Responsible Citizenship 2015
Citizenship 2015
Citizenship 2015 bungeargentina.com bungeparaguay.com bungeuruguay.com
BUNGE SOUTHERN CONE PRODUCING TOGETHER
Citizenship 2015 - Bunge Southern Cone
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2nd Bunge Southern Cone’s Citizenship Report Preparation Process General Coordination Citizenship, Bunge Southern Cone relaciones.comunidad.bar@bunge.com Creativity, Design and Production Jardín BA www.jardinba.com Counseling and Technical Support Crowe Horwath marcelo.navone@crowehorwath.com.ar Printing Cover paper: Rives Sensation Tactile 100% recycled, 270 grams. Inside paper: Rives Sensation Bright White 100% recycled, 120 grams. All Rights Reserved. Argentina. August 2016.
Contents “Bunge Southern Cone Delivering today and building for the future”
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A Living Heritage
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Strategy 17 Corporate Governance
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Ethics and Integrity: Commitment to transparency
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PRODUCING TOGETHER
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Sustainable Development Model: Sustainability Strategy 24 PRODUCING VALUE
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PRODUCING DEVELOPMENT
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PRODUCING TALENT
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Preparation process 76 2015 report profile
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Additional information
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General contents
Bunge worldwide: 197 years and this has just begun‌
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Get to know our history at: http://www.bungeargentina.com/es/nosotros/linea-de-tiempo Contact us at: relaciones.comunidad.bar@bunge.com
Citizenship 2015 - Bunge Southern Cone
MESSAGE FROM THE PRESIDENT • Introducing a materiality matrix that includes Bunge Southern Cone’s priority sustainability aspects and its consequent strategy, consistent with the synergy we expect to achieve.
Enrique Humanes, President and CEO
For the second year in a row, Bunge Southern Cone1 has prepared a sustainability report. It allows us to share with all of you the Responsible Citizenship actions that were performed in the course of 2015 in Argentina, Bolivia, Chile, Paraguay and Uruguay.
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In 2015, the following tasks were our priority (and they will continue to be important in the subsequent years): • Consolidating a Zero Incidents Culture by supporting the Global Safety Campaign in every Bunge work site.
We are aware of the vital role that Bunge Southern Cone plays in the process of fulfilling the global food needs. We are responsible for managing the available resources to satisfy that demand. Furthermore, we provide jobs for over 2,100 employees, which imply social wellbeing and economic stability for their families. Bunge Southern Cone is in 35 cities from the 5 member countries. The sustainable development of these communities is one of the main issues in our agenda. I invite you to read the 2015 Citizenship report, and to see for yourselves that Bunge Southern Cone is a Company2 with a promising future and growth expectations, whose goal is to keep substantially contributing to the regional production and general wellbeing. Sincerely, Enrique Humanes
• Integrating the Southern Cone by establishing an operative, logistical and marketing synergy, which allows us to support the development planned in the 5 countries. • Strengthening the strategic alliances established with our main partners in every country, which guarantees our leadership.
“We are aware of the vital role that Bunge Southern Cone plays in the process of fulfilling the global food needs. We are responsible for managing the available resources to satisfy that demand.” Enrique Humanes, President and CEO
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Bunge Southern Cone or BSC. Company: when the word starts with a capital letter, it means it is replacing the proper name, in this case: Bunge Southern Cone. 2
General contents
MESSAGE FROM THE CPO AND COMMUNICATIONS DIRECTOR
To determine Bunge Southern Cone’s sustainability strategy, we took into account these vital regional features, and we talked to our main shareholders to analyze every impact on our general organizational strategy. This is why, in 2015, we consolidated our sustainable development model: Producing Together, and we established solid basis to continue the management for, at least, the next 3 years. Walter Savarecio, CPO and Communications Director
We prepared the 2015 Citizenship Report to introduce a new sustainability management cycle for Bunge Southern Cone. The fact that a regionally relevant Company like ours chose the path of sustainable development clearly shows that it is not just another trend; it is a key issue to increasingly grow within the confines of more demanding and specialized markets.
With this report, the reader will know about the aspects of our human resources, environmental and economic management, and also about the way in which we create sustainable relationships with the communities where we work: decent jobs, biodiversity preservation and climate change mitigation. Thank you for your interest in our Company. We hope you find this Citizenship report to your liking. Sincerely, Walter Savarecio
Not only do the five countries that make up the Southern Cone (Argentina, Bolivia, Chile, Paraguay and Uruguay) share the same territory (South America), but they also share cultural, social, production, and economic issues that make it a region full of resources and capable of meeting the global food demands.
“In 2015, we consolidated our sustainable development model: Producing Together, and we established solid basis to continue the management for, at least, the next 3 years.” Walter Savarecio, CPO and Communications Director
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Citizenship 2015 - Bunge Southern Cone
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BahĂa Blanca Terminal, Ingeniero White, BahĂa Blanca, Argentina.
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Bunge Southern Cone: Delivering today and building for the future
Citizenship 2015 - Bunge Southern Cone
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Field sessions organized by Bunge Fertilizers.
A LIVING HERITAGE Food is fundamental. Everyone, everywhere, needs healthy meals to lead productive and prosperous lives. The global agrifood chain—the essential steps by which food is grown, transported, stored, processed, distributed and marketed around the world—sustains families, societies, economies and nations. And that chain depends, among other factors, and to a huge extent, on the work we do every day at Bunge.
Bunge serves the world by connecting harvests to homes. Just as we have, in changing ways through changing times, for 200 years. It is our business to realize the tremendous potential within each grain and oilseed, and to unlock and increase that value at every step: through every shipment, every trade, and every process improvement and product innovation.
We see our work as a huge opportunity and an important responsibility, a proud heritage and a deep commitment. By producing high-quality, safe products, and acting as a reliable and trusted partner to farmers, customers and consumers, we maximize the value of the agrifood chain for communities, shareholders and ourselves.
Bunge Southern Cone: Delivering today and building for the future
BUNGE SOUTHERN CONE Integrated operations throughout the region OILSEEDS AND GRAINS CRUSHING FACILITIES Argentina: A San Jerónimo Sud B E Puerto General San Martín C Ramallo D Tancacha 3
Bolivia: G Puerto Juárez
G
Paraguay: H Villeta
6 H
D J
4
5
OIL REFINERY PLANTS Argentina: A San Jerónimo Sud B Puerto General San Martín
I E B A
1
C 2 F
OIL BOTTLING PLANT Argentina: A San Jerónimo Sud
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LECITHIN MANUFACTURING PLANT Argentina: D Tancacha
TRADE OFFICES Argentina 1 Rosario 2 Buenos Aires Bolivia 3 Santa Cruz de la Sierra Chile 4 Santiago de Chile Paraguay 5 Hernandarias 6 Asunción Uruguay 7 Montevideo
SOUTH AMERICAN COUNTRIES
2,130
6,000
9 I
Puerto General San Martín
BIODIESEL PRODUCTION Argentina: E Puerto General San Martín ETHANOL PRODUCTION Argentina: J Alejandro Roca
DOLLARS 3,456.351 MILLION NET SALES
WORKERS
Net sales- evolution
Millions of dollars
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FERTILIZER PRODUCTION Argentina: C Ramallo F Campana
5,114.129 3,456.351
4,000 2,000 0 2014
2015
Citizenship 2015 - Bunge Southern Cone
PORT TERMINALS Its port logistics and the flexibility of its facilities give Bunge an important capacity of reception, storage and unloading of grains, oils and by-products. Services in ports are available 24/7, 365 days a year. 1 TERMINAL PUERTO GENERAL SAN MARTÍN - Santa Fe 2 TERMINAL RAMALLO - Buenos Aires 3 TERMINAL 6 - Santa Fe 4 TERMINAL BAHÍA BLANCA - Buenos Aires 5 QUEQUÉN - Buenos Aires
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10 11
8 14 13
17 16 12
6 GUIDE - Santa Fe 3 1
7 DOS FRONTERAS - Paraguay
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8 CAIASA - Paraguay
15
6
2
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GRAIN ELEVATORS AND WAREHOUSES A network of cereals and oilseeds grain elevators and warehouses strategically distributed, along with the huge storage capacity of Industrial Complexes, constitute a valued operational fortress: they make it possible to have off season crops, optimize resources and add a competitive edge to agricultural producers and the industry. 10
LAS LAJITAS - Salta
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PIQUETE CABADO - Salta
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BANDERA - Santiago del Estero
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DELFÍN GALLO - Tucumán
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LAS CEJAS - Tucumán
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GENERAL PAZ - Córdoba
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GENERAL PINEDO - Chaco
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AVIA TERAI - Chaco
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GRUMBEIN - Buenos Aires
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AMÉRICA - Buenos Aires
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QUEQUÉN - Buenos Aires
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CURUGUATY - Paraguay
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CRUCE GUARANY - Paraguay
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5
20
22
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Bunge Southern Cone: Delivering today and building for the future
PRODUCTS AGRIBUSINESS • Grains and oilseeds Wheat, Sunflower, Corn, Soy, Safflower, Sorghum, Barley. • Industrial Products High-protein meals, refined and crude oils, supplies for chemical and food industries.
• Vegetable By-products Lecithin, glycerin, fatty acids, neutral/refined oils, proteins, crude oils. • Chemical By-products Industrial ammonia, ammonia for refrigeration, industrial prilled urea, urea solution 20%N, photographic grade TSA.
FERTILIZERS • Sulfur Ammoniated P-S Complex, SoIMIX, ammonium sulfate, gypsum.
• Nitrogen SoIMIX, SoIUAN, Prilled Urea, Granular Urea. • Phosphate Calcium single superphosphate, diammonium phosphate, monoammonium phosphate, StartMIX, calcium triple superphosphate.
• NPKS Mixtures NPK Rice, NPK for Fruit Trees and Horticulture, NPK Yerba and Tea.
Our Fertilizers Brands
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FOOD AND INGREDIENTS • Refined oils, bulk and bottled • Crude glycerin • Refined glycerin USP grade • Soybean lecithin • Polished, slender, long grain white rice, quality 0000 and 00000 • Slender, long grain white rice, variety Oryza Sativa L. • Animal nutrition: Hi-Pro Soybean Meal (47%), Low-Pro Soybean Meal (44%), Soybean Hull Pellets, Soybean Hull Pellets (42% proteins), Whole Grain Sunflower, Safflower Meal and Pellets, Peanut Pellets, Soybean Lecithin, Distiller’s Dried Grains with Solubles (DDGS).
Food Brands
OTHERS Liquid reducing agent of nitrogen oxides
Biofuel
Citizenship 2015 - Bunge Southern Cone
MARKETS SERVED AGRIBUSINESS
FERTILIZERS
FOOD AND INGREDIENTS
Global Agribusiness Market
Regional Agricultural Production
Local and Global Food Market
Corporate Information Bunge Southern Cone comprises the activities of companies controlled by Bunge Limited, a company headquartered in White Plains, New York, United States. Bunge Limited is a company listed in the New York Stock Exchange (NYSE:BG).
Bunge Southern Cone is present in: Argentina, through Bunge Argentina S.A., and by being a shareholder in Terminal Bahía Blanca, S.A., Guide S.A, Terminal Quequén S.A. and Terminal 6 S.A.; Bolivia, through Agroindustrias Bunge Bolivia S.A.; Chile, through
The only significant change in terms of size, structure or supply chain (in comparison with 2014), is the relocation of a part of the facilities of Hernandarias’s Trade Office (Paraguay) from that city to the capital of the country, Asunción.
HUMAN CAPITAL Staff Evolution Bunge Southern Cone 2,500 Employees
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This report refers to the Corporate and Social Responsibility management of the company in Argentina, Bolivia, Chile, Paraguay and Uruguay, through companies operating in the region.
Bunge Chile S.p.A.; Uruguay, through Bunge Uruguay S.A., Bunge Agritrade S.A., Bunge Uruguay Agronegocios S.A., Bunge Montevideo S.A. and Frismy S.A; and Paraguay, through Bunge Paraguay S.A., and by being a shareholder in Tio Kike S.A. and Complejo Agro Industrial Angostura S.A. For more information: http://www.bunge.com/bunge2015ar/.
2,000 1,500
+1.96% 2,089
2,130
1,869
1,896
220
234
2014
2015
1,000 500 0
Total
Bunge Southern Cone: Delivering today and building for the future
Presence in 5 countries
1
Argentina
2 196
4
2 Bolivia 2
1
1,822
5
2
3 Chile
3 0
1
4 Paraguay
7
13
40
5 Uruguay
29
223
31
1,856
on indefinite contracts
6
on indefinite part-time contracts.
3
on fixed-term contracts.
2
on fixed-term part-time contracts.
Employees by gender
2 36
234 1,896
2
on indefinite contracts on indefinite part-time contracts.
on fixed-term contracts. on fixed-term part-time contracts.
2014
2015
Female
10.53%
10.99%
Male
89.47%
89.01%
Citizenship 2015 - Bunge Southern Cone
Industrial operations
Other tasks
3.16% 96.84%
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LOAD AND DOWNLOAD
FATIQYP
FOEIA
MARINA MERCANTE
2.67%
14.33%
23.58% 1.67%
21.79% 78.21% QCOS. ZĂ RATE
SOYEA (SAN LORENZO)
URGARA
15.42%
35.58%
6.75%
20% of the leadership positions are held by women.
43.66%
56.34% On collective bargaining agreements operations Exempt employees
Bunge Southern Cone: Delivering today and building for the future
SUSTAINABLE MANAGEMENT
PRODUCING TOGETHER • 2,130 employees. • Net sales: 3,456.351 million dollars. • Presence in 5 countries.
PRODUCING VALUE
PRODUCING TALENT 15
• Environmental goals achieved: 100%. • 2.824 people trained in the Global Safety Campaign framework. • 100% of industrial complexes certified under quality standards. • 70,000 tons of sustainable biofuel.
PRODUCING DEVELOPMENT • 84.37% increase in environmental investments. • Contribution of $685,757.02 dollars in donations and social investment. • 15 CSR programs.
• 20% of female leadership. • 1.27% of annual staff turnover. • 14 training and entertainment programs. • 100% of the employees receive a performance assessment.
Citizenship 2015 - Bunge Southern Cone
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Curuguaty country elevator, Paraguay.
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Strategy
Citizenship 2015 - Bunge Southern Cone
STRATEGY
Our intent is clear: To unlock greater value today, while building a solid foundation for future growth and high performance. For nearly 200 years in the world, Bunge has played an essential role in meeting the basic need for food. We have worked to improve the agribusiness and food production chains around the world by:
We believe that our services will be even more valuable tomorrow than they are today. Our strategy is to position Bunge to provide them more effectively, in more places around the world, and with greater efficiency, using sustainable business practices.
• Connecting farmers to markets. • Facilitating global trade. • Producing food products that contribute to basic nutrition.
FOCUSED ON WHAT WE DO BEST 18
Bunge sets goals and strategies defined by our Corporate Governance globally, which are carried out in
all the countries where the Company operates. Our performance is focused on four areas:
Stand for Safety
STOP THINK PROTECT
Right balance
Best in class
Winning Footprint
Strategy
CORPORATE VALUES AND GLOBAL PRINCIPLES FOR INDUSTRIAL OPERATIONS To carry out our strategy and as a guideline for our actions and behavior, Bunge has corporate values and global principles of operational excellence.
CORPORATE VALUES Integrity Honesty and fairness guide our every action.
Openness and Trust We are open to other ideas and opinions.
Teamwork We value individual excellence and work as a team.
Entrepreneurship We prize individual initiative.
Citizenship We contribute to the development of the communities where we work.
Sharing common concepts of what we do and what we want to be, lets us align our activities all over the world, establish a shared vision, promote understanding be-
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tween colleagues of different areas and create a wish to achieve excellence; these are the main aspirations of the Company’s general management.
GLOBAL PRINCIPLES OF BUNGE’S INDUSTRIAL OPERATIONS
Safety
Citizenship
People Management
Product Quality and Safety
Physical Asset Management
Technology and Innovation
Investment Project Management
Continuous Improvement
Competitive Execution
Citizenship 2015 - Bunge Southern Cone
CORPORATE GOVERNANCE The Executive Committee of Bunge Southern Cone is responsible for making the decisions on economic, social, environmental and safety matters of Bunge Southern Cone.
Commercial Vice President
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Rubén Rodríguez
Fertilizers Director
Origination Director
Food and Ingredients Director
President & CEO Vice President
Enrique Humanes
Jorge Luis Frías
Martín Hansen
Daniel Orjales
EXECUTIVE COMMITEE
Guillermo Marcotegui
Walter Savarecio
Ramón Fernandez Asenjo
José Castelli
Horacio Moretti
Supply and Logistics Director
Carlos Nowik
Guillermo García
Global VD Research & Business Analysis Manufacture Director
Finance and Administration Director
CPO and Communications Director
Legal, Insurance and Government Affairs Manager
Corporate Governance
ETHICS AND INTEGRITY: COMMITMENT TO TRANSPARENCY At Bunge, integrity is at the core of how we conduct business in the global marketplace. We work to achieve a very important goal: to create global supply chains and local operations that provide millions of people with affordable and high-quality food products.
At Bunge, integrity is at the core of how we conduct business in the global marketplace.
The most significant mechanisms are: • Anti-Corruption Compliance Policy, in accordance with the Foreign Corrupt Practices Act3. • Implementation model of Sarbanes Oxley Act4, whose purpose is to monitor all American and foreign companies (and its subsidiaries) whose stocks are listed on the New York Stock Exchange (NYSE), in order to prevent that stock appreciations are altered in a dubious manner. • Code of Conduct • Ethics Hotline to report inappropriate behaviors.
Bunge Southern Cone has adopted these guidelines to show the commitment of the Company to the adequate corporate governance and to comply with rules and other legal requirements.
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Acronym: FCPA. Acronym: SOX.
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Citizenship 2015 - Bunge Southern Cone
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Bunge commercial offices in Montevideo, Uruguay.
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PRODUCING TOGETHER
Citizenship 2015 - Bunge Southern Cone
Bunge’s Global Sustainability Policy Bunge is committed to sustainable development and adheres to the following principles: • We strive to be good citizens by contributing to the economic and social development of the communities where we work. • We work to achieve a high level of environmental performance by adopting science-based, culturally sensitive and pragmatic best practices, and by promoting these practices within our supply chain.
• We partner with companies and organizations to promote and apply sustainable practices and openly communicate our activities and maintain a constructive dialogue with stakeholders. We apply these principles across our operations, pursuing both global and regional goals.
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SUSTAINABLE DEVELOPEMENT MODEL: SUSTAINABILITY STRATEGY The guidance of the Global Sustainability Policy, stakeholders’ opinions and strategic aspects of Bunge Southern Cone offer the framework to identify and inspire the pillars of the Sustainable Development Model of the organization: Producing Together. It is defined by three strategic pillars: the value we produce, the relationships with the communities where we operate and the talent we manage.
This report has been structured around these pillars, presenting the relevant issues in each section, and for each of them, the management approach, the performance assessment and the indicators.
PRODUCING TOGETHER
SUSTAINABILITY STRATEGY
BUNGE SOUTHERN CONE
STAKEHOLDERS
25 PRODUCING TOGETHER 2015
PRODUCING VALUE
PRODUCING DEVELOPMENT
• Wellbeing in the Workplace: Working conditions, Health and Safety
• Sustainable Agriculture
• Climate Change
• Environmental management
• Food Safety, Product Quality and Safety, Consumer Health and Safety
• Value Chain
• Origination Practices
• Community Development
• Child Labor
PRODUCING TALENT • Ethics, Conduct and Regulations Compliance • Continuous Training and Education • Job creation: Diversity and Inclusion
Citizenship 2015 - Bunge Southern Cone
PRODUCING VALUE Producing value is the main principle for every Company that pursues a financial goal. You cannot produce value at any cost. Producing value means to maintain the balance of each one of the aspects that make up the organization.
tion, to the wellbeing in the workplace, which preserves workers’ safety and health, to the compliance with the necessary conditions to assure the food safety of our products and, essentially, to the responsible management of environmental impacts.
For Bunge Southern Cone, the creation of value is closely related to our corporate image and reputa-
WELLBEING IN THE WORKPLACE: WORKING CONDITIONS, HEALTH AND SAFETY 26
In Bunge Southern Cone, we are committed to achieving a Zero Incident Culture by integrating Safety into every location and business of the company through a continuous improvement process and complying with Bunge’s Global Health and Safety Policy. The goal is to have a Company without work-related injuries and diseases.
(BGSMS), the involvement in the Internal Committees for Incident Prevention, the Global “5 High Potential Exposures” Campaign (HPE), the commitment with all levels of management to achieve the established goals, and above all, the compliance with the safety standards, which are already part of the Company’s daily work.
Among the activities performed by BSC in 2015 to improve the level of safety, the most important are: the Global Industrial Safety Management System
Global safety award program Bahía Blanca Terminal was 2015 BSC’s Best Plant in matters of safety. Some of the main criteria followed to grant the Best Plant awards were the proactive activities that focus on the High Potential Exposures (HPE), by putting safety ahead of productivity and profits.
Among the criteria adopted to give the Best Stop Work award were the workers’ efforts to ensure safety by stopping a task, a process or a production line, and to tackle the problems that occur to protect every employee from High Potential Exposures and other hazards.
BSC’s 2015 Best Stop Work award5 went to Ramallo Industrial Complex and Port Terminal, which globally competed with the other selected cases in Bunge.
5 Bunge employees have the right and the obligation to stop working when the task is too risky, on when something, in their opinion, is not safe or right.
PRODUCING VALUE
Bunge’s Global Industrial Safety Management System (BGSMS) Bunge has its own Global Industrial Safety Management System, adapted to the Company needs and applicable to all operating units in the world. The system is composed of 12 elements or pillars of management:
Behavioral Task Observation.
Incident Investigation and Analysis.
Rules and Work Permits.
Emergency Preparedness.
Health Aspects.
Knowledge and Skill training.
Leadership and Administration.
Engineering and Purchasing Controls, Contractors.
According to the requirements of this management system, in 2015 a program of external and internal audits was implemented, which include anonymous verification interviews, revision of records, and a walk-through to observe physical conditions. Global Safety Campaign The safety of the employees is our number one priority. To achieve a zero incident culture, every employee must return home safe and sound. Bun-
Job Hazard Analysis (JHA).
Communication and Promotion.
Planned Inspections and Maintenance.
System Evaluation.
ge’s golden rule is: no job is too important or urgent for it not to be done safely. Our work philosophy is clear: we will always put safety ahead of profits and productivity. Bunge launches its Global Safety Campaign in order to inform all these concepts and gain the commitment of every member of the Company.
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Citizenship 2015 - Bunge Southern Cone
High Potential Exposures Since 2005, more than 90% of the fatal incidents in Bunge have been caused by 5 High Potential Exposures or HPE.
The 5 High Potential Exposures or HPE
High potential exposures are occupational risks that, if not managed properly, are highly likely to cause a fatal incidents or an injury that affects people’s lives. Due to these events, Bunge has been working with the 5 High Potential Exposures since 2014, raising awareness and promoting its prevention. Thanks to this global initiative, the employees are given new tools to recognize and manage these five occupational risks.
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The awareness and prevention campaign includes all of Bunge’s industrial complexes and offices, its employees, its contractors and its service providers. The goal is to pass on a consistent message, provide information about the 5 High Potential Exposures, and at the same time, help supervisors proactively manage them. The Global Safety Campaign is made up of phases where communication tools are provided. During the first phase, developed in 2014, key messages were spread through posters and signs. The second phase, in 2015, consisted of launch meetings led by the managers of the industrial complexes, and 10-minute talks delivered by supervisors, in which each of the High Potential Exposures was explained. Individual HPE cards were handed over. In 2016, the third phase includes e-learning modules and specific material about HPE that can be downloaded from a global web platform.
Work at Height
Hazardous Energy
Mobile Equipment
Confined Spaces
Hoisted Loads
PRODUCING VALUE
The Global Safety Campaign in images
Key Messages of the Campaign ALWAYS PUT SAFETY AHEAD OF PROFITS AND PRODUCTIVITY. Reinforce the right to refuse to perform a hazardous job and the responsibility of stopping a task if safety is put at risk. DON’T LET THE NEXT TASK BE YOUR LAST. Forceful message that reminds us what it is really at stake: people’s lives. STOP. THINK. PROTECT. Three simple, easy-to-remember steps. “Following these steps before performing a task may be the difference between returning home safe and sound every day or not returning.” Carlos Nowik, Manufacture Director, Bunge Cono Sur.
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Citizenship 2015 - Bunge Southern Cone
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PRODUCING VALUE
Features Training Courses in 2015 5 High Potential Exposures for managers, middle management and supervisors. Driving Safety Course for workers, held by Centro de Experimentación y Seguridad Vial de Argentina (CESVI Argentina). 5 High Potential Exposures for office workers. Third Introduction to Bunge’s Global Industrial Safety Management System Course for workers from all over the country.
2,824 people trained in safety, taking into account employees and non-temporary contractors directly supervised by Bunge.
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Citizenship 2015 - Bunge Southern Cone
Industrial safety proactive indicators Apart from monitoring reactive or traditional indicators, Bunge Southern Cone tracks proactive indicators that represent the efforts of the organization to prevent unwanted near misses. To prevent occupational risks from happening, not only do we have to reduce the number of incidents, but we also have to constantly improve working conditions, whether physical or organizational. From the management point of view, these indicators are the most useful because of their preventive nature.
pare the performance with set standards, allowing the detection of current management strengths and weaknesses. The ideal score for each indicator is 1 (maximum condition), the higher, the better, since it indicates how close it is from the desired situation. The proactive safety indicator is made up of the following indicators, and its respective monthly goals are:
We established 7 indicators that provide us with the necessary information to act proactively. These are comprised in a final formula which is used to com-
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1
Hours of training on safety and health.
1 hour of training a month per employee.
2
Hours of training of the fire brigades.
1.5 hour a month per brigade member.
3
Number of 10-minute talks delivered by middle management and supervisors.
4 10-minute talks a month per member of middle management or supervisor.
4
Implementation of risk warnings (detection of substandard or out-of-standard conditions).
100% accomplished.
5
Compliance with corrective and preventive action plans derived from the investigation of incidents.
100% accomplished.
6
Amount of task behavioral observation.
2 observations a month per each member of middle management or supervisor.
7
Amount of meetings of the internal committees for incident prevention.
1 meeting a month.
PRODUCING VALUE
Evolution of the Safety Proactive Indicator 1 0.9 0.8 0.7 0.6 0.5 0.4
0.1 0
0.91
0.2
0.92
0.3
2014
2015
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Citizenship 2015 - Bunge Southern Cone
Trained brigade members Since 2007, the Safety, Health and Environmental Corporate Management has been in charge of coordinating the Cross Training of the Emergency Brigades in all of Bunge’s complexes in Argentina. Other partner companies or colleagues may take part in this training, as well as Volunteer Fire Departments, Hospitals, Civil Defense, and other emergency systems of the country. The activity takes place every year as a part of Bunge’s Global Industrial Safety Management System. The training is a theoretical-practical presentation given by brigade members. Its goal is to provide people with training on specific safety topics. The activity benefits teamwork, which is essential in a possible real emergency. Thus, the whole community takes part in a training activity that stimulates response capacity, proactivity and coordination skills.
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Emergency alarm management
Creating corporate safety standards is one of the pillars of management. Therefore, throughout 2015, the sounds of the emergency alarms were standardized in every Company work site by setting an alert sound, an evacuation sound, and an end-of-emergency sound. The alarms are weekly tested, so every worker, contractor, driver and visitor is warned and capable of differentiating the sounds.
PRODUCING VALUE
Preparing for emergencies Being prepared for emergencies is one of the 12 pillars of Bunge’s Global Industrial Safety Management System. Its main goals are to verify people’s knowledge and the implementation of the Emergency Plan in each work site, to time how long it takes
to respond to this kind of contingency (both external and internal services), and to identify improvement opportunities that allow us to be more prepared and trained to take action in a real emergency.
CLIMATE CHANGE GRI Aspects: Energy; Emissions; Water Pope Francis, in the first chapter of the Encyclical Letter “Laudato Si’”, addresses climate change: “The climate is a common good, belonging to all and meant for all. At the global level, it is a complex system linked to many of the essential conditions for human life. A very solid scientific consensus indicates that we are presently witnessing a disturbing warming of the climatic system”6. Climate is one of the main deciding factors of agricultural productivity. Based on studies conducted by CEPAL, Latin America is expected to be affected by climate change. This will complicate the efforts to reduce poverty and it will affect food safety7.
6
This study claims that developing countries are the most vulnerable to the effects of climate change because, among other reasons, their production and economic systems depend on agriculture. Pope Francis establishes that “interdependence obliges us to think of one world with a common plan”. He convenes every sector to reach “a global consensus that leads, for example, to planning a sustainable and diversified agriculture, developing renewable and less polluting forms of energy, encouraging a more efficient use of energy, promoting a better management of marine and forest resources, and ensuring universal access to drinking water.”
Encyclical Letter “Laudato Si’” of the Holy Father Francis on care for our common home. Vatican City. Rome, 2015.. Alejandro J. López Feldman. Climate Change and agricultural activities in Latin America. CEPAL. United Nations. Santiago de Chile, 2015. 7
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Citizenship 2015 - Bunge Southern Cone
3% reduction of greenhouse gas emissions per ton produced.
3% reduction of water consumption per ton produced.
ENVIRONMENTAL GOALS 2013-2016 3% reduction of energy consumption per ton produced.
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The indicators shown below reflect Bunge Southern Cone’s environmental management in its Industrial Complexes, without taking into account Joint Ventures8. It is important to notice that, except Joint Ventures, all of Bunge Southern Cone’s industrial operations are in Argentina. Reduction of emissions To Bunge Southern Cone, the consumed energy and the level of Greenhouse Gas Emissions present a practically equivalent evolution because most of the consumed energy derives from non-renewable sources. Energy is essential for the development of our daily activities. Approximately 82% of the energy used in the company is generated by burning natural gas, and 15% comes from the acquired electrical energy. Bunge uses diesel and fuel oil to a lesser extent.
5% reduction of waste with non-sustainable management.
lent amount of CO29 released into the atmosphere is determined. In accordance with Bunge’s global goals, the company promised in 2014 a 3% reduction of energy consumption and a 3% reduction of GHG emissions per ton produced by 2016. The base lines used were the numbers obtained in 2013. These goals were achieved in 2014. Bunge continues its efforts to improve them even more. Main achievements Thanks to various efforts and the changes made in the resource management of different industrial complexes, the Company, in Argentina, managed to obtain an amount lower than the goal set in 2014. This permitted that, during the 2013-2015 period, we far exceeded the proposed goal, achieving an 8% reduction of the CO2 per ton produced.
To calculate how much Bunge’s activities contribute to the Greenhouse Effect, the Company collects information about direct greenhouse gas emissions (GHG) generated by its own sources or controlled by it, and about indirect emissions, that is to say those that come from the purchase of electricity. Using this information and the emissions factors, the equiva-
8 9
There is no available information about Joint Ventures’ environmental management yet. Carbon Dioxide.
PRODUCING VALUE
Greenhouse gas emissions per ton produced
96 94
Global goal
90 88 86
90.40
92 94.81
[KgCO2 /Ton]
-4.65%
2014
2015
Absolute emissions were reduced by 8.6% compared with 2014. The emissions per ton produced were reduced by 4.65%.
Total direct and indirect greenhouse gas emissions by weight (in metric tons) 341,769
Total emissions
115,584
250,000 200,000
117,008
400,000 350,000 300,000
373,926
50,000 0
226,185
100,000
256,918
150,000
2014
2015
Indirect CO2 emissions by energy and vapor purchase (metric tons) Direct CO2 emissions by use of fuel in facilities (metric tons)
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Citizenship 2015 - Bunge Southern Cone
Energy consumption per ton produced
Global goal
1.32 1.30
-5.31%
1.26 1.24 1.22
1.265
1.28 1.336
[GJ/MT]
1.36 1.34
2014
2015
Energy consumption per ton produced was reduced by 5.31%. Total energy consumption decreased 9.29%.
38
Total energy consumption
2014 Total direct energy consumption Total indirect energy consumption Total consumption
4,780,569.09
782,048.301
1,000,000 0
3,998,520.79
2,000,000
5,270,187.54
3,000,000
791,679.11
5,000,000 4,000,000
4,478,508.43
Gigajoules
6,000,000
2015
PRODUCING VALUE
Bunge Track: a product that minimizes greenhouse gas emissions
In 2014, Bunge launched “Bunge Track””, ARNOX 32’s trade name, a liquid reducing agent of nitrogen oxides from combustion of diesel engines (essential to the implementation of Euro V and Euro VI10 protocols) which contributes to minimizing greenhouse gas emissions. “Bunge Track” is a solution of demineralized water and high purity urea, which is accurately dosed into those engines. When it comes into contact with escape gasses, it reduces nitrogen oxides from combustion of engines. It can be used in any vehicle that runs on gasoil and that has a Selective Catalytic Reduction system installed.
Furthermore, taking into account the direct use in the fields plus the transport of grains and supplies, the agro-industrial sector is deemed to be the one with the largest gasoil consumption in the country11. “Bunge Track” is the Company’s indispensable link to cut down on greenhouse gas emissions by reducing the carbon footprint in the agricultural production and marketing cycle. It also helps any industry and/or service that uses a diesel engine.
Nitrous oxide is a gas that contributes heavily to the greenhouse effect. It traps heat and fosters an increase in our planet’s average temperature. The use of “Bunge Track” in Argentina, measure in NOx reduction, will benefit the environment in a 65% per every vehicle that meets the Euro V protocol demands, and a 92% per every vehicle able to meet the Euro VI protocol demands. The impact on the total amount of emissions will depend on the replacement rate of the current fleet.
10
Euro V and VI protocols are regulations established by the European Commission that define the technical requirements needed for the engine standardization regarding its particle and greenhouse gas emissions (for example, nitrous oxides or NOx). 11 Gasoil consumption per sector per activity in Argentina in 2014, according to Fundación Pensar: 20% Agriculture and 33% cargo Vehicles.
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Citizenship 2015 - Bunge Southern Cone
Water use, exposure to water scarcity and impact on water scarcity Water is an essential resource. Even though two thirds of the Earth surface are covered by it, only a 2.5% of the total volume is fresh water. In this water, only 1.2% of the resource is on the surface. The sea level rise and other meteorological factors related to climate change reduce the availability of fresh water due to the underground water salinization and the precipitation decrease in some regions. In this sense, the OCDE12 estimates that the number of people living in areas with water stress will grow 33% compared to 2005, reaching 4,000 million by 2030. Without a doubt, the food and agriculture industry is one of the main industries affected by this phenomenon. Nowadays, 70% of global water consumption belongs to irrigation. This forces companies of this industry to adapt by implementing, among other methods, efficient water management measures13.
Efficient water management Bunge Southern Cone pledges to use water efficiently and is always trying to improve its water management by following the best industrial practices available today. One of these practices consists of not consuming water from the same supply source that provides nearby towns with this resource. In 2014, Bunge Southern Cone pledged to achieve a 3% reduction of water consumption per ton produced, which was Bunge’s goal. The base lines used were the numbers obtained in 2013. This goal was achieved in 2014, and by the end of 2015, the water consumption indicator decreased 11.75%. Hence, the result far exceeds the established goal for 2016.
Efficient water management, as we will discuss in the next chapters of the report, is not always based on saving or preservation strategies. The resource is also properly managed when the lands that supply water are used wisely, for example,
Water Consumption per ton produced 4.8
Global goal
4.6 4.2 4
5.3% reduction 4.22
4.4
4.456
40
by reforesting, restoring riverbanks or improving agriculture management practices14.
2014
2015
Water consumption per ton produced was reduced by 5.3%, in comparison with 2014.Total water consumption decreased 9,22%.
12
Organization for Economic Co-operation and Development. Source: © Forética report: “Acelerando la RSE en el sector Agroalimentario”. 14 Programa Árboles Nativos Bunge, Bunge’s agrofiles and artificial Wetlands are some of the actions performed to care for and preserve water. 13
PRODUCING VALUE
DID YOU KNOW…?
Compared to 2014, the amount of water consumed in 2015 had a 1,620,211 m3 reduction, which is equal to the annual consumption of a population of more than 14,000 people15.
?
Total Consumed Water in Bunge
[m3]
18,000,000
-9.22%
17,500,000 17,000,000
17,575,453.3
16,500,000 16,000,000
15,955,242.1
15,500,000 15,000,000 2014
2015
FOOD SAFETY, PRODUCT QUALITY AND SAFETY, AND CONSUMER SAFETY AND HEALTH Our goal
Every day, Bunge contributes to the distribution of food to billions of people all over the world. A 70% increase in food production will be necessary to satisfy the needs of a population that is estimated to be of 9 billion people by 2050.
Growing global consumption (index-linked) 130
120
110
100 2015
Soy 15
2016
2017
Oil
2018
2019
2020
Corn
2021
2022
2023
Wheat
Taking into account an estimated consumption per person of 300 liters a day.
2024
2025
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Citizenship 2015 - Bunge Southern Cone
In accordance with the population growth, Bunge has set the goal to improve the global food production chain, from its origin to the consumers’ table: how food is grown, saved, processed, transported and distributed to satisfy the needs of people today and in the future, while it contributes to the preservation of the natural resources of our planet.
Accessible
42
Safe
The traceability in the supply chain guarantees the safety of the products in both ends of the value chain. Whereas systems vary depending on the type of product, processes such as the quality certification systems guarantee the compliance of our current regulations. Grains and oilseed oils are important parts of people’s diet. They represent over 50% of the calories available in the global food supply. Bunge’s main nutrition goal is to make sure people eat this food in order to achieve healthier diets.
Since Bunge is an agro-industrial and food company, it finds itself in a unique position for its products to be:
Affordable
Nutritious
Bunge is a key agent in the agri-food chain of the region where it operates. Food Safety, Product Quality, Safety and Consumer Safety and Health are material aspects that make us think about how to efficiently meet dietary needs and specific preferences for an active and healthy life.
PRODUCING VALUE
MANAGEMENT APPROACH A number of regulatory frameworks for Food quality and safety are in place contributing to a smoother business operation. Certification schemes allow organizations to trust processes of each and every link in the value chain. Bunge Southern Cone has a series of certifications on Quality and Safety Management Systems, which are adapted to customer and market demands.
GMP+ Standards have been drawn up to harmonize animal feed requirements for the purposes of ensuring quality and safety across the food chain. They are based on widely recognized principles concerning quality control, Hazard Analysis and Control Critical Points (HACCP). GMP B2 Standard is used for the production of raw materials for feed and feed additives, while B3 Standard is intended for port operation and commerce.
Standard
Work Site
Procedures
GMP B2
San Jerónimo Sud Industrial Complex (Argentina)
• Production, storage and shipping of finished products, soybean pellets, sunflower pellets, and safflower pellets, soybean hull pellets, soybean meal, sunflower meal and safflower meal.
GMP B2
Tancacha Industrial Complex (Argentina)
• Production of soybean meal, soybean pellets, sunflower meal, sunflower pellets, safflower meal, safflower pellets and soybean lecithin.
GMP B3
Buenos Aires Trade Office (Argentina)
• Commercialization of soybean meal, soybean pellets, soybean hull pellets, safflower meal, safflower pellets and sunflower pellets.
GMP B2-B3
Ramallo Industrial Complex (Argentina)
• Production, storage and shipping of soybean pellets, soybean meal and soybean hull pellets.
GMP B2-B3
Puerto General San Martín Industrial Complex (Argentina)
• Reception, storage, production and shipping of soybean pellets, soybean meal and soybean hull pellets.
GMP B3
Hernandarias (Paraguay) Trade Office
• Commercialization of soybean meal and soybean hull pellets.
GMP B3
Bunge Agritrade (Uruguay) Trade Office
• Commercialization of soybean meal, soybean pellets and soybean hull pellets.
GMP B3
Montevideo (Uruguay) Trade Office
• Commercialization of soybean meal (2014 certification).
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Citizenship 2015 - Bunge Southern Cone
The ISO 9001:2008 Standard, prepared by ISO (International Standardization Organization) determines Quality Management System requirements to achieve a continuous improvement and satisfy the customers.
Work Site
Procedures
San Jerónimo Sud Industrial Complex (Argentina)
• Oil reception, conditioning and storage. • Production and shipping of meals, pellets and crude oil. • Reception of crude oil, production, storage and shipping of refined vegetable oils.
44
Tancacha Industrial Complex (Argentina)
• Reception of raw material.
Puerto General San Martín Industrial Complex (Argentina)
• Soybean reception, conditioning and storage.
• Production, storage and shipping of soybean lecithin.
• Crude oil reception and storage. • Manufacture, storage and shipping of crude oils, meals and soybean by-products. • Refining and shipping of neutral and refined oils.
Hazard Analysis and Control of Critical Points (HACCP) is a systematic preventive process to ensure food safety in a reasonable and objective manner. In this process, all risks of contamination associated with products are identified, assessed, and prevented at the physical, chemical and biological level across the supply chain processes, establishing preventive and corrective measures for control and for ensuring safety.
PRODUCING VALUE
Work Site
Procedures
San Jerónimo Sud Industrial Complex (Argentina)
• Reception and storage of crude vegetable oils.
Puerto General San Martín Industrial Complex (Argentina)
• Reception and storage of crude vegetable oil.
Tancacha Industrial Complex (Argentina)
• Production of food grade soybean lecithin.
• Refining, storage and shipping of bulk refined vegetable oils.
• Refining, storage and shipping of bulk refined soybean oil.
Management goal 2016 FSSC 22000 is one of the main certification schemes for food at a global level regarding food safety, since it is a certification scheme acknowledged by the Global Food Safety Initiative. FSSC 22000 is applicable to all food products, food ingredients and packaging manufacturers, regardless of the size, sector and geographical location of the organization. The standard FSSC 22000 certification was postponed (due to the end of 2015) on account of modifications carried out in the vegetable oil refining plants of Puerto General San Martín and San Jerónimo Sud to increase their capacity. Anyway, the scheme is implemented in both plants, and there are dates scheduled for the certification audits, which will take place in the first semester of 2016. The certification in the lecithin plant of Tancacha also had to be postponed. The certification audit will be rescheduled for 2016. Evaluation and monitoring 60 internal auditors across the Company perform audits of own certified quality systems. Said audits are scheduled at the beginning of each year, including verifications of own industrial complexes and of third parties’ companies. Internal auditors were trained by the Corporate Quality area, and are annually trained on specific subjects, acquiring skills for auditing different business units, own processes, and third parties.
Customer satisfaction Throughout 2015, a new computerized claim-addressing platform was created. The process is: the Commercial Manager receives a claim. This claim is automatically sent to the corresponding work site to perform a cause analysis. When the cause analysis is finished, it is sent to the Commercial Manager together with the technical information to report and calculate the costs. At the end of 2015, new corporate surveys were established to verify the level of customer satisfaction. The surveys were designed together with the commercial department, and they are in the preparation process. The results will be informed in the next sustainability report.
Commitment to the Customer In 2014, Bunge Argentina introduced the rice brand Primor to the market, which complies with Precios Cuidados policy. “Affordable Prices” (Precios Cuidados) is a commitment undertaken by the National Government, marketing companies, distributors and main suppliers to achieve a flexible price administration of products. Being part of “Affordable Prices” (Precios Cuidados) means we perform an analysis of the product value chain, in this case Primor rice, to grant foreseeability, stability and transparency in the price formation process. Furthermore, the product reaches a national level, because marketing companies commit to supply the demanded product amount to the public at the agreed on price.
45
Citizenship 2015 - Bunge Southern Cone
MAIN ACHIEVEMENTS
100% of certified industrial complexes under international quality standards.
46
L UA I T
D
TIF I
E
CE
R
Y
Q
60 internal auditors monitor the compliance with quality systems requirements.
100% of products manufactured in Bunge’s own plants have food safety certifications.
100% of the certifications have been kept.
PRODUCING VALUE
ORIGINATION PRACTICES MANAGEMENT APPROACH The supply chain of the agricultural sector for the supply of primary production, like raw materials, includes farmers, country elevators and agents. Specific factors that may affect raw materials supply include climate, political and economic factors, both local and international. The variations of these factors may have an impact both on the Company and the community in general. Bunge Southern Cone acknowledges this fact and works with suppliers to assure the supply chain sustainability and to reduce endogenous or controllable risks. It is important to emphasize that Argentina’s commodities market is globally recognized for its levels of commercialization transparency. In Argentina, all cereal and oil product purchases are done pursuant to the Resolution 1075/94 of the Secretary of Agriculture, Farming and Fishing. In Paraguay, corn purchases are done under the aforementioned Argentinian regulation, and soy supply is regulated by Brazil’s ANEC16.
for its use within the European Union. In 2015, under this scheme, 16,000 tons of soy were bought, which accounted for 3,500 tons of sustainable oil. The main country elevators during the first year were: the one in Curuguaty, located in said city, and Complejo Agroindustrial Angostura S.A. (CAIASA), located in Villeta.
Management goal 2016 In 2016, the amount of sustainable soy bought is expected to increase following the following the guidelines recommended by the Renewable Fuel Standard II Program through Due Diligence Review. Furthermore, Rosario’s business offices will provide coordination to achieve the established goals and improve the origination and product sustainability processes.
EVALUATION AND MONITORING Nowadays, Bunge Southern Cone has two sustainable soy supply schemes: the 2BSvs certification, of French origin, which supplies the European Market, and the Due Diligence Review Program, which complies with the segregation and traceability requirements demanded by the Renewable Fuel Standard II or RFS II, bound for the North American market. • In 2015, 360 thousand tons of soy with sustainable soy certification (under the Due Diligence Review program) were purchased, which represented 70 thousand tons of sustainable biofuel. • Simultaneously, the scheme used by Bunge Paraguay to certify sustainable soy is the previously mentioned 2BSvs of French origin. And because of its characteristics it can better adapt to logistic needs. This certification assures, mainly, that the sustainability of biomass and biofuel production can be proven, complying with the requirements of RED (Renewable Energy Directives) 2009/28/EC,
16
ANEC: Associacao Nacional Dos Exportadores de Cereais, Brazilian Soybeans.
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Citizenship 2015 - Bunge Southern Cone
PRODUCING DEVELOPMENT For the Company, producing development means an understanding of the needs and an adjustment to the agenda regarding sustainable agriculture, environmental management, health and a healthy diet, social investment, education, supply practices related to our areas of influence.
SUSTAINABLE AGRICULTURE Commitment to Sustainable Value Chains
48
Growing populations and expanding economies present clear needs: making food more nutritious and available. Strained natural resources—especially forests and watersheds—mean that we have to produce more food, more efficiently and with greater sensitivity to the environment than ever before. Bunge believes all agricultural value chains should be environmentally sustainable and economically beneficial to local communities. Our company is committed to applying policies in its businesses and supply chains that reflect these beliefs, and to collaborating with stakeholders and other value chain participants— from farmers to consumers—to develop practical approaches to realize them at scale. New Commitments Bunge commits to: • Eliminate deforestation from our agricultural supply chains worldwide, employing tested methodologies that incorporate carbon and biodiversity protections. • Respect local and indigenous community rights and apply the rigtht to free, prior and informed consent for land purchases and use. • Enhance the traceability and transparency of key supply chains over time. • Publicly disclose progress on our efforts.
The implementation of this policy is in process. Bunge is contacting its suppliers and customers to inform them of the implication of this policy, encouraging them to avoid deforestation and clearing, and, at the same time, it is working to develop surveillance systems that monitor the deforestation in value chains.
Sustainable Agriculture in South America
The Nature Conservancy is one of the leading international organizations in preserving nature and promoting sustainable development. In Argentina, Bunge supports the project on regenerative investment in natural assets, carried out in the Southeast of the Province of Buenos Aires. The project goal is to develop and apply an agronomic, financial and commercial model that allows rural actors from that region to generate a normal farm income, by sustainably improving the natural assets and the ecological functions of their land and of the region, and the rural social fabric. Implementing this method implies that the farming activity will have to adjust to the obligations related to sustainability, for example: not deforesting, and promoting the sustainable use of the land.
PRODUCING DEVELOPMENT
Fertilizing to increase production and protect the environment The global agricultural challenge is to increase production while preserving the environment for the coming generations. In 2015, the Company focused on keeping its own lines of investigation, as well as the ones it has with important members of the sector, associations and universities. Generating knowledge based on the trials conducted is essential for farmers to validate and facilitate the beneficial decision-making process. Among the lines of investigation, a fertilization network applied to soy was created: Bunge’s Proposal (Propuesta Bunge). The goal of this network, established in fields using farmers’ tools, is to show the increase of productivity that can be achieved in La Pampa region by correctly balancing the soil nu-
trients through a proper fertilization. This also creates a lower environmental impact. The results of the first year were presented to the press during April 2015, and they had a great coverage. In 2015, Agro-Files (Agro Expedientes) was launched to improve the transfer of technology: a new section in bungeargentina.com where we collect trials performed and/or sponsored by the Company, which will allow people to choose fertilization recommendations by region or crop, and find research experiences applicable to their work area. This new tool is very valuable because it concentrates all of Bunge’s research, and it keeps the community updated.
Traditionally, the research dissemination is carried out in different areas, with technical notes in social media and training sessions for farmers. In 2015, these activities were performed in Argentina and Uruguay: • 11 field sessions • 15 technical training sessions • 35 workshops • 4 visits to industrial complexes • 7 participations in congresses
In 2015, 12 new performance files were created and shared for wheat, wheat-soy, corn and rapeseed crops.
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Citizenship 2015 - Bunge Southern Cone
ENVIRONMENTAL MANAGEMENT Protecting the environment and mitigating the impacts on it produced by its operations is key to Bunge.
of environmental protection, both in its industry and the whole country.
Waste management is one of the essential aspects to achieve that. Bunge Southern Cone has adopted a monitoring strategy for ensuring an appropriate management. A good waste management allows the company to achieve a leading position in terms
Furthermore, the Company’s commitment is supported by the continuous growth in the environmental investments for both carrying out projects and obtaining certifications.
3% reduction of water consumption per ton produced.
50
3% reduction of energy consumption per ton produced.
ENVIRONMENTAL GOALS 2013-2016
Waste management Bunge’s waste management purpose is to handle the minimum amount possible of waste for treatment and final disposal. That is why the management strategy is based on: Reduction
Reducing the amount of waste. Preventing its generation.
Reutilization
Restoring, repairing equipment or parts; reusing packaging, reusing discarded materials from other processes.
Recycling
Transforming waste into new materials or products.
Treatment
Reducing volume, stabilizing, reducing risks, etc.
Disposal
Disposing waste generated by the previous points or that cannot be managed in another way.
3% reduction of greenhouse gas emissions per ton produced. 5% reduction of waste with non-sustainable management.
Waste sorting at the place of its origin is the main pillar of our waste management. Considering that every type of waste requires a specific treatment, sorting it at its origin allows us to optimize the handling processes, storage, transportation, treatment and final disposal of all the waste generated. To make the sorting process easier, there are bins of different colors in every work site that represent a certain waste type. Before taking them out of the properties, the amounts are recorded for its control and tracking. The indicators shown below reflect Bunge Southern Cone’s environmental management in its Industrial Complexes, without taking into account Joint Ventures. It is important to notice that, except Joint Ventures, all of Bunge Southern Cone’s industrial operations are in Argentina. As a global goal, Bunge decided to achieve a 5% reduction of the amount of waste managed in a non-sustainable manner, regarding the values obtained in 2013. Nowadays, a 40.1% reduction has been achieved, far exceeding the expectations.
PRODUCING DEVELOPMENT
In 2015, the total waste production was reduced by 4.42%.
Waste managed in a non-sustainable manner17
[Kg /Ton]
0.35 0.30
Global goal
0.25 0.20
-5%
0.15 0.20
0.19
0.10
2014
2015
0.05 -
Additionally, in 2015, Bunge increased the proportion of waste managed in a sustainable manner in relation to the total generated. At present, 91% of waste crea-
ted by the company is allocated for compost, reutilization, recycling or landfarming.
Waste management evolution 100% 90%
10%
9%
90%
91%
2014
2015
80% 70% 60% 50% 40% 30% 20% 10% 0% Non-sustainable Management Sustainable Management
17
Results in kilograms per tons produced.
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Citizenship 2015 - Bunge Southern Cone
Waste management evolution 9,000
2014
8,000
2015
7,000
Special waste total [Tn]
Non-hazardous waste total [Tn]
Certification of the Environmental Management System The Environmental Management System is essential to achieve a proper environmental performance. For that reason, our priority was to optimize our own Management System, focusing it on a continuous improvement. In 2014, Ramallo Industrial Complex and Port Terminal’s Environmental Management System was certified through the international ISO 14,001 Standard. After a year of hard work, in mid-2015, we managed
7,785.30
Waste total [Tn]
to keep the certification, surpassing the annual external audit carried out by the certifier. This commitment is reinforced year after year, which is why, in 2015, we made progress in the implementation of the ISO 14,001 Standard in San JerĂłnimo Sud Industrial Complex. The certification is expected to be issued during the first semester of 2016.
Environmental investment Investment Evolution
In comparison with last year, environmental investments had an 84.37% increase, showing the strong commitment the Company has regarding the environment. Environmental Investment 7,000,000 6,000,000 U$S
52
7,776.50
1,000 0
348.6
2,000
368.6
3,000
8,145.10
5,000 4,000 7,436.70
[Tn]
6,000
5,000,000 4,000,000 3,000,000 2,000,000
5,801,990
+84.37%
3,146,900
1,000,000 0 2014 It is important to note that environmental investments are made in the countries and Joint Ventures that comprise
2015 Bunge Southern Cone. Measurement systems of this indicator are in the development process.
PRODUCING DEVELOPMENT
COMMUNITY DEVELOPMENT Bunge is an active member committed to the communities where it works. It keeps lasting and mutually beneficial relationships with its neighbors. Furthermore, it makes an effort to support the economic, social and environmental prosperity in those communities because it considers sustainable social development to be an inclusive concept that facilitates business development.
Bunge Southern Cone has the support of prestigious Civil Society Organizations. Together with them, it sets up projects, paying attention to the needs of the communities.
The management concepts it develops by connecting with the community are:
EDUCATION
SOCIAL INVESTMENT
COMMUNITY DEVELOPMENT
HEALTH AND A HEALTHY NUTRITION
53 ENVIRONMENT
EDUCATION: OUR COMMITMENT TO THE FUTURE
2015 Bunge Award to Academic Excellence
175
winners
5
towns
It is intended for students and graduates from Tancacha (province of Córdoba, Argentina), Ramallo District (Province of Buenos Aires, Argentina) and Puerto General San Martín and San Jerónimo Sud (both in the province of Santa Fe, Argentina), and Curuguaty (Department of Canindeyú, Paraguay) with the best academic performances. For nine years in a row, the Bunge Award to Academic Excellence has rewarded the best average scores in primary school, secondary school, college, and university from the aforementioned towns. In 2015, 175 children, teenagers and young people won it.
This award represents the Company’s commitment to the educational development as the foundation that transforms the social reality. The prize awarded in the different categories consists of educational material, such as books, school supplies and technological devices. With this award, the Company also tries to promote the creation of social investment tools that strengthen community development and foster an improvement in the academic performance of educational institutions.
Citizenship 2015 - Bunge Southern Cone
Project for Teenagers “Together” (“Juntos”)
70
54
Programs with Fundación Bunge y Born
teenagers finished their high school studies
The Company supported “Together” (“Juntos”), a project for teenagers carried out in Colegio San Adolfo, from 18 de Mayo, Canelones, Uruguay. With the support of Civil Society Organizations (OSC), Reaching U, and Fe y Alegría, the project allowed 70 students who live in social vulnerability conditions to finish their high school studies, and now they can choose their life project. The project was based on developing a close bond with the families and organizations of the area. The main goals of this program were: to provide tools to support their high school studies, to foster teenager active involvement, and to promote communication skills.
Rural Education: “Sower Program” (“Programa Sembrador”)
750
rural elementary schools
330
teachers trained online
22 y 18 42
principals and supervisors trained in a Summer Course years supporting rural education
Sower Program (Programa Sembrador) was created in 1974 by Fundación Bunge y Born, and since 1999, it has been developed together with Fundación Perez Companc through different lines of action. In 2007, Bunge began constantly supporting Sower Program. They work together to play a compensation role that aims at ensuring the right to education, keeping children and teenagers from rural areas in the education system, and discouraging child labor. A group of 750 rural elementary schools receives supplies once a year. Their principals and supervisors are invited to take part in a Summer Course that provides them with school management tools. Some graduates, as mentors and local allies, offer Online Courses per supervision areas, and subsequent accompaniment that has an impact on the classrooms. These online training courses improve the quality of the educational offering, and shorten the distance that restricts the training processes. This way, synergy is generated among the lines. Every instance is assessed to improve the Program18. http://www.fundacionbyb.org/?q=es/novedades/%C2%BFqu%C3%A9-es-el-programa-sembrador
18
Source: Escuelas del medio rural. Fundación Bunge y Born y Fundación Pérez Companc, Buenos Aires, 2015.
PRODUCING DEVELOPMENT
Scholarship Program in Argentina:
Other educational activities
Post-Doctoral Scholarships Fundación Bunge y Born Award 18 young scientists received a scholarship for the following specializations: Oncology, Molecular Biochemestry, Animal Health, Agronomy, Physiology, Plant Physiology, Veterinary Immunology, Chronobiology, Material Engineering and Chemistry. Schoclarships for Chemical Engineering and Nursing students 153 students were awarded scholarships between 2012 and 2015. Everyone graduated. Institutions: Instituto Tecnológico de Buenos Aires (ITBA), Cruz Roja Rosario and Instituto Superior Particular Incorporado Garibaldi N° 9231 (ISPI).
Reading Marathon 2015, together with Fundación Leer
147 3 600
schools Reading corners books
For the third year in a row, Bunge has been part of the Marathon organized by Fundación Leer, whose goal is to foster reading and literacy in children and teenagers. Among the activities that the Company performed, we can mention bringing together 147 schools from Campana to actively participate in the Reading Marathon; the Corporate Volunteer Conference; the donation of three “Reading Corners” to schools from Campana (each one consisted of 200 new books for children and teenagers), and an online training in how to set up and sustainably use a “Reading Corner”, offered by Fundación Leer. “Games in the Preschool Classroom” Since 2011, Bunge and Fundación Bunge y Born have carried out the “Games in the Preschool Classroom” Program, whose goal is to improve the educational quality of children in Ingeniero White, province of Buenos Aires (Argentina). We want kids to grow healthily, both physically and mentally. We know that games play a fundamental role in this process. That is why we donated and set up playground toys in six kindergartens of the town. Other activities included: delivery of play centers to every kindergarten in Ingeniero White, training teachers and principals in the importance of games to children, donation of cameras to record every activity.
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Citizenship 2015 - Bunge Southern Cone
HEALTH AND HEALTHY NUTRITION: IMPROVING THE QUALITY OF LIFE
Together with Fundación Bunge y Born
• “Vinchuca Detectives” was launched: an educational program in which the students have to investigate to know more about this disease. Schools are very important places to raise awareness of this problem, and to inform families about the activities. Brazil, Mexico and Argentina are the three countries with the largest amount of people infected with Chagas (1,505,235; 1,156,821; and 876,458, respectively). In Argentina, 2,242,528 inhabitants are estimated to be at risk of infection. 32,13% of Latin American cases occur in Argentina19. “Chagas, from knowledge to action”
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Avia Terai with no Chagas (Avia Terai sin Chagas)
90%
of rural homes included in the census
230
sprayed homes and structures
2,000
living and infected vinchucas collected
Avia Terai with no Chagas (Avia Terai sin Chagas) is a joint work scientifically run by the Eco-Epidemiology Laboratory of Universidad de Buenos Aires (UBA), coordinated by Fundación Bunge y Born, and supported by Bunge and the government of Avia Terai (Chaco, Argentina). This program was implemented in 2015. The results of the first phase were:
health professionals received online training
In Asunción del Paraguay, health professionals did the online course “Chagas: from knowledge to action”, organized by Fundación Bunge y Born and supported by Bunge. The goal of this course for doctors, professional nurses and biochemists was to provide training on daily resolution of problems generated by Chagas, directly contributing to Paraguay’s National Chagas Control Program. Furthermore, it facilitates the implementation of measures to prevent, diagnose and treat that disease; and the handling of issues raised by the disease, the management, and the teamwork, by providing the tools to work and allowing the exchange of experiences between teachers and students to improve the daily practice.
• 90% of the inhabited homes in the town’s rural area were registered and georeferred. An entomological evaluation, a demographic census, and a socioeconomic and environmental survey were conducted. • 230 rural structures were sprayed, covering 86% of the registered inhabited homes, and 2,000 living Triatoma infestans were collected.
19
World Health Organization Newsletter, http://www.who.int/wer/2015/wer9006/en/, February 6th, 2015.
PRODUCING DEVELOPMENT
Argentina’s Good Nutritional Practices In 2015, the Centro de Estudios sobre Políticas y Economía de la Alimentación (CEPEA) showed the results of its studies on how Argentinian people eat and the quality of processed food. This study is part of the Good Nutritional Practices Project, run by Sergio Britos, supported by Bunge since 2010, and coordinated by Fundación Bunge y Born. The goal of these studies is for a healthy diet to be a dominant concept in public food safety policies.
waterway presents to foster the commercial activity between Paraguay, Argentina and Uruguay. A Visit from the Uruguay School of Agriculture Senior students of the Agriculture Engineering major from Universidad de Uruguay visited the Ramallo Industrial Complex.The visit is part of a technical training tour, where they visited several Argentinian companies dedicated to the production and commercialization of farming supplies. Learning to eat in Kindergarten Learning to eat in Kindergarten was a project carried out in 2015, in Jardín de Infantes Nº 57 from Puerto General San Martín, Santa Fe province. This project was organized by Fundación Bunge y Born; the Kindergarten’s administration and teachers, and local authorities in charge of health, education and culture cooperated with it; and it was supported by Bunge. It was run by Sergio Britos, of Centro de Estudios sobre Políticas y Economía de la Alimentación (CEPEA), and students from Universidad del Centro Educativo Latinoamericano (UCEL) de Rosario who are studying Nutrition were part of it. The general goal of the project is to help prevent risk factors and diseases linked to nutrition, and to encourage the early adoption of a healthy diet and lifestyle. The conclusions suggest increasing water consumption and reducing sugar consumption in 4 and 5-year-old children from Puerto General San Martín.
Uruguayan Government Visit The Vice Minister of Transport and Public Works of Uruguay and his consultants, Rodolfo Díaz and Waverley Tejera, visited Bunge’s Industrial Complexes in Ramallo and Puerto General San Martín. We gave the officials a brief on the devolpment of the Paraná-Paraguay waterway and the impact that the industrial area has on it for them to have a better understanding of the local reality of the fluvial transport. The Vice Minister emphasized Bunge’s productive potential and the opportunities that the
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Citizenship 2015 - Bunge Southern Cone
Health and Hospital Management Bunge and Fundación Bunge y Born keep their commitment to Hospital Municipal de Tancacha, by providing counseling and space optimization for hospital pharmacies. The goal is to facilitate medicine storage and dispensation for outpatients and admitted patients, and to provide a better service. Furthermore, the hospital was equipped with a scale for obese patients who weigh up to 300 kilograms. This equipment will allow the hospital to offer control and monitoring to obese patients from Tancacha and its surroundings.
• In Argentina, in association with Fundación Si!, 1 Minuto de Vos and Fundación Leer, help was sent to the towns in the Provinces of Córdoba, Santa Fe and Buenos Aires that were affected by floods. • In Argentina, in association with the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings, the Corporate Volunteers carried out the Cadena Productiva program, by giving talks to 60 children.
DONATIONS In 2015 Bunge contributed with 685.757,02 dollars in donations and social investments for the communities where it operates.
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Social Investment and Corporate Volunteering: Community Action • In Uruguay, in association with Reaching U and Fe y Alegría, the Corporate Volunteers from the Offices in Montevideo painted and carried out maintenance tasks to emphasize the importance of the facilities of the Padre Novoa Educational Center. 350 children and teenagers from El Dorado, Canelones, attend this place. • • In Argentina, in association with 1 Minuto de Vos, the Corporate Volunteers from the Offices in Buenos Aires prepared 130 Christmas gifts for children that attend a community support center in Campana, Buenos Aires.
PRODUCING DEVELOPMENT
Lighting Lives (Iluminando vidas): in association with Fundación Paraguaya It started in December 2015 and for a one-year-period Bunge and Fundación Paraguaya will carry out the “Iluminando Vidas” Project, whose goal is to set up 100 solar panels in two indigenous communities from Curuguaty and Concepción (Paraguay). The general goal of the project is to improve the living standards of the 100 families that live in both towns, measuring that improvement with the Poverty Stoplight Methodology. This methodology is applied at the beginning and at the end of the project, after installing the 100 solar panels. Furthermore, the impact of having access to sustainable electrical energy has on the families’ living standards will be determined. Lighting Lives is an empowerment project, not only the empowerment of families but also of women, leaders in their communities, since three women who belong to the indigenous community will be responsible for escorting the implementation during the 12-month-period. The selected families live in extreme poverty and have no access to electric power or any other type of energy. Work to raise awareness about the rational use of energy will proceed jointly with the families through their leaders. In addition, they will receive training on how to use that energy, how to maintain the equipment and they will take part in the installation of the solar panels together with technical experts. The solar panels in each of the low-income and vulnerable houses are expected to have positive impacts on the strengthening of family economies and its consequences on the primary family relationships, for example, the empowerment of house leaders, and on those members in charge of the dwelling.
From a social point of view, it has an indirect impact on the reduction of child labor in the household (for example, animal breeding and looking after younger siblings). It also addresses ecology, because it provides families with renewable energy sources, and preserves the balance of nature, which is deeply rooted in indigenous peoples.
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Citizenship 2015 - Bunge Southern Cone
ENVIRONMENT Vegetable Oil Recycling Program
7,100 71,000 5,328 2
Collection of litres of Used Vegetable Oil. Preservation of litres of water. Production of kg of second-generation biodiesel. “green” concerts (Katy Perry and Ariana Grande, Buenos Aires, Argentina).
The Vegetable Oil Recycling Program was launched in 2013. The initiative’s purpose is to foster a sustainable management of waste generated by the consumer of vegetable oil, and to facilitate the production of second-generation biodiesel.
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The collection of used vegetable oil (UVO) takes place in the following industrial complexes: Ramallo, San Jerónimo Sud, Puerto General San Martín and Tancacha. There, employees and service suppliers in the cafeteria dispose of waste. Furthermore, the program has a community extension in San Jerónimo Sud, Santa Fe province. There you can find collection centers or “green points” in the following educational institutions: Jardín de Infantes “Colonias San Jerónimo”, Es-
cuela Provincial N°6053 “Domingo Faustino Sarmiento”, Colegio Polivalente Immanuel Kant and Escuela Secundaria Provincial N°603 “San Jerónimo Sud”. The program includes: classroom training on the importance of recycling (conducted by corporate volunteers), promotional material, logistical coordination offered by Fundación FIEM, and donation of the total amount of funds raised to the schools that are part of the Program. The collected UVO is used to produce second-generation biodiesel. In 2015, this biodiesel, among other uses, supplied energy to Katy Perry and Ariana Grande’s “green” concerts in Buenos Aires, Argentina.
WHY DOES UVO AFFECT OUR DAILY LIFE?
People’s health
Ecosystems
Regional economy
The vegetable oil and the animal fat reused for frying has harmful effects on our health.
Once poured down the pipework, UVO severely affects the aquatic ecosystems, hampering the proper oxygenation of fish and other living organisms.
They harden and stick on the drainpipe walls, causing their obstruction.
It fosters the proliferation of vectors, such as mice and insects, and bacterial growth.
It affects the effluent treatment procedures. This leads to negative economic consequences for the Nation because it has to spend money on cleaning, duct maintenance and medical expenses, among others.
PRODUCING DEVELOPMENT
VALUE CHAIN
EXPERTISE
R&D
HUMAN RESOURCES
SAFETY AND ENVIRONMENT
CURRENT VALUE CHAIN
• Origination customers (key raw material suppliers for all business units), who are approximately 1,501 in the Southern Cone countries (1,313 in Argentina, 25 in Bolivia, 25 in Uruguay, and 138 in Paraguay) and they are classified into natural persons and companies, and into brokers and direct customers20. At the same time, brokers have a great amount of customers21 within their respective internal portfolios. • In 2015, the number of Food and Ingredients customers was 35 in Argentina. On the other hand, the amount of active customers (the last link in the value chain was 508 in 2015. They are divided into two categories: direct (supermarkets) and indirect (distributors and wholesalers). Through these commercialization channels, we sell rice and bottled oil. • The Fertilizers Business Unit has 637 active customers, which are divided into the following categories: country elevators, agro-industry, agronomy, cooperative, business producers, traditional produ-
21
CITIZENSHIP
CUSTOMERS
FERTILIZERS
The graphic identification of its value chain allows the Company to define integration strategies to back its customers and suppliers. Bunge Southern Cone classifies two types of suppliers:
20
AGRIBUSINESS
MARKETING AND DISTRIBUTION
MANUFACTURE
FOOD AND INGREDIENTS
STRATEGIC POSITION AND PROFITABILITY
IT
RISK MANAGEMENT
LOGISTICS AND SUPPLY
ORIGINATION
SUPPLIERS (CUSTOMERS)
BUSINESS UNITS
cers, industry, export and competitor. In 2015, a total of 765.078 tons of fertilizers were supplied to the market. • Non-productive purchases suppliers, who are those that provide Bunge with goods and services that contribute to support the productive system, directly or indirectly. It is very important to highlight the influence of our organization over the development of regional economies when hiring local suppliers. A local supplier is someone who adds value to products and services within the limits of the countries where the company operates. That is why 100% of critical supplies for the Origination Management are provided by local suppliers. Only 4% of the expenses allocated for non-productive purchases come from foreign suppliers. Suppliers’ local development is key to the strategy of the agribusiness unit because the raw material reception spots are located in places that guarantee logistical efficiency.
Bunge Southern Cone’s direct customers are farming producers, country elevators and cosignatories. Brokers’ customers are also farming producers, country elevators and cosignatories.
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Citizenship 2015 - Bunge Southern Cone
CHILD LABOR
Committed to a Happy Childhood “Committed to a Happy Childhood” is the group of actions and programs that Bunge carries out to protect and foster the rights of children and teenagers. These actions and programs revolve around several children’s rights: the right to education; the right to play and rest; the right to participate in recreational activities; the right to special care; the right to grow physically, mentally, spiritually, morally and socially; and the right to live with their parents.
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All these rights are based upon the special condition of boys, girls and teenagers who, due to the fact of not having reached the full physical and mental development, require special protection to make sure that those rights are not violated, for example, by being part of economic and working activities that are not allowed by the Constitution, laws or the Convention on the Rights of the Child. According to the National Plan for the Prevention and Eradication of Child Labor and Protection for the Adolescent Worker in Argentina, children who work do so in different fields: agriculture, industries, mining, construction, housekeeping, trade and services. In the rural environment, the highest involvement of boys and girls has to do with the tobacco, cotton, onions and olives harvest. They also work in sowing; weeding; flower, fruit and vegetable collection; corn collection and dekerneling; shephearding; and animal milking22. In Paraguay, according to the International Labour Organization, 49.2% of the children and teenagers who work do so in agriculture, stockbreeding, hunting and fishing23. In Uruguay,
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the children in rural areas only devoted to studying account for 24.3%, 62.6% study and do housework, and 10.7% do the three activities at the same time (study, work, and housework). That means that most school-age children study or share their study time with housework (95.8% in urban areas and 86.9% in rural areas)24. Child labor is an serious problem in the communities where Bunge works. That is why the Company develops programs to discourage child labor and foster the children and teenagers’ right to education. Among the actions that Bunge performs, inside and outside the Company, we can list: special celebrations for children’s day, whose main goal is to emphasize the importance that playing has during childhood, by focusing each year on a different topic, for example, education, healthy diet, creativity, inclusion and solidarity; scholarships, the strengthening of educational institutions, supporting parents during nursery school and back-to-school-stages, promotion of healthy habits, etc. In this report, we delve into the actions taken to address this issue.
Source: Manual de acciones contra el trabajo infantil. Corporate Experience Guide, Ministry of Labor and Social Security, CONAETI, Business Network against Child Labor, April 2015. 23 Source: Encuesta Nacional de Actividades de Niños, Niñas y Adolescentes 2011: Magnitud y características del trabajo infantil y adolescente en el Paraguay / International Labour Organization, Paraguay’s Department of Statistics, Surveys and Censuses (DGEEC), International Programme on the Elimination of Child Labour (IPEC). - Asunción: ILO, 2013. 24 Source: Magnitud y Características del Trabajo Infantil en Uruguay, Informe Nacional 2010. International Programme on the Elimination of Child Labour (IPEC) (IPEC). International Labour Organization and National Statistics Institute (INE) from Uruguay. Montevideo, 2011.
PRODUCING DEVELOPMENT
Bunge Argentina’s goal for 2016 is to join the Company Network against Child Labor, which is a public-private cooperation created by the Ministry of Labor, Employment and Social Security and the National Commission for the Eradication of Child Labor (CONAETI).
63 Bunge Award to Academic Excellence 2015: 175 children, teenagers and young people were awarded.
“Sower Program” (Programa Sembrador) 2015: 750 rural primary schools all over the country.
“Lighting Lives” (Iluminando vidas): 100 Paraguayan indigenous families were benefited.
“Together” (Juntos), a Project for Teenagers: 70 teenagers finished high school.
Citizenship 2015 - Bunge Southern Cone
PRODUCING TALENT
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At Bunge Southern Cone, the organization’s culture, the management style and its people represent the distinguishing factors that daily contribute to make it the best Agribusiness Company in the country. That is why its Human Capital management aims at attracting, developing and promoting the employees’ professional career by consolidating a highly-motivating work environment in order to achieve the established goals.
Bunge Southern Cone thinks it is vital to have respect for human rights, to create jobs and a diverse and inclusive work environment, and to receive continuous training and education. It is also important for the company to have employees that behave ethically and abide by the stipulated rules.
Egalitarian Work Practices Bunge is committed to respecting workers’ rights. The company does so by complying with every applicable law regarding remuneration and working hours. Bunge also acknowledges the workers’ right to freedom of association. We expect our business partners and suppliers to adhere to these principles, including the commitment to respect human rights, to treat their employees with dignity and respect, and to comply with every applicable labor law. There will be zero tolerance for suppliers that intentionally use child or forced labor, according to what it is established in the Global Labor Policy. http://www. bunge.com/citizenship/global_labor_policy.html
Forced Labor Bunge will not use forced labor, whether in the form of prison labor, indentured labor, bonded labor or otherwise.
Global Labor Policy Bunge Limited is committed to maintaining a healthy and safe work environment for its employees. The Company requires that its operations and employees comply with all applicable laws, rules and regulations in the countries where it is engaged in business. Bunge’s employees also shall abide by company policies, including Bunge’s Code of Conduct and the principles contained in this Global Labor Policy. In addition, Bunge expects its subcontractors’ and suppliers’ compliance with this Policy and laws designed to protect their workers. Bunge reserves the right to take any actions it deems appropriate, including termination of employment and/or contractual relationships with third parties, in the event of reported violations of the Bunge Global Labor Policy, or applicable laws, rules and regulations.
Child Labor Bunge will only hire employees who meet local minimum age requirements, and under no circumstances should workers be employed under the age of 14. If apprentice or similar programs exist, they must be in compliance with all applicable local laws and regulations. Harassment and Abuse Bunge will provide a workplace in which employees are treated with dignity and respect, and will not tolerate any form of harassment or abuse. Nondiscrimination Employment at Bunge will be based on job-related qualifications and skills. Health and Safety Bunge will maintain a safe and healthy work environment in compliance with all applicable local laws and regulations. Bunge’s employees also will abide by Bunge’s global safety policies. Freedom of association and right to collective bargaining Bunge will respect the right to freedom of association and collective bargaining.
PRODUCING TALENT
Wages, benefits and work hours Bunge will comply with all wage and compensation requirements as defined under applicable local laws and regulations for regular work, overtime, maximum hours and other elements of compensation and employee benefits.
Supplier relationships Bunge’s suppliers shall ensure:
Employees shall, on a regularly scheduled basis, be entitled to at least one day off in every seven-day period, except as required to meet urgent business needs.
2) that any housing that they, or their subcontractors or suppliers may furnish to their employees provides a safe and healthy living environment.
1) that their operations, and those of their subcontractors and suppliers comply with the Bunge Global Labor Policy, and
Environment Bunge will comply with all applicable environmental laws, rules and regulations. Bunge’s employees also shall comply with Bunge’s global Environmental Policy.
ETHICS, CONDUCT AND REGULATIONS COMPLIANCE 65
Working with the highest standards of ethics and integrity is what makes our customers, shareholders, employees and everyone else trust the Company and its future. This is essential to build our reputation, no matter where we operate.
Management Approach Bunge Southern Cone has established and maintained corporate government processes that aim at management transparency and risk control, based on most recognized and proven global practices. Bunge’s Ethics Hotline is a key management mechanism for detecting inappropriate behaviors, ensuring confidentiality, as it is managed by a specialized independent provider. Bunge’s Ethics Hotline is easy to use and is always available, whether through its website of by phone. Bunge’s employees can contact anytime to report cases as follows: • Inappropriate use of the Company’s information. • Fraudulent financial reports. • Inappropriate accounting procedures. • Acceptance of inappropriate gifts, bribes or illicit commissions.
ETHICS HOTLINE Phone: • From Argentina: 0800-444-6696 • From Uruguay: Step 1: 000-410 Step 2: 888-691-0773 • From Paraguay: Step 1: 008-11-800 Step 2: 888-691-0773 WEB: Visit: https://bunge.alertline.com
Citizenship 2015 - Bunge Southern Cone
The Code of Conduct stipulates rules to: • Avoid and prevent conflicts of interest: personal investments, corporate opportunities, commercial relationships, gifts and bonuses, confidential information, acquisitions, loans and gifts from other companies. • Comply with applicable laws and regulations. • Act with honesty and integrity. • Protect and use Bunge’s assets in a proper manner. In 2015, the dissemination of the Code was encouraged by publishing several posters in every work site bulletin board. Access the Code of Conduct: http:// issuu.com/bungeargentina/docs/c__digo_de_conducta?e=3728281/10056742.
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The interaction with suppliers, consultants, agents, representatives, governments, among others, presents special challenges. That is why Bunge adopts an Anti-Corruption Compliance Policy that firmly rejects bribery and corruption within the framework of these interactions. For more information: https://issuu.com/bungeargentina/docs/pol__ticaanticorrupci__n?e=3728281/11955095 To consolidate our management towards transparency, SOX (Sarbanes Oxley Law) contemplates corruption-related risks assessments. The revision includes the following: entity level Controls, Financial Reports, Human Resources, Taxes, Receivables, Payables, Trading, Treasury, Inventory, Assets and Equipment. Given the importance that both mechanisms have for integral and transversal management of the Company, a series of internal and external communication actions were developed to ensure its impact and scope. Before its execution, the Executive Committee from Cono Sur validated the plan and received the appropriate training.
PRODUCING TALENT
MAIN ACHIEVEMENTS
100% of the business units are covered by risk controls under the Sarbanes Oxley Act (SOX).
67 In Bunge Southern Cone, there have been no confirmed corruption incidents among our employees (a confirmed corruption incident is one that has a final judgment).
In 2015, there were no significant breaches of the applicable regulations. Bunge Southern Cone carries out all of its activities complying with them.
Out of a total of 1,017 employees required to complete the online training on the Code of Conduct 2015, 944 completed it, which means 93%.
In 2015, 20 managers from Puerto General San Martín (7) and San Jerónimo Sud (4), Terminal de Fertilizantes Argentinos (2) and Bahía Blanca Terminal (7) were provided with face-to-face training on the Code of Conduct and Anticorruption Policy.
Citizenship 2015 - Bunge Southern Cone
JOB CREATION: DIVERSITY AND INCLUSION The Company manages its working relationships respecting the freedom of association and the right to collective bargaining. Bunge Southern Cone is a Company that has 2,130 workers, 56.34% of which are covered by collective bargaining agreements, represented by seven trade unions.
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Trainees Program It has been developed in Bunge since 2002. Nowadays, it is an ongoing and powerful tool that allows recruiting young professionals all over the country who choose the Company to start their professional career and show their knowledge. This initiative consists of the process of recruiting trainees with high development potential, to foresee the coverage of future positions required by different area management, by simultaneously training and developing resources.
Bring a Buddy It is an external recruiting program through which employees, after feeling the pride in belonging to an international company, act as a link between their local reference group and Bunge’s hiring needs. This mechanism turned out to be very efficient for the creation of a favorable working environment; that is why 86% of the employees say that they would recommend Bunge as a good place to work25.
25
Global and Internal Job Posting Bunge promotes the internal mobility of its employees. Therefore, it provides the opportunity to express their interest in a career development, in any area and any location within the Company. Additionally, we have an online global job posting platform. The main purpose of this tool is to offer more visibility and transparency to the international organizational mobility process, posting all opportunities available in the different operating units on a common platform, so that every employee is able to express their career interests.
Respecting and accepting diversity: a new labor code To support our strategy of organizational growth, the Company must attract and keep the best talents. For this to happen, increasingly diverse and inclusive environments are needed. Nowadays, at Bunge Southern Cone, 20% of the women in the Company work in leadership positions, which accounts for 71.37% of the total of leadership positions. If we manage to equate percentages, through an organizational culture attractive for all, the financial results and the corporate reputation will improve, the turnover rate will decrease, and customer satisfaction will increase; this will create a positive impact on the innovation and performance of work groups. The starting point is making sure that every Bunge employee understands what it means to have a diverse and inclusive organizational culture, and that all of the policies and procedures reflect this wish. A statement of purpose and a global work group dedicated to Diversity and Inclusion were established to support this process:
Results of the Workers’ Survey that Bunge conducted in 2014.
PRODUCING TALENT
“We are a Company with a clear global presence. If we look at the faces of each of the 35,000 workers, from the 40 countries where we work, we can say we are a Company that has taken advantage of the differences to become a productivity source. However, we have to increase those efforts for that diversity to be reflected on the local work teams.� Enrique Humanes, CEO and President
Statement of Purpose:
Bunge serves the world by connecting harvests to homes. We are 35,000 employees across 40 countries whose many cultures, languages and backgrounds sustain our future. Being a diverse, multicultural team is both part of our DNA and a conscious choice. We aspire to be inclusive, where each employee feels valued and respected. We know by creating this culture we will encourage engagement, promote our entrepreneurial spirit, and foster openness and trust, which are key to our growth and prosperity.
91% of employees in Bunge Southern Cone consider that the Company offers a work environment where differences are respected, whether cultural or related to lifestyle. While 89% consider that differences between genders are respected.
In 2015, there were no recorded cases of discrimination in Bunge Southern Cone.
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Citizenship 2015 - Bunge Southern Cone
Inclusion at work for intellectually disabled people: Engagement Program At Bunge, diversity management comprises all those policies and practices intended to generate participation contexts which consider the needs and include the wide variety of actors that interact with the organization. There are not many job offers for disabled people. There are even fewer for people who are intellectually disabled. However, creating jobs for disabled people is one of the protected rights par excellence, mainly fostered by local legislation.
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Engagement Program (Programa Compromiso) of Bunge Southern Cone is based on these premises and, within its corporate and social responsibility management it offers work opportunities for this part of society. It has been a part of our Recruiting and Selection Policy since 2013. To assure the proper inclusion of intellectually disabled people, the Program is based on the “Employment with Support” methodology. By means of self-determination, which is the core of inclusion, the beneficiaries have the possibility to be assisted through task adaptation, learning facilitation, training, and continuous accompaniment throughout the course
of the Program. Their colleagues, supervisors and work teams also receive counsel to support the inclusive program.26 Apart from the job creation, Engagement Program is an awareness and broadcasting program related to the importance of incorporating disabled people into work environments and its positive impact inside organizations. Another core concept of Engagement Program is to hire non-productive purchase suppliers that show their commitment to respect for people with different skills, diversity and employment protection for disabled people.
8 intellectually disabled people have been incorporated in 5 work sites in Bunge Southern Cone.
“The priority areas related to disability are employment, community, respect, suppliers (commercial relationship), families and work environment. We consider that through Engagement Program we have been able to have a positive impact on these areas.” Walter Savarecio, CPO and Communications Director
26
For achieving inclusion objectives, Bunge Southern Cone receives the support and accompaniment of Asociación Síndrome de Down de la República Argentina (ASDRA), Asociación para el Desarrollo de la Educación Especial y la Integración (ADEEI), Fundación Discar y Asociación Down Uruguay.
PRODUCING TALENT
Performance indicators
2014
2015
Turnover rate
5.17%
1.27%
New hire rate
16.04%
13.57%
The 2014 percentage differs from the one published in the 2014 report due to changes in the measurement methods.
PROFESSIONAL CATEGORY
Younger than 30
Presidency and Management
0.00%
0.00%
0.00%
0.19%
0.00%
0.33%
Managers
0.00%
0.00%
0.23%
1.60%
0.05%
1.17%
Bunge Corporation + Area Leaders
0.14%
0.42%
0.47%
2.96%
0.09%
1.27%
Coordinators, Supervisors or Experts
0.14%
0.28%
1.08%
6.34%
0.05%
1.64%
Administrative Assistants
1.83%
3.43%
4.37%
11.74% 0.70%
1.50%
Operators
0.38%
9.86%
1.13%
37.75% 0.33%
8.54%
TOTAL
2.49%
13.99%
7.28%
60.56% 1.22%
14.46%
Between 30 and 50
Older than 50
CONTINUOUS TRAINING AND EDUCATION Bunge Southern Cone believes in its people. It trusts them because they are the organization’s driving force. Activities and training programs are available to the workers. These allow them to reach an optimal performance that goes along with the business growth.
Furthermore, it accompanies them in their self-development by managing performance and creating favorable work environments for creativity and the development of new ideas can add value to the Company. The investment in training, development and performance support the workers’ employability.
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Citizenship 2015 - Bunge Southern Cone
“At the Company, our challenge is to encourage people to be part of the organizational culture, focusing on the operational excellence to achieve a distinguishing performance using their abilities.” María Eugenia González, Talent Manager
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Training Programs At Bunge, we manage training programs using two types of training: Management Training, which focuses on developing and strengthening our organizational competencies; and technical training, to acquire specific knowledge for each job. The learning modules are self-managed by the employees via an online platform (people@bunge) and can be virtual or on-site. Some of them are the following: Business Cases By applying the action learning technique, this plan encourages teams to develop a fieldwork which allows them to put contents learned in previous training sessions into practice. That fieldwork studies real business cases and have the support of a leader who acts as a sponsor of the project, helping in the generation of networks, correction of errors and supply of information. The final product of the team is an implementation proposal, solution, or plan in response to the business case provided.
Getting to Know our Company This on-site training activity has been conducted for 9 years. It has a two-day duration in which attendees are provided with a quick vision of our company, including its history, organization, operating and commercial management. Bunge’s Finance Academy This online and on-site tool was created in 2014 to train 450 people globally. With a three-year duration, the training comprises subjects related to corporate finance and purchases. Focused on the development of talent in critical functional areas, the Company offers the possibility to attend eight classes to learn about basic and specific financial concepts, necessary for the management of each role. Language Training Program The purpose of this program is to allow employees to develop the necessary skills, incorporate or improve their oral and written communication skills and interpret information in foreign languages, to improve their performance in current or future positions.
PRODUCING TALENT
Participation in Special Projects Within the framework of a philosophy of permanent commitment to progress and continuous investments in our locations, Bunge invites all its employees to participate in challenging innovative high level special/specific projects, with national or international projection, and which constitute valuable personal and professional experiences. Invited Auditor Program Participating in this initiative enables the attendee to acquire knowledge and experience in other areas, reviewing similar working approaches in other regions –either national or international– and other segments of business. This is a program led by the Global Auditing Area, where employees are invited to perform as “Invited Auditors” on a specific assignment. Constructive Feedback One of the main aspects of this program is the feedback opportunity generated between the boss and the employee. Bunge promotes and trains its leaders to correctly provide feedback. Through this methodology, it helps to build a trusting relationship between them, and to generate a positive and constructive impact on the employees’ performance. Calibration The Company has a tool named Calibration to constantly strengthen the Performance Assessment Program and to ensure consistency in its applicability. It basically consists of a process through which it shares common guidelines with the process leaders to ensure they build on balanced and standard grounds.
Executive Coaching The Company considers coaching as a powerful tool for the development of skills. It consists basically of helping employees obtain the best potential development possible and turning their “know” into “know-how.” For this reason, Bunge makes executive coaching available for management. Through this methodology, employees achieve the following benefits: Identify their development needs; differentiate the tools for their own development according to their style, their role needs and their area’s challenges; interact and work on the aspects that make up their roles; and implement an action plan to initiate the improvement process.
In 2015, 6 workers took part in the International Mobility Program.
International Mobility It is a development tool intended to foster experiential learning. Being part of a global structure and having a decentralized but integrated management style, Bunge Southern Cone offers special assignments in other Bunge’s affiliates in the world for employees to keep strengthening their professional development.
Self-Development Programs: Individual Development Plans (IDP) The implementation of this tool aims at continuing to build an ongoing learning and development culture, and at helping its employees to strengthen their knowledge, skills, and competencies. Each of these plans reinforces the concept of each employee being responsible for their own development, and their boss acts as a coach along the process. Employees identify the strengths and opportunities of their development and they also share their career aspirations, and outline a plan to reinforce those strengths and develop in other growth areas.
General Manager Transition 2015: 44 employees.
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Citizenship 2015 - Bunge Southern Cone
Performance Programs Performance Management Program It was designed to plan, analyze, evaluate, strengthen and reward individual management, clearly determining and establishing the expected results of individual performance, ensuring alignment with the Company’s objectives. It is a three-stage program which includes: objectives record, a midyear revision, and year-end closing. Performance assessment processes are offered through specific training that guarantee the proper education of the participating parties: the supervisor and the supervised person.
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100% of employees participate in the Performance Management Program each year.
360° Assessment It is a multi-feedback tool used for professional development. It is based on receiving feedback from a diverse group of people work with the employee every day, including the Supervisor or Direct Manager, reports or direct subordinates, coworkers or peers, and internal or external people in touch with them.
people@bunge: Training, Self-Development and Performance people@bunge is an integrated global solution. It is a tool that can track personal performance, manage by individual or group goals, manage compensations, and access international-quality online training.
This new tool also provides managers with other virtues: understanding workers’ career aspirations, discussing short-term and long-term professional goals, and working with them to create a professional development plan.
people@bunge also allows us to create and update the professional profile of every employee. Based on these profiles, we create, supervise and support the implementation of the self-development plans.
Implemented in 2013, people@bunge suggests updating and innovating in a constant manner to achieve a global, efficient and corporate Human Capital management, and to have self-development possibilities. This confirms the role that Human Resources plays as a business strategic ally.
PRODUCING TALENT
MAIN ACHIEVEMENTS Average training hours per year per employee 2015 22.66 Amount of programs for skills and training management27 2014
2015
16
14
Percentage of employees that receive performance assessments and career revisions 2014
2015
100%
100%
Working Environment Every two years, Bunge globally performs a survey on its work environment by means of a tool called “Bunge Employee Survey.” In 2014, Bunge Southern Cone participated in this this action to keep on assuring the employee’s alignment with the goals of the Company, and to look into the level of commitment and motivation to attain a better performance. After cascading the results to the employees, the plan implementation began. This plan was focused on Bunge Southern Cone’s two identified priorities, reaching Argentina, Paraguay and Uruguay 29. It includes, among other actions, the strengthening of
27
Chile was not operational when this survey was conducted.
our channels of communication (especially, the one between managers and supervised people), the development of an active listening of employees’ interests and expectations, and the consolidation of a self-development culture. With the results of the survey planned for 2016, we will be able to compare them with the impact of the plan implemented between 2014 and 2015 to improve the shared work environment.
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Citizenship 2015 - Bunge Southern Cone
PREPARATION PROCESS To identify and prioritize the relevant aspects for the 2015 report, the Communications and Human Resources Management, in charge of the Relationships with the Community area, internally reviewed the aspects identified as material in the 2014 report, the aspects established by the Global Reporting Initiative (GRI) in its G4 Guidelines, and the Food sector supplement. Furthermore, the Management included the analysis of the relevant aspects arisen from talking with the stakeholders, the aspects identified as material in companies of the same industry and region through the process of benchmarking, and the most important topics arisen from analyzing sustainability reports and documents.
Once this stage was over, the most relevant material indicators were selected in accordance with existing management systems, information requirements, G4 requirements and the subsequent validation of the Management responsible for the report preparation. The process described before led to a new materiality matrix, which is introduced below under the title “Our relevant topics”. The last step is the revision and approval of the sustainability report by Bunge Southern Cone’s Board of Directors.
Relevant Topics This report was prepared to address the topics both Bunge Southern Cone and our stakeholders consider strategic.
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9
10
MEDIUM
11
1
12
13
14
2
3
4
5
6
7
LOW
IMPORTANCE TO STAKEHOLDERS
HIGH
8
LOW
MEDIUM IMPACT ON THE STRATEGY
HIGH
PREPARATION PROCESS
PRODUCING VALUE
PRODUCING DEVELOPMENT
PRODUCING TALENT
1
Wellbeing in the Workplace: Working conditions, Health and Safety
3
Sustainable Agriculture
8
Ethics, Conduct and Regulations Compliance
2
Climate Change
7
Environmental Management
9
Job Creation: Diversity and Inclusion
4
Consumer Health and Safety
11
Community Development
10
Continuous Training and Education
5
Origination Practices
12
Value Chain
6
Food Safety
14
Child Labor
13
Product Quality and Safety
Our agenda with stakeholders Based on an interview process with stakeholder groups, Bunge Southern Cone has defined three medium-term strategic sustainability visions (20152018) related to: • Establishing sustainability strategies and actions consistent with the organization´s strategy, and as a consequence, suggesting goals with an impact on different areas of the organization.
Regarding the progress, a materiality matrix has been prepared for the first time, and it shows Bunge Southern Cone’s key sustainability issues. For the first time, child labor has been identified as a relevant issue. To identify the material issues, the dialogues we have had with stakeholders during the period have been taken into account. Furthermore, in 2015 the first BSC’s sustainability report was published. This is the second report. We have achieved a greater indicator development and a better alignment regarding Bunge’s global sustainability strategy by, for example, giving priority to Climate Change.
• Having processes so that stakeholders can get involved and establishing commitments that can be overseen by management systems.
The chart shows the consulted stakeholders from the different countries that make up Bunge Southern Cone.
• Having mechanisms deployed for the measurement and control of key sustainability issues.
Shareholders Customers and Consumers
Corporate Citizenship
Employees Competitors
STAKEHOLDERS Corporate groups
Corporation
Public Authorities and Government
Suppliers and Contractors
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Citizenship 2015 - Bunge Southern Cone
The first Citizenship report (2014) was published in every Bunge Southern Cone’s website, and in Bunge Limited and Bunge Southern Cone’s intranet. It was also sent by email to the stakeholders of the entire region.
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Since the Company wants to maintain an active link with different institutions or “think tanks”, devoted to developing public policies regarding both the industry and business general interest, Bunge Southern Cone participates in them not only as a partner but also as an active member of their executive committes.
In 2015, the monetary value of our contributions to the think tanks amounted to: U$S397,488.77 dollars.
2015 Report Profile • Geographical scope: Bunge Southern Cone’s operations in Argentina, Bolivia, Chile, Paraguay and Uruguay.
• Bunge Chile SPA: Calle Padre Mariano 39, Of.: 1101, Comuna de Providencia, Santiago de Chile, Chile (CP: 7500000).
• Registered offices:
• Bunge Paraguay: Avenida María de los Ángeles E/Luis Bordon, Hernandarias, Paraguay.
• Bunge Argentina S.A.: 25 de Mayo 1119, Tancacha, Córdoba, Argentina (CP: 5933). • Fertimport S.A.: 25 de Mayo 501, Piso 7, CABA, Argentina (CP: 1002). • Terminal de Fertilizantes Argentinos S.A.: Ramón Rodríguez 520, Puerto General San Martín, Santa Fe, Argentina (CP: 2202). • Terminal Bahía Blanca S.A.: 25 de Mayo 501, Ciudad Autónoma de Buenos Aires, Argentina (CP:1002). • Bunge Bolivia: Calle J Este Nro. 120, Edif.: Rolea Center Piso 3, Barrio Equipetrol Norte, Santa Cruz, Bolivia.
• Bunge Agritrade: Dr. Luis Bonavita 1294, Of.: 2301, Montevideo, Uruguay, (CP: 11300). • Bunge Uruguay Agronegocios: Continuación Echevarriarza 3535, Of. 305, Montevideo, Uruguay (CP: 11300). • Reporting cycle: annual. The last published report covers the following period: January – December 2014. • Reported period: January 1st, 2015 – December 31st, 2015.
Additional information
Appendix: Organizations where Bunge Southern Cone participates Institutions
Membership
Asociación Argentina de Grasas y Aceites (ASAGA)
Board of Directors
Asociación de Consumidores Industriales de Gas de la República Argentina (ASIGRA)
Board of Directors
Asociación de Grandes Usuarios de Energía Eléctrica de la República Argentina (AGUEERA)
Board of Directors
Bolsa de Cereales y Productos de Bahía Blanca
Board of Directors
Bolsa de Comercio de Rosario
Board of Directors
Cámara Arbitral de Aceites Vegetales y Subproductos
Board of Directors
Cámara Argentina de Empresas de Nutrición Animal
Board of Directors
Cámara de Comercio, Industria y Servicios de San Lorenzo y su zona
Board of Directors
Cámara de la Industria Aceitera de la República Argentina (CIARA)
Board of Directors
Cámara de la Industria Argentina de Fertilizantes y Agroquímicos (CIAFA)
Board of Directors
Cámara de la Industria Química y Petroquímica Argentina (CIQYP)
Board of Directors
Cámara Paraguaya de Procesadores y Exportadores de Oleaginosas y Cereales
Board of Directors
Comité Zonal de Seguridad e Higiene – Campana
Board of Directors
Fundación Bunge y Born
Board of Directors
Instituto para el Desarrollo Empresarial Argentino (IDEA)
Board of Directors
Instituto Petroquímico Argentina (IPA)
Board of Directors
Instituto Argentino de Normalización y Certificación (IRAM)
Board of Directors
Fundación de Investigaciones Económicas Latinoamericanas (FIEL)
Sponsors
Asociación del Crédito Industrial Argentino (ACIA)
Partners
Agencia de Desarrollo Campana
Partners
Asociación Argentina de Producción Animal (AAPA)
Partners
Asociación Argentina del Girasol (ASAGIR)
Partners
Asociación de Dirigentes de Relaciones Industriales del Litoral (ADRIL)
Partners
Asociación de Productores de Granos del Norte (PROGRANO)
Partners
Bolsa de Cereales de Córdoba
Partners
Cámara Argentina de Biocombustibles (CARBIO)
Partners
Cámara Argentina de Comercio
Partners
Cámara de Actividades Portuarias
Partners
Cámara de Comercio de los Estados Unidos (AMCHAM)
Partners
Cámara Mercantil de Productores del País
Partners
Cámara de Comercio Exterior de Córdoba
Partners
Cámara de Exportadores de la República Argentina
Partners
Cámara de Puertos Privados Comerciales
Partners
Cámara Industrial de Aceites Vegetales de Córdoba
Partners
Campo Limpio
Partners
Comité Interindustrial de Conservación del Ambiente Campana Zarate (CICACZ)
Partners
Fundación Córdoba Mejora
Partners
Fundación Mediterránea (IERAL)
Partners
Grupo de Usuarios de SAP Argentina (ASUG)
Partners
Instituto Argentino de Ejecutivos de Finanzas
Partners
Instituto de Auditores Internos de Argentina (IAIA)
Partners
Unión Industrial de la Provincia de Córdoba (UIC)
Partners
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Responsible Citizenship 2015
Citizenship 2015
Citizenship 2015 bungeargentina.com bungeparaguay.com bungeuruguay.com
BUNGE SOUTHERN CONE PRODUCING TOGETHER