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UNICER | ANNUAL REPORT | 2012
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UNICER | ANNUAL REPORT | 2012
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Two years after publicly assuming our Sustainability Strategy, presenting social, economic and environmental priorities and goals, it is time to return with an extended report verified by an external body, thus fulfilling the commitment to communicate our progress. We can say it has been a journey full of challenges, trials overcome with distinction and unforeseen obstacles that have made us think and rethink the ideal way to contribute to the evolution of our planet, while constantly concerning ourselves to give our best. Admittedly, for all at Unicer, Sustainability is a cycle of continuous learning, where, despite the volatility of the socio-economic and environmental backdrops, we seek to draw a straight line to guide our future and that of all those around us and who interact with us.
In the following pages we present the Unicer of today with an eye on the future and we give centre stage to the activities we pursued during 2012, where our People and our brands take a leading role. 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 and are described in the different “Latitudes� of this document. Join us on this journey!
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UNICER | ANNUAL REPORT | 2012
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Environment 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 socio-administrative activities. In relation to wines, only emissions from production activities at our Quinta do Minho - P贸voa de Lanhoso facilities were taken into consideration.
Economic and social 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) of the activities: - of tourism, given its characteristically high turnover; - of malt production, due to it being a company under independent management.
History and warnings This report follows the calculation rules determined by the Global Reporting Initiative (GRI3) in order to ensure the definition of its contents, the quality of information and the 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 data, based on the volume of production, in order to better reflect the efficiency of the management of associated resources.
The management report relating to our performance in 2011 is available in a simplified version containing the key indicators of our performance and a situation report in relation to the indicators of our sustainability strategy. All Management Reports can be found on the
As with the Annual Report published in 2011, which covered the period from 1 January 2010 to 31 December 2010, this report 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, and the reliability of information related to performance indicators, based on the GRI G3 Directives.
site www.unicer.pt. Should you require further information or clarifications, or if you wish to make comments and suggestions, please feel free to contact us: People and Communications Division Unicer Bebidas de Portugal, SGPS, S.A. Apartado 1044 4466-955 S達o Mamede de Infesta unicer.direto@unicer.pt www.unicer.pt NOTE: This report was prepared under the new Portuguese Language Orthographic Agreement.
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UNICER | ANNUAL REPORT | 2012
Examined by the GRI
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MESSAGE FROM THE CHAIRMAN A year of triumphs in the domestic market and strengthened leadership abroad The year 2012 was the first full year of compliance with the financial adjustment plan agreed with the Troika. While the progress made in correcting deficits (both current account and State) has been lauded by our creditors, it must be acknowledged that the costs for the domestic economy have been very damaging: GDP falling by over 3%, a drop in domestic demand of around 6% and unemployment skyrocketing to levels close to 17%. The only positive economic indicator was, once again, that exports grew 6%. This crisis in domestic demand has especially affected consumption outside the home (Horeca), which fell by about 15% in 2012. Unfortunately, the outlook for 2013 is not very different. In a radically adverse domestic environment, with the beer market set to fall by around 10% and carbonated waters by around 15%, Unicer has managed to mitigate the fall in its main markets to around 6%. This means that we have gained market share, consolidating our position as market leader in the beer and carbonated water markets as a result of a successful strategy of developing the Super Bock, Cristal and Carlsberg brands in the beers category and Pedras in carbonated waters. In the remaining categories (still waters and soft drinks), the effects of consumption of stocks of brands have been lessened using a pragmatic policy of selective production of own brands. Overall, the domestic market maintained the volumes of the previous year, a remarkable performance given the radical crisis scenario we are experiencing. In 2012, Unicer again achieved a good performance in the export of its brands, specifically Super Bock, arguably the most widely sold Portuguese beverage worldwide. The critical factor in this development was innovation – for example, the launch of the “easy open” system in Angola – and Unicer’s ability to establish and continue excellent distribution partnerships in almost all Portuguese-speaking countries and communities. A total of 47% the beer we produced in 2012 was exported, a new record!
Also noteworthy was Unicer’s conduct in terms of customer service (99,7%), industrial quality and cash flow generation, three areas where we achieved exceptional performance when compared with domestic and international competitors. Also, despite the crisis and the difficult cost rationalisation measures adopted, the positive indicators regarding corporate climate and employee involvement in management stand out in any domestic or international comparison. In 2012, Unicer’s net sales (including excise duty) rose 3% to 498 million euros. Operating income amounted to 51 million euros and net profit 27,6 million euros, an increase of 14% compared to 2011. The company generated 36,2 million euros in cash which, after paying dividends for the year 2011, has allowed debt to be reduced to 174 million euros. We believe that the figures show the enormous resilience of Unicer in light of the very troubled and recessionary times we are experiencing in Portugal. In addition to ensuring short-term results, a number of projects critical to Unicer’s long-term sustainability were continued in 2012: 1. Progress was made in the implementation of the “Masterplan” Project, an investment of over 100 million euros in Leça do Balio that is transforming this industrial and logistics centre into the most modern and competitive in Europe. The first phase of the project – industrial consolidation and upgrading, costing 61 million euros – was completed in late April 2013. Here we should say a very special thank you to the employees of the Santarém brewery, which has now closed, for the enormous dignity and professionalism demonstrated during the process.
In 2012, Unicer again achieved a good performance in the export of its brands, specifically Super Bock, arguably the most widely sold Portuguese beverage worldwide.
In 2012, Unicer again achieved a good performance in the export of its brands, specifically Super Bock, arguably the most widely sold Portuguese beverage worldwide.
2. Studies have been completed and we have moved to the execution stage of a set of plans to develop the Super Bock and Pedras brands internationally in new geographical areas, such as Mozambique, Brazil and the USA/ Canada, markets where, at the moment, in addition to Angola and Europe, Unicer has resident commercial teams. 3. The general funding framework proposal presented by two Angolan banks for the investment project in Angola was approved unanimously at the “Única” company General Meeting, held in early 2013. We hope that in 2013, with this decision taken, the project may materialise.
In my name and on behalf of my colleagues on the Executive Committee, I want to end this message by extending my thanks to the VIACER and Carlsberg shareholders for the support they have always shown to management, consumers, customers and business partners, to our suppliers and farmers for their deep and close collaboration in the supply chain, to all State officials, namely the Ministry of Foreign Affairs and the Ministry of Economy, to the AICEP and Matosinhos City Council for the support and collaboration offered and to all Unicer employees for their professionalism, dedication and the quality of work provided, contributing factors to Unicer’s competitiveness that make all the difference!
António Pires de Lima Chief Executive
* This document was not prepared under the new Portuguese Language Orthographic Agreement.
Personal note: At the time I wrote this message, we were privileged to still have among us António Vaz Branco, executive director of the international area, who we unfortunately lost on 2 May, after a long illness. For his entire career with Unicer, António led our international development. All of his work with us was driven by an obsession: to make Unicer an international company. In 2000, when he arrived here after a career developed with several large companies in Portugal, our exports amounted to 30 million litres. In 2012, they amounted to 218 million, Unicer consolidating its position as the undisputed leader in exported beer brands in Portugal, with a share of about 75%. This was not the case in 2000. António was an eternal optimist. For him, the impossible did not exist. He loved his work, and every day he arrived at Unicer as if it were the first day of his career. Anthony told us about his “dream”, the dream of seeing Unicer increase its presence outside Portugal, with the capacity to deliver all the projects he envisioned and studied around the globe. António has left us, but that dream remains, and now it is up to us to realise it. That is the greatest tribute we can pay him. António has left us, but he is still very much alive within Unicer. Always.
UNICER | ANNUAL REPORT | 2012
Throughout 2013, the consolidation plan will be substantially developed with a new and modern office building, expected to be finished in December 2013, and the proposed consolidation and automation of the Leça warehouse, recently launched and due to be completed in late 2014. Through this raft of investments, in addition to the qualitative results mentioned at the beginning of this paragraph, Unicer will ensure annual operational savings of 18 million euros.
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RELEVANT INDICATORS
CONSOLIDATED INDICATORS ECONOMIC Unit of Measure
2008
2009
2010
2011
2012
Structure of Profit Accounts Sales1 Gross Margin Ebitda Operating Profit 2 Current Profit/Loss Current Profit/Loss After Taxes Net Profit Excluding Minority Interests Earnings per Share Cash Flow (Net Cash Flow)
103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros 103 Euros Euro 103 Euros
510.597 215.201 84.248 52.314 27.382 19.118 18.238 0.36 -7.715
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
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
329.914 5.394 198.906 534.214 126.675 3.719 257.630 146.190 534.214
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
Nยบ Nยบ anos 103 Euros 103 Euros 103 Euros (No. hours x participants per session ) Nยบ %
1.816 1.689 39 281 82 59.969 24.003
1.678 1.521 39 289 87 55.695 24.525
1.625 1.576 39 306 95 57.855 37.664
1.628 1503 39 298 87 52.886 39.439
1.580 1.481 40 315 86 54.335 32.298
109 4,4
110 4,9
83 4,3
70 4,27
77 3,99
Return on Investment 8
%
10,1
9,4
11,3
10,6
10,3
Return on Equity Gearing 10
% %
14,2 200,2
15,9 200,2
23,7 182,0
18,6 158,4
20,3 129,9
Personnel Management Average Number of Employees 3 Number of Employees at 31 December 4 Average Age Sales Productivity 5 GVA Productivity 6 Personnel Costs + Temporary Work Training Volume 7
Accidents with Time Off Work Absenteeism Indicators 9
Sustainability in Numbers
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
2008
2009
2010
2011
2012
GJ MJ/hl m3 hl/hl Ton kg/hl Ton kg/hl Ton % Ton % Ton %
884.868 125,8 2.587.208 3,7 89.977 12,8 4.836 0,7 117 97 20.922 99 54.206 100
821.407 122,8 2.504.516 3,7 71.115 10,6 4.470 0,7 179 96 30.977 96 51.476 100
708.633 104,8 2.490.667 3,7 61.509 9,1 4.373 0,6 217 95 21.333 95 52.951 100
583.119 88,4 2.150.397 3,3 48.806 7,4 4.067 0,6 157 96 17.213 95 51.954 100
579.364 88.2 2.024.089 3.1 47.432 7.2 3.700 0.6 66 98 14.651 95 50.912 100
NOTES: 1 Includes Excise Duty 2 Operating profit before extraordinary items 3 Includes Permanent Employees, Contractors and Temporary Work 4 Includes Permanent Employees and Contractors 5 Sales (including Excise Duty) per capita 6 GVA per capita 7 Training Volume value for 2008 was revised according to the updated calculation formula, in order to compare all 5 years presented 8 Ratio Operating Profit over Average Capital Used 9 For this calculation, an average of Equity at the beginning and the end of the year was taken d.n.a. data not available GJ – gigajoule MJ – megajoule Hl – hectolitre Kg – kilogram m3 – cubic metre Ton – tonnes
UNICER | ANNUAL REPORT | 2012
10 Interest-bearing liabilities expressed as a % of Equity
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PROFILE Unicer is market leader in the drinks sector in Portugal. The beer and bottled water business provide the principal foundations of operations, which extend to the segments of soft drinks, wines, the production and marketing of malt and tourism, through management of the Parque de Vidago and Parque de Pedras tourist developments, and the Melgaço and Envendos spas. Fifty-six per cent owned by the VIACER Group (BPI, Arsopi and Violas) and 44% by the Carlsberg Group, Unicer has a presence from the north to the south of the country through centres producing beer, wine, juices and soft drinks, water collection and bottling centres and sales and operations units. Continuous investment in innovation and the quality we put into the brands we sell and the services we provide reflects our modus operandi in the market. In fact, the major brands – Super Bock and Água das Pedras – can be found on all five continents. A strong internationalisation strategy, based on a consistent and phased programme, will continue in 2013, with the aim of consolidating our presence in all countries, analysing new opportunities in markets that are important to the company. Despite a consistent and competitive presence in Portugal, international investment is and will in the near future be increasingly important to Unicer’s performance, both in terms of human involvement, and in terms of production and results. The current domestic economic climate and the impact of the crisis on the purchasing power of consumers, with an inevitable decline in domestic consumption, have made the internationalisation of the company even more important in order to maintain Unicer’s competitiveness and sustainability.
Our home We adopt a simple structure, focused on the company’s activities, products and brands, its people and goals. The way we are organised also reflects the need to streamline and optimise logistics and distribution channels, while at all times focusing on customers and consumers.
ADMINISTRATIVE AND FINANCIAL
SUPPLY CHAIN
SALES DOMESTIC MARKET
SALES FOREIGN MARKET
MARKETING
EXECUTIVE COMMITTEE
PERSONNEL AND COMMUNICATION
LEGAL AFFAIRS
TOURISM
MALTIBÉRICA
Our products
UNICER | ANNUAL REPORT | 2012
Super Bock and Pedras are the star brands within a portfolio comprising brands of beer, water, soft drinks and wines.
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Where we are 13 activity centres distributed throughout the country, including the island of Madeira, are directly linked to the nerve centre of Leça do Balio, command headquarters of our operations.
Establishment
Management
Leça do Balio
Audit | Management Control and Planning | Purchasing | Finance | Legal Affairs | Project Management | Marketing | Logistics | Personnel and Communications | Beer Production | Operational Planning | Quality | Information Systems | Sales Domestic Market | Sales Foreign Market
Santarém
Logistics | Production of Beer*, soft drinks and other alcoholic and non-alcoholic beverages | Sales Domestic Market | Personnel and Communication
*beer production activity in Santarém ceased in April 2013, as part of the process of modernisation of the Leça do Balio Production Plant.
Melgaço
Collection and bottling of Natural Mineral Waters
Vidago
Tourism
Pedras Salgadas
Collection 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
Lisbon / Miraflores
Marketing | Sales Domestic Market | Sales Foreign Market | Tourism
Lisbon / Tojal
Finance | Logistics | Sales Domestic Market
Póvoa de Lanhoso
Wine Production
Palmela
Malt Production
Faro
Sales Domestic Market
Madeira
Sales Domestic Market
Britain, France, Angola, Mozambique, Switzerland, Brazil, United States of America, Luxembourg
Sales Foreign Market
In 2012, there was a boost in all new markets and Unicer activities outside Portugal, which will mark the company’s results in the coming years. The focus on internationalisation proved strategic in order to continue the development and sustainability of the company, with new international operating sites emerging on the Unicer map.
In 2012, the internationalisation strategy received a new stimulus, largely caused by the economic crisis felt in Portugal.
Unicer around the world Unicer is present in more than 50 countries on all five continents with some of its key brands and products. In 2012, the internationalisation strategy received a new stimulus, largely caused by the economic crisis felt in Portugal, which obliged the company to explore new markets and structure itself in line with well-defined objectives.
Major emigration destinations Major sales destinations
Austria, France, Switzerland, Spain, Luxembourg, Germany, Britain, Holland, Belgium, Finland, Poland, Iceland, Jersey and Andorra. Africa: Angola, Cape Verde, Guinea, Namibia, S. Tome and Principe, Mozambique, South Africa. America: Canada, United States, French West Indies, Brazil, Bermuda and French Polynesia. Asia: Macau, Japan, China, Jordan, India, East Timor, Dubai, Philippines, Israel, South Korea and Singapore. Oceania:
UNICER | ANNUAL REPORT | 2012
EUROPE:
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Overcoming the crisis with an eye on the world With regard to foreign markets, Unicer recorded double-digit growth, driven by resilience in Portugal, rationalisation of the cost structure and the modernisation of production. The results of this international, robust and lasting strategy can also be clearly seen: a sales volume of more than 220 million litres. The scenario of economic recession that has been experienced across much of Europe over the last few years, highlighted by a strong wave of austerity measures and a depressed social environment in Portugal, contributed heavily to the beverage market in the country once again recording sharp falls in 2012, of 10% in beer, 15% in carbonated waters and 4% in still water. However, we are convinced that the crisis can be overcome through strength.
The figures achieved by Unicer in 2012 demonstrate huge consistency and firmness in light of the current circumstances of the country and the market.
To name but a few: sales volume grew 1%, to 653 million litres; net sales grew 3%, to 498 million euros; operating income stood at 51 million euros; and net profit grew 14%, reaching 27,6 million euros. These figures reflect the strength of the company and the way in which, in a very adverse economic environment, it continues to develop new products and services, to explore new markets and increase sales. In 2012, Unicer generated a free cash flow of 36 million, which allowed us, in addition to paying dividends, to reduce debt by 15 million euros – from 190 to 174,6 million. All this in a year when we went ahead with a major investment: the construction of a factory in Leça do Balio, which started operating in April 2013, and a complete industrial restructuring plan, which will continue in 2013 and 2014.
Unicer’s international strategy is now much more than thinking about exports. It is our modus operandi in the world.
For these reasons, 2012 represented victory in a championship consisting of home and away games, among which some decisive moments deserve to be highlighted. In the domestic market, the year was marked by the relaunch of the Super Bock brand and the Visibilidade project, which in 2012 alone reached about 14 thousand customers. Pedras took on a starring role, consolidating its leadership. A new communication campaign was launched, with Daniela Ruah as brand ambassador in Portugal, alongside a new campaign of involvement with consumers on social networks. The year also saw the introduction of new and modern internal communication tools, including Corporate TV, which today broadcasts to all employees with their various screens scattered around the Leça do Balio production plant, and which is expected to soon be rolled out to the remaining Unicer sites. The National Creative Industries Award, already renowned in Portugal, won the international award for entrepreneurship and took part in the global “Creative Business Cup” competition, in Denmark, where the Portuguese project UniPlaces won the audience award with its university leasing business model.
BUSIN E S S PRINC I P L ES Our Vision Wherever we are, Unicer and our brands will always be the first choice.
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.
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”.
Being Unicer is... 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.
UNICER | ANNUAL REPORT | 2012
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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. Unicer’s is managed by the Board of Directors, made up of 12 members, of which six are executive members, forming the Executive Committee, and six are non-executive members. This composition of the Board and the Executive Committee ensures an orientation and effective control of the company’s management.
Governance structure
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. 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. 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.
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 Jesper Friis Petersen Anna Cecilia Gunnarsson Lundgren Lars Lehmann António de Magalhães Pires de Lima, Chairman of the Executive Committee Rui Manuel Rego Lopes Ferreira, Executive António Vaz Branco*, Executive Rui Fernando Santos Henriques Freire, Executive João Miguel Ventura Rego Abecasis, Executive Carlos César de Morais Teixeira, Executive Supervisory Board 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 Statutory Auditor PricewaterhouseCoopers & Associados – Sociedade de Revisores de Contas, Lda. Represented by António Joaquim Brochado Correia, R.O.C. *Deceased in May 2013.
The Carlsberg Group has developed a Risk Management model, effective since 2009, 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 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 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. The actions to be implemented to reduce the level of risk exposure are reviewed quarterly and included in a report sent to the area responsible for risk management belonging to the Carlsberg Group.
UNICER | ANNUAL REPORT | 2012
Risk management
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FOCUS ON STAKEHOLDERS Unicer’s activity involves creating a set of institutional connections that contribute to its potential good performance. The connection with Stakeholders – the array of interested parties with whom the company constantly interacts – occurs through specific communication channels for each group, including its internal community and shareholders, with the objective of making communication more efficient and transparent.
CONSUMERS
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
Like any interested party that affects the development of organisations, Stakeholders differ due to their negative impact (risk) or positive impact (opportunity) on the evolution of the company’s goals. Hence the approach to identifying and analysing 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.
EMPLOYEES Employee Development; work-life balance; providing adequate working conditions
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.
- 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
UN SCI INS IND ASS
Enco estab - Coop - Reply inform - Visits - Active to the
Implementation of solutions generating competitiveness and sustainability for both parties’ businesses - Strengthening of partnerships with main suppliers e - Process monitoring
NIVERSITIES/ IENTIFIC STITUTIONS/ DUSTRY SOCIATIONS
ouragement of dialogue by blishing partnerships peration agreements ying to students’ requests for mation s e participation in associations related e company's business activities
SHAREHOLDERS Value creation - Business strategy - Periodic meetings
MEDIA OUTLETS Transparent and satisfactory relationship; company performance sharing - Meetings with journalists - Replies to requests for information - Provision of access to information - Media Centre/Institutional Site l
CUSTOMERS Satisfaction with products and services; relationship of trust 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 Take Home Sales Outlets - Customer and Back office service - Customer service level assessment - Customer satisfaction surveys - Visits - Unicer on the Street Distributors - Excellence programme - Customer and Back office service - Customer service level assessment - Customer satisfaction surveys - Visits - Unicer on the Street
LOCAL COMMUNITY 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 - Future Porto - Cais Recicla Project - Visits
ORGANISATIONS Optimisation of mutual interests in an interdependent context - Periodic meetings
OFFICIAL ENTITIES Relationship based on trust and transparency - Strict compliance with prevailing law - Provision of information
UNICER | ANNUAL REPORT | 2012
SUPPLIERS
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This analysis is considered in the identification of the key Stakeholders, both present and future, who are distinguished by being those with a potential impact – either negative (risk) or positive (opportunity) – on the organisation’s ability to achieve its business goals. The scheme presented defines the principles underlying the definition and identification of key Stakeholders.
The recognition of our involvement A transparent relationship with all Stakeholders, combined with the rigour with which Unicer manages its business activities, is always based on the potential impacts that the activity has at a social, environmental and economic level. This way of being in business, reflected in numerous actions, was widely recognised throughout 2012.
Nine prizes at the POPAI Awards 2012
Receipt of Prizes in the POPAI Awards 2012 by members of the Trade Marketing team
UNICER | ANNUAL REPORT | 2012
Unicer was recognised for excellence in its point of sale activation campaigns at the 1st edition of the POPAI Awards, organised by the Portuguese Association of Marketing-at-Retail. In total, Unicer received 9 awards (Ă?ndios), having been the most awarded (domestic or international) manufacturing company. Four gold, three silver and two bronze awards are, above all, recognition of the work of Unicer teams in seeking actions involving consumers with our brands at the point of sale.
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Super Bock recognised by Carlsberg In the last quarter of the year Unicer was recognised by the Carlsberg Group for presenting the highest quality standards, at an international level, in the production of Carlsberg and Super Bock beers.
The director of Human Resources that everyone wants to have The director of Personnel and Communications at Unicer, Joana Queiroz Ribeiro, was considered “The director of Human Resources people would most like to have” at the 2nd “As Empresas Mais em Portugal” Awards, organised by Human Resources Portugal, an institution that recognises leadership and management among domestic companies. Previously awarded “Woman Executive of the Year”, in 2011, “Communications Director of the Year” in 2004 and “Communications Personality of the Year” in 2005, Joana Queiroz Ribeiro has been ensuring Personnel management and development at Unicer, as well as in areas of internal and external communication, since 2008. She also leads Unicer’s institutional relations and social responsibility department.
Consistency in supporting the education and research In 2012, Unicer was recognised by the School of Engineering of the University of Minho, due to its continued support for education and research projects.
The National Creative Industries Award was the national winner of the European Enterprise Promotion Awards 2012 in the category “Promoting the Spirit of Entrepreneurship”.
The Cais Recicla project was recognised by the European Economic and Social Committee for its social employability.
Cais Recicla workshop, Cais do Porto centre
Support for the creative economy
Recognised for supporting creative entrepreneurship with strong business potential, the PNIC has contributed to strengthening the business community in the creative sector, boosting the generation of business, as well as job creation. The model of this initiative, which brings together a network of institutional partners, enables the financing and implementation of various projects in the competition, in addition to the winner, provided that they are economically and financially viable. In the social realm, the Cais Recicla project was recognised by the European Economic and Social Committee for its social employability. The recovery of industrial waste and packaging as a way to give a second chance to people living in a situation of social exclusion forms the basis of this project, of which we are all proud.
UNICER | ANNUAL REPORT | 2012
The National Creative Industries Award (PNIC), promoted by Super Bock in partnership with the Serralves Foundation, was the national winner of the European Enterprise Promotion Awards 2012, an initiative developed by the European Commission, in the category “Promoting the Spirit of Entrepreneurship�.
24 25
Commitment to external initiatives Interacting with associations related to Unicer’s business, or which work in priority areas for the company, such as sustainability, forms an important part of our work. In conjunction with various organisations, we constantly seek to improve our way of doing business and contribute to a better world. Among the various affiliations we maintain, the following are of particular importance: IN SOCIAL RESPONSIBILITY AND SUSTAINABILITY: BCSD Portugal Business Council for Sustainable Development
EPIS Businesspeople for Social Inclusion
We are founding members of the board of this association, whose mission is to promote the role of businesses in creating a world that is sustainable for businesses, civil society and the environment.
Created in 2006, EPIS’s activities centre on education and, specifically, combating school failure and dropout. A member since 2007, Unicer took over the presidency in 2010, in the person of Chief Executive, António Pires de Lima, thus strengthening our strategic investment in education in the area of Social Responsibility.
GRACE Corporate Citizenship Discussion and Support Group Founded 13 years ago, GRACE’s mission is to support business management in developing socially responsible practices. A member since 2005, Unicer directly participated on the board between 2007 and 2011. In 2012, Unicer joined the Supervisory Board.
UNDER THE SCOPE OF UNICER’S BUSINESS: APCV Portuguese Association of Beer Producers
APAN Portuguese Association of Advertisers
This is the Association that represents the sector, specifically companies that, in Portugal, operate in the manufacture and/or bottling of beer. António Pires de Lima, CEO of Unicer, is the current president of the association.
The specific goal of this association is to defend, safeguard and promote the interests of its members in all aspects related to commercial communication.
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.
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 non-alcoholic soft drinks sector and the construction of structured relationships with relevant partners.
This is an association that promotes and supports the Brand, being concerned with everything that may influence how branded products reach the consumer. Centromarca’s mission involves creating an environment of fair and intense competition for brands that encourages innovation and ensures maximum value for consumers. COTEC PORTUGAL
Non-profit making association, its 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 resident knowledge in the country”. Unicer is a member of the General Board of this association.
UNICER | ANNUAL REPORT | 2012
APIAM Portuguese Natural Mineral and Spring Water Association
CENTROMARCA Portuguese Association of Branded Products
26 27
6
NO SUSTAINABILITY, NO BUSINESS The sustainability strategy takes the form of a three-year cycle, which includes commitments, indicators and assessment objectives. The year 2011 was our starting point for this path towards contributing to a more equitable world, with full transparency and explicitly established priorities. In 2012, we finished the 2nd year of this three-year cycle, and the results are particularly encouraging.
PRIORITY
PRIORITY
TO REDUCE THE ENVIRONMENTAL FOOTPRINT OF BUSINESS PROCESSES
TO PROVIDE THE CONSUMER WITH AN INFORMED CHOICE FROM AN INNOVATIVE AND SUSTAINABLE PORTFOLIO
PRIORITY
PRIORITY
TO ATTRACT, RETAIN AND PROMOTE EMPLOYEE TALENT
PRIORITY
TO GUARANTEE SERVICE QUALITY AND SHARE VALUES WITH BUSINESS PARTNERS
PRIORITY
TO SUPPORT THE DEVELOPMENT OF LOCAL COMMUNITIES
REGULAR AND TRANSPARENT COMMUNICATION
Doing today thinking about tomorrow Our ambition is to be an example at a national and international level in relation to social, environmental and economic issues.
or adopt corrective measures. But always with a focus on continuous improvement and meeting our commitments.
The results achieved in the first two years in relation to the different targets show that we are on track and that, in terms of some indicators, mainly related to environmental efficiency and people management, the efforts we have made over the year have resulted in the attainment of targets set for 2013.
In 2013, we completed the first cycle. It will be time to sit down as a team and thoroughly evaluate and reformulate guidelines in relation to the next three years.
At Unicer, Sustainability is seen as a process of continuous learning, always focusing on continually improving and meeting our commitments.
Sustainability management Responsibility for complying with the indicators of this Sustainability strategy lies with each and every one of Unicer’s employees, with the support and leadership of their respective management. The Personnel and Communications Division, through its Corporate Responsibility and External Communication area, works to bring together the entire strategy and all company good practices in the field of Sustainability. The same division also assumes the role of advisor on issues of Sustainability and has the task of monitoring the indicators and targets established. Annually, in conjunction with the different areas, the Personnel and Communication division examines and evaluates the need for any adjustments in the light of the strategic goals achieved. UNICER | ANNUAL REPORT | 2012
At Unicer, we consider Sustainability to be a process of continual learning, whereby the domestic environment, but especially the external environment, often leads us to make adjustments, slight deviations of course
28 29
EXECUTIVE COMMITTEE
PERSONNEL AND COMMUNICATION
ADMINISTRATIVE SUPPORT
LEGAL/LABOUR CONSULTANCY
MANAGEMENT CONTROL, BENEFITS AND REMUNERATION
MEDIA ADVISORY
HUMAN CAPITAL AND ORGANISATIONAL CULTURE
CORPORATE RESPONSIBILITY AND EXTERNAL COMMUNICATION
Additionally, it is also incumbent on this division to keep the stakeholders informed about the progress of the commitments assumed, updating them on the development of indicators and targets established under each commitment by means of publication of a Sustainability Report and other initiatives such as meetings, workshops, annual gatherings, newsletters, informal meetings and press releases, among others. Simultaneously, consultation processes will be conducted periodically with key Stakeholders to ensure that the commitments meet their needs, as well as those of the society in which Unicer operates.
INTERNATIONAL BUSINESS
Our development
PRIORITY
REDUCE THE ENVIRONMENTAL FOOTPRINT OF BUSINESS PROCESSES
COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
2011
Reference value Encourage environmental efficiency of processes and products by promoting the rational use of energy
Reduce energy consumption in processes and products
Energy consumption (MJ/hl)
123
2012
2013
Objective
Annual
Objective
Annual
≤ 104
88,4
≤ 86
88,2
Objective ≤ 84
REMARKS
The objectives were revised in 2012 in accordance with the performance achieved in 2011 and the prospects for improvement in the context of ongoing projects. The objectives established at the beginning of the cycle were: 2012 ≤ 102; 2013 ≤ 98. Minimise environmental impacts
Promote the reduction of emissions into the air and water
CO2 emission rate (kg/hl)
≤9
11
7,4
7,2
n.a.
n.a.
REMARKS
The objectives were met and far exceeded in 2011 (the initial goal for 2013 was 8.5 kg/hl), so the company chose not to undertake a review given that those associated with energy intensity were reviewed, which guide the performance management that directly affects the emissions of the associated greenhouse gases. Encourage the environmental efficiency of processes and products by promoting the sustainable use of water
Reduce energy consumption in processes and products
Water consumption (hl/hl)
≤ 3,5
3,7
≤ 3,2
3,3
≤ 3,1
3,1
REMARKS
The objectives were revised in 2012 in accordance with the performance achieved in 2011 and the prospects for improvement in the context of ongoing projects. The objectives established at the beginning of the cycle were: 2012 ≤ 3,4; 2013 ≤ 3,3. Promote integrated prevention and control of pollution
Reduce fuel associated with operating activities
Fuel consumption reduction rate indexed to logistics activity (lt/ton delivered)
≤ 6,7
6,8
7,1
≤6
6
Reduction of 2% versus 2010 (≤ 6,7)
REMARKS
The reorganisation of logistic routes (specifically the closure of the logistics platform in Santa Maria da Feira in early 2011) led to an increase in routes and, consequently, an increase in associated fuel consumption. The corrective measures taken during the year 2012 allowed the distribution routes to be reorganised and optimised, while reducing consumption. The initiatives developed include: the abandonment of high distance and low weight routes; the best optimisation of loads to reduce unloaded kilometres and with higher occupancy rates; and training in ECO Driving. n.a. - not applicable PRIORITY
ATTRACT, RETAIN AND PROMOTE EMPLOYEE TALENT COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
Attract, retain and promote employee talent
Develop a Personnel management policy capable of attracting and retaining the best employees
Employee resignation rate Senior Management (%)
2011
2012
2013
Reference value
Objective
Value achieved
Objective
Annual
Objective
2
2
1,4
2
0,24
2
REMARKS
Although retaining talent is one of our goals in terms of Personnel Management, we set the indicator of turnover of senior management at 2%. We thus consider it salutary to consider for the dynamics of the company the entry of new staff, who can bring their vision and experience to the context of our activity. In our opinion, the current economic climate, the fact that an increasing number of our employees identify with the company culture and trust in the strategic vision of its managers explain the sharp drop in this indicator. Give preference to filling vacant positions through internal competitions
Internal Mobility Rate in Senior Management (%)
1% (15 pax)
1,3% (20 pax)
2,5% (38 pax)
1,3% (20 pax)
1,7% (19 pax)
2% (30 pax)
REMARKS
The number of employees in situations of internal mobility in 2011 resulted in some changes in structure and, above all, the creation of a new function across the business, which led to the appointment of members in different areas. Encourage and reinforce feedback
Improve Unicer as a Team, by evaluating employees’ commitment and alignment with the company’s strategy
Employee Commitment index EAS/Total Unicer (%)
n.a. 2009 value - 75 2009 value revised -86 (see remarks)
78
91
n.a.
n.a.
91
REMARKS
In 2011, the assumptions for calculating this indicator were revised to ensure alignment with the entire Carlsberg Group. In 2009, the calculation of Employee Commitment/Engagement was not taken into account with all the factors that comprise it today. According to information from Towers Watson, if the calculation had included all current factors, the value of the Commitment/Engagement indicator in 2009 would have been 86%. In 2012 the EAS was not implemented, as it is an assessment carried out biannually. 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)
58,4
46,7
50,2
≤ 44
58
≤ 42
UNICER | ANNUAL REPORT | 2012
Promote and encourage internal mobility
30
REMARKS
We did not achieve the objectives established in relation to accident rates. Despite an overall reduction in the number of accidents, the results obtained reflect a high rate of accidents causing sick leave (temporary total disability), although simultaneously, there was a reduction in the number of days lost, which reflects a trend of decreasing severity of the accidents. Naturally, we are not satisfied with these results, so in 2012 we revised this objective and we implemented an action plan that aims to reduce the occurrence of accidents and their severity. We intend to reach the end of 2013 with a reduction in the accident rate (LTAR) of 20% versus 2011. n.a. - not applicable
31
PRIORITY
SUPPORT THE DEVELOPMENT OF LOCAL COMMUNITIES
COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
Support the development of local communities
Promote a strong link with local communities, supporting and developing educational projects and encouraging creativity and innovation
Number of students covered by education and innovation/creativity projects
2011
2012
2013
Reference value
Objective
Value achieved
Objective
Annual
Objective
1237
2226
2530
2700
3176
≥ 3200
REMARKS
The high number of students involved in the initiatives that we have developed in the area of education is due not only to the number of initiatives undertaken, but also the strengthening of partnerships with school groups from Castelo de Vide and São Mamede de Infesta. The partnership with the Rodrigues de Freitas group under the auspices of the Porto de Futuro project, continues to be the one that involves the largest number of students taking into account the size of the school group. 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
1,4
1,6
REMARKS
The 2011 result fell far short of the goal established due to excessive rainfall during the 2010/2011 campaign (November 2010 to June 2011). Monthly precipitation levels were mostly above the average for the last 10 years, which prevented basic operations to maintain the crops from being performed, thus compromising production. There was also a further aggravating factor, which was that the storm that occurred in the first days of June 2011 and permanently damaged some areas of crops, preventing their harvesting. Thus, the goals for 2012 and 2013 have been revised taking into account this climatic volatility. For example, the 2011/2012 campaign was affected by a severe and extreme drought in the areas of greater implementation of the crop. The 2012 result fell within the expected value, tying in with the review conducted based on the extreme and severe drought that affected the 2012 harvest in the areas of greatest implementation of the crop. In the district of Beja, the agricultural year 2011/2012 was marked by rainfall around 40% below the average rainfall witnessed over the last 10 years, with a period of 80 consecutive days without rain between January and March 2012.
PRIORITY
PROVIDE THE CONSUMER WITH AN INFORMED CHOICE FROM AN INNOVATIVE AND SUSTAINABLE PORTFOLIO
COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
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
2011
2012
2013
Reference value
Objective
Value achieved
Objective
Annual
Objective
40
40,8
30
19,8
22,2
≥ 22
REMARKS
The revision of the indicator Innovation rate aimed to adjust the measurement of the annual performance of launches over the 3 moving years encompassing net sales of the Budget for the year being monitored, rather than the overall net sales of the 3 moving years. This decision allows a more realistic evaluation of the performance of new products every year, without compromising the objective of tracking a multi-year cycle of 3 years for innovative products. Retroactively to 2010 and 2011, the implementation of this measurement would result in an Innovation Rate of 30% and 26%, respectively. The application of the same is already reflected in the 2013 target. 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
see remarks
Promote active and healthy life
see remarks
Promote active and healthy life
REMARKS
In line with previous years, throughout 2012, we developed a set of actions aimed at increasing awareness among consumers and the general public of the importance of adopting an active and healthy lifestyle. Examples are: improving nutritional information on packaging and online media; promoting products with low glycaemic index (Pedras Sabores and Sabores Vitalis range); improved nutritional profiles of Vitalis Sabores, Frutea, Frutis and Snappy Cola; support for the brand Vitalis and sports competitions, specifically marathons, runs and walks; communication around the theme of social networks, encouraging employees to participate in sports. Promote the sustainability of our packaging
Development and promotion of eco-friendly packaging
Promotion of Returnables (% sold against Unicer sales volume)
39,4
39,9
40,0
40,4
41
≥ 41
Super Bock
n.a.
n.a.
REMARKS
The indicator returnables is evaluated according to the sales volume of the referenced Unicer brands in the domestic market. Implementation methodology for evaluating the environmental footprint of products
Assess the phases with higher environmental impact and seek more efficient solutions in environmental terms
Product life cycle assessment
n.a.
Vitalis
n.a.
REMARKS
Setting this goal in 2010 was based on the market environment. The changes that have occurred over the last two years and, above all, the operative measures we have implemented are helping to minimise the environmental impact of our brands. Examples are reducing the weight of our packaging, its reformulation and the “Zero Plastic Pallet” project, among others. To this effect, it was decided to refer the implementation of this project for further assessment. n.a. - not applicable
PRIORITY
GUARANTEE SERVICE QUALITY AND SHARE VALUES WITH BUSINESS PARTNERS
COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
Make Unicer business partners’ 1st choice
Achieve customer satisfaction
2011
2012
2013
Reference value
Objective
Value achieved
Objective
Annual
Objective
Customer Satisfaction increase overall level of Satisfaction
763 60% on trade 40% off trade
+1%
773
+2%
814
+3%
Level of customer satisfaction with Unicer’s performance in terms of sustainability and communication
63%
70%
82%
≥ 82%
85%
≥ 85%
REMARKS
The Unicer Evaluation Index is a value between 0 and 1000 that relates the Satisfaction of our customers with Unicer in terms of different factors/support obtained, the Overall Performance of our company and their relationship with us. Promote the environmental efficiency of our processes
Include environmental and social criteria in the company’s purchasing processes
Initiatives developed in responsible procurement
n.a.
Development of the subject of responsible procurement
Initiation of the benchmarking analysis process
Development of the subject of responsible procurement
See Remarks
Development of Initiatives
REMARKS
Throughout 2012, several initiatives were developed under the scope of responsible procurement that are testament to our dedication to this socially and environmentally responsible practice. Of the different initiatives developed, we may highlight: the significant involvement of domestic suppliers in strategic projects; the incorporation of domestic and local labour in remodelling and construction works in progress within Unicer; the continuity of actions to optimise and reduce the weight of plastic containers (PET) in partnership with our supplier Logolaste; extending the scope of the “Plastic Zero” project to other references; the development of various specific actions, in order to rationalise materials and match packaging materials to their effective use in each market. For further information, see page 72. n.a. - not applicable
PRIORITY
REGULAR AND TRANSPARENT COMMUNICATION
COMMITMENT
OBJECTIVE
INDICATOR
GOALS 2010
Regular and transparent communication
Compliance with the legal requirements and best practices in financial and non-financial reporting
Sustainability Report GRI level
2011
2012
2013
Reference value
Objective
Value achieved
Objective
Annual
Objective
n.a. (Sus. Rep. 2007 classif. C+)
C+
B+
B+
B+
B+
REMARKS
To establish this indicator, we took the 2007 Annual Report as our baseline, the year in which we reached the GRI level C+. In the 2010 Annual Report, published in 2011, we took a major step towards reaching the GRI level B+. The following year we only published a simplified version of the 2011 Annual Report, so did not undergo the external verification process. This year we published the 2012 Annual Report, once again reaching the B+ rating. For the edition of the Report relating to our performance in 2013, our goal is to conduct a complete verification of the report. Promote regular communication with our Stakeholders
Guarantee the satisfaction of our Stakeholders through regular and quality communication
Stakeholders’ level of Satisfaction with Unicer’s information supplied
n.a. (2008 consultation - 55%)
60%
Consultation process not conducted
65%
Consultation process not conducted
65%
The completion of the Stakeholder consultation process was referred to 2013, as part of the process of reviewing the sustainability strategy and the preparation of the next cycle of objectives and respective indicators Regular and transparent communication
Facilitate and improve the financial reporting of environmental and social aspects
Implementation of the Environmental Accounting System
n.a.
Development of Phases 1 and 2 of the project
Completion of Phase 1 and development of Phase 2
Completion of Phase 2
Completion of Phase 2
Conclusion and implementation of the System
REMARKS
In 2011, we moved forward with the preparation of the project, which included establishing the methodology and respective schedule (Phase 1). We started the design and implementation phase, which included steps such as the identification and characterisation of needs in terms of internal and external reporting; characterisation of environmental costs and benefits; preparation of a checklist and methodology for collecting information from the company; and developing maps to obtain environmental data (Phase 2). During 2012, the functional description was created for the preparation of the SAP development of the environmental accounting system. During 2013, the system in question will be developed and implemented.
UNICER | ANNUAL REPORT | 2012
REMARKS
n.a. - not applicable 32 33
7
E N V I R ONMENTAL P E R F O RMANCE
Unicer’s Integrated Quality, Environment and Safety Policy sets out the principles that guide Corporate Environmental Management, the goals of which are regularly reviewed. During the 2011/2012 two-year period, in relation to activities of an environmental nature, priority was given to accident prevention, reducing water and energy consumption, promoting environmental efficiency in packaging and improving the separation of waste. In terms of results, and in comparison with 2011, improvements in energy management resulting in a reduction in the rate of CO2 emissions of around 3%, a 5% reduction in specific consumption of water and 14% less waste generated are particularly worthy of note. These results represent remarkable environmental efficiency gains in the management of natural resources.
UNICER | ANNUAL REPORT | 2012
We may be proud to have maintained an environmental management system certified on the basis of the ISO EN 14001 standard since December 2010, which is designed to consolidate these practices and allow the recognition of the path of continuous improvement that we foster, as it constitutes a fundamental element of the company’s sustainability strategy.
34 35
Panel of Environmental Indicators - 2012 Unicer Consolidation (Production)
-5%
Water 2 024 089 m3 3,1 hl/hl
Total GHG (CO2 equivalent) 47 432 ton 7,2 kg/hl
Water reuse: 146 055 m 3
-3% Filling Vol. 6,57 million hl
Energy 579 364 GJ 88,2 MJ/hl
-0,5% Electricity 10 707 GJ
-0,2%
Environmental Management No. of Incidents: 8
-0,1%
-4%
By-products 50 912 ton 10,9 kg/hl
Wastewater 1 337 439 m 3
100% Recovery
-14% Waste 14 651 ton 2,2 kg/hl
Input COD 3 700 ton 0,6 kg/hl
Output COD 66 ton Efficiency: 98%
-9%
95% Recovery
%
Represents the variation in specific indicators versus 2011 %
The consolidated indicators of Unicer’s environmental performance presented in the diagram above refer to activities directly related to the production of beverages, including ancillary activities that occur at the same facilities (internal logistics, power generation, water treatment, wastewater treatment and administrative activities). In the case of wine, the purchase of wine and respective consumption and output at their facilities of origin was excluded (only covers the facilities at Quinta do Minho in Póvoa de Lanhoso).
We are fully aware that water and energy are increasingly scarce and expensive resources.
Environmental management Reducing the environmental footprint of business processes is the commitment to the environment we have established within our sustainability strategy. To achieve this goal, we guide environmental management activities according to three main principles: 1. Promoting the prevention and integrated control of pollution. 2. Promoting environmental efficiency in processes and products, including the sustainable use of water, the rational use of energy and the integration of environmental criteria into the selection of raw materials and packaging. 3. To minimise environmental impact, promoting the reduction in polluting air and water emissions and giving importance to solutions involving reuse and recovery. We know that CO2 emissions and the production of waste, as well as being equally expensive, are socially reprehensible. Therefore, we define the objective of guaranteeing levels of consumption, emissions and waste production in line with industry best practices, acting as a benchmark at a national level. Environmental management starts with the identification and characterisation of all environmental aspects of our activities, products and services, and aims to ensure that its environmental impact is minimised and controlled by adopting appropriate practices and procedures.
The selection of raw materials, the choice of lighter packaging that occupies less space, waste separation, waste water treatment, chemical storage and management of works, nothing is left to chance in environmental management.
The next step is to monitor various parameters, such as the quality of wastewater, waste generated, gas emissions and water and energy consumption. Moreover, by means of audits, we check whether the implemented procedures are appropriate. The management system has been certified under the NP EN ISO 14001:2004 standard since 2010, 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.
UNICER | ANNUAL REPORT | 2012
After having identified all environmental requirements arising from national and EU legislation, and also those contained in contracts and protocols Unicer has undertaken to fulfil, the conditions necessary for their 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, even those belonging to external companies (such as those that provide cleaning and maintenance services).
36 37
Environmental management programme 2012/2013 Objectives
Goal
Actual 2012
Objective 2013
Reduce environmental impact resulting from spillages
Zero Spillages with impact on the soil or water
0
0
Reduce water consumption
Consolidated (versus 2011): 2012 < 3.2 hl/hl (-3%) 2013 < 3.1 hl/hl (-6%)
3,1 hl/hl
< 3,1 hl/hl
Reduce total power consumption
Consolidated (versus 2011): 2012 < 86 MJ/hl (-2%) 2013 < 84 MJ/hl (-5%)
88,2 MJ/hl
< 84 MJ/hl
Training in Environment for all employees
Minimum of 7hr/year training in Environment for 50% of Unicer employees
d.n.a.
50%
d.n.a. - data not available
Consumption of materials Raw materials Drinks production involves a wide variety of raw materials, mainly of plant origin, especially cereals (barley malt and corn grits), concentrated fruit, grapes, hops, sugar, tea other extracts and natural flavourings. 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 optimum use with minimal losses. In terms of sustainability, the CEVALTE project, begun in 2000, deserves special mention, which has allowed Unicer, through its subsidiary MaltibĂŠrica, 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 2012, 12,140
tonnes of barley were acquired from domestic producers, accounting for 24% of the barley purchased.
Packaging Unicer is responsible for marketing products packaged in various formats: glass bottles, cans, barrels, PET bottles. In the case of beers, glass is the largest group, with particular reference to the fraction of TP (single-use) glass bottles, which has grown consistently over recent years, maintaining the upward trend, mainly due to the influence of export sales. In terms of the water business, PET packaging has the greatest weight. 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 2012, the TP packaging shipped within the domestic
Examples of projects to reduce packaging materials implemented in 2012:
Business Area
Measures implemented
Beers
Plastic Zero Project - reduction of film (-70%) and card (-29%) used in secondary packaging and increase in the amount of product per pallet (+30%). New glass bottle SB TP 1L – bottle weight reduced from 550g to 450g.
The circuit for TR (returnable) packaging is fully managed by Unicer. Regarding the promotion of the environmental efficiency of our products, we continued efforts to constantly improve the environmental performance of the packaging we use, several projects having been developed to simplify and reduce the weight, as per the examples in the following table. Unicer’s aim is to reach ever further, promoting a reduction in the environmental impact of packaging.
Change from the “Talog” TP 1L Beer capsule to the “Flavor-lok”. Micro-corrugated cardboard boxes. SB TR Germany Project – change from TP to TR in the German market and development of a 6 top-pack for 24x33TP grid. New SB ID 20TP bottle – reduction of glass from 156g to 145g. Removal of Cristal Branca and Preta neck label – 33cl TP and TR. Water
Reduced weight of the 5L water container from 72.5g to 70g. Reduced weight of the Caramulo 50cl PET bottle from 13.5g to 12.5g. Reduced weight of the Caramulo 1.5L PET bottle from 27.5g to 25g. Reduced tray flap of the 5L water container Change of platex to interlayered cardboard Removal of the back label on Vitalis 25TR.
Soft Drinks
Reduced weight of 1.5L PET from 43g to 39g in non-carbonated products.
UNICER | ANNUAL REPORT | 2012
market amounted to 76.624 tonnes in terms of packaging materials, for a total contribution of 2.163.196 euros to SPV. In the case of the Spanish market, this responsibility is transferred to Ecovidrio, with the contribution relating to 2012 totalling 59.866 euros, corresponding to 1.326 tonnes.
38 39
Direct use of primary energy The direct consumption of primary energy in beverage production is related to the heat requirements in the production of beers and malts and auxiliary processes, such as pasteurisation, detergency and cleaning. Moreover, electricity production by 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 2012, total fuel consumption was the equivalent of 392.368 GJ. Overall, consumption of thermal energy was responsible for 93% of total fuel use. The remaining amounts refer to the production of electricity and small uses in forklifts and water heating. The year 2012 was also marked by the re-conversion to natural gas of the Thermal Power Station and the Electric Power Plant of the Leça do Balio Production Centre. In addition to the replacement of fuel oil, formerly used as main fuel, these facilities were resized to ensure current energy requirements. This change resulted in
a reduction in installed capacity from 70 MWth to 33 MWth, which was only possible thanks to the progressive and significant improvements in energy efficiency that have occurred at these facilities over the past few years. The start-up of the new boilers and new cogeneration engine occurred in late 2012.
Combustíveis por uso
25.292 7%
1.322 0%
Acumulado 2012 (GJ) Energia Térmica Eletricidade - cogeração Outros
365.748 93%
Energy efficiency
Indirect energy use is associated with the use of purchased electricity.
Energy consumption has significant weight in terms of the production of beverages, constituting a key factor for the environmental efficiency of production processes.
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 2012, electricity consumption was 51.944 MWh, corresponding to a total consumption of primary energy of 263.198 GJ.
In terms of energy consumption, in 2012, noticeable improvements were made, with a reduction in the specific consumption of thermal energy of around 5,6%, and 2,3% for electricity.
the development and production of automatic control equipment is also worthy of note. The objective of this project is to identify and eliminate situations of wasted energy and water in its various forms, to achieve gains in environmental efficiency.
Consumo de Energia GJ
-0,2%
1.000.000
Overall, total specific energy consumption remained constant compared to 2011, given that further fuel consumption for electricity production of the new cogeneration engine was added to the consumption of electricity and thermal energy.
750.000 500.000 390.821
192.298 0
187.000
2011
2012
Direta
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, which are translated into the current energy rationalisation plans.
392.364
250.000
Indireta
Consumo de Energia por Negócio GJ 1.000.000
160 116,1
750.000
120
88,2
500.000
The EnSave (“Utilities Savings”) project, a partnership with Danfoss, a Danish company, leader in
58,9
250.000
40
20,8
0
0 Total Unicer
Direta
In terms of energy consumption, in 2012, noticeable improvements were made, with a reduction in the specific consumption of thermal energy of around 5,6%, and 2,3% for electricity.
80
Cerv. e Refrig.
Águas
Indireta
Vinhos
Mj/hl
UNICER | ANNUAL REPORT | 2012
Indirect energy use
40 41
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).
Gases com Efeito Estufa Ton
-3%
80.000
60.000
7,4 kg/hl
40.000
GHG emissions associated with activities that occur within the facility amounted to 47.432 tonnes of CO2 in 2012, of which 29.043 tonnes (61%) related to direct emissions and 18.388 tonnes (39%) to indirect emissions. Specifically, for each hectolitre of beverages produced, 7,2 kg of CO2 were generated, representing a 3% reduction in relation to 2011.
7,2 kg/hl
18.909
20.000 29.897 0
Emissões Diretas
29.043
2011
kg/hl
2012
Gases com Efeito Estufa por Negócio Ton 12
100.000
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 2011-2012 is very positive, showing a surplus in the balance of emission licences allocated to the Leça do Balio and Santarém facilities.
Emissões Indiretas
18.388
9,4 80.000
9
7,2 60.000 4,9
6 Emissões Diretas
40.000 1,9
20.000
3
0
0 Total Unicer
Cerv. e Refrig.
Águas
Emissões Indiretas Mj/hl
Vinhos
Emissões CELE Ton 50.000
Licenças de emissão atribuídas 44.542 ton/ano
40.000
30.000 20.000
10.000
8.831
8.520
ST-C
17.535
17.549
LB
0 2011
2012
In 2012, we consumed 2.024.089 m3 of water, mostly from our own groundwater abstraction (81%), with the remainder coming from public supply systems (19%).
Água
3.000.000
4 3,26
3,08
2.250.000
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). As a result of the continuous efforts made, in 2012, specific water consumption fell consistently, with our lowest ever specific consumption being recorded: 3,1 hectolitres of water for each hectolitre (hl/hl) of beverages produced by Unicer.
-5%
3 2.150.397 2.024.089
1.500.000
2 m3
750.000
1
0
hl/hl
0 2011
2012
Água por Fonte
1.385 0,06%
23.872 1,07%
425.842 19,00%
Acumulado 2012 (m 3 ) Captação Superficial Captação Subterrânea Rede Pública Outra
1.789.622 79,87%
Nota: este gráfico considera a totalidade de água captada incluindo usos não relacionados com a atividade de produção
Água por Negócio
12
3.000.000 3,5 3,08
9
2.250.000 2,0
1.500.000
2,0
6 m3
750.000
3
0
0
UNICER | ANNUAL REPORT | 2012
Water consumption
In 2012, specific consumption fell consistently, with our lowest ever specific consumption being recorded: 3,1 hectolitres of water for each hectolitre (hl/hl) of beverages produced by Unicer.
hl/hl
42
Total Unicer
Cerv. e Refrig.
Águas
Vinhos
43
The wastewater generated in the beverage production process is one of the most important environmental issues in this sector.
Emissions, effluents and waste Air Emissions
Emissions into Water
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 being low, 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 2012 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 by-products 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 waste water 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.
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 2012, 19 kg of R22 were released.
In 2012, the total volume of wastewater generated was 1.337.439 m3, with an associated pollution load of 3.700 tons of COD (chemical oxygen demand).
Poluentes AtmosfĂŠricos ton
183
213 178
183 148
10
Nox
SO2
142
12
4
PartĂculas
COV
16
2011
Wastewater treatment is ensured in dedicated facilities at all plants where the production of wastewater from industrial processes is significant (representing 99% of the volume of wastewater). Overall, these facilities reached a treatment efficiency of 98% in terms of removing organic load (COD).
2012 NH3
Ă guas Residuais
9
2.400.000 2,1
2,0
1.600.000
6 m3
800.000
3
0
0 2011
2012
hl/hl
CQO - Carga Tratada
CQO 96%
0,75
6.000
100%
3.000
75%
2.000
50%
1.000
25%
0,6
4.000
0,50 ton
2.000
0,25
0
kg/hl
0
0,00 2011
2012
Entrada Saída Eficiência de tratamento
0% 2011
2012
Spillages In 2012, two minors incidents involving spillages of oil and ferric chloride were reported, both of which occurred at the Leça do Balio production centre. They were minor incidents with no adverse consequences in terms of environmental contamination, since existing containment measures allowed the spillage of these products to be controlled, preventing their passage into the ground or water environment.
Date
Place
Situation
Description
January
Leça do Balio
Oil spillage
Oil spillage in the raw materials (cereals) reception area. This was due to the bursting of a hydraulic pipe belonging to a tipper truck. The situation was swiftly resolved by applying absorbent material. The contaminated waste was collected and sent for treatment.
June
Leça do Balio
Ferric chloride spillage
Ferric Chloride spillage during the filling of the WWTP reservoir. It was found that part of the product discharged poured into the storm water detention ponds, which filled up, spilling about 6,000 kg into the wastewater drainage system, it being treated in the WWTP itself. UNICER | ANNUAL REPORT | 2012
0,6
98%
4.000
44 45
Waste
Resíduos por Tipo
The activities of producing and distributing beverages generate a wide variety of waste, predominantly packaging waste. A second group that stands out is the excess sludge from biological treatment of wastewater.
Outros Sucatas Emb. Metálicas Emb. Madeira Emb. Papel e Cartão
At all 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. The total waste generated in 2012 was 14.651 tonnes, with an associated rate of recovery of 95%. Specific production of waste was 2,2 kg/hl, corresponding to a reduction of 15% as compared with 2011. Quantities of waste by destination Total industrial waste produced (t/year) Recovery (R Codes) (t/year) Disposal (D codes) (t/year) Recovery Rate Hazardous industrial waste (t/year)
Emb. Plástico Emb. Vidro Prod. Impróprios Lamas ETAR RSU’s / RIB’s 0
2.000
4.000
Acumulado 2012
Resíduos ton
14.651
Kg/hl
21.000
3
2,6
14.000
2 Não Perigosos
95% 135,86
-15%
2,2
13.886,53 764,89
6.000
7.000
1
Perigosos Total
Recovery (R Codes) (t/year)
91,99
Disposal (D codes) (t/year)
43,89
0
Non-hazardous industrial waste (t/year) Recovery (R Codes) (t/year) Disposal (D codes) (t/year)
0 2011
2012
14.516 13.794,53 721,02
Resíduos por Negócio ton
Kg/hl 3
21.000
3
2,2 14.000
2 Não Perigosos
1
7.000
1 0,5
0
Total 0
Total Unicer
Cerv. e Refrig.
Águas
Vinhos
Perigosos
By-products 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.
By-products (2012)
Destination
Quantity (tonnes)
Beer Production
Animal feed
45.050
Spent grains Surplus yeast
Unicer Vinhos
Marc
5.810 Distillation
Dregs and Sludge
25 26
TOTAL
50.912
Lawsuits
UNICER | ANNUAL REPORT | 2012
In 2012, no lawsuits were recorded. An inspection to re-examine the industrial licence for competent services by the Ministry of Economy and an inspection by the ARH Centro for the renewal of the permit to discharge wastewater should be mentioned, both of which were conducted at the Caramulo production plant. These visits detected no evidence of non-compliance.
46 47
Environmental performance indicators: definitions and criteria Consumption of Materials
Raw Materials
Given the wide variety of raw and auxiliary materials, as well as the specificity of their applications for different products and/or production processes, for this report only the principal raw materials of each of Unicer’s main business areas were taken into consideration.
Packaging
Sum of all primary packaging used in packaging products on the market.
Fuel Consumption
Sum of all fuels consumed at the facilities (fuel oil, natural gas, propane and diesel).
Thermal Energy Consumption
Total amount of thermal energy (steam and superheated water) used at the facilities. Given the technical difficulties in obtaining reliable counts of consumption, at some facilities we chose to consider the estimate in accordance with the typical yield of the boilers used to produce thermal energy (fuel consumption x PCI x 86%).
Electricity Consumption
Sum of all electricity used at the facilities. In addition, we present the equivalent value in terms of primary energy by using data from EDP as a reference.
Water
Water Consumption
In the analysis of the indicator water, the sum of water consumed at the facilities was taken into consideration, according to its different uses: incorporation into the final product, auxiliary industrial processes (steam generation, heat transfer, cleaning and the socio-administrative areas). This water may be acquired from third parties or through abstraction (including concessions for mineral water and spring water and extraction under licence from other groundwater and surface water sources).
Emissions, Effluents and Waste
Greenhouse Gases (GHG)
Sum of local emissions of greenhouse gases (GHG): Carbon Dioxide (CO2) and Methane (CH4) from combustion processes, determined in accordance with the “guidelines for the monitoring and reporting information relating to emissions of greenhouse gases” published by the DECISION COMMISSION ref. Doc. C(2004) 130 final of 29/01/2004. Emissions caused by fermentation processes (beer production) are considered neutral emissions, whereby, although they are presented in the report, they were not included in overall estimates of GHG emitted. These emissions are expressed in the unit “CO2 equivalents”, according to their global warming potential (GWP), where GWP (CH4) = 21*GWP (CO2).
Wastewater
Total volume of wastewater generated at the plant, including wastewater from industrial processes and of the domestic type. The pollution load associated with the liquid effluent, before treatment, is assessed according to its respective Chemical Oxygen Demand (COD).
Waste
The total amount of waste produced at the facilities, including urban solid waste equivalents (USWs), banal industrial waste (BIW), glass, paper, cardboard, plastics, oils, wood, WWTP sludge, green waste, etc. whose final destination is dumping, recovery or recycling. The recovery rate defines the percentage of waste sent for recovery, reuse or recycling.
By-products
Total number of by-products from production processes.
Energy
48
49
UNICER | ANNUAL REPORT | 2012
At Unicer, challenges build up daily with a permanent focus on the business. For this reason, giving and receiving constant feedback is part of our culture.
8
SO C I A L PE R F O R M A N C E They are the people who make Unicer. This implies above all a broad range of initiatives focusing on the human factor, on the capacities and development of each employee, in the teams of which they are members, in their work, in new ideas and goals. At Unicer, challenges build up daily with a permanent focus on the business. For this reason, giving and receiving constant feedback is part of our culture. And to optimise and modernise personnel management, it is fundamental to focus on training, innovation, safety and communication.
Us in numbers As of 31 December 2012, Unicer had a total of 1.481 employees (1.290 full time and 191 temporary) distributed throughout the different areas of the company. Of this total, including the area of tourism, the number of employees hired represents 12,9% of the companyâ&#x20AC;&#x2122;s human capital. By virtue of the characteristics of the market in which the company operates, most employees are male, and 25% are female. At Unicer, more than half of the employees are under 40 years of age, the 30 to 50 age group being predominant (71%). A total of 25% of all employees are unionised. In terms of absenteeism, there was a decrease compared to the previous year from 4,27% to 3,99% in 2012.
Research, Development and Innovation Team
In beverages, i.e. excluding tourism 1, the turnover rate recorded was 5,47%, and the leaving rate, 5,21%. Workers aged between 30 and 50 represented 47% of leavers, while those aged over 50 represented 42%. Leavers under 30 years of age represented the remaining 11%.
1 The turnover rate takes into account employees joining and leaving the company, and the leaving The data relating to the turnover rate and leaving rate exclude tourism, since it is an area completely different from Unicerâ&#x20AC;&#x2122;s main activity and presents a turnover rate that is quite high and characteristic of that sector.
UNICER | ANNUAL REPORT | 2012
rate takes into account only those leaving.
50 51
Unicer Employees / Functional, Gender and Age Group Functional Group
No. Employees
Men
Woman
<30
30-50
>50
Total
<30
30-50
>50
Total
Director
0
14
1
15
0
5
0
5
Manager
0
33
8
41
0
9
1
10
Supervisor
3
59
7
69
3
49
0
52
Senior Technician
27
130
12
169
20
53
6
79
Technician
25
211
42
278
10
54
16
80
109
340
86
535
19
93
36
148
164
787
156
1.107
52
263
59
374
Operating Technician/Assistant Technician
The challenge of the future Challenge to think of the impetus for the future, was the motto of the meeting of Unicer staff that, in March 2012, brought together all senior company staff. Launching this challenge in a particularly difficult year represented an even greater stimulus. In fact, 2012 marked our history, with the implementation of major projects such as the modernization of the Leça do Balio factory, or the relaunch of the Super Bock brand, which presented itself to the market and consumers with a new appearance and a new attitude. The meeting took place at Exponor and aimed to strengthen Unicerâ&#x20AC;&#x2122;s winning attitude and our ability see barriers and challenges.
To give and receive feedback is our commitment With the objective of implementing improvements that have real impact on our corporate climate, in line with Carlsberg, a study was conducted to assess the impact of leadership style on the level of commitment/engagement of employees and on their alignment with company strategy. In 2012, this survey (C15) involved a total of 334 employees. Aspects such as the importance of the work performed by employees, customer focus and pride in belonging to the company were the points that stood out as being the strongest. In this study, the overall rate of satisfaction with Unicer was 4,44 (on a scale of 1 to 5). By fostering a culture of giving and receiving feedback, this review provides a clear basis for the development of managers and, consequently, increased levels of commitment/ engagement among our personnel.
The year 2012 was intended for the proposal and implementation of a raft of improvements by teams from different areas, based on the results of the C15 and especially the “Give us a clue” study, conducted in late 2011. In this study, which covered all Unicer employees, the level of commitment attained was 91%. In terms of improvements, in total, 19 teams were involved and 58 initiatives proposed, mainly in the areas of recognition, development and communication. The next round of the survey will take place in 2013, with the participation of all Unicer employees and the definition and implementation of respective plans for improvement being expected once again.
Effective and attractive communication Aiming to become even more effective and attractive in the manner in which we communicate internally, we redesigned the image of the magazine “Sharing Moments”: a new, lighter and more relaxed logo, and lettering that facilitates and improves reading. This re-branding of “Moments” has been extended to all other media, both in paper and online format, through the new audio-visual communication platform, Corporate TV, launched in October 2012.
moments TV This powerful communication tool is a clear investment by Unicer in the area of internal communication and is available at 24 broadcasting points at the Leça do Balio production plant. Corporate TV broadcasts relevant information about Unicer’s business and respective brands, current national news, among other information. The release of this internal TV channel contributes decisively to more timely, modern and dynamic communication, and is one of the results of the “Give us a Clue” study.
Internal communication magazine: “Sharing Moments”
The desire to be the number 1 choice. The desire to be the number 1 choice has also led us to implement a raft of measures aimed at enhancing the values of our identity. For example, films and plays to communicate to employees what “Being Unicer” means, as well as the promotion of a major voluntary initiative involving the Unicer Christmas Project, which has allowed us to put into practice concepts such as “being open and looking outwards” and “knowing how to and enjoying working in a team”, in addition to other skills important for daily work. At the same time, the remaining internal communication platforms have continued to make a contribution towards strengthening our company culture, enhancing the best we have and do at Unicer through articles, interviews and reviews.
UNICER | ANNUAL REPORT | 2012
Promoting the “Engagement” of Unicer personnel
52 53
Promoting internal knowledge
Learning to innovate
With the area “Unicer Direct”, responsible for contact with our customers and consumers, we have revived the “Unicer Experience”, in order to foster interdepartmental knowledge, i.e. to better understand the details of the different areas of the company, their activities, teams and constant challenges. For one day, 30 employees participated in this challenge.
We know that the development of Unicer, of its activities, products and processes, also involves the effective participation of employees in the process of innovation. Accordingly, the launch of the Unicer Research, Development and Innovation Management System (SG IDI) involves all employees in a process of sharing potentially innovative ideas, thus giving them opportunity to play an active part in the development of the business. Underlying this project is a designated group of LICs (Local Innovation Contacts), made up of 22 facilitators, in different departments, who activate the proposed ideas, receive them and send them to be dealt with by the respective areas. All potentially innovative ideas are recorded on the Innovation portal, called “Click”. This system, which started operating in March 2012, has recorded 128 ideas.
António Pires de Lima, Chairman of the Executive Committee, accompanies Sales Director, Manuel Meira, in the “Unicer on the Street” activity
Knowing the business In 2012, a total of 155 employees “wore the jersey” and hit the streets with the aim of analysing the placement of Super Bock material (on terraces, columns, exterior lights...) and proposing improvements. But this time the “Unicer on the Street” initiative went even further, as it included an audit – performed by Unicer employees – of the placement of Super Bock visibility materials. This important evaluation performed at 13.805 points of sale covering 221 geographical areas of the country was highly significant for planning the work of the Trade Marketing team for the year 2013.
Streamlining and modernising personnel management The year 2012 was marked by the development of different projects that today allow us to manage information concerning our people in a more rapid and organised manner. The following steps are of particular importance: 1. Modernisation and streamlining of processes by incorporating new features into the Employee Portal; 2. Guaranteed quality of the information managed; 3. Compliance of systems with new legal requirements. Moreover, international investment being one of Unicerâ&#x20AC;&#x2122;s strategic priorities, in late 2012 we set up a newinternational business area in the Personnel and Communication Department. Because being international is much more than just selling outside Portugal. It means having people, structures, companies and relationships outside Portugal. For this reason, the objectives in this area involve the coordination of international mobility processes, creating and implementing, in conjunction with the different areas of the company, development standards and retention and reward policies within an international context. At the same time, we seek to promote the image and culture of Unicer outside Portugal and further develop institutional relationships with local organisations and other players in international markets.
Internal mobility, an investment In 2012, 19 employees had the opportunity to take on new roles in the company, a clear stimulus to internal mobility and skills development.
UNICER | ANNUAL REPORT | 2012
At the same time, we organised and received 60 internships for young people in different areas of basic training, both with universities and technical/vocational schools, developing partnership programmes that provide students with their first contact with the reality of business.
54 55
More space for training Training plays a key role in Personnel management at Unicer. Every year, we establish our training investments in line with our business strategy and the needs of our teams. In 2012, we continued our focus on enhancing the skills of Unicer employees:
2010
2011
2012
No. Sessions
419
399
411
No. of Participants (#)
3.735
4.162
3.847
Training Volume (no. of hours x # participants per session)
37.664
39.439
32.298*
Investment (euros)
€ 715.648,00
€ 780.853,00
€ 681.360,81
* These values do not include decision-making bodies, temporary labour, interns, tourism, and Maltibérica.
Functional Group (FG)
Total training hours by FG
DIRECTOR
2.225,58
MANAGER
5.050,50
SUPERVISOR
2.017,50
SENIOR TECHNICIAN
3.797,75
TECHNICIAN
10.759,25
OPERATING TECHNICIAN/ASSISTANT TECHNICIAN
8.447,35
The Training Space, in Leça do Balio, was remodelled with 3 new training rooms and an area that forms part of a service block. The Training Space will also see the entry into operation of 3 more training rooms, each with greater capacity, in early 2014.
Unicer Direct Team
RUMO, our performance appraisal system, is a management tool across the entire company structure, crucial for the development of people. It seeks to support and guide the performance and development of all employees, clarifying responsibilities and aligning them to the companyâ&#x20AC;&#x2122;s results and culture.
Prevention and safety Anchoring our culture on the principle of avoiding the risk of accidents at work and occupational diseases is one of our priorities, so we have established as guiding principles in this area: 1. Prevention of accidents at work and occupational diseases by establishing and reviewing objectives of the Health and Safety at Work System, which aim to reduce their occurrence and severity; 2. Establishing of high safety levels for workplace equipment; 3. Ensuring the presence of safe workplaces, systems and working practices. For the 2011/2012 period, we established as objectives the reduction of accidents and the certification of our management system according to the OHSAS 18001 standard. In October 2012, we underwent a Phase 1 audit with a view to certification of the management system, under the Health and Safety at Work (OHSAS 18001), which was successful, earning a recommendation from the audit team to proceed with the certification audit (Phase 2). In this way, we intend to drive the adoption of best practices for the prevention of occupational hazards within a strategy of continuous improvement. Priorities for action in terms of control measures to be ensured are established by applying a methodology for identifying hazards for each task performed and levels of acceptability for those risks. The definition of control measures or modification of measures already implemented aims to minimise risks according to the following hierarchy: 1. Elimination; 2. Replacement; 3. Technical/engineering controls; 4. Signalling/warning; 5. Personal protective equipment;
UNICER | ANNUAL REPORT | 2012
Towards a first choice
56 57
Elimination e.g. replacement of unsafe machines or products.
Replacement e.g. task automation in order to remove the operator from the source of risk; task rotation.
Signalling/warning e.g. audible alarms; safety alerts on machines; safety signs posted in the area.
Technical/engineering controls e.g. protection/blocking of machines; detection systems; lay-out of the facilities.
Protective equipment e.g. goggles; gloves; safety boots; ear muffs.
Inspections and audits are periodically performed with the aim of verifying if the level of control in relation to safety conditions and accident prevention is adequate in light of the desired objectives. Our concern for the welfare of our employees is constant. That is why we take care to provide everyone with education, training, advice and risk control to prevent occupational diseases.
At the level of Health, continuity was given to the process of renovation and purchase of new equipment for Health Clinics, starting with the Leça do Balio and SantarÊm Health Clinics.
Preventing and reducing accidents Preventing accidents at work and reducing their severity is one of the commitments of the social pillar of the Sustainability strategy. Over recent years the results achieved have shown a steady improvement in the occurrence of accidents in all areas. However, the rate of accidents that generated TTD (temporary total disability/”Medical Leave”) increased slightly compared to 2011. On the other hand, during the same period, there was a reduction in days lost, which indicates a reduction in the severity of accidents. However, we are not satisfied with these results, so was have strengthened our focus on the implementation of measures to reduce the number of accidents recorded. To achieve this goal, it is essential to adopt best practices and ensure that the facilities and equipment meet the necessary safety conditions. On the other hand, the analysis of all accidents and near accidents that occur is another essential step towards achieving a reduction in the number of accidents. Thus, it is possible to eliminate the causes of accidents, preventing their recurrence or reducing their severity by strengthening protective measures.
Nº de Acidentes
134
1475
1826
123
120 83
1746
70
77 58,4
51,0
58,4
2010
2010
2011
2011
2012
2012
Dias Perdido
Total
C/ITA
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
LTAR
UNICER | ANNUAL REPORT | 2012
Dias Perdidos Unicer
58 59
Working to ensure health and safety at work In order to strengthen a culture based on prevention, we have proceeded with a training programme covering various topics related to safety. We highlight the most significant initiatives undertaken in 2012 for Unicer employees, temporary workers and contractors:
Topics
Chemical Accidents Fire Brigades Risk Map Driving Forklifts OHSAS 18001 Standard Good Practices First Aid-First Aid Teams Chemical, Physical and Biological Risks Safety of Machinery
No. sessions
55
Participants Unicer
TW/Contractors
Total
805
298
1103
In preparation for and response to emergencies, drills are conducted regularly involving the main risk scenarios identified in the internal safety plans of the various sites, such as, for example, situations involving fires, explosions, hazardous product spillages and gas emissions, among others. Besides contributing to the training of emergency teams, these simulations also include general evacuation exercises for all buildings.
Additionally, various awareness campaigns for Workplace Safety have been run through internal communication channels, promoting special dates such as National Prevention and Safety at Work Day and the European Week for Safety and Health at Work.
Simulation carried out at Leรงa do
UNICER | ANNUAL REPORT | 2012
Balio production plant
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Education and creativity are the two pillars of our culture “More education, more creative entrepreneurship” was the motto that accompanied us throughout the year in social responsibility activities undertaken in the communities where we operate. Combating school failure and dropout and promoting the creative economy in Portugal represent Unicer’s contribution to creating a better world.
Miguel Amaro, Uniplaces project manager, receives 1st Prize in the 4th National Creative Industries Awards
An award that won over the world The 4th National Creative Industries Awards (NCIA), launched in May, now have a more contemporary, informal and direct image as a result of their direct association with the Super Bock brand. This upgrade raised the profile of the NCIA, affording them greater visibility and media exposure and contributing to the achievement of their goals. The results were immediate: 434 entries (more the combined total all entries in the previous 3 editions); 25 thousand fans on its Facebook page in less than a month, and more than 87 thousand visits to the portal, www. industriascriativas.com. All this dynamism was also mirrored in the implementation of initiatives with the finalists, an excellent example being that of the training and networking programme that brought together the 10 finalists for 3 days around themes such as business models, design thinking, pitching and intellectual property, among others.
Filipa Leal at the 7th Super Bock Creative Lab
The School of Arts of the Catholic University of Porto joined the project as official partner, and towards the end of the edition, we finalised a partnership with ADDICT – Agência para o desenvolvimento das Indústrias Criativas (Agency for the Development of Creative Industries), through which the NCIA became part of the international Creative Business Cup competition, in Copenhagen.
Maestro Rui Massena at the 7th Super Bock Creative Lab
UniPlaces, from Guimarães to Copenhagen
An unprecedented performance paying tribute to Portuguese culture and language, vehicles for affirmation of our origins and identity, of our distinctiveness and specificity, constituted the centrepiece of the Creative Lab dedicated to the theme “Nau Now”. Curator and organiser of the whole event, Luís Miguel Soares, challenged the writer and journalist, Filipa Leal, and composer and conductor Rui Massena to create an original work from which emerged words, sounds and a collective gesture. The star of the night and of the 4th NCIA was the “UniPlaces” project, a pioneering Portuguese online university leasing portal, which establishes a convenient link
between landlords and foreign students who come to Portugal to study. The idea of this innovative platform, which provides information on quality housing and rooms for rent to students and visitors near university establishments in Portugal, was launched by a group of three young entrepreneurs. The UniPlaces project won the public choice award at the international Creative Business Cup competition, which took place in Copenhagen. In turn, “Limetree”, a web and mobile application for storing memories and recordings of children and the “Safecity 3D” project, a digital educational game that helps children learn and improve safe behaviour, received honorary mentions.
UNICER | ANNUAL REPORT | 2012
One winner, two honourable mentions, 10 finalists from a total of 434 entries, are the numbers from the 4th Super Bock/Serralves National Creative Industries Awards (NCIA), presented at the 7th Super Bock Creative Lab, held at the Institute of Design of Guimarães, included in the programme of Guimarães Capital of Culture.
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Support for educational development
Combating school dropout
Throughout 2012, we involved more than 3.000 students in various educational activities with a common objective: to contribute to their education and encourage their compliance with school life through partnerships with the Rodrigues de Freitas (Porto), S. Mamede de Infesta (Matosinhos) and Castelo de Vide school groups, with whom we developed a close relationship with a view to supporting school management and student development. To achieve this objective, we undertook several volunteer initiatives such as “Junior Achievement” and “Braço Direito”, in which we relied on the help of more than 40 employees who were able to convey best practices and incentives to all the children. We also offered internships to 12th year students and organised visits to the Leça do Balio and Castelo de Vide Production Centres, which involved more than 100 students. Also, the 3rd “Porto Futuro com Rugby” proved the success of the sport of rugby in schools.
Over the last few years, the EPIS, the business association for social inclusion, has annually supported more than 5,000 highly disadvantaged young people, turning them into successful school students and offering them an opportunity for personal and professional growth.
Once again, volunteering played a key role in the development of these projects, since the life experiences (both personal and professional) of our employees are the starting point for the work with children and young people, promoting education as a life project. The result could not have been more positive: more children involved, more enthusiastic teachers and more volunteer participation, meaning greater motivation and more participative citizenship.
Through the role of academic mediator, the EPIS manages to monitor and rehabilitate young people who were almost condemned to social exclusion. The association intends to extend this methodology of mediators for school success, already tested in collaboration with the Ministry of Education and 15 municipalities, to the Portuguese educational system. The goal is to effectively combat the scourge of school failure, primarily in the 2nd and 3rd key stages, which continues to be very high, despite having fallen in recent years. The result of a partnership with this business association, the Rodrigues de Freitas schools group in Porto is being monitored by the EPIS with the aim of identifying young people at risk of failure or dropping out of school, and to provide assistance with their school life. This project began in the last quarter of 2012.
“Verão na Casa é Super Bock” (“Summer at Home is Super Bock”), Casa da Música
Feeling the pulse of our communities
Within the community of Vidago, our support was offered to the regional fire service, with whom we concluded a partnership agreement, and which contributed to the completion of work on the headquarters, which had been stalled for over 3 years. Also in Vidago, we supported Oura Parish Council in the building of a the Social Centre and restored the Lar Nossa Senhora da Conceição day nursery, with the precious help of the employees from Unicer and the Vidago Palace Hotel. The process of demolishing the Hotel Avelames and the casino works, both in Pedras Salgadas, required careful selection of all equipment stored, with a large part of the hotel furni-
ture being taken advantage of by several bodies from the council of Vila Pouca de Aguiar and Chaves for the refurbishment of their facilities. In 2012, we continued to support the Pedras Youth Sports Association and Vidago Football Club. In terms of affiliations, Unicer is a member of the APCV, APIAM and PROBEB, associations directly related to our area of business. We also have links to GRACE, the BCSD and Cotec, institutions respectively connected to the area of Social Responsibility, Sustainability and Innovation, and also the EPIS - Businesspeople for Social Inclusion, whose presidency is assumed by the CEO of Unicer, António Pires de Lima. Year round support for different charity organisations is part of the company’s corporate culture, as evidenced by the association with Legião da Boa Vontade, Associação Novo Futuro, Santa Casa de Misericórdia da Maia, Núcleo de Dadores de Sangue do Hospital de Santo António, and others, efforts which were intensified during the Christmas season, with the development of an integrated project that counts on significant involvement of the company’s employees.
UNICER | ANNUAL REPORT | 2012
In the area of patronage, we continued our support for the Casa da Música and the Fundação de Serralves, ensuring our continued presence in the “Verão na Casa” and “Serralves em Festa” initiatives, which are a traditional part of Porto. The Creative Industries area was also covered in the agreement with Fundação de Serralves, thus strengthening an already established partnership in this area between Unicer and the Foundation. We also supported the 5th edition of the Portugal Outreach Cup, the “Hospitalários a Caminho de Santiago” event and the annual meeting of the APGEI, among may other initiatives.
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More than 100 volunteers in just one day To celebrate Christmas, more than one hundred Unicer employees participated in a major volunteer activity across 11 institutions, from north to south Portugal, where we undertook work to restore various items of infrastructure.
de Vide/Envendos, Santarém, Tojal/Miraflores, Palmela, Quinta do Minho, Vidago and Leça do Balio. As part of our Social Responsibility policy, we likewise support various charitable causes. The campaigns we conducted in this area were inclusive, since they involved both employees and their families, and suppliers, customers and other partners that, in a spirit of mutual aid, sought to support causes of great significance for our society.
Part of Unicer’s 2012 Christmas Project, this solidarity movement involved employees in the respective communities in causes close to home, through various voluntary activities that aim to fulfil specific needs of each of the institutions. Wall painting, garden restoration, rehabilitation of spaces, donation of household appliances, varnishing of wood or just the organisation of social events were some of the activities that the Unicer volunteers completed in just one day.
The “Raríssimas” and “Espaço t” associations were also supported under this project, with funds raised through the provision of a special Christmas beer.
Each Unicer centre or group of establishments was responsible for selecting a local institution to be assisted, as well as for the collecting all the material and resources necessary for executing the activities. The assisted institutions are located in the regions where the company operates: Pedras Salgadas/Melgaço, Caramulo, Castelo
Unicer’s corporate volunteers form part of the spirit of “Being Unicer”, one of the pillars of our Social Responsibility. By promoting voluntary activities and community development, we provide new experiences to employees, greater involvement and motivation and contribute to their discovery of new skills.
Bruno Albuquerque and José Miguel Cruz restored the outdoor spaces of the
With the intensification of the many social initiatives and the growth in the number of volunteers, the creation of a volunteer programme that establishes standards and principles for corporate volunteering within Unicer has became necessary. Entitled “Sentido Unicer”, this programme, launched in June 2012, consists of the management of a pool of volunteers, i.e. a database of registered employees and the description of all of Unicer’s Social Responsibility initiatives and activities. By the end of 2012, around 60 employees had registered for this programme, while 286 had participated in different initiatives through the year. The challenge now is to awaken the “Volunteer Feeling” among the greatest number of employees.
house of the Cedofeita Crescer Ser Institution.
Thinking of and help others
As part of the Christmas 2012 project, more than one hundred Unicer employees participated in a major volunteer activity across 11 institutions in their respective communities, contributing to causes close to home.
Mafalda Peres restores the indoor spaces of the Cedofeita house belonging to the Crescer Ser Institution.
Waste materials spread around creatively The social responsibility project “Oficina Cais Recicla”, organised in partnership with the Cais Association, which produces a wide variety of products based on recycled materials originating from Unicer’s activities, continued to grow in 2012 with the introduction of new contributions. Entry into the market of “customisable products”, the creation of pieces by new designers and the conquest of new outlets and customers, such as the Serralves Foundation, the Casa da Música and the City of Guimarães Foundation, deserve particular note.
What we do is news
Among Unicer’s institutional interests with the greatest media impact, is its globalisation programme and the initiatives linked to Sustainability, focussing on specific projects in the people management and Creative Industries areas, such as the National Creative Industries Award and the Creative Laboratory. The news led to multiple reports on television and in leading print publications. Super Bock and Pedras were naturally the brands most visible in the media throughout the year. The new visual identity, new positioning and new Super Bock slogan – “Life is Super” deserved to be highlighted in a year that also celebrated 85 years of the brand, which was also
commemorated with the launch of the innovative “Party Service”, the service of installing a draught beer dispenser at home, allowing a fresh, full-flavoured Super Bock to be served with the right amount of head in the company of family and friends. In the water sector, media exposure of Pedras was strongly highlighted with the launch of an advertising campaign starring the actress Daniela Ruah. But the entry of the brand into Brazil (where it is part of the luxury bottled water segment) together with the awards received in prestigious competitions were other high points. In turn, Vitalis also stood out in the media thanks to its relationship with marathons and due to the Bebida Solidária project.
UNICER | ANNUAL REPORT | 2012
We give a high priority to communication and facilitate access to information regarding our activity. Quality and the integration of issues have enabled Unicer and our brands to gain significant media exposure.
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9
ECONOMIC PERFORMANCE The figures achieved in 2012 by Unicer reflect the significant soundness of the company, given the circumstances in which the country finds itself and that Unicer’s markets are operating under. Sales volume grew by 1%: we produced 653 million litres. Sales grew 3% to 498 million euros, operating income stood at 51 million euros, and net profit grew 14%, to 27,6 million euros. Unicer generated a ‘free cash flow’ of 36 million, which allowed us, in addition to paying dividends, to reduce debt by 15 million euros – from 190 to 174,6 million. This in a year in which we invested in an industrial restructuring plan that will continue into 2013 and 2014: the construction of a factory in Leça, which started operating in April 2013, in a very difficult economic environment.
Operating income stood at 51 million euros and net profit grew 14%, to 27.6 million euros.
27.6 million
15 million euros
of debt reduction
euros
of net profit
Unicer shareholders decided to invest more than 100 M € after the announcement of the “Troika” bailout plan.
653 million
498
litres
In 2012, Unicer started a project to consolidate and modernise the industrial production centre in Leça do Balio, which is transforming the Unicer brewery into one of Europe’s best in terms of quality, efficiency and service.
of sales by volume
million
million euros
of operating income
of sales by value
With a total investment of over 100 million euros, the interventions in the industrial area have been completed, with the conversion of buildings and the preparation of the plant for the start of modernisation of the infrastructure of the logistics operation now underway. The work carried out to date has resulted in a refurbished factory boasting new, more technologically advanced equipment, which is already in operation and which meet the goal of increasing the capacity of the plant – now at 450 million litres – in response to the demands of trade commitments, particularly in foreign markets. Two new filling lines have been installed and a further 3 modernised. The industrial area has been completely transformed, with work now being undertaken on the administrative area and the infrastructure that will centralise logistics operation, with automation of processes.
UNICER | ANNUAL REPORT | 2012
51
euros
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Exports and pricing policy A focus on exports and an appropriate pricing policy have offset the fall in the consumption of beverages within the domestic market, allowing an increase in direct economic value generated to about 480 million euros, an increase of 3% over 2011. The direct distributed economic value also showed a favourable trend, registering an increase of 1%, or 5,5 million euros.
Dimensions
2012
2011
Revenues
478.538,4
466.791,4
Direct economic value generated
478.538,4
466.791,4
Operating costs
338.448,9
322.574,6
Employeesâ&#x20AC;&#x2122; salaries and benefits.
53.438,7
52.335,5
Payments to suppliers of capital
14.013,8
14.125,9
Payments to the State
908,8
12.370,4
Investments in the community
450,3
313,1
407.260,6
401.719,5
71.277,8
65.071,7
Direct economic value distributed Direct economic value accumulated
Amounts in euros
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. 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. 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. Changes in the Pension Fund and the Additional Fund during 2012 were as follows:
Value of Assets at 31 December 2011 Pensions and redemptions
Pension Fund
Additional Fund
Total
7.897.758
2.294.290
10.192.048
(894.632)
(55.328)
(949.960)
Transfers
0
Returns on Plans
584.030
118.553
702.563
Value of Assets at 31 December 2012
7.587.156
2.357.495
9.944.651 Amounts in euros
The variation in cover is minus 216.574 euros, down from a surplus of 1.446.001 euros in 2011 to a surplus of 1.229.427 euros in 2012, broken down as follows:
Situation at 31 December 2011 - Surplus / (Deficit)
Pension Fund
Additional Fund
Total
( 305.156)
1.751.157
1.446.001
( 17.362)
( 9.198)
( 26.560)
( 407.626)
( 27.852)
( 435.478)
Spending in the Year Cost of Current Services Cost of Past Services
Income in the Year Returns on Plans Current Gains/Losses
0 357.206
45.449
402.655
( 263.907)
106.716
( 157.191)
Cuts to the Plan
0
Transfers
0
Situation at 31 December 2012 - Surplus / (Deficit)
( 636. 845)
1.866.272
1.229.427 Amounts in euros
UNICER | ANNUAL REPORT | 2012
Cost of Interest
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Financial and tax benefits Financial and tax benefits granted by the State during 2012 amounted to around 1.3 million euros, 600.000 less than in 2011. The following table describes the amount and source of the aid received:
Dimensions SIFIDE ADI - Portuguese Innovation Agency SI_Inovação (Grant) TOTAL
2012
2011
1.133.583,81
1.380.217,90
18.608,76
81.169,74
110.901,99
472.320,41
1.263.094,56
1.933.708,05 Amounts in euros
Purchases with positive effects Approximately 80% of spending in 2012 was in favour of Portuguese suppliers. This figure clearly reveals the responsiveness of domestic suppliers and, simultaneously, the company’s firm commitment to acquire raw materials, substances, packaging, and other materials from Portuguese suppliers. In 2012, Unicer carried out some initiatives regarding purchases, of which the investment project to modernise the Leça do Balio production centre deserves particular mention, under which the company involved several suppliers in its industrial reorganisation, in particular infrastructure and equipment. This is a good example of the fact that the labour used in the ongoing refurbishment work is domestic and local.
weight, especially in plastic (PET) containers, in partnership with Logoplaste. Also in this context, the “Zero Plastic” project was extended to other realms, with particular focus on secondary plastic packaging. Several specific partnerships with suppliers aimed to improve operational efficiency, optimise the supply chain, reduce the use of materials or develop value-added solutions. All of these projects also ended up having a positive impact on the environment, both upstream and downstream, i.e. both in terms of raw materials for the production of paper, cardboard, plastic or metal, and during the recycling and disposal phase.
The greatest incorporation of domestic purchases was recorded in the field of packaging, with 82% of the total, an area where efforts continued to optimise and reduce
Approximately 80% of spending in 2012 was in favour of domestic suppliers, with the largest portion being spent on packaging.
Tourism has a second link to communities: the Parque de Pedras Spa and Nature Park Spa Vidago Palace Hotel
Annual demand for the accommodation service, as measured by the annual occupancy rate, stood at 37% in 2012. The low occupancy rate witnessed is due to the severe financial and economic crisis we are experiencing worldwide, as well as
increasing international competition and initial preparation efforts. From 2012, the hotel will be managed directly by Unicer, the management contract with GLA Hotels having been terminated. In the coming year, a considerable increase is expected in international arrivals, together with an improvement in the hotel’s performance, resulting from marketing efforts with a special focus on Germany, the Benelux region, England, Scandinavia and Brazil. The reconversion of the Rural Centre that will, from the start of the second half of 2013, be home to a social area for guests, a kids club, organic farm and stable for animals, is still in progress. In the Pedras Salgadas community, the construction and inauguration of the first “Pedras Salgadas spa & nature park” tourist development, with seven Eco Houses, designed by architect Luís Rebelo Andrade, deserves mention. An innovative concept in Portugal, it becoming both nationally and internationally renowned.
Eco-Houses, Parque Pedras Salgadas
Located in the heart of the Park, the Eco Houses – modern modular homes – emerge from among the trees, adapting to the topography of the land and reducing their impact on the subsoil, and include inside cutting edge technology, a fully equipped kitchenette and, outside, a generous deck. Modern design, comfort and absolute tranquillity mark this entire tourist development. Restored by the architect Álvaro Siza Vieira, the Thermal Spa (formerly the Thermal Baths)
offers a wide selection of massages, spa and beauty treatments, sharing their areas with an indoor pool with water circuits, a sauna and a Turkish bath. Pedras Salgadas Spa Park dates back to the second half of the nineteenth century and is one of the most beautiful parks in inland Portugal. It includes around eight kilometres of paths, which lead to several hot springs that contain water with proven benefits for the body. The main avenue through the Park shows its rich history, while providing access to other services such as, for example, the outdoor pool, miniature golf course, playground and an attractive lake with an area exceeding 3000 m2, where boat trips can be taken. This new tourist destination also offers a wide range of outdoor activities, such as a cycle path connecting Pedras Salgadas to Vila Pouca de Aguiar, and properly identified mountain bike tracks. More radical experiences are also possible, such as the slide, rafting, or other more relaxed ones, such as guided visits to the Roman Gold Mines, to local museums or walks by the river Douro. UNICER | ANNUAL REPORT | 2012
In the tourism business in 2012, after extensive remodelling, the Vidago Palace Hotel recorded its second year of full operations. Positioned in the luxury segment, the Vidago Palace’s target audience is upper-class individuals over 35 years of age, as well as the MICE (Meetings, Incentives, Conventions and Exhibitions) segment. The core activity of this resort revolves around accommodation, which represents 45% of turnover in 2012. The restaurant business (F&B) comes second, with 38%, followed by golf, with 10%, and the Spa, with 7%.
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We invest everything in our brands
All brands in the Unicer portfolio registered positive changes, specifically Carlsberg, Cristal and Super Bock, which allowed us to strengthen our leadership.
In a year marked by economic downturn and a consequent reduction in household expenditure in Portugal, Unicer maintained its strategy of continuing to invest in its brands in a selective and focused manner, which resulted in a strengthening of our competitive position and our popularity among customers and consumers. Despite this extremely adverse environment, we have strengthened our market power and gained market share in priority brands and categories, as is the case with beer, where our leadership was strengthened with a 49.2%* share. Indeed, all brands in the Unicer portfolio registered positive changes, specifically Carlsberg, Cristal and Super Bock. * Source: Nielsen – Market Share Value – December 2012.
The performance of the Super Bock brand was achieved in a year in which it underwent some major development projects. The “Identity” project completely revamped the visual identity of the brand in terms of packaging, communication and image at the point of sale. A new creative idea was introduced, translated into a new signature of the brand – “Life is Super”, which was adopted across all communication components and at the different points of contact with the consumer. The digital and interactive marketing area came to be a prime area for Super Bock initiatives, of which we may highlight the “Change the Facebook Like button” campaign, which involved more than 100.000 consumers. Strong interaction between the brand and its consumers was proven by 200.000 new fans and won over and the more than 400.000 interactions recorded on the Facebook page throughout the year. Public recognition of this activity resulted in the selection of Super Bock as digital brand of the year in the “Sapo Awards”.
Summer continued to be a strong focus of Super Bock in terms of communication and was the target of a specific campaign associated with the initiative “7 Beach Wonders of Portugal”, of which it was one of the sponsors. Sponsorship in music and football continued to make a strong contribution to the promotion of the brand among highly significant target groups. In music, the 18th Super Bock Super Rock was of particular importance, as well as the presence of the brand at other summer festivals. Also worthy of note was the renewal of the partnership with the largest show venue in Portugal, the Pavilhão Atlântico. In football, special attention was paid to boosting activity among supporters of the clubs sponsored by the brand, through the Super Bock Super Fans platform. The Carlsberg brand also performed excellently in 2012, with a strengthening of its market share in the premium segment. Euro 2012 provided an excellent opportunity
Institutional Campaign “A
Cristal was another brand that played an important role, in this case adapting its range to consumer behaviour in periods of recession. Positioned at an “economical price”, and through an assortment focused on individual units of consumption, the brand managed to gain market share and meet the needs of consumers who opt for a cheaper supermarket bill. In the domestic market, we must also mention Unicer’s involvement in the institutional campaign undertaken by APCV – the Portuguese Association of Beer Producers, which aimed to raise the profile of beer and the brewing industry both in terms of its economic and social component, and also in terms of health and nutrition.
In foreign markets, Unicer brands in Angola enjoyed a year of growth and strong activity. Super Bock focused on an innovative and avant-garde position in the market, with the launch of the “Easy Cool” box. Cristal was also the subject of a new communication campaign, led by the leading Angolan musician, Paulo Flores.
Toast to Beer”, APCV – Portuguese Association of Beer Producers
Unicer brands in Angola enjoyed a year of growth and strong activity.
UNICER | ANNUAL REPORT | 2012
for communication and the opportunity to launch distinctive campaigns, such as the impetus given to the Euro Lounge at the Centro Cultural de Belém, a venue that allowed the premium and distinctive nature of the brand to be emphasised.
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With regard to the carbonated waters sector, Pedras consolidated its leadership, with a market share of 51,3%*. The brand presented a communication campaign (TV and Hoardings) featuring the Portuguese actress Daniela Ruah, who took on the role of brand ambassador in Portugal. Christmas, which traditionally represents a peak period for sales, was also the focus of an original Pedras campaign, which generated excellent sales results. The brand reached the milestone of 100.000 fans on its Facebook page, which places it in a prominent place in the ranking of major consumer brands on social networks.
In 2012 a project was also developed aimed at the international expansion of Pedras. Accordingly, we prepared the brand mix for markets in the US and Brazil, creating the conditions to enable implementation of the commercial activities and brand development identified in the plan in 2013.
* Source: Nielsen – Total Market (INA+INCIM+LIDL) – Market Share Value.
Pedras consolidated its leadership, with a market share of 47.9%.
In still waters, the implementation of the “Competitive” project, focused on identifying savings and optimization of the value chain, allowed us to obtain significant cost reductions and endowed Unicer with a level of efficiency and competitiveness that enabled business to be undertaken involving supply to third parties, specifically for Off Trade customers. These volumes enabled us to compensate for the drop in the volume of Unicer brands and achieve a turnover in the category 7% above the previous year.
In accordance with the strategic objective of developing categories that ensure the recruitment of new consumers, the Somersby brand benefited from a raft of communication and distribution support measures that ensured the establishment of a loyal customer base. By reaching the mark of 500.000 litres, Somersby showed its potential as a sound investment by the company and represents a significant offer for a group that complement beer consumers, with a particular emphasis on female consumers.
In relation to Research and Development, we have maintained a strong focus on the development of initiatives, both internal and external, through partnerships with suppliers and Entities within the Scientific and Technological System. Among the different projects, we highlight those that result from collaborations with the Portuguese Catholic University, through the School of Biotechnology, the University of Porto, the University of Aveiro and the University of Minho.
Promoting a healthy lifestyle Unicer is concerned with the health of all, and for this reason undertakes various initiatives aimed at increasing awareness among consumers and the general public of the importance of adopting an active and healthy lifestyle. Examples are 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. Vitalis has taken a leading role, being a flagship brand in promoting healthy lifestyles and encouraging all citizens to get involved in sports. Already recognized as the “official water of marathons” in Portugal, the Vitalis brand’s support for sports competitions is constant, with special attention paid to a younger audience.
UNICER | ANNUAL REPORT | 2012
The initiative “Vitalis – Solidarity Drink” was also continued, an act of social responsibility and support for the education of socially disadvantaged children. Held for the 2nd consecutive year in collaboration with SIC Esperança, the initiative supported 500 deprived Portuguese families.
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Domestic Market with increased visibility and better results In the food or Off Trade channel, the year 2012 closed with beer volumes identical to those of the previous year. Taking into account the economic crisis, instrumental in making this performance possible were the activities undertaken at points of sale for the different brands, such as fairs and special offers – highly valued by our customers – which made a decisive contribution towards maintaining the relevance of our brands in consumers’ shopping baskets. In 2012, we further reinforced the perception among customers of a sustainable company. When asked about our commitment to sustainable development, 85% of customers answered that they are satisfied (Satisfaction Study directed to the Off Trade channel). In terms of the On Trade distribution network, we highlight the enormously successful implementation of the Super Bock visibility project. Within the Horeca channel, a group of customers was selected with greater visibility and consumption, on whose premises were installed materials that effectively reinforced
the visibility of the brand. Apart from this group, for a period of 15 weeks, we contacted around 14.000 outlets, corresponding to about 6.000 new placements. This initiative proved to be crucial to maintaining Super Bock’s brand leadership in this channel. Also in the On Trade channel, we improved the efficiency of direct operations, both through improved profitability, logistical efficiency, cash position, and through the development of new work models, as exemplified by the introduction of telesales to our operations. Nicknamed “Unicer Direct”, this service, which relies heavily on new computer technology, allows us to respond quickly and effectively to numerous calls, from requests for Technical Assistance to the placing of orders.
Outstanding leadership in beer exports
However, 2012 was marked by increased difficulties outside our control, such as the strikes at ports in Portugal, which we managed to overcome with determination and skill. Analysing the performance of our international operations, the Angolan and European markets were the main contributors to our growth, with results well above average. As a consequence of the work undertaken in all markets, Unicer’s prominent position as leader in Portuguese beer exports was never jeopardised in the least.
The main export market remains Angola, where we seek to create closer ties with our customers, perceiving their needs and their desires. We constantly invest in strong communication of Unicer brands and launches of specific products, such as the “Easy Cool” Super Bock launched at the end of the year. This dynamic was crucial for us to keep up with the growth of the market. The planning of international activities focused on the development and implementation of infrastructure projects in different geographical areas, such as Brazil, the USA, Mozambique and the UK. Implementation teams were formed and employees identified to implement the activities planned by the project teams locally. The Super Bock and Pedras brands were the protagonists in a film with a happy ending.
To accompany the growth in earnings, Unicer responded by increasing investment in the visibility of its brands and bolstering the team resident outside Portugal. Closer proximity to identify opportunities, as well as careful management of these resources, were behind the greater than expected success in sales and EBIT.
UNICER | ANNUAL REPORT | 2012
The conquest of foreign markets exceeded 2011 results. Taking into account the international and domestic environment in which Unicer is operating, this result represented a success, both in volume and in value.
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The logistics chain: a well oiled machine
How to build the Unicer of the future
Throughout the year, and in all areas that make up the Supply Chain, service, efficiency, quality and safety formed the basis of our work. The objective of ensuring the development and ongoing adaptation and competitiveness of productive, logistical and human resources was reinforced throughout the year through the implementation of a culture of continuous improvement (Lean), extended to all employees in the Supply Chain.
The year 2012 is a landmark in the field of beer and soft drinks, as it marks the beginning of the implementation of a strategic plan for development of the areas of production and logistics, involving an investment of 100 million euros. In fact, the modernisation of the Leรงa do Balio Production Centre began, endowing it with a production capacity of 450 million litres of beer per year. The ongoing investment encompasses all areas of the production process, from the production of beer and filling to all areas of utilities, providing the plant with the most advanced and innovative means that will ensure standards of quality and levels of efficiency of the best European factories. In relation to carbonated waters, the year is characterised by a focus on efficiency, in particular on energy, taking into consideration the implementation of a solution for producing thermal energy based on natural gas, thus replacing the consumption of fuel.
Mock-up of the investment project in the Leรงa do Balio Production Centre
In all still water production plants, a plan for consolidating operational activity has been implemented, which focused on intensive use of resources and efficiency gains, this guiding principle being essential to maintaining the profitability of the segment. In still waters, the contract concluded with an international customer is of particular importance, for which rigorous food quality and safety standards were instrumental, as demonstrated by the area of production and logistics. In the area of wine production, the beginning of the internalisation of filling bottled wines at Quinta do Minho marked an important step, taking advantage of the available capacity and achieving economies of scale with significant efficiency gains.
The accelerating effect of logistics assets
In terms of costs of major raw materials and energy, we witnessed a significant increase resulting from the constraints of international markets, which was partially offset with various initiatives to improve efficiency in the use of such resources. Of particular significance, in terms of materials, was the work done to reduce the weight of PET bottles, making them the lightest on the market and thus contributing significantly to the sustainability of the business. The development of people, strengthening a culture of continuous improvement (Lean), also enhances the contribution of each individual to improved process efficiency, the quality of our products, the service provided to our customers and the cost structure of the entire Supply Chain.
Overall, activity in the Logistics area scrupulously fulfilled our commitments to supply customers. This is a complex mission, which was aided by good performance of the distribution platforms, control over the performance of transporters and logistics operators, and by the management of the loading and unloading. With the gradual increase in fuel prices, rising transport costs were successfully countered through increased efficiency in the logistics chain. These efforts allowed logistics costs to be maintained on budget in 2012. The strike that took place in the last quarter at ports in the centre and south of the country also negatively affected the efficiency of the supply chain and forced us to adapt our operations to minimise their economic impacts. The consolidation of Unicerâ&#x20AC;&#x2122;s more complete and exacting tool for measuring the level of service to customers, covering the entire value chain and including events after delivery, as well as initial implementation of the management system for water plant stores, proved to be of particular importance.
UNICER | ANNUAL REPORT | 2012
The huge weight of small details
The year 2012 was once again marked by improvements in the efficiency of logistics, as a result of streamlining of stocks in the chain, restructuring of the strategic channel distribution network and increased profitability of logistics assets.
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And it all begins with the raw materials Maltibérica closed 2012 with an 8,1% rise in net profit compared to 2011. This trend may be explained mainly by three factors: the increase in quantities sold (up 7,6%); the effective implementation of the supply plan for raw materials; and the confirmation of the profitability gains from the cogeneration of power at the Poceirão plant. In the same period, the company expanded the number of customers in Portugal, which in itself explains the 3,8% growth in sales volume. The project to encourage domestic row barley for malting achieved very positive results compared to 2011. Maltibérica also witnessed a 35% increase in the amounts supplied and a 20% increase in areas contracted. In a year marked by historically high prices for cereals in international markets, the company secured the execution of a “spot” annual procurement plan for brewing barley, which mitigated exposure to inflated costs.
Recognised excellence The receipt of medals and awards confirmed national and international recognition of the excellent quality of our products and the innovative design of the different packaging. The year 2012 was no exception, with our brands receiving different prestigious awards, among which we highlight:
Planura Reserva 2008 e Planura Tinto 2010 Silver Medal, “Concours Mondial Bruxelles”, Brussels Quinta do Minho 2010 “Bacchus” Silver Medal, Spain Planura Reserva 2008 Gold Medal “China Wine Awards”, Hong Kong Mazouco Reserva 2008 Silver Medal “China Wine Awards”, Hong Kong Quinta do Minho 2011 Gold Medal “China Wine Awards”, Hong Kong Tulipa Silver Medal “China Wine Awards”, Hong Kong Planura TT 2010 Gold Medal “Mundus Vini”, Germany
Integrated Quality, Environment and Safety Policy The success of our brands is based on an Integrated Quality, Environment and Safety policy, as it is through this that we ensure compliance not only of regulations, legislation and other requirements to which the company is subject, but we also promote continuous improvement throughout the value chain by adopting best practices. Accordingly, we regularly assess our performance against specific indicators, making them available to all interested parties, and we promote the development of our employees’ skills to ensure their continuous training. Additionally, we promote research, development
and innovation, and we believe that effective communication is the key to involving everyone. Some guiding principles thus make our work more effective and contribute to excellent performance. In the area of quality, we invest in building closer relationships with customers/ consumers, boosting the appropriate monitoring of processes, supported by the “owners” of the processes, and improving problem solving, developing analytical methodologies and underlining a culture of “doing it right the first time”.
UNICER | ANNUAL REPORT | 2012
Super Bock Gold Medal at the “Monde Selection de la Qualité”, Brussels Super Bock Stout Gold Medal at the “Monde Selection de la Qualité”, Brussels Super Bock Classic Gold Medal at the “Monde Selection de la Qualité”, Brussels Super Bock Sem Álcool Gold Medal at the “Monde Selection de la Qualité”, Brussels Super Bock Sem Álcool 0,0% Gold Medal at the “Monde Selection de la Qualité”, Brussels Pedras Gold Medal at the “Monde Selection de la Qualité”, Brussels Sabor do Ano (Flavour of the Year), Spain iTQi 3-star Flavour Award, Brussels Sangria Sabor do Ano (Flavour of the Year), Portugal Planura Tinto 2009 Bronze Medal, “International Wine Challenge”, United Kingdom Quinta do Minho 2010 e Planura Tinto 2009 Bronze Medal, “International Wine & Spirit Competition”, United Kingdom Mazouco Reserva 2008 Gold Medal “Citadelles du Vin”, France
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Through laboratory tests performed according to established methods, we guarantee that technically valid results are produced. We promote high levels of quality of service according to customer requirements and 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. The implementation of the Unicer Integrated Management System comprises four activities: the manufacture and filling of Beer, 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 to equipment related to the business activities. This Integrated Management System follows the model of the NP EN ISO 9001 – Quality Management Systems, NP EN ISO 22000 – Food Safety Management Systems, NP EN ISO 14001 – Environmental Management Systems and OHSAS 18001 – Occupational Health and Safety standards. The same system is certified under ISO 9001:2008 – Quality Management Systems (since 2000) and ISO 14001:2004 (since 2009), and is nearing completion of certification under ISO 2200:2005 and OHSAS 18001:2007. In the environmental area, Unicer promotes the integrated prevention and control of pollution; fosters the environmental efficiency of products and processes, promoting the sustainable use of water, the rational use of energy and ensuring the integration of environmental criteria into the selection of raw materials and packaging; and minimises environmental impact, promoting
a reduction in emissions into the air and water; of waste generated and favouring solutions involving reuse and recovery. Another key area is occupational health and safety. In this context, we prevent accidents at work and occupational diseases by establishing and reviewing objectives that aim to reduce their occurrence and severity. We also establish high levels of safety in relation to work machines and equipment and we ensure the presence of safe workplaces, systems and working practices. Through the area of Research, Development and Innovation (RDI), continuously and effectively renew and improve the portfolio of Unicer products. Moreover, the goal is to effectively incorporate scientific and technological developments into processes and products, and be a national point of reference for stakeholders in RDI in the beverages industry. In the area of food safety, we have adopted the handling of complaints as a tool for identifying and preventing potential reasons for dissatisfaction. We know that only through high levels of food safety, which minimise risks and foster a culture of responsibility, will we manage to gain the trust of consumers. In this area, it is also crucial to communicate and collaborate with government and industry agencies in the area of food safety. Finally, the food safety management system is systematically reviewed based on the achievement of its objectives. As we know, food safety is related to the presence of hazards to consumers associated with foods, and can appear at any stage of the food chain. Adequate control is therefore essential. This process involves the principles of the Hazard Analysis and Critical
Control Points (HACCP) system and application steps developed by the Codex Alimentarius Commission. The Food Safety Management System (FSMS) operates in the food chain and is applicable to all Unicer business units, regardless of their size, as long as they are involved with any aspect of the food chain. Unicer 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. This reporting is undertaken using some relevant means, such as the formalisation of specifications with suppliers, whose performance is evaluated periodically. Also, customers and consumers may access fact sheets on the company website and relevant information on the product labels, as well as a line of communication connecting consumers to the company in the areas of nutritional information and complaints. This 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
Audits In order to ensure quality, environment and safety across the board, the Quality Division conducts regular internal audits, as well as of suppliers and customers. In 2012, 24 suppliers were audited (5 of raw materials, 7 of packaging materials and 12 of services); 13 integrated internal audits were performed, including production centres and logistics platforms; and 1.520 outlets were audited.
Labelling In preparing information for labelling Unicer products, not only is current legislation taken into consideration, but also the clear and simple transmission of information and clarification to consumers.
In addition to information of a legal nature (such as a list of ingredients), we also offer a range of both quantitative and qualitative information of interest to the consumer, such as warnings for pregnant women on alcoholic products or product storage information.
The complete satisfaction of our customers is our goal
The preparation of product labelling is undertaken by the Quality Division and is based on the actions of control of legal compliance of the product developed, from raw materials to final product, based on food safety and quality requirements. The product labelling is defined with the aid of a labelling checklist, which contains all the necessary legal information for the consumer in the various languages of the markets for which the products are intended.
Therefore, the Market Research section of the Marketing department conducts periodic surveys of satisfaction by 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.
At Unicer, we evaluate customer satisfaction in view of the implementation of initiatives that lead to an increased level of satisfaction with the products and services offered.
Unicerâ&#x20AC;&#x2122;s Consumer Hotline and website address also shown on products allows us to establish communication channels with customers and consumers through which we provide all additional information requested.
UNICER | ANNUAL REPORT | 2012
time to complaints, the results of the traceability exercises (efficacy and performance time), or rates of material and product non-conformances.
84 85
EXTERNAL VERIFICATION
86
87
UNICER | ANNUAL REPORT | 2012
88
89
UNICER | ANNUAL REPORT | 2012
CONTENTS Global Reporting Initiative (GRI 3)
GRI
Page
1. STRATEGY AND ANALYSIS 1.1
Message from the Chairman
1.2
Description of key impacts, risks and opportunities
8-9 28 - 33
2. 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
7, 14
2.6
Type and status in law of the organisation
12
2.7
Markets served
15
2.8
Scale of the organisation
2.9
Significant changes
2.10
Awards/recognition received
7 13 13, 15 7
10, 11 4, 7 23-25, 83
3. REPORT PARAMETERS 3.1
Period to which the information relates
7
3.2
Date of most recent report
3.3
Reporting cycle
3.4
Contact point for questions regarding the report or its contents
3.5
Process for defining report content
6, 7
3.6
Report boundaries
6, 7
3.7
Other limitations of specific scope
6, 7
4, 7 7
UNICER | ANNUAL REPORT | 2012
7
90 91
3.8
Basis for preparation of the report in relation to joint ventures, subsidiaries, leased facilities,
6, 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
3.10
Explanation of the nature and consequences of any reformulation of information contained in
6, 7, 48, 59 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
90-95
Assurance 3.13
Policy and current practice with regard to external assurance of the report
7, 86-89
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, 14, 18-19 18-19
ficer (and their functions within the organisation's management) 4.3
Declaration of the number of independent or non-executive members
19
4.4
Mechanisms enabling shareholders and employees to make recommendations to the highest
18
4.5
Linkage between compensation for members of the highest governance body, senior manag-
governance body 18
ers and other executives and the organisation's performance (including social and environmental performance) 4.6
Processes in place in the highest governance body to ensure conflicts of interest are avoided
18
4.7
Process for determining the qualifications and expertise of the members of the highest gover-
18
nance body to define the organisation's strategy on issues related to economic, environmental and social issues 4.8
Statements of mission and values, codes of conduct and internal principles relevant to eco-
17, 28, 83-85
nomic, environmental and social performance, as well as the status of their implementation 4.9
Procedures of the highest governance body for overseeing the identification and management
18-19
by the organisation of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles 4.10
Processes for self-assessment of the performance of the highest governance body, especially
4.11
Explanation of how the precautionary principle is addressed by the organisation
4.12
Charters, principles or other economic, environmental and social initiatives developed exter-
18
with respect to economic, environmental and social performance 19 26, 27
nally, which the organisation subscribes to or endorses 4.13
Participation in associations (such as industry associations) and/or national/international advocacy bodies
26-27
Stakeholder Participation 4.14
List of the key stakeholders of the organisation
20-21
4.15
Basis for identifying and selecting key stakeholders
20-22
4.16
Approaches to stakeholder consultation
20-21
4.17
Key topics and concerns raised by stakeholders as a result of the consultation and how the
20-22
organisation responds to such issues and concerns
Management approach
16-17, 29-30
ASPECT: ECONOMIC PERFORMANCE EC1
Direct economic value generated and distributed
70
EC2
Financial implications and other risks and opportunities for the organization's activities due
29
EC3
Coverage of the organisation's defined benefit plan obligations
71
EC4
Significant financial assistance received from government
72
to climate change
ASPECT: MARKET PRESENCE EC6
Policy, practices, and proportions of spending on locally-based suppliers
72
ASPECT: INDIRECT ECONOMIC IMPACTS EC8
Development and impact of infrastructure investments and services provided primarily for
73
public benefit through commercial, in-kind, or pro bono engagement EC9
Understanding and describing significant indirect economic impacts, including the extent of
73
impacts
Management approach
16-17, 29-30, 34-38, 83-85
ASPECT: MATERIALS EN1
Materials used by weight or volume
38-39
ASPECT: ENERGY EN3
Direct energy consumption by primary energy source 36, 40
36, 40
EN4
Indirect energy consumption by primary source 36, 41
36, 41
EN5
Energy saved due to conservation and efficiency improvements
EN6
Initiatives to provide energy-efficient or renewable energy based products and services, and
41 40-41
reductions in energy requirements as a result of these initiatives Initiatives to reduce indirect energy consumption and reductions achieved
41
ASPECT: WATER EN8
Total water withdrawn by source 36, 43
EN10
Percentage and total water volume of water recycled and reused
36, 43 36
UNICER | ANNUAL REPORT | 2012
EN7
92 93
ASPECT: EMISSIONS, EFFLUENTS AND WASTE EN16
total direct and indirect greenhouse gas emissions by weight
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved
36, 42 42
EN19
Emissions of ozone-depleting substances by weight
44
EN20
NOx, SOx and other significant air emissions
44
EN21
Total water discharge by quality and destination
EN22
Total weight of waste by type and disposal method
46
EN23
Total number and volume of significant spills
45
44-45
ASPECT: PRODUCTS AND SERVICES EN26
Initiatives to mitigate environmental impacts of products and services, and extent of impact
36-37
mitigation EN27
Percentage of products sold and their packaging materials that are reclaimed by category
38-39
ASPECT: COMPLIANCE EN28
Monetary value of significant fines and total number of non-monetary sanctions for non-
47
compliance with environmental laws and regulations
Management approach
16-17, 29-30, 50
ASPECT: EMPLOYMENT LA1
Total workforce by employment type (full time or part time), employment contract (full time
LA2
Total number and rate of employee turnover by age group, gender, and region
50, 52
or part time), and region 50-51
ASPECT: LABOUR/MANAGEMENT RELATIONS LA4
Percentage of employees covered by collective bargaining agreements
50
ASPECT: OCCUPATIONAL HEALTH AND SAFETY LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-
59
related fatalities (including subcontracted workers) by region LA8
Education, training, counselling, prevention, and risk-control programs in place to assist work-
57-61
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-
56 55-57
ability of employees and assist them in managing their careers ASPECT: DIVERSITY AND EQUAL OPPORTUNITIES LA13
Composition of governance bodies and breakdown of employees per category according to
52
gender, age group, minority group membership, and other indicators of diversity
Management approach
16-17, 29-30
ASPECT: INVESTMENT AND PROCUREMENT PRACTICES HR2
Percentage of significant suppliers and contractors that have undergone screening on human
72
rights and actions taken ASPECT: CHILD LABOUR HR6
Operations identified as having significant risk for incidents of child labour, and measures taken to contribute to the elimination of child labour ASPECT: FORCED AND COMPULSORY LABOUR
none
ASPECT: INDIGENOUS RIGHTS HR9
Total number of incidents of violations involving rights of indigenous people and actions taken
Management approach
none
16-17, 29-30, 62
ASPECT: COMMUNITY SO1
Nature, scope, and effectiveness of any programs and practices that assess and manage the
62-67
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
not applicable
SO4
Actions taken in response to incidents of corruption
not applicable
ASPECT: PUBLIC POLICY SO5
Public policy positions and participation in public policy development and lobbying
Management approach
not applicable
16-17, 29-30, 82-85
ASPECT: CONSUMER HEALTH AND SAFETY PR1
Life cycle stages in which health and safety impacts of products and services are assessed for
84
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 significant
84
products and services subject to such information requirements Practices related to customer satisfaction, including results of surveys measuring customer
78-79
satisfaction
UNICER | ANNUAL REPORT | 2012
PR5
94 95
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