution to society. Fully 90% believe that our organisation is governed by ethical principles in the conduct of corporate marketing and communication strategies. The slight fall in the other indices of assessment impels us to improve future communication of the initiatives we develop on the ground. On the Environmental front a positive trend was recorded, with 84% of respondents considering that Unicer is environmentally responsible in terms of emissions and the production of waste. For most, the company strives to incorporate environmental concerns into its products, including taking

care with packaging (90%) and promoting good practice, including environmental efficiency in production/logistics processes (79%). Also in the Workplace, the perception of stakeholders has evolved significantly. For 89% of respondents, this is one of the best companies to work for in Portugal. However, the survey revealed a certain degree of ignorance of this subject (with the highest percentage of responses “Don’t Know/No Answer”), as a result of which we have to improve communication and workplacerelated initiatives and policies. Closing the chapter Reputation and Image, the assessment of the Quality of our Products and Services has also improved. Food safety, innovation, competitive pricing versus quality were some of the items assessed positively, with values of between 80 and 98% recorded.

MANAGEMENT REPORT | 2013

UNICER 40

We appreciate compliments, but we will pay greater attention to criticism. The definition of our sustainability strategy for the near future will also include the conclusions we draw from this consultation process.

THE CONSULTATION IN NUMBERS

Recognition of our

SUSTAINABILITY AND MANAGEMENT

performance

As in the 2008 consultation process, the stakeholders again recognised Unicer’s performance in relation to sustainability, and for the majority issues related to economic performance continue to be the most relevant: Product characteristics, quality and safety; Brand management; Management and control of the value chain; and Innovation. Only one prominent theme – Human Resource Management – relates to social performance. Respondents appreciated the enhanced communication of all initiatives, policies and strategies undertaken by Unicer, in all material issues presented. Support for Education and the Creative Industries were some of the initiatives associated with good performance. Finally, with regard to the Sustainability Report and Contact with Stakeholders, 82% of respondents stated that they were aware of the regular publication of our Sustainability Report, which represents an improvement on 2008. We must, however, continue

MANAGEMENT REPORT | 2013

to promote and communicate this document. The enhanced communication of Unicer initiatives, policies and strategies was, however, highlighted as an area of improvement. Regarding the evaluation of the 2012 Sustainability Report, the stakeholders considered that the chapters Economic Performance, Chairman’s Message and Principles of Business contained the best information. In this context, some suggestions were made for information they would like to see in the next report, such as the presentation of testimony from authorities and citizens from the communities supported or information regarding partnerships with suppliers based on sustainable practices. We gladly received all the suggestions, and some have already been included in this Report. This proves the importance we place on the voice of our stakeholders – with them we make our way forward, improving day by day.

95 %

100 % of respondents recognise Unicer as an active organisation regarding issues of sustainability.

99 % also considered that our company has a clear view of its economic, environmental and social responsibilities.

of respondents consider that the company has a clear strategic vision for its future development, including sustainability.

94%

79 % see us as an example of management to be followed by competitors and other industry sectors.

of stakeholders consulted believed positive progress has been made in overall performance, with particular emphasis on the economic and financial front.

UNICER 42

89% 90%

believe that our organisation is governed by ethical principles in the conduct of corporate marketing and communication strategies.

of respondents state that this is one of the best companies to work for in Portugal.

of respondents consider that, overall, our business makes a positive contribution to society.

of respondents consider that Unicer is environmentally responsible in terms of emissions and the production of waste.

90% recognise our efforts to develop more sustainable packaging.

The homework we did showed that our priorities remain on course and are decisive for sustainable management. We can, of course, perfect the route. To this end, we have reduced and simplified our

priorities, focusing on the work we want to develop in the social, economic and environmental areas. We want to be more assertive in what we do, the way we do it and how we make these commitments. â&#x20AC;&#x153;Regular and transparent communicationâ&#x20AC;? is no longer a priority. Firstly, because this is our habitual conduct. Secondly, because when it comes to sustainable management, we understand that more than an isolated point, communication crosses all areas, and is essential for us to be able to account for everything we do regularly and

with maximum transparency. We see no other way to conduct such a process. We have maintained the other five priorities, which are presented under a new name, and we have focused on the most strategic areas, with two major goals to be implemented at a national level, and also in our international operations. At a second level, we have defined other complementary goals and respective targets and evaluation indicators essential to guaranteeing the construction of a future based on sustainable business principles.

Dedicated to 5 major areas, understood by all as priorities, we will continue our path

ENVIRONMENTAL PERFORMANCE

84%

We know where we want to get to. It was with our compass pointing north that, once we had completed the first cycle of our sustainability strategy, we sat down to prepare a new three-year cycle. Simplifying and focusing on the truly important were the watchwords during a process of introspection dictated by the quest for continuous improvement.

in order to ensure the best future for the next generations.

79% recognise the promotion of good practice, including environmental efficiency in production/logistics processes.

Environmental Footprint

Our People

Community

Consumer

Business Partners

MANAGEMENT REPORT | 2013

SIMPLIFY TO DO MORE

ETHICS AND SOCIAL RESPONSIBILITY

95 %

UNICER 45

Ecological Footprint

Our Persons

Community

Consumer

Business Partners

Water and energy are vital and limited resources that Unicer has to preserve, acting as an international reference in consumption levels, emissions and waste production .

The success of Unicer depends on the welfare and development of its employees.

Promote strong ties with local communities, acting in different areas and needs such as education, culture, entrepreneurship and supporting great causes.

Offer consumers a range of high quality products, promoting a policy of responsible consumption and promoting active and social lifestyle.

Provide an efficient supply chain to develop business partnerships which respect the sustainability criteria and social and environmental responsibility.

AREAS OF FOCUS: · Eco efficiency of the Production Process · Environmental performance of packaging

AREAS OF FOCUS: Safety and Health at work Strong Unicer Culture

AREAS OF FOCUS: Entrepreneurship and education Intervene in local communities

OBJETIVES

REAL 2013 93.4

Reduction in energy consumption (MJ/hl) Reduction in 3.1 water consumption (hl/hl) CO2 emission 6.4 rate reduction (kg/hl) Environmental Performance of Packaging

GOAL 2014 91.5

6.3

identification of opportunities for improvement in environmental and social perspective; development of action plan

DIRECTLY AFFECTED STAKEHOLDERS Non-Governmental Organizations Official Entities Local Communities

Reduction of the No. of worlplace accidents causing more than one day absence Promotion of internal mobility - senior executives (excludes tourism and Maltibérica activities) Promotion of a strong Unicer culture (employees commitment index)

REAL 2013 32

9,6% 39 pax

86%

DIRECTLY AFFECTED STAKEHOLDERS Employees

GOAL 2014 27

[7% - 9%] (29 - 37 pax)

[85% - 87%[

REAL 2013 Promotion 3516 of education (nº of and entrestupreneurship dents) among the school community qualification 65% of students transition at risk of scholar fail- rate ure/dropou (71 students) — Promoting entrepreneurship in the creative industries sector

GOAL 2014 ≥ 3516 (nº of students)

> 65% (nº of students)

definition of metrics to evaluate the achievement of the projects involved in the 2nd phase of each edition developProject development of “Drop ment of initiatives to of support support inLight”, policy ternational Guinea communiBissau ties

DIRECTLY AFFECTED STAKEHOLDERS Non- Governmental Organizations Official Entities Local Entities Employees

AREAS OF FOCUS: · Promoting responsible consumption · Promoting active and social lifestyle

OBJETIVES

REAL 2013 —

Promotion of responsible drinking — Promotion of an healthy and active lifestyle

GOAL 2014 Development of support policy Number of people who we encourage the practice of sport; number of initiatives in the areas of music, culture and popular feasts

AREAS OF FOCUS: · Costumer recognition · Promote the sustainability in agro-industry

OBJETIVES

REAL 2013 Increase Global 788 the satisfaction sustainindex of ability and customers (global; commusustainabil- nication ity perfor- 82% mance and communication Promoting — responsible procurement

—

DIRECTLY AFFECTED STAKEHOLDERS Consumers Custumers Media

GOAL 2014 In evaluated due the ongoing redefinition of the evaluation study of customer satisfaction

1st stage: integration of social and environmental criteria in procurement procedures 2nd stage: definition of the political perspective of risk management suppliers

DIRECTLY AFFECTED STAKEHOLDERS Distributors Supplyers Consumers Other partners Costumers

SUSTAINABILITYMANAGEMENT: EVERYBODY’S RESPONSIBILITY Responsibility for compliance with the indicators of the sustainability strategy cuts across the Unicer team, as a mission that touches everyone. Accordingly, it is incumbent upon each one of our employees, with the support of their respective divisions, to act in accordance with an obligation that is nothing more than what is expected: the adoption of sustainable behaviour. It is up to the Partnerships and Communications division, through the Communication and Social Responsibility department, to bring together all matters relating to strategy and good practices in this field. Alongside this intervention, the department plays the role of a consultancy service in relation to issues of sustainability and the monitoring of indicators and targets. Annually, in conjunction with the teams belonging to other departments of Unicer, the Partnerships and Communication division evaluates the need for any strategic adjustments in light of the strategic goals achieved.

RELATÓRIO DE GESTÃO | 2013

UNICER 46

7. environmental

CONSTANTLY INCREASING ENVIRONMENTAL EFFICIENCY Of capital importance to Unicer’s Sustainability strategy, Environmental Management cuts across all company activities and seeks to implement good environmental practices and continuous improvement. For us, it represents a regularly reviewed and audited way forward characterised by responsibility and validation of the future. Defined under the umbrella of Unicer’s Integrated Quality, Environment and Safety Policy, this management system has been certified according to the requirements of standard EN ISO 14001:2012 since December 2010. Through it we reconcile what we say with what we do; we profess a sustainable attitude by being more environmentally efficient.

performance In 2013, we contributed actively to combating pollution and protecting natural resources. Our contribution included the reduction of emissions of greenhouse gases and decreasing the pollution load of wastewater.

“The grandchildren will gather the fruits of your trees”. Virgílio

MANAGEMENT REPORT | 2013

UNICER 48

The campaign for environmental sustainability requires several fronts of action. For the two-year period 2012/2013, accident prevention, reduction of water and energy consumption, promotion of environmental efficiency in packaging and the improvement of waste separation were defined as priority objectives. Of all these lines of approach, and comparing the results achieved last year with 2012, we may highlight the reduction of emissions of greenhouse gases, justified by the substitution of fuel oil with natural gas and the use of biogas resulting from the treatment of wastewater at the WWTP at the Leça do Balio Production Plant.

MANAGEMENT REPORT | 2013

Global Environmental Performance Indicators - 2013 Unicer Consolidation (Production)

+1%

Water 1 907 762 m³ 3,1 hl/hl

Total GHG (CO2 equivalent) 38 940 ton 6,4 kg/hl

Water reuse 119 358 m ³

The reduction in the specific production of waste, as well as the pollution load of wastewater, were other positives in 2013.

-12%

-7% Filling Vol. 6,11 Million hl

Energy 570 840 GJ 93,4 MJ/hl

With regard to the management of water and energy, performance was good, in line with the best practices in the beverage industry, but it has not yet been possible to achieve the desired reduction of the respective total specific consumption. This was due on the one hand to the effect of scale associated with the reduction of production volumes; and on the other, to the restructuring of the Leça do Balio and Santarém Production Plants during the first half of 2013. These works forced shutdowns and restarts, rearrangements and adjustments, which resulted in disruption in the management of the efficiency of production processes which, as far as possible, should remain continuous and stable.

Electricity 81 363 GJ

+6%

+660%

Environmental Management No. of Incidents: 8

In the case of energy consumption, it is pertinent to note that the increase in total specific consumption was due also to increased consumption of natural gas in the cogeneration engine to produce electricity, and it should be emphasised that in the same period, there was a reduction in the specific consumption of thermal energy and electricity in the processes directly related to the production of beverages.

-12%

-16%

By-products 42 261 ton 9,5 kg/hl

Wastewater 1 051 279 m 3

100% Recovery

-5% Waste 12 896 ton 2,1 kg/hl 94% Recovery

Input COD 2 599 ton 0,4 kg/hl

Output COD 73 ton Efficiency 97%

-25%

Represents the variation in specific indicators versus 2012

These indicators of environmental performance refer to activities directly related to the production of beverages, at our own facilities, including all ancillary activities that occur at those same facilities (internal logistics, power generation, water treatment, wastewater treatment and administrative activities). In the case of wines, only the activity of production and filling of wines at our own facilities (Quinta do Minho, Póvoa de Lanhoso) have been included, and the consumption and emissions associated with buying other wines marketed by Unicer have not been taken into account.

UNICER 50

MANAGEMENT REPORT | 2013

Environmental Management

DILIGENT MANAGEMENT More than an external imposition, reducing the environmental footprint of business processes is an act of corporate diligence that Unicer undertakes in a practical sense. Categorically, we make this commitment the environmental cornerstone of our sustainability strategy. In order to fulfil this objective, we have an Environmental Management based on three guiding principles: · Promoting integrated prevention and control of pollution; · Fostering environmental efficiency in processes and products, promoting the sustainable use of water, the rational use of energy and the integration of environmental criteria in the selection of raw material and packaging; · Minimising environmental impacts, promoting a reduction in air and water emissions and waste generated, as well as placing importance on solutions involving reuse and recovery. By observing these principles, we express a raw perception of the reality of our times, marked by environmental degradation and the subtraction of natural resources. We are fully aware that water and energy are increasingly scarce and costly resources. We know that CO2 emissions and the production of waste, as well as being equally costly, compromise quality of life on the planet, and are socially reprehensible. In light of this fact, we have prioritised guaranteeing levels of consumption, emissions and waste production in line with the best practices of the beverages industry. Also in this regard Unicer want to take a lead, establishing itself as an international benchmark. From the identification and characterisation of all environmental aspects of Unicer’s activities, products and services, Environmental Management aims to minimise and control its environmental impact by adopting appropriate and procedures.

Once all environmental requirements have been identified – as determined by national and EU law, and also those contained in contracts and protocols Unicer has undertaken to fulfil – the conditions necessary for their efficient control are established. For each case, the steps to be taken are established, which may include anything from the replacement of equipment to the training of employees, including those belonging to external companies (such as those that provide cleaning and maintenance services). Nothing is left to chance: selection of raw materials, the choice of lighter packaging that occupies less space, waste separation, waste water treatment, chemical storage and management of works, everything counts in this sustainability equation. The next step is to monitor various parameters, such as the quality of wastewater, waste generated, gas emissions and water and energy consumption. Alongside this process, audits are carried out to check whether the implemented procedures are appropriate. Our management system is certified under the NP EN ISO 14001:2012 standard, which reflects the recognition by an independent organisation of the adequacy of the environmental practices in force within Unicer, and of our efforts to promote continuous improvement in environmental performance. For the new management cycle, environmental objectives and targets have been revised, as reflected in our 2014/2015 Environmental Management Programme.

We are reducing our environmental footprint. We do this for us and for all, for current generations and for those that are to succeed us. In this field, we admit, we want to be a leader in Portugal and worldwide.

UNICER

CONSUMPTION OF MATERIALS

ENVIRONMENTAL MANAGEMENT PROGRAMME 2014/2015

Principles of the Environmental Policy

Objectives

Target

Actual 2013

Objective 2014

Objective 2015

Integrated Pollution Prevention and Control.

Training in Environment for all employees

Minimum of 4hr/year of training in Environment for all Unicer employees

n.d.

4hr/employeeyear

4hr/employee year

Intake of new employees (100%)

n.d.

100%

Reduce water consumption

Consolidated specific consumption (versus 2013): -3%

3,1 hl/hl

3,0 hl/hl

Reduce total power consumption (thermal + electric)

Consolidated specific consumption (versus 2013): 2014 (-2%) 2015 (-5%)

93,4 MJ/hl (25,9 kWh/hl)

91,5 MJ/hl (25,4 kWh/hl)

88,7 MJ/hl (24,6 kWh/hl)

Reduce Emissions of Greenhouse Gases

Emission of greenhouse gases ((versus 2013): 2014 (-2%) 2015 (-5%)

6,4 kgCO2/ hl

6,3 kgCO2 /hl

6,1 kgCO2 /hl

Reduce environmental impact of spills and disruption to the treatment of wastewater

Zero accidents with impact on the soil or water

Implementation of analysis of near misses

1 near miss per employee per year (*)

n.a.

0,5

Improve waste separation

Waste recovery rate (%)

94%

Specific production of waste (kg/hl)

2,1

qualitative objective with no quantified target

COD Wastewater (kg/hl)

0,4

Treatment efficiency (%)

97%

Environmental efficiency

Minimise environmental impacts

Reduce the pollution load of wastewater

MANAGEMENT REPORT | 2013

qualitative objective with no quantified target

(*) Consolidated total environment and safety and health at work in the areas of production and logistics.

Total care with raw materials A wide variety of sensitive raw materials, mainly of plant origin – especially cereals (barley malt and corn grits), concentrated fruit, grapes, hops, sugar, tea, other extracts and natural flavourings – are involved in the production of our beverages. The use of these raw materials is subject to stringent requirements of good practice both in terms of quality and food safety and inventory management, in order to ensure minimal losses. In this realm, and in terms of sustainability, the CEVALTE project, begun in 2000, deserves special mention, which has allowed Unicer, through its subsidiary Maltibérica, to increase domestic production of two-row barley for malt. Among the key environmental benefits, the gains in environmental efficiency associated with the promotion of good agricultural practices and the reduction of emissions associated with road transport have been particularly significant. In 2013, of 51,080 tons of barley bought, 10,536 were produced in Portugal, which represents 20.6% of domesticallyproduced barley.

Packaging with lower environmental impact

The circuit for TR (returnable) packaging is fully managed by Unicer.

Reducing the environmental cost of packaging is a concern for Unicer, which is responsible for marketing products packaged in glass bottles, cans, barrels, PET bottles. In the case of beers, glass is the main option, particularly TP (single-use) glass bottles, which has grown consistently over recent years, maintaining an upward trend mainly due to the influence of export sales. In the water business, PET packaging has the greatest weight.

Regarding the promotion of the environmental efficiency of our products, we have continued efforts to constantly improve the environmental performance of the packaging we use, having several projects been developed to simplify and reduce the weight. Unicer’s aim is to reach ever further, promoting a reduction in the environmental impact of packaging.

In the case of TP (single-use) packaging, responsibility for the management of packaging waste generated after consumption is transferred, within the Portuguese market, from the Ponto Verde system to Sociedade Ponto Verde (SPV). In 2013, the TP packaging shipped within the domestic market amounted to 80,047 tons in terms of packaging materials, for a total contribution of 2,086,710 euros to SPV. In the case of the Spanish market, this responsibility is transferred to Ecovidrio, with the contribution relating to 2013 totalling 57,300 euros, corresponding to 1,588 tons.

UNICER 54

MANAGEMENT REPORT | 2013

ENERGY AND CLIMATE DIRECT USE OF PRIMARY ENERGY

INDIRECT ENERGY USE

The direct consumption of primary energy in the activities associated with beverage production is related to heat requirements in the production of beers and malts and auxiliary processes, such as pasteurisation, detergency and cleaning. Moreover, electricity production by means of cogeneration also uses major quantities of fuel, and other smaller inputs in ancillary activities (fork lift trucks, heating water for bathrooms and cafeteria kitchens) are also worthy of mention. In light of the above, in 2013, total fuel consumption was the equivalent of 408,110 GJ. Consumption of thermal energy was responsible for 80% of total fuel use, with the remaining consumption attributed to the production of electricity (approximately 20%). Residually, minor consumption for forklifts and water heating (around 0.3%) should also be mentioned.

WWTP of the Leça do Balio Production Plant

In the past year, the replacement of fuel oil with natural gas in the Thermal Power Stations of the Leça do Balio, Santarém and Pedras Salgadas Production Plants deserves special mention. Also in 2013, the recovery began of biogas generated in the WWTP of the Leça do Balio Production Plant. This by-product, which results from the treatment of wastewater, has high energy potential and may be used directly in steam boilers in addition to natural gas.

Fuels by use

Indirect energy use is associated with the use of purchased electricity. Beverage filling operations and refrigeration systems are the activities with the highest weight in relation to the use of electricity. Secondly, there is the consumption associated with wastewater treatment systems and lighting facilities. In 2013, electricity consumption was 45.200 MWh.

GREATER ENERGY EFFICIENCY

Energy consumption has significant weight in the production of beverages, constituting a key factor for the environmental efficiency of production processes. In terms of energy consumption in processes directly related to beverage production, in 2013 noticeable improvements were made, with a reduction in the specific consumption of thermal energy of around 4,5%, and 6,6% for electricity. However, also considering the use of natural gas for the production of electricity in the cogeneration engine, it can be seen that total specific energy consumption increased by about 6% in 2013. This increase is explained by the effect of scale associated with the reduction of production volumes, as well as interference with the optimisation of energy processes resulting from

Energy Consumption +6%

1.000.000

81.679 20%

88,2 MJ/hl

Accumulated 2013 (GJ) Thermal Energy Electricity – cogeneration

250.000

Other 0

325.264 80%

GJ 1.000.000

150

121,6

93,4 MJ/hl 750.000

750.000 500.000

Being units classified as heavy consumers of energy, the production plants of Leça do Balio, Santarém, Pedras Salgadas and Castelo de Vide are subject to periodic energy audit procedures, which aim to identify opportunities for improvement, and are in turn reflected in the current energy rationalisation plans.

Energy Consumption by Business

1.178

shutdowns, stoppages, restarts and adjustments that, although usual in projects involving change, result in disruptions to energy efficiency. It should also be noted that this increase in total specific consumption incorporates the increase in the consumption of natural gas in the cogeneration engine for the production of electricity, which resumed in late 2012, allowing an increase of 660% in electricity produced in 2013.

93,4 100

408.121 392.364

60,4

500.000

187.000

21,3

250.000

162.719 0

0 2012

Indirect

2013

Direct

Total Unicer

Beer and Soft Drinks

Indirect

Direct

Waters

Mj/hl

Wines

UNICER 56

WE HAVE REDUCED EMISSIONS OF GREENHOUSE GASES

Within the activities associated with the production of beverages, emissions of greenhouse gases (GHG) are primarily related to the use of fossil fuels for energy production and transport (direct emissions) and the use of electricity (indirect emissions). GHG emissions associated with activities that occur within the facility amounted to 38.940 tons of CO2 in 2013, of which 22,939 tons (59%) are related to direct emissions and 16,001 tons (41%) to indirect emissions. Specifically, for each hectolitre of beverages produced, 6,4 kg of CO2 were generated, representing

Greenhouse Gases -11,8%

80.000

60.000

RESPONSIBLE WATER CONSUMPTION

a 12% reduction in relation to 2012. This fall was due to improvements implemented in relation to the energy mix, specifically the replacement of fuel oil with natural gas in the Thermal Power Stations of the Leça do Balio, Santarém and Pedras Salgadas Production Plants and the recovery of biogas generated by the WWTP at the Leça do Balio Production Plant for burning in the steam boilers in addition to natural gas. As a curiosity, it is estimated that, by themselves, these improvements have prevented the emission of 8,500 tons of CO2 into the atmosphere, of which more than 1.000

Greenhouse Gases by Business

Ton

are related to the use of biogas and around 7.500 to the substitution of fuel oil by natural gas.

In 2013, we consumed 1.907.762 m3 of water, mostly from our own groundwater abstraction (65%), with the remainder coming from public supply systems (35%).

The cogeneration plants of Leça do Balio and Santarém are covered by the European Emissions Trading System (EU ETS). The balance recorded in the period 2013 is positive, showing a slight surplus in the balance of emission licences allocated to the Leça do Balio and Santarém facilities thanks to the efficiency improvements achieved.

The reduction in water consumption, the optimisation of its use and the implementation of water recovery systems are among the objectives of all current production areas, involving all employees in the implementation of actions at various levels (training, investment in new technologies, changing procedures, among others).

Water Consumption

CELE Emissions

18.388

50.000

80.000

40.000

30.000

3,1

16.001 29.043

8,1

60.000

6,4 4,9

40.000

22.939

20.000

1,9

20.000

Indirect Emissions

2.250.000

2013 Direct Emissions

Total Unicer

Direct Emissions

Beer and Soft Drinks

Waters

Indirect Emissions

Wines

8.520 6

20.000

10.000

Kg/hl

17.628

2.283 2012

Leça do Balio

2013

Santarém

26.087 1,2%

4,4

3.000.000

3,1

765.084 35,1%

3,4 3,3

2.250.000

2,4 2,1

1.907.762

1.500.000

750.000

1.500.000

2,2

750.000

1,1

20.244 ton/year

17.549

1.484 0,1%

Water Consumption by Business

3,1

2.024.089

6,4 kg/hl

40.000

2012

+1 %

3.000.000

100.000

As a result of our continued efforts, in 2013 specific water consumption remained stable compared to 2012, with a specific consumption of 3,1 hectolitres of water per hectolitre (l/l) of beverages produced by Unicer being recorded. This result, despite being in line with the best practices of the beverage industry, was adversely affected by the scale effect associated with the reduction of production volumes, but also the restructuring works at the Leça do Balio and Santarém Production Plants that, during the first half of 2013, caused the temporary suspension of manufacturing processes, reducing desired efficiency and consistency.

Water by Source

Ton

44.542 ton/year

7,2 kg/hl

MANAGEMENT REPORT | 2013

Emissions Licences Allocated

1.385.036 63,6% 0

2012

2013

hl/hl

0,0 Total Unicer

Accumulated 2013 (m3 ) Surface Abstraction

Public System

Underground Abstraction

Other

Beer and Soft Drinks

hl/hl

Waters

Wines

UNICER 58 59

NEGLIGIBLE SPILLAGES

CONTROLLED AIR EMISSIONS

EMISSIONS INTO WATER LESS POLLUTING

The activities generate some emissions of air pollutants such as total emissions of particulates, nitrogen oxides (NOx), sulphur oxides (SO2), volatile organic compounds (VOCs) and ammonia (NH3), which, despite having fallen, are regularly monitored in order to ensure that their release does not pose any risk to public health or the environment. All evaluations conducted in 2013 confirmed compliance with legal limits.

The wastewater generated in the beverage production process is one of the most important environmental issues in this sector. Typically, these effluents have high organic contamination, coupled with losses of raw materials, cleaning products, products and/or byproducts produced, which are discarded together with the wash water, contributing to the aggravation of their pollution load. Thus, the total amount of organic matter discarded with the wastewater is a benchmark of the environmental efficiency of the production process, since it is directly indexed to the losses incurred during the various stages. This is particularly important in the production of beers, soft drinks and wines. In 2013, there was a significant reduction in the specific pollutant load these waters, of around 25%.

It should be noted that the use of substances that destroy the ozone layer is very low and is limited to some air conditioning systems and some older industrial equipment. In terms of leaks of these gases, in 2013, 45kg of R22 were released.

Air Pollutants

Wastewater Volume

ton 1.600.000

179

2,0 1,7

1.200.000

143

SO₂

Particulates 2012

2,0

1,5

800.000

1,0

400.000

0,5

2 0

NOx

The treatment of these liquid effluents is ensured using dedicated facilities, with the exception of Quinta do Minho (Póvoa de Lanhoso) and Águas de Melgaço where this treatment is provided by a connection to the public systems.

COV 2013

NH₃

0,0 2012

2013

hl/hl

In 2013, three minor incidents involving accidental spillages of oil were reported, all of which occurred at the Leça do Balio production plant. They were, however, minor incidents with no adverse consequences in terms of environmental contamination, since existing containment measures allowed the oil spilled to be contained, preventing it from seeping into the ground or water environment.

Overall, our wastewater treatment systems reached an efficiency of around 97% in terms of removing organic load (COD).

Wastewater - Effficiency of Treatment (Removal of COD) -25%

-16% 8.000

0,8

mg/l

98%

4.000

0,6

97%

100%

3.700 0,6

6.000

134

111

In 2013, the total volume of wastewater generated was 1.051.279 m3 , with an associated pollution load of 2.599 tons of COD (“chemical oxygen demand”).

Wastewater - Load Treated (COD)

213

MANAGEMENT REPORT | 2013

EMISSIONS, EFFLUENTS AND WASTE

75%

3.000

2.599

0,4 4.000

0,4

2.000

0,2

1.000

0,0

0 2012

50% 25%

2012

2013

ton

kg/hl

Incoming

Outgoing

2013

Efficiency of Treatment - COD

UNICER 60

SELECTIVE WASTE COLLECTION

MANAGEMENT REPORT | 2013

NEW USE FOR BY-PRODUCTS

The activities of producing and distributing beverages generate a wide variety of waste, predominantly packaging waste and, secondly, sludge from the biological treatment of wastewater.

Quantities of waste by destination Total Industrial Waste (t/year)

12.896

Recovery (R Codes) (t/year)

12.146

Disposal (D codes) (t/year)

At all Unicer facilities, selective collection of materials is promoted, according to their recovery options and/ or hazardous nature in order to ensure their proper preparation and forwarding to the most appropriate destination.

749

Recovery Rate

94%

Hazardous industrial waste (t/year)

175

Recovery (R Codes) (t/year)

125

Disposal (D codes) (t/year)

Non-hazardous industrial waste (t/year)

A total of 12.896 tons of waste was generated in 2013, with an associated rate of recovery of 94%. Specific production of waste was 2,1 kg/hl, corresponding to a reduction of 5% over 2012.

Beer and wine production activities generate a significant number of by-products subject to specific regulations. In the case of the by-products from the brewing process, they are used in animal feed. In the case of the by-products from winemaking, their recovery is guaranteed in alcohol distillation processes.

12.721

Recovery (R Codes) (t/year)

By-products (2013)

Destination

Quantity (tonnes)

Beer Production

Animal feed

35.958

Unicer wine

Yeast Marc

6.257 Distillation

Dregs and Sludge

12.021

Disposal (D codes) (t/year)

Spent grains

20 TOTAL

699

42.261

LAWSUITS

Waste by Type

Waste

Waste by Business

ton

-5%

Other 30.000

Scrap Metal Pack.

Kg/hl 3

2,2

Wood Pack Paper/Cardboard Pack.

In 2013, no lawsuits were recorded. In this context, only the occurrence of an inspection to review the industrial licence, conducted by the relevant departments of the Ministry of the Economy in Quinta do Minho, and a routine inspection by IGAMAOT of the SantarĂŠm Production Plant are worthy of mention.

ton

Kg/hl

2,8

30.000

2,1

20.000

10.000

20.000

Plastic Pack. Glass Pack. Unfit Products

10.000

WWTP Sludge

0,4

Waters

Wines

USW/BIW 0

5.000

10.000 ton

Accumulated 2013

0 2012

Non-hazardous

2013 Hazardous

Total

0 Total Unicer

Beer and Soft Drinks

Non-hazardous

Hazardous

Total

UNICER 62

MANAGEMENT REPORT | 2013

Unicer Direto

SOCIAL

performance

WE ARE UNICER The team and the company make each other, in a common breath. It is in this organic record of humanising business that we encourage dialogue with our people, among ourselves. Year after year, we invest in the best practices in human resource management, with a view to the ongoing advancement of our people and the strengthening of their identification with the company. In 2013, we took care to strengthen ties with those who make this home. We communicated more, we increased training, we encouraged the active involvement of all. We ended the year reiterating our identity: yes, we are Unicer.

A LARGE TEAM As of 31 December 2013, the Unicer team was composed of 1.350 employees (1.197 full-time and 153 temporary workers) distributed throughout the different areas of the company, per type of job in the past year we had 2 part-time employees and 1.348 full-time. Of the total number of employees, including Tourism, 11% of the human capital of the company was employed.

â&#x20AC;&#x153;Behind every action there is always an intentionâ&#x20AC;?. Machado de Assis

Most employees are male, with females representing last year 27% of human capital, a situation that is explained by the peculiarities of the market in which we operate. In terms of age, employees in their thirties are predominant (around 37%), while most of our employees are aged over 40. A total of 24% of all employees are unionised.

Team

UNICER 64

OUR PEOPLE AROUND THE WORLD

In terms of absenteeism, there was a decrease: from 3,99% in 2012 to 3,59% in 2013. In turn, the turnover rate of the team – only in the area of beverages, i.e. excluding Tourism – was 9,66%, and the leaving rate, 11,9%. Workers aged between 30 and 50 represented 56,52% of those leaving, while those aged over 50 represented 28,57%. Workers under 30 represented the remaining 14,91% of leavers.

We are going to recount what the first year was like for our area of people management devoted exclusively to international business: eager to assimilate the world.

THE BEST PRACTICES IN PEOPLE MANAGEMENT The advancement of our team is something that requires our constant attention: we must take good care of those who make this company what it is. On this assumption, in 2013 we committed ourselves to identifying new solutions to incorporate best practices in people management. To this effect, we initiated a project for the optimisation and standardisation of policies and procedures based on three objectives: 1. Define the model of benefits to be implemented, in line with the strategic objectives of the company and best market practices, reflecting the tendency to base the model on basic and flexible benefits and improvement of the services provided, particularly in relation to health and education; 2. Develop the Remuneration Policy; 3. Improve the employee interface platform, offering integrated tools for scheduling holidays, delivering and searching documents, time management and management of the employee’s property.

This maiden voyage was to solidify foundations to support the challenge and journey of Unicer’s internationalisation programme. This took us on a journey through good people management practices in international mobility. Our focus comprised identifying Unicer’s examples, familiarising ourselves with different situations, talking to companies, individuals and experts in mobility, as well as designing and outlining standards appropriate to the actual situation of the company. Accompanying people on their missions, assisting them in establishing themselves in other locations and identifying partners to facilitate their integration was also a priority. The fact is that we grew wings. We ended the first 365 days of this “Around the World with Unicer” with 19 people outside Portugal, and 10 countries with employees. During this maiden flight we clarified challenges and rules for managing people on international missions. With our people around the world, our goal now will be to continue to monitor and support the business outside Portugal, working towards promoting Unicer’s image and culture abroad.

OPENING HORIZONS Employees Unicer / Functional Group, Gender and Age Functional Group

No. of Employees

Male

Female

<30

30-50

>50

Total

<30

30-50

>50

Total

Director

Manager

Supervisor

Senior Technician

119

158

Technician

194

243

Operating Technician/Assistant Technicians

308

463

150

115

725

143

983

266

367

2013 is recorded in the history of Unicer as the year in which we completed the first phase of industrial modernisation of the parent company, in Leça do Balio. This major investment, which validates our future, was celebrated at the 2nd Get-together of Unicer Employees, on 19 October 2013. Under the theme “From Portugal to the World, on standby for Internationalisation”, for the first time, this get-together was held at home, in the middle of the plant’s filling lines hall. At the heart of Unicer, around 1.100 employees celebrated the project and honoured all those involved in its implementation. After visiting the new spaces, they celebrated the present and spoke of the challenges for the future, in particular internationalisation. In a context of a family reunion, the culture and way of “Being Unicer” were also featured, as they are the passport that opens up horizons for us. Meeting Employees 2013

MANAGEMENT REPORT | 2013

UNICER 66

EVALUATING WITH KNOWLEDGE OF THE CAUSE

COMMUNICATION STARTS AT HOME

We experience good Moments and encourage our team to identify with the Unicer culture. We make communication a process of engagement and sharing.

There was a lot to share. Above all, everything was shared with pleasure. In terms of internal communication, the year was marked by an increase in the production of content, driven by the launch of “Momentos TV” in late 2012. This platform enabled us to follow the progress of the Leça do Balio industrial modernisation project and publicised the presence of Unicer brands at various events in Portugal and around the world. We also focused on beer culture and the ongoing process of internationalisation, primarily sharing various tips and trivia and raising awareness among our staff of some important issues in the field of Quality, Environment and Safety. Given the utility of this information, it is also available and stored on the Intranet, thus enriching this work platform for employees. As in previous years, we continued with the publication of @momentos (our electronic newsletter) and the magazine “Partilhar Momentos”. By doing so, we sought to strengthen the company’s culture and keep our employees up to date regarding what is happening at Unicer and in relation to its brands.

Other initiatives have been implemented, with a view to strengthening the characteristics of our identity and bringing employees into closer contact with our brands. A highlight was the Christmas Project, which this year covered a greater number of people at Unicer, the tasting of new products and Carlsberg’s “Where’s the party?” campaign, which took two employees to Stockholm to attend the brand’s great international party. Induction and welcome programmes were also subject to important revisions in order to standardise and streamline the arrival of new operatives at all company sites. In this regard, during the year Unicer streamlined 10 induction programmes, involving more than 40 new employees. Through ongoing communication, sharing Moments and regular or one-off initiatives, we sought to stimulate the cohesion of our team and its identification with what “Being Unicer” means.

Those with knowledge, can, and our employees have that knowledge. Better than anyone, they know Unicer’s processes, products and brands. More than anyone, they make judgements with knowledge of the cause. Constructive criticism between peers is the concept of the “Unicer on the Street” programme, which promotes the alignment of employees with the market and invites them to propose improvements. Held for the fifth consecutive year, in 2013, this initiative focused on the On and Off Trade markets, with visits being held on two weekdays.

AN EXPERIENCE WITH NO WASTE Promoting better understanding between departments by enabling people to spend one day finding out about a company department in more detail is the objective of the “Unicer Experience”, an initiative that again ran in 2013. This time the theme was “Continuous Improvement”. In a very simple way, participants were shown what the Lean philosophy consists of. A theoretical explanation was complemented by a visit to Supply Chain areas, where Lean initiatives have already been implemented. At the end, the 33 participants tested their knowledge with a real world example, for which they made suggestions for improvement. The feedback was very positive, with 89% of participants rating the initiative as “very important”. In line with the Lean concept, we can say that it was an experience with no waste.

“Unicer on the Street” allowed the quality of perfect execution at the point sale to be monitored, with colleagues from different areas who joined the initiative being invited to evaluate – by responding to a questionnaire – the placement of Super Bock and Água das Pedras advertising materials. Last year, 187 employees embraced the challenge and made their contribution to planning the work of the Trade Marketing team.

MANAGEMENT REPORT | 2013

UNICER 68

IDEAS THAT “CLICK”

ASK BEFORE YOU ACT

We have grown with proposals from our employees. During 2013, the Development and Innovation Management System received 70 new suggestions. Once shared on the Portal of Ideas “Click”, 20 were sent to the Personnel and Communications Division, focusing primarily on the areas of Corporate Responsibility, the Benefits and Human Capital System and Organisational Culture. Another 20 suggestions from employees addressed the area of Marketing.

We are in the habit of listening to our own. By means of various initiatives, we give a voice to all, and with all we perfect this immense business project. In this context, in 2013 two other interventions revealed our collaborative spirit. The seventh round of the C15 – a questionnaire organised by Carlsberg in partnership with the Towers Watson consultancy, which aims to evaluate the impact of leadership style on the level of commitment of employees and their alignment with company strategy – showed that at Unicer, things are really good. This year’s study involved 326 company people, including Directors, Managers, Supervisors and Senior Technicians, and generated very positive results: with Unicer receiving a final rating of 4,41 on a scale of 1 to 5. Among the most valued aspects, a strong feeling of pride in belonging to the company and the commitment of employees in support of Unicer’s objectives were of particular relevance. The conclusions of the 7th C15 also allowed us to identify opportunities for improvement in developing managers and, consequently, increasing the levels of

MANAGEMENT REPORT | 2013

commitment of Unicer employees. The year also witnessed another edition of “Give us a Clue”, another questionnaire that assumes an increasingly important role in people’s lives and in the management of the company. Proof of this is the rate of compliance with the initiative (85% in 2013), as well as the effort that the teams are putting in to the definition and implementation of opportunities for improvement. This work is proceeding in parallel with the definition of a set of actions that cut across the company, under the remit of the Executive Committee. This survey, conducted in partnership with Carlsberg and the Kenexa consultancy, aims to assess the level of commitment of Unicer employees through 35 questions, divided into eight categories. Among the main conclusions of the 2013 study, the high level of commitment of our people (86% 1 ), enthusiasm for our brands, pride in working for Unicer and focus on customers and consumers were particular highlights.

It should be noted that, in 2013, this study was prepared by the Carlsberg Group in partnership with a new company (KENEXA). The change wrought in the range of responses led to a 5pp decrease in the general results of the previous studies. In other words, in practice, compared with the scale used in earlier studies, the commitment index stands at 91%.

ATTRACT THOSE WHO ARE GOOD, APPRECIATE THOSE THAT ARE HERE Not only do we attract those who are good, we are also committed to the continuous advancement of our employees. This is the way to create a team recognised in the market. And this is how to explain the demand for Unicer as a place of work.

Recruitment and Selection in 2013

1% 22%

In 2013, our company received 1.131 speculative applications for the most diverse areas. However, continuing the policy of rotating people as a means of developing and refreshing skills, a response to around 94 recruitment processes was ensured, taking into account contract positions, professional internships and temporary work. Of the total of 135 vacancies considered, 47% were due to internal mobility, resulting in the “movement” of 63 employees from different departments and functional groups. Committed to the success of our people, we also sought to attract the best candidates available in the market and created the best conditions for the development of our human resources, giving them the opportunity to develop their career paths within the organisation.

PI – Professional Internship ER – External Recruitment 47%

IR/IM – Internal Recruitment/Mobility TW - Temporary Work 30%

UNICER 70

OPEN DOOR TO YOUTH VALUES

THERE IS ALWAYS TIME TO TRAIN

ONE TEAM, ONE WAY

We take great pleasure in being mentors. That is why in 2013 we maintained our connection to young people seeking their first contact with the business world – primarily through The Talent City. Unicer’s online platform recorded around 24.000 views from among approximately 52.000 inhabitants of this “city of talents”.

To invest in training is to ensure the full participation of professionals and companies in a global market that requires mobility and a high degree of competitiveness. In light of this reality, and in line with our business strategy, at Unicer, we always have the time to train. The time and the will. We prioritise the advancement of our human resources by investing in initiatives that allow them to refresh and update their knowledge, acquire new skills and adapt to the routine of new work methods and procedures.

Directing the focus of all towards a vision of a “team” was the main reason why we made some changes to our Performance Management System. The 2012/2013 assessment cycle thus benefited from a process of simplification of the quantitative component (in terms of goals). Following this change, we improved communication processes on the RUMO Portal, encouraging and ensuring the involvement of all stakeholders.

In a physical context, we were one of eight domestic companies associated with Sponsor Me, a social project that aims to provide paid internships to recent graduates, contributing to the development of their skills and enabling them to continue their studies. This programme received 800 applications, with 356 candidates selected. Of these, 96% stated that Unicer was their first choice in the list of companies to work for. Under this initiative, we received two interns in Leça do Balio. Finally, we joined the professional internship programme “Movement for Employment”, an initiative of the Calouste Gulbenkian Foundation and COTEC Portugal, in partnership with the IEFP. Under this project, Unicer, along with other companies, will be responsible for providing internships for young, newly-qualified graduates, contributing to their training and the development of skills essential for their future careers.

Training in 2013 2011

2012

2013

Nº Sessions

399

411

525

Nº Participations

4162

3847

3520

Training Volume

39439

32298

36865

Investment (euros)

780.853,00 €

681.360,81 €

610.676,12 €

Functional Group

Total Training Hours by FG

DIRECTOR

2.255,75

MANAGER

3.100,58

SUPERVISOR

7.912,75

SENIOR TECHNICIAN

10.038,33

TECHNICIAN

4.218,17

OPERATING TECHNICIAN/ASSISTANT TECHNICIANS

9.314,83

In 2013, this sharing of knowledge and best practices extended beyond the regular body of employees, encompassing interns, contractors and temporary workers. In total, 334 people participated in our training programme, with most sessions focusing on issues of Safety, Hygiene and Health at Work (namely, “Raising Awareness of the IEP (Internal Emergency Plan)”, “Work-Safety and Health at Work Incidents”, “Evacuation and Intervention Teams” and “Self-control”). We also focused more strongly on training programmes tailored to our teams, prioritising in-company training developed with partner organisations capable of adapting the content and methodologies to the current situation of our organisation. Using the expertise and know-how of employees, internal training sessions were also a constant throughout the year.

For Unicer, RUMO – the name given to our performance appraisal model – is a constantly evolving tool, adapted to the requirements of the organisation and the development of our employees. Look out for news in 2014.

MANAGEMENT REPORT | 2013

UNICER 72

PREVENTION AND SAFETY

ZERO ACCIDENTS

Fewer serious accidents, more Health and Safety at Work

Towards our Objective Reducing Accidents

This is an area that we cannot disregard for one minute. And it is an area in which less is more: fewer accidents and occupational diseases; more health and safety in the workplace. Acting on Occupational Health and Safety means placing a high value on Unicer’s human capital – taking care of our people. This is a priority that deserves an active policy pursued under three guiding principles: 1. Preventing accidents at work and occupational diseases by establishing and reviewing OHS objectives that aim to reduce their frequency and severity; 2. Establishing of high safety levels for workplace equipment; 3. Ensuring the presence of safe workplaces, systems and working practices. In this context, for the 2012/2013 period, we established as priorities the reduction of accidents and the certification of our management system according to the OHSAS 18001:2007 (Occupational Health and Safety) standard. In terms of results, despite a slight increase in the total number of recorded accidents, the reduction of 48% in accidents that led to temporary total disability (TTD or “Medical Leave”) deserves emphasis, as well as the total number of days lost (-35%), indicating a significant reduction in the severity of accidents.

Elimination e.g.: replacement of unsafe equipment or products.

Technical Controls / engineering e.g.: protection/locking out of machines, detection systems, lay-out of the facilities.

As we started by saying, this is an area we cannot disregard, so inspections and audits are periodically performed with the aim of verifying whether the level of control in relation to safety conditions and accident prevention is adequate in light of the desired objectives. More than establish a policy, we seek to engage the whole Unicer team in this common cause. With the well-being of our employees in mind at all times, we take care to provide everyone with education, training, advice and risk control to prevent accidents and occupational diseases.

Signage / warnings e.g.: audible alarms, safety alerts of machines, safety signs affixed in areas of risk.

With regard to certification, in April 2013 an audit of Phase 2 was successfully conducted in accordance with the requirements of OHSAS 18001:2007, with the integrated management system also obtaining an extension of certification in this regard. At Unicer, prevention strategy is based on the identification of hazards for each task performed, and assessment of the associated risks. According to the acceptability criteria, priorities for action are defined in terms of control measures to be implemented or improved according to the following hierarchy:

Personal Protective Equipment e.g.: goggles, gloves, safety footwear, high visibility clothing.

Replacement e.g.: automation of tasks in order to remove the operator from the source of the hazard, rotation of tasks.

MANAGEMENT REPORT | 2013

UNICER 74

MANAGEMENT REPORT | 2013

PREVENTING AND REDUCING ACCIDENTS

OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT PROGRAMME 2014/2015

Our target: “zero accidents with time off work”

Doing (even) better in the new biennium The Occupational Health and Safety Management Programme for 2014/2015 is based on a policy of continuity, with Unicer reaffirming its full commitment to reducing the frequency and severity of accidents at work. The safety of equipment, maximum rates of protection, monitoring and regular assessment of established procedures, enhanced communication and a commitment to training are other objectives reiterated on our agenda of measures and actions.

Principles of the OHS Policy

Objectives

Target

Prevention of occupational accidents and diseases

Reduction of Accidents

Objective 2014

Objective 2015

30% reduction versus 2013 in the frequency and severity of accidents in next 3 years

- 15%

- 25%

Implementation of analysis of near misses

1 near miss per employee per year (*)

0,5

Safety of work equipment

Legal compliance of work equipment

90% of existing equip.

90%

100% of new equip.

100%

Safe work systems and methods

Implementation of Safety Walks (SW)

1 SW per supervisor/2month period

Increase in the presence of Occupational Health in the workplace

Nº visits per year

Lock-out Tag-out (LOTO)

100% Production Sites

Strengthening of Communication and OHS Consultation

% Areas implemented

Training in OHS for all employees

4hr/year of training in OHS for all Unicer employees Intake of new employees (100%)

(*) Consolidated total environment and safety and health at work in the areas of production and logistics.

Preventing accidents at work and reducing their severity is one of the commitments of the social pillar of our Sustainability strategy. We have continuously and consistently fulfilled this commitment. The results are there for all to see: over recent years, we have witnessed a steady reduction in the occurrence of accidents in all areas of the company. In the past year, and compared to 2012, there was a very significant reduction in the number of accidents (48% fewer) leading to temporary total disability (TTD or “Medical Leave”) and the total number of days lost (down 35%). There were no deaths or cases of professional diseases. These results indicate that the accidents were less severe, a fact that mitigates the small increase (2,5%) in the total number of accidents recorded in 2013.

Although very positive, these results still make uncomfortable reading. Indeed, for Unicer, the only acceptable outcome will be to achieve the goal of “zero accidents with time off work”. To this end, we reaffirm as an absolute priority the reduction of occupational accidents, which involves keeping the focus on risk prevention, proceeding with the adoption of best practices in Occupational Health and Safety and ensuring that facilities and equipment meet all necessary safety conditions. In this process of continuous improvement it is paramount to analyse the causes of all accidents and near misses. From this analysis, it is possible to gradually eliminate the causes of accidents, by preventing their recurrence or reducing their severity by strengthening protective measures.

1 qualitative objective with no quantified target 100% qualitative objective with no quantified target

Trend in the No. of Accidents +2.5% Accidents 134 123 120

Days Lost

123

77 70

4hr/employee.year

58 40

- 35 % Days Lost

- 45 % LTAR

-48% Accidents with TTD (“Medical Leave”)

58 32

Caption: TTD – temporary total disability (“Medical leave”) LTAR – “lost time accident rate” (no. accidents w/TTD > 1 day X 1000 / FTE) FTE – “full-time employee”

1826 1746 1255 1128

100% Total

With TTD 2010

2011

2012

LTAR 2013

Total / With TTD

2010

2011

2012

2013

UNICER 76

MANAGEMENT REPORT | 2013

TRAINING FOR A CULTURE OF PREVENTION In order to strengthen a culture based on prevention, shared by all, we continue to invest in training through a programme covering various topics relating to occupational safety. Here we highlight the most significant initiatives undertaken in 2013 for Unicer employees, temporary workers and contractors:

Occupational Health and Safety Training Sessions Nº

Unicer

TT/ PS

Total

593

629

Sessions

Intake of new employees Good practices Audits and Environmental and Safety Legislation Reporting of the Identification of Hazards and Risk Assessment Driving Forklifts Workplace Machinery and Equipment directive Ergonomics – Manual Handling of Cargo Work Incidents Confined Spaces – Work and Rescue – Workshop OHS Legislation Handling Chemical Hygiene Products Use of PPE

Hours

As in previous years, in 2013 various awareness campaigns for Workplace Safety were run through internal communication channels. Marking special dates such as National Prevention and Safety at Work Day and the European Week for Safety and Health at Work was one way of stimulating a culture of risk prevention among all staff members.

3.478

In relation to emergency response capability, at Unicer drills are conducted regularly involving the main risk scenarios identified in the internal safety plans of the various sites, such as situations involving fires or explosions, hazardous product spillages and gas leaks, among others. An effective process for training emergency teams, these simulations include general evacuation drills for all buildings.

Simulation carried out at Leça do Balio production plant

UNICER 78

CONTRIBUTING FOR OUR COMMUNITIES

MUSIKKI – A WINNER OF A UNIVERSAL NATURE

Supporting the communities in which we operate in combating school failure and dropout and promoting the creative economy in Portugal represent Unicer’s contribution towards creating a better world, with a greater balance of opportunities for all. It is in these two areas of vital energy of a people, that we wish to continue to take the lead, mindful of what we receive in return: by supporting those around us, learning and becoming more creative – we also make a better Unicer.

ALLIANCE WITH CREATIVE INDUSTRIES Our relationship with the Creative Industries is a source of pride and gives us a sense of mission. Pride because we were pioneers in the way we put the theme on the entrepreneurship agenda in Portugal; a sense of mission because, since then, we have consolidated our support for the development of this strategic sector to the domestic economy. Without wishing to boast, we are doing a good job. Since 2005, the year in which the promotion of the Creative Industries became part of Unicer’s Corporate Social Responsibility policy, we have been blazing a trail. We began with Super Bock Creative Lab, an annual event that celebrates creativity, innovation and culture with interdisciplinary creative interventions. Three years

later, we created the National Creative Industries Awards, in partnership with the Serralves Foundation and ten other institutions: Addict; ADI; Anje; BPI; Brand New Box; ESAD; Fundação da Juventude; IPAMEI; Portuguese Catholic University and University of Porto. Providing an opportunity for ideas and projects marked by talent and innovation is the goal of this competition which, by virtue of its national importance, has represented Portugal in the Creative Business Cup in Copenhagen since 2012. Extraconcurso, the Creative Industries National Prize, is today an institution that disseminates and helps make the agenda of the sector. On its website, on social networks and in physical environments (as was the case of the In Festival, in Lisbon), it accompanies people, companies and new projects. This sense of continuity is also expressed in the bond Unicer makes a point of maintaining with finalists and winners of the various editions of the Awards.

“Strong support to the development of our project” The notoriety achieved by the attribution of Honourable Mention and the strong support for the development of our project, from the immersion programme, by the individuals and companies linked to the National Creative Industries Award has been a determining factor in the construction of our history. Many thanks to UNICER and the Serralves Foundation! Nuno Alves, Story Trail TV (honourable mention National Creative Industries Award 2013)

MANAGEMENT REPORT | 2013

We believe that education and creativity act as dynamos in the development of society. Under this conviction, in 2013 we continued to raise the two flags during each of the initiatives we conducted on the ground. We thus proceeded with the social responsibility policy initiated in 2005.

There were 339 entries, six finalists, one honourable mention and one winner; this is the story in numbers of the 5th Super Bock/Serralves National Creative Industries Awards, which again highlighted creative entrepreneurism at a national level. And if it’s music, it’s in Musikki... Born in Aveiro and thought up on a global scale, the big winner of this edition is a real-time aggregator of music content scattered across the Web. We, the listeners, just need to access its online platform and ask for what we want; immediately we have all there is to know about an artist, an album, a song at our fingertips. With its simplicity of use, for us listeners it opens up the doors to music, Musikki opens up the doors to the world. By winning our Prize, the startup from Aveiro also won a place on the international stage – in Copenhagen, Denmark, it carried the colours of Portugal in the Creative Business Cup, an annual contest that brings together projects from dozens of countries, all of them winners in national creative industry contests.

“We are exploring the many advantages of the Award” “Winning the National Creative Industries Award was important in different areas. The monetary value allowed us to accelerate the project. We have two new services that will be launched soon and that would otherwise have had to wait longer to be carried out. It also allowed us to open our office in London, which will be crucial to the development of our business. We want to be one of the benchmarks of the music industry and being in London means being at the heart of the industry. Besides the financial aspect, we are exploring the many advantages of the Award: the validation of specialists in the area of creative industries; access to mentoring and quality training; the privileged relationship with institutions such as Unicer and the Serralves Foundation; and greater visibility in the social communication media. In practice, this means that the real value of the PNIC is far greater than the €25.000.” João Afonso, Co-Founder and CEO of Musikki (winner of the National Creative Industries Award 2013)

Pedro Almeida, Juliana Teixeira and João Afonso, founders of Musikki.

The Story-Trail project, from the Lisbon startup Exciting Space, received an honourable mention at the same awards. A desire to transform visits to cultural and leisure venues into dynamic experiences is behind this platform for creating mobile applications with content based on video stories. Final balance of the 5th Awards? Very positive. It was another edition marked by the quality of the finalists, who made the jury’s task difficult, and by the great atmosphere that was generated among participants. This became obvious upon announcement of the winner, announced at the Super Bock Creative Lab. In the eighth edition, this celebration of ours returned to Lisbon, joining in with the celebrations marking 20 years of the Cultural Centre of Belém.

UNICER 80

A FUSION OF ARCHITECTURE WITH CONTEMPORARY DANCE

“Great maturity and social sensitivity” Companies generate wealth, create jobs and contribute to the construction and consolidation of communities. The workers of the Unicer production unit of Castelo de Vide enthusiastically took on the challenge of building – through the company they represent – a better community, intervening socially with schools, and in so doing showed great maturity and social sensitivity.

Under the theme “INEXTERIOR” – alluding to the force that internationalisation exerts today upon Unicer’s operations – the Lab had the privilege of sharing the South Garage of the CCB with an exhibition by the architect Sou Fujimoto. This close proximity ended up enhancing the interdisciplinary nature of our event: inspired by the universe of this creative Japanese architect, choreographer Victor Hugo Pontes presented an unprecedented performance entitled “Inexterior”. Before the contemporary dance, an “outside the box” interactive session on Design Thinking applied to business was thought up, led by Adam Lawrence and Marc Stickdorn. In 2014 there will be a new Lab logo, new paths and areas to explore, and it is guaranteed that, on that day, the winner of the 6th National Creative Industries Prize will be revealed.

We feel that education is the only way to achieve the sustainable growth of a society, so we want to mention and thank UNICER for its initiative and the performance of its workers.

Dr. Daniel Carreiras da Silva, Vice President of the Castelo de Vide Municipal Council

THE COMPANY GOES TO SCHOOL Not one, but several. Under the auspices of our partnerships with the Rodrigues de Freitas (Porto), S. Mamede de Infesta (Matosinhos) and Castelo de Vide school groups, we continued to encourage the sharing of experiences and expertise between business and the academic world. During this process, everybody learned. Promoting school as a life project was the intention of a number of initiatives throughout the year involving more than 3.500 students from these three communities. Coordinated with the management teams of the different groups, Unicer Employees once again played an

Inexterior Performance with Vitor Hugo Pontes at 8th edition of Super Bock Creative lab

Design Thinking Session at 8th edition of Super Bock Creative lab

active and key role in achieving the established objectives. Through different voluntary initiatives, students and teachers were regaled with stories, experiences and perspectives on life that prove mathematically, or by a+b, that education is essential in building the future. The fourth edition of “Porto de Futuro com Rugby”, which engaging more than one thousand students from Porto schools, promoted this sport and youth training through the values of rugby, such as teamwork, a sense of responsibility, discipline and compliance with the rules.

MANAGEMENT REPORT | 2013

UNICER 82

“Excellent contribution to the Oporto of the Future” “The challenge launched by the Municipal Council to the civil society, in the context of the Oporto of the Future, programme, was echoed by the largest companies of the North. We have reason to be proud of the mobilisation of the most important leaders from the business area around education and the Oporto of the Future programme. Unicer has played an important part working with children and young people in the municipality of Oporto as well as with other communities where their business units are located, helping them to construct their educational paths. As partners with the Municipality, they have made an excellent contribution to OPORTO OF THE FUTURE.” Prof. Dr. Guilhermina Rego, Vice President of the Oporto Municipal Council

WE STAND SHOULDER TO SHOULDER WITH AT-RISK STUDENTS The 2012/2013 academic year marked the beginning of a project to combat school failure and dropout at the Rodrigues de Freitas school group, in Porto. In order to implement it, we established a partnership with the EPIS – Businesspeople for Social Inclusion Association. This initiative – based on EPIS methodologies of capacity building for academic success aimed at students of the 3rd Key Stage – achieved results that clearly determine the continuity of the project.

Developed in individual and group sessions, this operation was broken down into various phases, with the first phase consisting of communicating the project to the whole school community, with respective requests for authorisation being made to parents and guardians. Of the 209 students enrolled in year 7 and 8, we managed to obtain 187 authorisations, amounting to a commitment rate of 89.5%. Additionally, students underwent screening, which enabled their risk of failure and/or dropout to be ascertained in four areas: student, family, school and region.

According to the type of associated risk, 51 young people (who had poor grades in at least four subjects) were identified as requiring special attention, and were individually monitored. In the first term it proved possible to turn around the situation of 12% of these students, a rate that evolved in the third term to 33%, allowing a annual transition rate of 64,7% for this group. In parallel, we were also able to perform field work with 20 students from the 2nd key stage (5th year) in the same situation of risk (with negative reports in more than three

subjects). In June, in the annual transition achieved by this group of young people was 65%. And, of course, we will continue to stand shoulder to shoulder with these young people. Results like these are what make us continue to invest in education as a priority line of action in the communities where we operate, thus contributing to the regeneration of the social fabric and the construction of a promising future.

“Moments of great educational quality”

O TRABALHO QUE FIZEMOS

64,7%

65%

youngs of 7º/8º years at risk in the first academic trimester.

youngs of 5º year at risk situation.

transition rate.

“The School Grouping of Castelo de Vide, in a close partnership with Unicer, has for several years developed a set of activities directed towards students, parents and teachers, which, evaluated from a pedagogical, civic and community viewpoint, have greatly contributed to enriching the local educational community. Always in conjunction with the Annual Activity Plan for the Grouping, Unicer has provided moments of great educational quality to enable internships to students in the local production unit, promote camping classes for the younger ones, bringing to the school personalities from the working world, and encouraging activities for families. This collaboration is different because it is developed in a spirit of concerted systematic dialogue with the school and with other local partners, contributing to achieving the objectives of the Educational Project, such as combating school drop-outs, learning in different contexts, contact with the working world and the constructive participation of families in academic life. At the head school, we can see the results of the logistical support of Unicer to the “REIEGO” (requalification of internal spaces) project, in the context of which the students develop their visual arts creativity, filling, year after year, the spaces of the building with testimony to their talents, whose artistic expressiveness is revealed in canvases, installations and murals that make the school a space for everyone, always renewed”.

Ana Paula Mateus Travassos, Director of the School Grouping of Castelo de Vide

MANAGEMENT REPORT | 2013

UNICER 84

YOUR VISIT WILL BE MEMORABLE...

MEDIA COVERAGE FOR GOOD REASON

Visits to the Leça do Balio Production Plant remained suspended during the year due to the major redevelopment of our factory, but we will compensate for this in the future. We took advantage of this break to develop the construction plan for what will be the Unicer Visitors Centre.

Unicer was in the news all 365 days of the year, and for good reason. In 2013 more than 1.300 news reports were recorded, which is easily explained: this is Portugal’s largest beverage company, with a strong internationalisation programme, a clear commitment to sustainability and which makes exceptional investments in tourism in the north of Portugal. The high level of media coverage was further justified by the investment of more than 100 million euros in the Leça do Balio

The time during which we restricted our programme of visits to the Pedras Salgadas and Castelo de Vide plants was not therefore wasted in Leça do Bailo. Quite the contrary. During 2013 the first phase of investment in the future centre was made, which included the construction of a reception hall and MULTIMEDIA ROOM, the upgrading of the Meura Ziemman manufacturing room, work in the areas connecting the production and filling halls and the creation of a walkway above the filling lines.

MANAGEMENT REPORT | 2013

19th Edition of Super Bock Super Rock

plant, changes in management, the strengthening of Unicer’s leadership in Portugal and, of course, preference for its key brands, which had their own schedule of activities.

Incorporating a wide range of activities and experiences for different audiences, the Visitor Centre will undoubtedly become an attraction in Porto, in the northern region and in Portugal. In other words, it will be worth the wait.

In terms of tourism, journalists, bloggers and opinion leaders featured the opening of the “Pedras Salgadas spa & nature park”, media exposure enhanced with our conquest of the ArchDaily 2012 international prize in the category “Hotels and Restaurants”. The Vidago Palace Hotel received similar coverage, as it was nominated for several international awards, winner of the prize for excellence in “New or Renovated Hotels” at the Condé Nast Johansens Awards for Excellence 2014, and also recognised in the category “Hotels & Resorts” at the 7 Star Global Luxury Awards.

19th Edition of Super Bock Super Rock

In terms of the company’s traditional business, numerous news items reported our achievements abroad. Let us remember some of the themes and facts: the reconfirmation of Unicer as the largest Portuguese exporter of beverages to Angola; Super Bock, the biggest selling Portuguese beer in the world, the favourite of Cape Verdeans, achieved record sales in Spain, entered Saudi Arabia and is starting to be produced in Brazil; Água das Pedras has established 350 points of sale in Brazil...

We also appeared in the media with news relating to the domestic market. Being the first choice is the focus of the work of Unicer people, who attracted new consumers with two new launches: Super Bock Selecção 1927 and Cheers Radler. The media reaction to both was complemented by enhanced communication of Somersby in Portugal, a brand that is gaining an increasing number of followers. The engagement of our brands with urban culture and lifestyle also raised our profile. Super Bock was the star of the summer and music, with extensive media coverage. Pedras and Vitalis were the subject of journalistic features through the “Momento Perfeito Pedras” with Daniela Ruah and the “Bebida Solidária” project with Diana Chaves, respectively. Carlsberg’s “Where’s the Party?” entertained not only the Portuguese, but also newsrooms, achieving very positive media results. The media is constantly changing, and 2014 will be a challenging year. Our commitment remains, and we will continue to create synergies in order to remain in the news. News in Portugal and around the world because, at the end of the day, Unicer is an increasingly international company.

UNICER 86

“This project brings people happiness”

HAPPY DAYS AT THE “CAIS RECICLA” WORKSHOP The “Oficina Cais Recicla” (Cais Recycling Workshop) has evolved and, in its own particular way, become trendy. It is a case of solidarity and sustainability, but also of love of design. Well, this social responsibility project, promoted in partnership with the Cais Association, enjoyed many happy days in 2013. It was a year of moving onwards and upwards, marked by the development of new products, the creation of new partnerships with designers, companies and other entities, as well as the creation of new points of sale.

President of the Republic , Prof. Dr. Aníbal Cavaco Silva, visiting “CAIS Recicla”

Challenge is the key word whenever another day begins at the CAIS Recicla office. The project, characterised by creativity, owes its success to a vest network of partners who recognise their innovative nature. In this area we invest in enabling the CAIS users to return to active life. From very little, we created a social and emotional value of large dimensions. This project changes lives, structure and brings happiness to the people who come here. Just one example of its structuring nature: Maria lived in a crumbling house, devoid of proper living conditions. She was an isolated Maria, who did not participate, and who only needed this opportunity to share her social skills, her caring for others and professionalism; to carry out her social role. Today she lives in a rental house, she pays her bills and she’s working. She is happy. Thank you, Unicer!

“The opportunity to reorganise my life” I have taken part in the project since it started. This experience gave me the opportunity to reorganise my life. Today, besides producing a wide variety of pieces, I am also responsible for the production area of CAIS Recicla. Now I’m teaching others what was taught to me.

Cláudia Fernandes, Coordinator of CAIS Porto and Manager of the CAIS Recicla office

The workshop ended the year with a team of five participants from the Association who, under the guidance of designers, manually produce very functional ecodesign objects made with leftover material from Unicer’s industrial and advertising activities, and from other entities that have joined the project.

Cristina Carvalho, user of the Associação CAIS and employee of the CAIS Recicla office

On the Super Bock site a Solidarity Store has been created where you can buy pieces of original social ecodesign designed at Oficina CAIS Recicla.

One of the major headlines in 2013 was the partnership between the workshop and the Super Bock brand, which culminated in the creation of an online Solidarity Store for selling original social ecodesign items. Through the Super Bock site, it is now possible to purchase bags for tablets and smartphones, pencil cases and notepads, among other products. All proceeds, which will definitely be boosted by this new platform, are fully reinvested in the sustainability of the creative workshop.

A project recognised at the highest level For its innovative nature in the area of social responsibility and entrepreneurship, the Cais Recicla project has been honoured by the President of the Republic. Consequently, the involvement of Unicer in its realisation was also recognised.

This distinction, attributed in December, was integrated in the journey “Youth and the Future of the Economy: social entrepeneurship and economic development”, wich took the President of the Republic to fullfil an itinerary by variuous national institutions. The initiative was supported by the National Association of Young Entrepeneurs (ANJE) and National Young Council.

MANAGEMENT REPORT | 2013

UNICER 88

Super Bock Experience in “Serralves em Festa 2013”

MANAGEMENT REPORT | 2013

YOU CAN COUNT ON US Actively, assiduously, if you like, militantly – this is the way Unicer lives in the community. As well as working in education in different parts of the country, we support communities and charities, collaborate on projects that provide impetus locally or nationally, defend causes, and act as partner in events. In terms of patronage, we have maintained our support for the Casa da Música and the Serralves Foundation, major cultural institutions in the city of Porto, and participated in the initiatives “Verão na Casa” and “Serralves em Festa””, already well established in the cultural life of the north. We have also continued our cooperation with the Serralves Foundation in the area of Creative Industries, an area we share with a great deal of passion. Being the revellers we are, we embrace popular festivals. In Porto, Vila Nova de Gaia, Matosinhos, Lisbon and many other locations na-

Vitalis - oficial marathons water

tionwide, our brands join the party, sharing their values of sociability and an active life. The “Taça Portugal Solidário” and the event “Hospitalários a Caminho de Santiago”, an initiative by the municipality of Matosinhos that takes place at Leça do Balio Monastery, again deserved our support, in conjunction with other regional and national events. In sport, in addition to football, marathons and races are our thing, and we do everything to help create the best conditions enjoy them. Altogether, throughout the year, we were with more than 250.000 ath-

letes in 68 events from the north to the south of the country, including road races (5k, 10k, half marathons and marathons) MTB marathons, fitness conventions and orienteering events. At a much more discrete level, we continued to respond to numerous requests: we supported numerous schools, institutions and associations, responding positively to 894 of the 2011 requests we received; we maintained a close relationship with collectors, responding to the 124 requests received; and we granted 198 requests for information that reached us from the academic community, a sphere that continues to deserve our highest attention.

In the community of Vidago in particular our support has been directed towards various cultural, social and civic institutions, which include the Fire Brigade, Vidago Casa de Cultura and retirement homes. In sport, we continued to support Vidago Football Club and the Pedras Youth Sports Association, thus maintaining a connection that has existed for several years. Also in this region, the month of December was undoubtedly marked in the collective memory of the parishes of Oura, Vidago and Bornes de Aguiar (Pedras Salgadas): under the Unicer Christmas project, the 300 most senior residents of these communities participated in a charity lunch organised by employees of Vidago Palace Hotel, Pedras Salgadas Spa & Nature Park and the Pedras Salgadas Production Plant. In the area of affiliations, we maintained an active presence in associations related to our business area, such as the APCV, APIAM and

PROBEB. And because Sustainability, Social Responsibility and Innovation are strategic areas for Unicer, associations such as GRACE, BCSD, EPIS and Cotec deserve our full attention, as expressed in two ways: participation in the governing bodies and a collaborative attitude towards the projects and activities developed. We cannot forget the commitment made by the company to different charities. In 2013 we continued to support the Legion of Good Will, the New Future Association, the Santa Casa da Misericórdia of Maia and Blood Donor Centre of Saint Anthony Hospital, among many other institutions. This is a continuing effort, which intensifies during the festive season with the development of a project in which our employees participate heavily. Because being Unicer is also being supportive.

“Verão na Casa” Super Bock 2013

Among the events of great public exposure and actions that deserve our discretion, we offer unequivocal support to different institutions and communities.

UNICER 90

1 DAY, 10 CAUSES, 2000 SMILES

STRONG SENSE OF VOLUNTEERING

Because solidarity is not something to be preached, but practised, more than one hundred and fifty Unicer employees took to the streets on International Volunteer Day, on 5 December, to participate in a major initiative that benefited more than two thousand needy or vulnerable people.

If it is a source of pride, we never tire of saying it: Corporate Volunteering is also “Being Unicer”; it is one of our valuesand a component of our Social Responsibility.

The initiative, carried out under the Unicer Christmas Project, started from a challenge set for our employees: to identify ten social causes, with the objective of fulfilling the specific needs of families and/or institutions located in communities near the company’s areas of operation. Rehabilitation of spaces, donation of equipment, materials and essential goods or organisation of Christmas parties were some of the activities that the volunteers organised in Vidago, Pedras Salgadas, Melgaço, Caramulo, Castelo de Vide, Envendos, Santarém, Tojal, Miraflores, Palmela (Maltibérica), Quinta do Minho and Leça do Balio.

Engaging our people in this supportive culture is something we pursue throughout the year through the movement “Sentido Voluntário”. Through it we provide personally enriching experiences, encourage the

There was more. As part of our Social Responsibility policy, we support other social solidarity causes all through the year. The campaigns we conducted in this area are inclusive and involve both employees and their families and suppliers, clients or other partners – all, in a spirit of mutual aid, seek to add value to our society, helping those most in need.

promoted by Vidago, Pedras and Melgaço employees.

The feedback makes us happy. Since the establishment of the volunteering scholarship in 2012, we have witnessed greater participation in the initiatives launched and a growing desire to participate in social causes among our employees. In 2013, the volunteering scholarship almost doubled its number of subscribers, ending the year with 113 volunteers. Despite this growth, the scholarship does not yet reflect the actual commitment of our employees to charitable causes. To give you an idea, 345 volunteers actively contributed to improving the living conditions of more than 5.800 beneficiaries through 22 retraining and volunteering skills sessions.

Once these initiatives had been implemented, we rewarded the best Charity Project in accordance with the performance of the group and the actual impact of the initiative.

Christmas lunch for seniors,

discovery of new skills and generate greater engagement with communities.

Christmas Solidary Project at “Associação de Paralisia Cerebral de Villa Urbana de Valbom”

These numbers are an incentive to continue this work and, if possible, recruit more volunteers to work on more social causes to benefit more people.

MANAGEMENT REPORT | 2013

UNICER 92

UNICER IS STRONGER

9.economic

performance

Overall, 2013 was another testing year for the survival of the business, exposed to market instability, and the responsiveness of companies. In this adverse environment, Unicer demonstrated resilience, dynamism and creativity. The results are plain to see: even with the crisis dictating a further drop in consumption, we were stronger at home and abroad. In Portugal, we further strengthened our leadership in the beer and carbonated water market, consolidating our position as the country’s leading beverage company. For this purpose, we made solid and continuous investments in brands considered to be priorities, through publicity initiatives, activation campaigns and communication plans that strengthened the link between Unicer, customers and consumers. On the ground and online, Super

million euros Operating Income

million euros Debt reduction over the past 3 years

Bock, Água das Pedras or Somersby touched the lives of millions of people, showed attitude. Abroad, the obstacles we encountered in some markets were overcome with resilience and demand for new destinations. If Portuguese adventurism runs in our veins, we gave it full rein by expanding into more European countries, but especially by producing Super Bock outside Portugal for the first time – in Rio Grande do Sul, Brazil, we made history.

We did much more, as we realise here. And we always did it all with great works at home. Within an investment of more than 100 million euros, we completed the project of modernising the Leça do Balio production plant. Today we have one of the most modern factories in Europe, prepared for the ever greater challenge of our internationalisation. In short, we created opportunities, we made ourselves greater.

Countering the crisis, through our passion for innovation, we also launched new products. In Portugal, Cheers Radler and Super Bock Selecção 1927; in the Middle East, to give an idea ofour adaptation to other cultures, we arrived with Super Bock 0.0% alcohol.

463 27

million euros

590 million litres

million euros

Sales by value

Sales by volume

Net Profit

On the ground and online, Super Bock, Água das Pedras or Somersby touched the lives of millions of people, showed attitude.

MANAGEMENT REPORT | 2013

UNICER 94

EXPORTS AND PRICING POLICY Despite the good performance registered in 2013 in the domestic market, the main export markets decreased compared to the previous year, which, along with careful management of fixed costs, led to a reduction in the direct economic value generated of approximately 435 million euros, a fall of 8% over 2012. Direct distributed economic value was also unfavourable, falling by 29 million euros.

Dimensions

2012

2013

Revenues

475.078,78

435.923,31

Direct economic value generated

475.078,78

435.923,31

Operating Costs

338.448,91

302.845,46

Employeesâ&#x20AC;&#x2122; Salaries and Benefits.

53.438,70

51.224,75

Payments to Suppliers of Capital

27.260,15

25.636,29

Payments to the State

908,83

11.895,97

Investments in the community

450,27

377,91

420.506,86

391.980,38

54.571,92

43.942,93

Direct distributed economic value Direct accumulated economic value

thousand euros

Pension Fund

Additional Fund

Total

Value of Assets at 31 December 2012

7.587.156

2.357.495

9.944.651

Pensions and redemptions

(863.464)

(58.679)

(922.143)

247.107

21.805

268.912

6.970.800

2.320.621

9.291.421

Transfers Returns on Plans Value of Assets at 31 December 2013

Amounts in Euros

In 2013, the variation in cover is minus 748.060 euros, down from a surplus of 1.229.427 euros in 2012 to a surplus of 481.367 euros in 2013, broken down as follows:

PENSION FUND AND ADDITIONAL FUND To cover the cash benefits under supplementary old age and disability and survivorsâ&#x20AC;&#x2122; pensions, in 1987 we created the Unicer Pension Fund. In 2007, the deed of constitution of the fund began to provide a Defined-Contribution Plan, in addition to the existing Defined-Benefit Plan.

In addition to the Pension Fund, Unicer has also set up a Supplementary Fund in the Life Sector, consolidating a capitalisation insurance, which is intended to provide additional benefits relating to the retirement of workers, as well as early retirement benefits.

According to this new plan, Unicer contributes monthly to the fund with a fixed percentage of 2% of the normal remuneration received by each participant, including holiday and Christmas allowances. Additionally, the participant may make voluntary contributions, which the company matches up to a maximum of 1% of their monthly salary.

Changes in the Pension Fund and the Additional Fund during 2013 were as follows:

Situation at 31 December 2013 Surplus / (Deficit)

Pension Fund

Additional Fund

Total

( 636.845)

1.866.272

1.229.427

( 12.773)

(7.728)

( 20.501)

Spending in the Year Cost of Current Services Cost of Past Services Cost of Interest

( 22.662)

Income in the Year Returns on Plans Current Gains/Losses Situation at 31 December 2013 Surplus / (Deficit)

0 373

65.319

65.692

( 751.937)

(18.654)

( 770.591)

( 1.423.844)

1.905.210

481.366 Amounts in Euros

MANAGEMENT REPORT | 2013

UNICER 96

FINANCIAL AND TAX BENEFITS Financial and tax benefits granted by the State during 2012 amounted to around 7 million euros. The table describes the amount and source of the aid received. Dimensions SIFIDE ADI

2013

2012

932.294,70

1.133.583,81

9.109,34

18.608,76

SI_Inovação (Grant) IVV (Grant) POE/SIME (Achievement Bonus) SI R&D (Grant) TOTAL

110.901,99 19.191,43 6.061.253,86 69.602,10 7.091.451,43

1.263.094,56

Amounts in Euros

TOWARDS A HEALTHY LIFE The catchword socially responsible company does not exist just because; it must be reflected in gains for consumers and the general public. It is expressed in the actions, the clarity of the message and the tone in which it is communicated. It comes from one of the “crusades” of this cause: promoting within society the adoption of a healthy, more active and certainly happier lifestyle. Improving nutritional information on packaging and online media advertising our brands; promoting products with a Low Glycaemic Index (Pedras Sabores and Sabores Vitalis range); and improved nutritional profiles of Vitalis Sabores, Frutea, Frutis and Snappy Cola are some of the ways in which we look after the well-being of those who choose us. Breathing health, Vitalis has taken a leading and wideranging role in this process, being a flagship brand in promoting healthy lifestyles and encouraging partici-

pation in sports. Already recognised as the “official water of marathons” in Portugal, Vitalis’ support for sports competitions is constant, with special attention paid to younger audiences.

In sports, other than football, marathons and foot races are our focus, and we do everything to help create the best condition to practice them. in all, throughout the year, we were more than 25.ooo athletes in 68 events form all over the country.

WHILE SHOPPING, PRIORITISING PORTUGUESE PRODUCTS

Rebuilding Portugal is the mission of all those who make up the country. Unicer makes this commitment in several ways, beginning with prioritising Portuguese products in Purchasing operations. Accordingly, it should be remembered that in 2013 our company continued with the modernisation and increase in capacity of the Leça do Balio Production Plant, having started work in the Logistics area with the construction of an automated warehouse. This work will mainly be carried out by domestic suppliers, both in terms of construction and the warehouse and all associated automation – in other words, this is another example of Unicer investing in supplies of Portuguese origin and reflects (and also commends) the competitive capacity demonstrated by many sectors of the domestic economy. Moreover, despite the recessionary economic environment, Unicer has maintained a high degree of stability in the Purchasing sector in terms of its core suppliers, ensuring conditions for both to grow, develop and make the value chain more

In 2013 we continued to invest in stable relationships with suppliers, establishing mutually positive medium and long-term partnerships. Growing and aiding growth, while prioritising all that is Portuguese, was our goal.

efficient and competitive. This investment in medium/long-term partnerships enables improvement projects to be implemented that would otherwise be very difficult to execute under such conditions. Thus, in 2013 we maintained the incorporation of domestic materials at over 81%, with packing materials reaching 83%. The internationalisation of Unicer represents another challenge in terms of Purchasing. This process compels us enter to new areas and markets and seek new solutions, without losing sight of two objectives: to ensure that our employees and partners enjoy the best conditions and to ensure the development of the business with maximum efficiency and ease.

In this department of the company, the past year was also marked by the development of several initiatives in partnership with suppliers. Particular highlights were the measures taken to reduce the weight of packaging materials (particularly PET packaging), the use of recycled materials, the conversion of all facilities to natural gas or the acquisition of vehicles with lower emissions, among others, which reflect Unicer’s concern to adopt environmental sustainability policies to help protect natural resources. Suppliers’ participation in and contribution to Unicer’s social solidarity initiatives is also worthy of note, specifically the initiatives implemented at Christmas, which demonstrates the shared culture and principles of which Unicer and it employees are rightly proud.

MANAGEMENT REPORT | 2013

UNICER 98

BRANDS WITH STRONG RELATIONSHIPS

We reap what we sow. Thanks to our continued investment in priority categories and brands, in 2013 we reinforced our status as the largest Portuguese drinks company. In an environment of economic and financial crisis, we made sure to maintain strong and emotional relationships with the market. When the time came to choose, consumers championed Super Bock, Pedras and Somersby. Despite the downturn in consumption in Portugal once again penalising the beverage industry – the volume of the domestic beer market fell 1%, carbonated waters, 6% and still waters, 5% – Unicer continued to perform well, assuming leadership in the categories of Beers, with a share of 49%, and Carbonated Waters, with 53.3%. Alongside the good performance witnessed in these traditional areas, 2013 is associated with the phenomenon Somersby, in the Ciders category: sales of the drink “of our imagination”, as it is publicised, surpassed the two million litre mark.

Two veteran brands, Super Bock and Pedras, and a revelation, Somersby, stood out in the market, creating strong emotional relationships and experiences with millions of consumers.

First, the “superbrand”... In a year in which consumption retracted again in Portugal, Super Bock demonstrated a significant gain in the on trade channel, singled out as a priority in terms of brand communication, presence and visibility. Bold and proactive among the masses: this was the strategy rooted in the brewing credentials of Super Bock. In the media, we focused on the issue “Is your beer Super?” throughout the year. This campaign was complemented by the “Make yourself a Super Summer” initiative, which engaged the country for eight weeks. We travelled more than 10.000 kilometres and visited 60 beaches; over 120 experiences provided to consumers. The Web exponentially broadened the scope of the campaign, which involved 2.300.000 people in creating and sharing content. The “Super Club”

MANAGEMENT REPORT | 2013

initiatives that attracted wide participation. Through broadcasts on Sport TV and the clubs’ social networks, the brand has reached around two million fans... was also launched, an online consumer loyalty platform that has received more than 100.000 visitors since its launch in June. There were other gatherings and motivational campaigns. In music, the 19th Super Bock Super Rock Festival demonstrated itself to be firmly established, with a level of public recognition and notoriety of 94% (in the 16-34 age group). In football, our links to several clubs remain strong. With two of the “big clubs”, Futebol Clube do Porto and Sporting Clube de Portugal, the interactive platform “Super Bock Super Fans” implemented

Super Bock’s charisma is also reflected in exceptional and proven innovation. In this context, Super Bock Selecção 1927 emerged, a series of unique, artisanal beers created by Unicer’s master brewers. With four different editions launched throughout the year, each limited to six or eight thousand units (always in numbered bottles), the “Selecção 1927” deserved separate promotion, in which history, flavours and aromas of the beer accompanied their combination with our food.

Super Bock needs to address the world, and its world became greater in 2013. On the other side of the ocean, the operation “Super Bock in Brazil” focused on taking a memorable step forward: the start of local production of the brand in Rio Grande do Sul, under a partnership with the RioGrandense Brewery. Around Europe, Galicia received the advertsing campaign “Super Bock Negra Sin”. The result? Our alcohol-free stout grew by 30% in the Galician market, reaching the mark of more than 1.000.000 litres. The pioneering spirit of the brand even took it to Saudi Arabia, where a range of four flavours of Super Bock 0.0% was launched.

UNICER 100

In Angola, Super Bock strengthened its presence with the launch of easy-opening Stout Mini, leveraged by means of an advertising campaign. In this country, the provision of Cristal beer was also worthy of note, which scored points with a promotion focused on the Angolan consumer conducted in partnership with the telecommunications company Movicel. Publicised in the media (TV and radio) and on billboards, this campaign, in which the brand offered 20.000 phone cards, allowed Cristal to forge a closer relationship with consumers. Other Unicer beers performed remarkably well. In Portugal, Carlsberg returned to prominence as leader of the international premium beer brand segment. The brand became associated with the first electronic sunset held in the country: “Where’s the Party?” took more than 5.000 people to Cascais Marina. Finally, Cheers Radler, a beer with lemon juice, was a successful innovation. Launched last year and available to some customers in the off trade channel, sales of the brand reached almost 1.000.000 litres. Now, the phenomenon Somersby... In 2013 the “summer drink” proved its potential, reaching the 2.000.000-litre mark. This high performance gave impetus to the Cider category in Portugal and became an important source for acquiring new consumers. Their

success was reflected on social networks: Portugal became the country with the largest number of fans of the brand on Facebook (85.000), surpassing foreign markets in which the brand is already in a phase of maturity, such as Denmark or the central European countries. In turn, the consistent rise continued of Água das Pedras, which strengthened its leadership in the Carbonated Waters market. You do not meddle with a winning strategy, so the campaign continued with Daniela Ruah as ambassador. The empathy between the brand and the actress enabled us to establish a strong relationship with consumers, which resulted in 200.000 fans on Facebook. On the other hand, the visibility of Pedras in the on trade channel was boosted through 100 “top spots” providing broad exposure for the

What do we do well at home we do abroad. In 2013 we consolidated our presence in other countries, mixing our brands with other cultures.

brand at selected customers across the country. Internationally, our carbonated water consolidated its cosmopolitan image by strengthening its presence in the premium catering and food retail markets in Brazil (Rio de Janeiro and Sao Paulo), and by establishing distribution partnerships in the US (in the states of New Jersey and New York). In terms of Still Waters, the objective of optimising the value chain was achieved. In the area of brand performance, the third edition of the “Vitalis Bebida Solidária” initiative is of particular note, a social responsibility project that, through a partnership with SIC Esperança, supports the education of socially disadvantaged children.

ENHANCED LEADERSHIP IN PORTUGAL In a difficult year for Portugal, we showed character. We were resilient and assumed the leading position in the beverage market. We strengthened our leadership in the Horeca channel and also grew in the off-trade channel. Not surprisingly, 2013 was marked by a further reduction in the consumption of alcohol outside the home, a situation only mitigated by a summer of high temperatures. Overall, the Horeca channel fell significantly. The Beer category ended up being the exception, with a decrease of 3% compared to the double-digit drop witnessed in the categories of Waters and Soft Drinks and 10% for all categories, as measured by Nielsen in the INCIM. Besides the good results achieved in its main categories, Beer and Carbonated Waters, Unicer also reinforced its status as leader due to the attitude of Somersby – sales of this drink more than tripled in 2013. By gaining market share, the cider brand confirmed its importance within Unicer’s plan for future growth in this channel.

We were up close and involved. We worked in partnership with customers, reached out to consumers and continued to place a high value on every link in the distribution and sales chain. We ended 2013 with our leadership strengthened in the domestic market.

MANAGEMENT REPORT | 2013

101

UNICER 102

For every effect there is a cause. Our good performance is the result of a continuing strategy, with various initiatives carried out throughout the year. We may point to enhancing the visibility of the Super Bock brand, the launch of the Pedras Salgadas visibility programme, the selective building of the distribution of Somersby and the implementation of activations that promoted the rotation of our brands at points of sale through a customised approach by category, customer segment and region of the country. Enhancement of the partnership with our distribution network, with a view to creating the conditions necessary for sustainability that ensure cost effective management of capillary distribution in the entire market, also contributed to this performance. In this regard, the “Unidis” project was launched, a new transactional system that

will provide more robust solutions to our distribution network operations. In the Organised Horeca, supply agreements with customers whose chains have a very significant weight in this channel also enabled us to achieve results against the flow of current market conditions. We will now turn our focus to Direct Operations, an area in which we exceeded our best expectations. Whether in mainland Portugal or in Madeira, we achieved a performance that surpassed that of the market. With the launch of two new operations – one in the district of Coimbra and another, extremely complex one on Pico and Faial

“Unicer Direct”, a new complementary approach to traditional sales activity making use of telemarketing, was key to the success of our Direct Operations, and was highly valued by customers. Also in this area, we launched the new sales mobility system, which will allow us to support and accelerate decisionmaking, making the tasks of sales staff more effective. The year was also marked by the development of a project in the area of Unicer Technical Assistance. Further gains were achieved in the operational efficiency of a service with a level of quality widely recognised by our customers. As we began by saying in this report, we closed the year with a very positive balance in the offtrade channel, where we increased

sales volumes in the categories of Beers and Carbonated Water. This counteracted the downward trend witnessed in recent years – a U-turn stimulated both by the promotional dynamics of major distribution brands and continuous investment by Unicer in greater proximity and engagement with consumers, with multiple visibility and brand activation initiatives at points of sale nationwide. In 2013, we thus continued to place a high value on developing partnerships with our customers, seeking to improve the perception and value of the different categories. Examples of this were the acquisition of new customers through the Somersby and Cheers Radler brands and the launch of the “Super Bock Selecção 1927” specialty beers, highly valued by customers and consumers. With regard to Somersby in particular, it was a source of enormous satisfaction to watch its creation of value in the off-trade channel: with 850.000 litres sold, the brand won over a new audience, ensuring its future.

THE WORLD IS CALLING US

Against all the difficulties that arose along the way, in 2013 Unicer resolutely presented itself to the world. Once again it showed the character of a leader, justified by being the largest Portuguese exporter of beer. More than that, it made history in its internationalisation process: for the first time, Super Bock began production in Brazil. The truth is, it was not easy. In the various target markets we faced adverse situations that required us to adjust quickly. This is what happened in Angola, where, from the first quarter, the complexity of customs procedures adversely affected export processes. We respond dynamically and innovatively, reinforcing the presence of brands and launching new products, specifically Cristal and Super Bock Stout 0.25 Pull-Off. In Europe, a sharp decline in consumption did not prevent us from increasing beer exports. Even though in France, Unicer’s second largest export market, an increase in Excise Duty (IEC) led to a reduction in consumption, this was

largely offset by a rise in exports to Switzerland and Spain. We optimised geographical proximity, increasing the presence of our brands in predefined European destinations through numerous visibility and communication initiatives. In short, we did not drop our guard. We continued to strengthen and consolidate our position in major overseas markets; we did so to get ever closer to our customers and consumers in the different regions. Going beyond current activity, projects were implemented directed towards current markets and new regions with the aim of expanding the area of operation of the company and promoting growth among the leading brands.

MANAGEMENT REPORT | 2013

Islands – we managed, in one fell swoop, to implement a process of transition without disruption and strengthen our position.

103

UNICER 104

In the following pages we show you some of the stories of our internationalization process wich made us grow and gave us streght to continue strongly this route we set.

In 2013, we respond to adversity with renewed determination. We interpreted cultures, drew up new routes, made our brands more global. And we had the audacity to move forward with the production of Super Bock in Brazil.

In this context, Unicer’s consolidation worldwide reached new heights with the first production Super Bock outside Portugal – Brazil was its destination, its new home. The first licensed production of the brand overseas became a reality thanks to a partnership with the RioGrandense brewery, in the state of Rio Grande do Sul. Test production took place in November and the cities of Sao Paulo and Rio de Janeiro are already pencilled in for our business operations. This is undoubtedly a landmark in the development of Unicer’s business and in our international positioning. And other cultures, other product concepts. The first Super Bock 0.0% alcohol reached the Middle East in an extended range of four

flavours. Saudi Arabia, Jordan, Libya and the United Arab Emirates were the pioneering countries in the import of this new beer. The first results are promising, with the receptivity of the Saudi market being particularly impressive. Água das Pedras also continued to take root abroad, with a significant performance in Brazil and in Spain. If in the neighbouring country its growth was cemented, ending the year with an increase of more than 10% compared to 2012, across the Atlantic the strategy for the brand was redefined and its distribution extended. Today, more customers choose Pedras in Brazil. In short, we reacted actively and creatively to 2013. We consolidated our leadership in the export of Portuguese beer and witnessed our brands being welcomed in other latitudes. To continue to grow, that is our intended purpose.

Let’s journey throughout

EUROPE Part of being Portuguese is the ability to immerse oneself in other cultures without losing the essence of the Lusitanian character. It is in this spirit that Unicer operates in other markets: becoming part of them without undermining their products, which also means “producing for a specific market”. The expression is part of the speech by Paula Marinho, our Director for Europe, and reflects our made-to-order intervention in each country of the Old Continent. After France, came Switzerland, and then Spain, Luxembourg and the United Kingdom. These are our main European destinations, but there are many others: we have already counted 17 where our brands (especially Super Bock and Água das Pedras) are present, so our dictionary has the word EXPAND in capital letters. Unicer’s export map for Europe has clearly gone beyond the “nostalgia market”. We go looking for our diaspora, accompanying both decadeslong and brand new emigrants, while attracting more and more native consumers. We blended in, like good Portuguese. This is why, right next door in Galicia, Super Bock Negra Sin Alcol – the first alcohol-free dark beer in Spain, developed from scratch – is a success. However: Super Bock is still called Super Bock; leaders don’t change their name. Wherever we go, we communicate our truth (the quality and identity of the Unicer brands), while still interpreting the local reality and, of course, promoting our country. The farther we go from home to the North and East, the more our refreshing beverages advertise Portugal as a tourist destination. Where it is cold, we launch the warm call of the South-east…

MANAGEMENT REPORT | 2013

105

UNICER 106

MANAGEMENT REPORT | 2013

107

Super Bock with a

Brazilianaccent

Four hundred kilometres from São Paulo’s capital, someone is drinking a Super Bock, while still in the state of São Paulo. The vastness has a Brazilian accent. Despite our awareness of how many times all of Portugal could fit into a map of Brazil, we can only understand the size of this country by experiencing it. And it is this on-site experience that produces the surprise of the immeasurable When Francisco Guedes and Vasco Ribeiro, Country Manager and Marketing Director, respectively of Unicer for this market, speak of Brazil as “a continent”, complex, multiethnic and multicultural, we are not dealing with a prepared speech, but two voices with the same staggering perception of a world filled with many realities. Now, imagine what it is like to produce a beer over here of Portuguese origin, and ensuring its distribution throughout the different states. It’s an adventure, but it’s worth it. Starting with the South, Super Bock follows a long itinerary to São Paulo, Rio de Janeiro and Minas Gerais, the South-east triangle. In this colossal market, there is a segment, premium yet accessible, of international brands with local production. It’s “a competitive environment”,

notes Francisco Guedes, that our beer holds up well using its own strengths, imposing its unique personality. On both sides of the Atlantic it shows how Life is Super -and in Brazil the slogan takes on different shades of meaning according to the place. It should be remembered that in this federal republic each state has its idiosyncrasies: as Vasco Ribeiro illustrates, if the Carioca, the carefree sun worshipper, “prioritises the refreshing quality of the beer”, the Paulista, who tends to be a workaholic, “seeks sophistication and shows interest in the beers of the world”. Regardless of the particularities of the states where we operate, that determine different approaches, everywhere we take the truth of our brand. Thus, with the intent to produce genuine Super Bock, we sent our master beer makers to Rio Grande do Sul, to Cervejaria RioGrandense. This is where we started, in 2013, a production that was true to the original formula. Considering the Brazilian palate, we simply reduced slightly the bitterness of our beer. We didn’t skimp on its essence. The guarantee that nothing is ever adulterated in this production is given by Maria Fernandes. Connected with Unicer for several

years, this employee accepted the challenge of a new life in Rio Grande do Sul, where she is in charge of “the entire process of manufacturing and bottling our beer”, emphasizes Francisco Guedes. It is obviously a mission with great responsibility, but just right for someone who took on all of the assumptions to make the Super Bock. It’s true that there are a lot of details, many criteria, but it’s all worth it. From the start, our production unit in Brazil has been operating the way we wanted and within predefined timings. In this regard, Vasco Ribeiro remembers the day when a Unicer team left Portugal headed for Portalegre, in Brazil, to approve the first local production of Super Bock. This is the city with the closest international airport to Rio Grande do Sul, which would have required our employees to spend a few more hours to reach the factory. But St. Peter refused to cooperate; rain came pouring down and Portalegre was inundated, traffic hopelessly snarled. The solution was for the factory to go to Portalegre – in a hotel ballroom, there was tasting and approval. “It was good, fortunately”, remembers this person in charge. It was good, obviously, we now rephrase it.

For a small beer, a big bottle. Or, that mini beer is sooooo good, especially with the easy opening. We are in Angola, nature is expressed its abundance in the landscape and in the DNA of the people. Life is lived intensely, -with all of the senses. And, for the best reasons, they ask for “maximum freshness”: it was under this signature that Cristal revealed, in last quarter of 2013, the creativity to present it in a mini version, produced exclusively for this market. This is where we see the importance of Cristal in Angola, but also the “mini phenomenon”. In 2010, when Super Bock Mini arrived in this African country, it was facing virgin territory, i.e., there were no 0.25cl bottles with easy opening capsule. Our brand showed, once more, that it is a trend setter and a good interpreter of the socio-cultural reality of each market, and launched the innovative concept “easy open”. Today, the expression is part of the lexicon of the Angolan beer consumer and, for our part, deserves to be constantly updated – 2013 was also marked here by the launching of the Stout Mini Marcos Pereira, Director of Unicer in Africa, thus underlines our “strength of communication” in Angola and the way we are able to read a country where consumption “reacts to what is in fashion”. Thus, year after year, we make fashion, we create trends. Before we leave Africa, let’s stop in Cape Verde to take a look at something of which we are very proud: Super Bock remains the preferred brand of local consumers. After the quizomba, let’s have a morna… nice and cold!

Angola

In everyone wants minis that are easy to open

UNICER 108

The photo, shared on Facebook by an Arab consumer, showed a Super Bock in a large supermarket, surrounded by women wearing niqabes. The e-mail, sent by a Portuguese emigrant, expressed thanks for the presence in Saudi Arabia of the beer, this one and no other. As soon as he heard about it, he left work to go and buy it. With the first sip, he felt like he was back home. João Torres, Director of Unicer for the Middle East and China, keeps these stories among the first records of our incursion into this country – an experience that started in November 2013. It should be remembers that this is a Muslim market, which means strong restrictions on the consumption of alcoholic beverages. That didn’t stop us. Unicer has patented a unique process to remove the alcohol from beer that, in this particular case was a true “open Sesame”… In Saudi shopping centre there is room for regular Super Bock 0.0% Alcohol and exclusive productions with the flavour

of apple, pomegranate and lemon. The entry of Saudi Arabia is the result of a long, duly matured process. As João Torres recalls, it followed a specific approach for the Middle Eastern markets, which led our company to take part, for three consecutive years, in the Gulfood, the world’s fair of food and drink held in Dubai. The objectives were redefined, partners were recognised (this led to the first agreement with a distributor from Jordan), and the offering of Unicer was streamlined in terms of product and packaging. Today, in the shopping centres of Riyadh, for example, Super Bock shows a desire to gain market share, appearing in easy-opening six packs. They are packs with an Arab feel, inscribed in the local culture, but the symbol of our beer is there, immutable. João Torres also speaks of another very distinct reality: the Chinese. In this immense market, which demands a “cautious and conservative” approach, attention falls on the coast where there is buying power. In the Shanghai region, the City Shop chain of

supermarkets with imported products meets the demands of a clientele consisting of foreigners and a growing number of upper middle class Chinese. They are looking for selected, quality articles, and they find, in the water area, our Vitalis, Pedras and Vidago.

DESIRE FOR EXCELLENCE In the Supply Chain, there are no more weak links Service, efficiency, quality and safety formed the basis of our work, day after day, in all areas comprising the Supply Chain. Continuously, our operations we were driven by a desire for excellence, focused on ensuring the development, ongoing adjustment and competitiveness of people and production and logistic resources. In light of this challenge and undertaking, 2013 was marked by the project to modernise the Leça do Balio Production Plant.

Leça do Balio, Matosinhos. Where it all began there is an insistent call of the future, a creative fibre that moves us: here we make the best Portuguese beer, for sure; from here we are able to serve well any market. There are reasons for us to be so confident. In 2013 we completed the project to consolidate, modernise and optimise our brewery. Today, Unicer has a superstructure with a production capacity of 450 million litres of beer per year. Equipped with the most advanced and innovative resources, it boasts standards of quality and levels of efficiency worthy of the best European factories. With the restructuring of this plant we implemented a 100-million-euro strategic plan for the development of production and logistics operations in the area of beers. The investment, which encompassed all areas of the production process (beer production, bottling and utilities) continues in 2014 – with the start-up of the new equipment and facilities completed, they need to be optimised, taking into account that demands have risen. Therein lies the desire for excellence...

Prioritising the project in Leça do Balio forced the discontinuation of beer production at the plant in Santarém in March. To offset this, in this municipality we invested in the different areas of the soft drinks factory, enhancing the conditions to support filling bottles, cans and beer-drive with beer. Although 2013 was a year of great works at home, we honoured all our commitments. As always, we made sure to maintain the high quality standards of our products and the degree of efficiency in supplying our customers. In the carbonated waters sector, we focused on operational efficiency, particularly in the energy area, and, naturally, continued good performance in terms of product quality and staff safety.

The same care was taken in still waters, where, given the growing competitiveness of the market, a plan for consolidating operational activity at the different production plants was implemented. The continuous optimisation of fixed and variable costs and the intensive use of resources acted as guidelines, essential to maintaining the profitability of the segment. Finally, wines. In the area of production, the process of internalising the filling of bottled wines at Quinta do Minho continued, taking advantage of the available capacity and achieving economies of scale with significant efficiency gains.

2013 was a year of great works at home. Forming part of an investment of 100 million euros, the project to renovate the Leça do Balio factory puts Unicer at the forefront of the international brewing industry.

109

MANAGEMENT REPORT | 2013

arabianStories

LEÇA DO BALIO, LEADING EUROPE

UNICER 110

ORDER TO OPTIMISE Once again, the constraints of international markets were reflected in the costs of major raw materials, packaging and energy. Faced with worsening conditions, in 2013 optimisation became imperative. In the segments of beers, soft drinks and water, we optimised the use of raw materials and packaging materials. Simultaneously, we reduced energy consumption. We could thus partially offset the significant increase in the price of resources essential to our activity. The investment made in a new cogeneration plant in Leça do Balio comes under the umbrella of these efforts. Thanks to this project, Unicer reached its best ever results in terms of the production and sale of electricity. It also enabled the consumption of biogas, which came to represent 20% of the fuel required to produce thermal energy.

A GUARANTEE THAT ALL IS WELL Good examples begin at home. At Unicer, this is reflected in the adoption of procedures to ensure quality at all levels. It is not a design, it is a reality – independent entities confirm that all is well around here. Thus it was proved in 2013, a year in which we received certification under ISO 22000 Food Safety and OHSAS 18001 Occupational Health and Safety standards. The ISO 9001 Quality Management and ISO 14001 Environmental Management standards were also renewed. The sum is easy to work out, and makes us happy: our Integrated Management System is now certified under the four benchmarks. By meeting the requirements for accreditation, Unicer meets the high levels of demand in the market in relation to food safety, quality and transparency in production and marketing processes. In terms of food safety, certification validates the range of practices we have been adopting, with strengthening of oversight of operational processes and a commitment to provide consumers with the highest quality products at all times. With this in mind, we

participated with distinction in a programme to standardise good food safety practices in the Carlsberg Group (the Good Manufacturing Practices Project). Because quality excellence is a priority, and a constant challenge, we measure it regularly. We test ourselves and ask others to test us; we encourage supplier audits, the monitoring of indicators of the Quality of processes and finished products and qualitative evaluation of beer at points of sale. As a result of this constant vigilance, in 2013, Unicer continued to participate with good results in the Carlsberg Group’s Market Survey, a sensory evaluation carried out on different beers collected at points of sale worldwide by an independent laboratory based in England. Because perfection does not exist, but we are always pursuing it.

Naturally, we are demanding. We assume strict control of Quality and Safety items at all levels of intervention. The guarantee that all is well is confirmed by the certification of our Integrated Management System according to the various standards.

IN LOGISTICS, THE FUTURE BEGAN YESTERDAY By designing in Leça do Balio a superstructure for the twenty-first century, Unicer has broadened horizons and provided everything it needs for domestic and international expansion. Under this investment, construction of the new logistics centre began. An ambitious plan is taking shape, which will optimise our supply chain, taking it to a level of maximum efficiency. Equipped with the most modern automation and communication technologies, the future logistics centre will boast an automated warehouse with capacity for 40.000 pallets linked to the production area by an aerial pallet transport system. Once fully operational, it will improve the quality and safety of operations, as well as reduce breakages and simplify processes.

However, have done more on the ground: throughout 2013 we created three new platforms to supply the on-trade channel in Coimbra, Pico and Faial. Under Unicer’s direct management, and using external logistics operators, these platforms have emerged to improve quality and responsiveness to customers. Despite the number of changes made to the logistics chain – with relevance to the construction of the future centre, which demanded the transfer of all site operations to external operators – normal supply to the market was assured. This has always been an unwavering commitment, which we honour through good coordination of the entire supply chain, the good performance of the platforms and distribution and control of the performance of carriers and logistics operators.

Equipped with the most modern technologies, the new logistics centre will raise Unicer’s operational capacity to maximum efficiency.

MANAGEMENT REPORT | 2013

111

UNICER 112

Given the market instability and the moods of the weather, everything pointed to 2013 being worse than 2012. It wasn’t. With strength and temperance, Maltibérica managed an undisrupted year.

MANAGEMENT REPORT | 2013

113

A SUPERIOR TOURISM CONCEPT When architecture appears as an extension of nature, we cannot but praise the man-made creation. This is what happens at Pedras Salgadas Spa & Nature Park, where modern design organically inhabits the wooded park. This development – officially opened in 2013 – and Vidago Palace Hotel, another exceptional venue, reflect Unicer’s way of doing tourism: associating itself with premium projects highly regarded anywhere in the world.

MALTIBÉRICA STRENGTH 2013 represented a passage between unstable markets; a test of strength in times of crisis. At Maltibérica, the key test was overcome, with the year running smoothly. In budgetary terms, a drop of over 14.5% in the company’s net income was expected for the year compared to 2012. Instead, 2013 ended with a less negative change compared to 2012: -12.2%. This negative trend in Net Income is mainly explained by the combination of two factors: a slight decline in net sales and a deterioration of gross margin. The deterioration in gross margin was mirrored by an unfavourable trend in prices of raw materials

during the calendar year, which was only partially reflected in selling prices given the annual or semiannual nature of most contracts to supply Maltibérica customers. However, the situation was mitigated by the domestic and international supply strategy for brewing barley. The net income achieved also benefited from efficiencies gained in terms of fixed costs compared to 2012 and growth in the profitability of energy cogeneration at the Poceirão plant of 11.3%, likewise year-on-year. With regard to supply in Portugal, the trend of 2012 was confirmed, and we were able to procure more than 10 tons of certified barley

and expand the number of contracted farmers. Even so, average quantities per hectare contracted were slightly lower than in 2012 due to heavy rains during the sowing period combined with a dry period during the months of April and May, which damaged the average quality of the grain at harvest.

Composed of twelve eco houses and two tree houses designed by the architect Luis Rebelo Andrade, Pedras Salgadas Spa & Nature Park, which has already won multiple international prizes, has helped to promote Portugal as a tourist destination of superior quality. A multipurpose hall for events, a spa renovated by the architect Siza Vieira and other facilities complement this 4-star development’s comprehensive range of attractions, where the concept of ecotourism redefines boundaries and makes for a pleasant family stay or business retreat.

Despite this difficult environment, Maltibérica managed to retain its portfolio of customers in Portugal and abroad.

Eco House Pedras Salgadas Spa & Nature Park.

UNICER 114

of operation after extensive remodelling work. Boasting 5 stars, last year this centuriesold hotel, where glamour and a romantic aura are reconciled with the demands of modern life, saw an increase in foreign guests and business generated by the MICE (Meetings, Seminars and Incentives) segment. This situation has, to a certain extent, compensated for a loss in Portuguese customers, as a consequence of the economic and financial crisis that the country is facing.

Vidago Palace Hotel

For ArchDaily, the winning designs are considered unique in many respects – special emphasis is given to their spatial qualities, their structures and materials employed, but also their importance to society and their impact on local communities.

The occupancy rate thus stood at around 39%, with revenue from accommodation representing 43% of turnover. The restaurant business (F&B) comes second, with 39%, followed by golf (11%) and the Spa (7%).

Unicer participates in the tourism business with a profound sense of social responsibility, reflected by two internationally acclaimed developments: Vidago Palace Hotel, a centuries-old hotel remodelled three years ago, and Pedras Salgadas Spa & Nature Park, officially opened in 2013.

category “Hotels and Restaurants”. Designed by Luís Rebelo de Andrade, it prevailed among five finalists for this award presented by ArchDaily, one of the most visited architecture websites in the world. To get an idea of the scale of this award, it should be noted that the contest started with an initial list of 2.700 projects. Of these, 14 would be chosen by online voting, which made up the short list.

Pedras Salgadas - SPA & Nature Park

In the wake of 2013, the goal of Vigado Palace Hotel will be to enhance the international business segment, as well as revenue generated from additional services. In view of the considerable increase in the share of international guests in the coming years, an international sales effort will be made with the support of the offices of Leading Hotels of the World. Under this strategy, the UK, Germany, France, Scandinavia and the Benelux countries are the preferential markets.

International recognition In 2013, the innovative and premium nature of our two tourist developments in Pedras Salgadas and Vigado earned us several international awards. Pedras Salgadas Spa & Nature Park has been widely recognised for its architectural design. Specifically, it was one of the winners of the ArchDaily Awards 2012 in the

In turn, the Vidago Palace Hotel gained prominence by winning the prize for excellence in “New or Renovated Hotels” at the Condé Nast Johansens Awards for Excellence 2014. Associated with the international magazine with the best accommodation and events in Europe and North America, Condé Nast Johansens, these awards reflect the opinions of tourists and luxury tourism professionals from around the world. After all, recognising, rewarding and celebrating the excellence of hotels and spas in different parts of the globe is the aim of these awards. And Portugal is among them, with us, with Vidago Palace Hotel.

MANAGEMENT REPORT | 2013

Even though this tourist complex has been partially operating since October 2012, only last year were the structures that comprise the redevelopment project of Pedras Salgadas Park brought together. Following a protocol of transfer of land from our property, we now await completion by Vila Pouca de Aguiar City Council of the works to redevelop the banks of the River Avelames, which are essential for the improvement of all the area surrounding the project. Given this, 2014 will be a year of full activity at Pedras Salgadas Spa & Nature Park, a structure that adds value to the region and will certainly contribute to the growth of local tourism in a healthy and sustainable manner. In turn, in 2013, the Vigado Palace Hotel entered its third full year

Pedras Salgadas Spa & Nature Park stood out in the ArchDaily Awards; Vidago Palace Hotel won a prize in the Condé Nast Johansens awards. Two more awards in the history of two unique venues, one with a modern design, another centuriesold traits.

115

UNICER 116

BRANDS AND FLAVORS THAT DESERVE THE PODIUM

Between and beyond doors, Unicer affirm itself by the excellence of its brand, recognized by institutes and reference entities. It’s good to remember that our 2013 history, naming some of the distinctions that attest the quality of our products or the innovative design of our packaging.

Nine medals and two trophies in “Monde Selection de la Qualité” Super Bock, Cristal, Água das Pedras were again recognized in Brussels, in “Monde Selection de la Qualité “ , an international competition that certifies the quality and attributes of our brands for more than three decades. In the 2013 edition, our company received nine medals and two special trophies. Unicer is thus, the Portuguese most awarded beverage company with refreshing drinks in this competition: we have been awarded with 143 golden medals. Super Bock by itself has gained 30th consecutive golden medal. This brand counts already a total of 56 golden medals in this prestigious competition.

MANAGEMENT REPORT | 2013

117

What he have achieved in “Monde Selection de la Qualité” 2013:

Super Bock Golden Medal Super Bock Stout Big Golden Medal Super Bock Classic Golden Medal Super Bock Sem Álcool Golden Medal Super Bock Sem Álcool 0,0% Golden Medal + Special Trophies 3 years consecutives Super Bock Sem Álcool Preta Silver Medal Super Bock Abadia Big Golden Medal Cristal Pilsener Golden Medal Águas das Pedras Big Golden Medal + Special Trophies 3 years consecutives

A toast to ours wines: In the wine segment, we can highlight the following awards. We can say that we had a good harvest. Vini Sangria The Flavor of the year, Portugal Planura Reserva 2008 Bronze Medal in the International Wine & Sprit Competition Mazouco Reserva 2008 Bronze Medal in Decanter World Wine Awards

UNICER 118

GUIDE FOR PERFORMANCE EXCELENCE

The implementation of the Unicer Integrated Management System comprises four branches of activity: the manufacture and filling of beers, soft drinks, juices, nectars, wines, sangrias and ciders; the abstraction and bottling of natural mineral waters (Pedras, Vidago, Vitalis) and spring waters (Caramulo); the marketing and distribution of beverages; and the provision of Technical Assistance for equipment related to the business activities. This model has been certified under the following standards: ISO 9001:2008 – Quality Management Systems (since 2000), ISO 22000:2005 – Food Safety Management System (since 2013), ISO 14001:2012 – Environmental Management System (since 2009) and OHSAS 18001:2007 – Occupational Health and Safety (since 2013).

GUIDING PRINCIPLES

Quality

Food Safety

To guarantee greater proximity to the Customer/Consumer. To advance appropriate monitoring processes, supported by the Process Owners. To improve problem solving, developing methodologies for analysing causes. To promote a culture of “doing it well the first time”.

To take the handling of complaints as an essential tool for identifying and preventing potential reasons for dissatisfaction.

Laboratory Tests

The Integrated Quality, Environmental and Safety Policy of the Integrated Management System is an essential pillar of our strategy, ensuring that “wherever we are, Unicer and our brands will always be the first choice”. We ensure compliance with regulations, legislation and other requirements subscribed to by the company. We promote continuous improvement throughout the value chain by adopting best practices, and ensuring systematic planning, monitoring and review;

We regularly assess our performance against specific indicators, making them available to all interested parties; We promote the development of our Employees’ skills to ensure their continuous training; We promote Research, Development and Innovation, contributing to the advancement and use of knowledge; We believe that effective communication is the key to everyone’s involvement.

Through laboratory tests performed according to established methods, to guarantee that technically valid results are produced. To promote high levels of quality of service according to customer requirements. To guarantee high levels of technical expertise and appropriate laboratory facilities, in order to meet the requirements of the NP EN ISO 17025 Standard at all times.

To ensure high levels of food safety throughout the chain in order to ensure consumer confidence. To prevent and minimise risk to the consumer, encouraging a culture of accountability.

To be a national point of reference for stakeholders in the RDI of the beverages business.

Environment To promote the prevention and integrated control of pollution. To promote eco-efficiency in processes and products, promoting the sustainable use of water, the rational use of energy and the incorporation of environmental criteria into the selection of raw material and packaging.

To communicate and collaborate with government and industry agencies in the area of food safety. To ensure systematic review of the food safety management system by observing compliance with Food Safety objectives.

To minimise environmental impacts, promoting the reduction in polluting air and water emissions and giving importance to solutions involving reuse and recovery.

Research, Development

Occupational Health

and Innovation (RDI) To continuously and effectively renew and improve the portfolio of Unicer products. To effectively incorporate scientific and technological developments into Unicer processes and products.

and Safety To prevent accidents at work and occupational diseases by establishing and reviewing OHS objectives that aim to reduce their frequency and severity. To establish high safety levels for workplace equipment. To ensure the presence of safe workplaces, systems and working practices.

MANAGEMENT REPORT | 2013

119

UNICER 120

MANAGEMENT REPORT | 2013

121

COMMUNICATING WITH STAKEHOLDERS

This process uses a labelling checklist as a guide, which contains all the necessary legal information for the consumer in the various languages of the markets for which the products are intended.

Our company has established the means and responsibilities for communication along the food chain, which consists of suppliers, customers and/ or consumers, statutory and regulatory authorities, and other stakeholders, whereby the authorities concerned with reporting on the food safety of the product are described the Crisis Management Manual. We communicate through relevant channels, such as the formalisation of specifications with suppliers, whose performance is evaluated periodically. Thinking especially of customers and consumers, we provide product technical data sheets on our website and maintain a line of communication with the company in the areas of nutritional information and complaints. This, of course, together with the printing of relevant information on the labels of our products.

We also make a point of indicating Unicerâ&#x20AC;&#x2122;s Consumer Helpline and website address on the labels of our products. By doing so, we establish continuous communication channels, providing the additional information requested of us.

MANAGEMENT INDICATORS

COMMUNICATING BY THE LABEL Conveying the various items of information and explanations to the consumer simply and clearly, while at all times complying with prevailing law, is a concern in the labelling of Unicer products. In addition to information of a legal nature (such as a list of ingredients, for example), we also offer a range of both quantitative and qualitative information of interest to consumers, such as warnings for pregnant women on alcoholic products or product storage information. The preparation of product labelling is undertaken by the Quality, Environment and Safety Division and includes actions to confirm the legal compliance of the product developed, from raw materials to the final product, based on food safety and quality requirements.

This entire system is measured using management indicators such as rates of Finished Product Quality (IQPA), Right First Time (RFT), Clean Brewery and Clean Plant, the number of product complaints, response time to complaints, the results of the traceability exercises (efficacy and performance time), or rates of material and product non-conformances.

REGULAR AUDITS In order to ensure compliance with best practices and rigour in all areas of integrated management, the Quality, Environment and Safety Division ensures regular internal audits are conducted at all Unicer sites, as well as at suppliers and points of sale, using a pool of internal auditors from Unicer. In 2013, 24 suppliers were audited (1 of raw materials, 15 of packaging materials and 8 of services); 17 integrated internal audits were performed, including production centres and logistics platforms; and 1.503 points of sale were audited.

ALWAYS THINKING ABOUT OVERALL CUSTOMER SATISFACTION Meeting the expectations of customers, or even surprising them positively, is a concern that we regularly assess. In this regard, we carry out actions that enhance the level of customer satisfaction with our products and services. It is the responsibility of the Knowledge and Information area of the Marketing department to conduct periodic satisfaction surveys. This work involves personally interviewing On Trade and Off Trade customers, covering the areas of business and sales, distribution and logistics, and even administrative support to customers. The goal of these studies is to deepen and systematise our knowledge of our customers and improve our relations with everyone.

MANAGEMENT REPORT | 2013

122 123

EXTERNAL

VERIFICATION

UNICER

UNICER 124

MANAGEMENT REPORT | 2013

125

CONTENTS

GLOBAL

REPORTING INITIATIVE GRI 13

UNICER

Basis for preparation of the report in relation to joint ventures, subsidiaries, leased facilities,

4-7

outsourced operations and other entities that may significantly affect comparability between periods and/or between organisations 3.9

Data measurement techniques and the bases of calculations

6-7

3.10

Explanation of the nature and consequences of any reformulation of information contained in

6, 7

previous reports 3.11

Significant changes in comparison with previous years

6, 7

GRI Contents 3.12

Table identifying the location of each element of the GRI report

126-131

Assurance 3.13

Policy and current practice with regard to external assurance of the report

7, 123-125

4. GOVERNANCE 4.1

Governance Structure

4.2

Disclosure in the event that the chair of the highest governance body is also an executive of-

13, 15, 21-23 21-23

ficer (and their functions within the organisation's management) GRI

Page

1. STRATEGY AND ANALYSIS 1.1

Message from the Chairman

1.2

Description of key impacts, risks and opportunities

8-9 32-43

4.3

Declaration of the number of independent or non-executive members

22-23

4.4

Mechanisms enabling shareholders and employees to make recommendations to the highest

21-22

governance body 4.5

Linkage between compensation for members of the highest governance body, senior manag-

21-22

ers and other executives and the organisation's performance (including social and environ2. ORGANISATIONAL BACKGROUND 2.1

Name of the organisation

2.2

Key brands, products and/or services

2.3

Operational structure of the organisation

2.4

Location of organisation's headquarters

2.5

Countries where the organisation operates

mental performance) 7

4.6

Processes in place in the highest governance body to ensure conflicts of interest are avoided

21-22

4.7

Process for determining the qualifications and expertise of the members of the highest gover-

21-22

13, 15

nance body to define the organisation's strategy on issues related to economic, environmen-

tal and social issues

15-16

2.6

Type and status in law of the organisation

2.7

Markets served

2.8

Scale of the organisation

2.9

Significant changes

2.10

Awards/recognition received

10-11

4.8

Statements of mission and values, codes of conduct and internal principles relevant to eco-

20, 33-43, 118-121

nomic, environmental and social performance, as well as the status of their implementation 4.9

4, 7

Procedures of the highest governance body for overseeing the identification and management

21-23

by the organisation of economic, environmental and social performance, including relevant

27-29, 114-117

risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles

3. REPORT PARAMETERS 4.10

Processes for self-assessment of the performance of the highest governance body, especially

3.1

Period to which the information relates

3.2

Date of most recent report

3.3

Reporting cycle

4.11

Explanation of how the precautionary principle is addressed by the organisation

3.4

Contact point for questions regarding the report or its contents

4.12

Charters, principles or other economic, environmental and social initiatives developed exter-

3.5

Process for defining report content

4-7

3.6

Report boundaries

4-7

3.7

Other limitations of specific scope

4-7

21-22

with respect to economic, environmental and social performance 23 30-31

nally, which the organisation subscribes to or endorses 4.13

Participation in associations (such as industry associations) and/or national/international advocacy bodies

30-31

126 127

MANAGEMENT REPORT | 2013

3.8

UNICER 128

ASPECT: EMISSIONS, EFFLUENTS AND WASTE

129

4.14

List of the key stakeholders of the organisation

24-25

EN16

total direct and indirect greenhouse gas emissions by weight

4.15

Basis for identifying and selecting key stakeholders

24-26

EN18

Initiatives to reduce greenhouse gas emissions and reductions achieved

4.16

Approaches to stakeholder consultation

24-26, 37

EN19

Emissions of ozone-depleting substances by weight

4.17

Key topics and concerns raised by stakeholders as a result of the consultation and how the

37-42

EN20

NOx, SOx and other significant air emissions

EN21

Total water discharge by quality and destination

EN22

Total weight of waste by type and disposal method

EN23

Total number and volume of significant spills

organisation responds to such issues and concerns

Management approach

20-22, 32-43

ASPECT: ECONOMIC PERFORMANCE EC1

Direct economic value generated and distributed

EC2

Financial implications and other risks and opportunities for the organization's activities due

EN26

Coverage of the organisation's defined benefit plan obligations

EC4

Significant financial assistance received from government

58-59 58 58-59

Initiatives to mitigate environmental impacts of products and services, and extent of impact

49-52

mitigation EN27

to climate change EC3

ASPECT: PRODUCTS AND SERVICES

94 32-43

49, 56

Percentage of products sold and their packaging materials that are reclaimed by category

ASPECT: COMPLIANCE 94-95

EN28

Monetary value of significant fines and total number of non-monetary sanctions for non-

compliance with environmental laws and regulations

ASPECT: MARKET PRESENCE EC6

Policy, practices, and proportions of spending on locally-based suppliers

Management approach

ASPECT: INDIRECT ECONOMIC IMPACTS EC8

Development and impact of infrastructure investments and services provided primarily for

113-114, 78-91

public benefit through commercial, in-kind, or pro bono engagement EC9

Understanding and describing significant indirect economic impacts, including the extent of

113-114

impacts

Management approach

Materials used by weight or volume

20-22, 32-43, 47-49

ASPECT: ENERGY EN3

Direct energy consumption by primary energy source 36, 40

49, 54-55

EN4

Indirect energy consumption by primary source 36, 41

49, 54-55

EN5

Energy saved due to conservation and efficiency improvements

EN6

Initiatives to provide energy-efficient or renewable energy based products and services, and

Initiatives to reduce indirect energy consumption and reductions achieved

LA1

LA4

Total water withdrawn by source 36, 43

EN10

Percentage and total water volume of water recycled and reused

Total number and rate of employee turnover by age group, gender, and region

63-64

54-55

Percentage of employees covered by collective bargaining agreements

ASPECT: OCCUPATIONAL HEALTH AND SAFETY LA7

Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-

64, 75

related fatalities (including subcontracted workers) by region LA8

Education, training, counselling, prevention, and risk-control programs in place to assist work-

76-77

force members, their families, or community members regarding serious diseases ASPECT: TRAINING AND EDUCATION LA10

Average hours of training per year per employee by employee category

LA11

Programs for skills management and lifelong learning that support the continued employ-

71 64-67

ability of employees and assist them in managing their careers

ASPECT: DIVERSITY AND EQUAL OPPORTUNITIES

ASPECT: WATER EN8

Total workforce by employment type (full time or part time), employment contract (full time or part time), and region

LA2

reductions in energy requirements as a result of these initiatives EN7

ASPECT: EMPLOYMENT

ASPECT: LABOUR/MANAGEMENT RELATIONS

ASPECT: MATERIALS EN1

20-22, 32-43, 63

49, 57 49, 58-59

LA13

Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity

MANAGEMENT REPORT | 2013

Stakeholder Participation

UNICER

Management approach

20-22, 32-43

130 131

HR2

Percentage of significant suppliers and contractors that have undergone screening on human

rights and actions taken ASPECT: CHILD LABOUR HR6

Operations identified as having significant risk for incidents of child labour, and measures

nenhuma

taken to contribute to the elimination of child labour ASPECT: FORCED AND COMPULSORY LABOUR ASPECT: INDIGENOUS RIGHTS HR9

Total number of incidents of violations involving rights of indigenous people and actions taken

Management approach

nenhuma

20-22, 32-43

ASPECT: COMMUNITY SO1

Nature, scope, and effectiveness of any programs and practices that assess and manage the

78-91

impacts of operations on communities, including entering, operating, and exiting ASPECT: CORRUPTION SO3

Percentage of employees trained in organization's anti-corruption policies and procedures

n達o existe

SO4

Actions taken in response to incidents of corruption

n達o existe

ASPECT: PUBLIC POLICY SO5

Public policy positions and participation in public policy development and lobbying

Management approach

n達o existe

20-22, 32-43, 118-121

ASPECT: CONSUMER HEALTH AND SAFETY PR1

Life cycle stages in which health and safety impacts of products and services are assessed

118-121

for improvement, and percentage of significant products and services categories subject to such procedures ASPECT: LABELLING OF PRODUCTS AND SERVICES PR3

Type of product and service information required by procedures, and percentage of signifi-

121

cant products and services subject to such information requirements PR5

Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

36, 101-102

MANAGEMENT REPORT | 2013

ASPECT: INVESTMENT AND PROCUREMENT PRACTICES

EDIÇÃO UNICER - Bebidas de Portugal, SGPS, S.A. DESIGN Not Found