Sustainability Report 2015
www.bungeargentina.com
PRODUCING TOGETHER Sustainability Report 2015
BUNGE ARGENTINA
Sustainability Report 2015
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2015 Sustainability Report Preparation Process General Coordination CSR relaciones.comunidad.bar@bunge.com Creativity, Design and Production JardĂn BA www.jardinba.com External Verification 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 Argentina: Delivering today and building for the future
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A Living Heritage
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Strategy 15 Corporate Governance
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23
PRODUCING VALUE
26
PRODUCING DEVELOPMENT
52
PRODUCING TALENT
80
PRODUCING TOGETHER
Preparation process 94 2015 Report Profile
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GRI table of contents and External Verification Report
101
Additional information
111
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
Sustainability Report 2015
MESSAGE FROM THE PRESIDENT [G4-1] Even though the global and local situation was unfavorable over most of 2015, the global and local situation was unfavorable, our proven team strength and our ability to adapt to different settings were the pillars to achieve solid results. This is what allows us to continue with our strategies and our programs to increasingly integrate our sustainability policy into our operations and our value chain. Enrique Humanes, President and CEO of Bunge Argentina
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With over 130 years of business experience, Bunge Argentina has played a key role in the process of meeting the global food requirements. We think that this service we provide will be highly valued in a near future. Our strategy is to position Bunge Argentina as an efficient food supplier capable of competently satisfying the growing demand in most of the countries by performing sustainable business practices. This emphasizes the work produced to obtain high safety standards and consolidate our zero incident culture, the results achieved in environmental issues, which exceed the goals globally established by Bunge; the investments made to improve our industrial and logistics processes, our efforts in developing a new generation of internal leaders, and the wide activity schedule we prepare every year, together with the communities where we operate.
About our strategic priorities set out for 2016, we can assure we will continue promoting a zero incident culture by putting safety ahead of profits and productivity; we will strengthen our superior quality processes; we will keep focusing on training our future leaders; and we will be an inclusive and diverse company, whose growth preserves the environmental and social balance, together with the communities that encircle us. I invite you to read the fifth sustainability report issued by Bunge Argentina, corresponding to the calendar year 2015, and I take this opportunity to thank you for being interested in our Company1. Sincerely, Enrique Humanes
Great challenges: our goal for the subsequent years is to keep and improve the excellent sustainable performance shown during the previous years. 1
Company: when the word is in capital letters means you are replacing the proper name, in this case Bunge Argentina.
General contents
MESSAGE FROM THE CPO AND COMMUNICATIONS DIRECTOR As it was established in the Sustainability Report 2014, the company dedicated most of its safety and health management to achieving a zero incident culture. This has led to a 12% improvement since 2010 in the proactive indicator of industrial safety.
Walter Savarecio, CPO and Communications Director of Bunge Argentina
Once again, we consolidated our commitment to a sustainable development. For five years in a row, Bunge Argentina has issued its Sustainability Report, in accordance with the G4 guidelines of Global Reporting Initiative (GRI). This is the fifth report, corresponding to the calendar year 2015. The sustainability management carried out in 2015 laid the foundation needed to reinforce our strategy, expand our agenda and strengthen the bonds that tie us to the communities from nine provinces of the Republic of Argentina. In 2015, the company issued a statement of agreement with more sustainable value chains. Bunge in Argentina endorsed this initiative by increasing the production of biofuel, using sustainbale soy supply schemes, and started working with the Business Network Against Child Labor, which belongs to the Ministry of Labor and Social Security, to protect the rights of children and teenagers.
Bunge formed work groups with civil society organizations to perform actions that had an impact in the community, such as “Avia Terai with no Chagas” or “Learning to eat in Kindergarten”, together with Fundación Bunge y Born; the “Reading Marathon”, together with Fundación Leer; or “Production Chain”, together with the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. It is important to emphasize the actions taken to reduce greenhouse gas emissions, to optimize the water use, to cut down the energy consumption and to improve the sustainable waste management. Since its implementation in 2013 until today, all of those goals have been achieved and far exceeded. The commitment that Bunge has with its sustainability management is concrete, relevant and sustained, and it is explained in this Sustainability Report 2015. We hope you can read and review it, and please contact us if you have any questions or comments about it. Thank you for accompanying us on our great mission: to build a better world for us and for future generations. Sincerely, Walter Savarecio
As a community, we have a great mission: to build a better world for us and for future generations.
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Sustainability Report 2015
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Vegetable oil refinery plant, San Jerรณnimo Sud.
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Bunge Argentina: Delivering today and building for the future
Sustainability Report 2015
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Field Session 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, 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 Argentina: Delivering today and building for the future
BUNGE ARGENTINA Operations
4
2
VEGETAL OIL REFINERY PLANTS
12
FERTILIZER PRODUCTION INDUSTRIAL COMPLEXES
3
TRADE OFFICES
2
COUNTRY ELEVATORS
SOYBEAN LECITHIN PRODUCTION PLANT
9
2
OILSEED AND GRAIN CRUSHING INDUSTRIAL COMPLEXES
PORT TERMINALS
1
9
1,745
ARGENTINIAN PROVINCES
WORKERS
20,331
NET SALES IN MILLON PESOS [G4-9]
10,000 5,000 0
20,331
15,000
23,705
25,000 20,000 17,801
Millions of pesos
Net sales – evolution
2013
2014
2015
Corporate information Bunge Argentina is a subsidiary of 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), according to the regulations of the United States Securities and Exchange Commission (SEC).
tina’s financial statements. [G4-17] The report discloses certain particular aspects related to the economic and financial information of the Company for the purpose of linking the economic performance with the social and environmental performance, achieving a triple profit and loss account.
The information on this report is consistent with economic and financial information of Bunge Argen-
For more information, visit: http://www.bunge.com/2015ar.pdf
Sustainability Report 2015
PRODUCTS [G4-4] AGRIBUSINESS • Grains and oilseeds Wheat, sunflower, corn, soy, safflower, sorghum, barley.
• Vegetable By-products Lecithin, glycerin, fatty acids, neutral/refined oils, proteins, crude oils.
• Industrial Products High-protein meals, refined and crude oils, supplies for chemical and food industries.
• Chemical By-products Industrial ammonia, ammonia for refrigeration, industrial prilled urea, urea solution 20%N, photographic grade TSA.
FERTILIZERS • Nitrogen SoIMIX, SoIUAN, Prilled Urea, Granular Urea. • Phosphate Calcium single superphosphate, diammonium phosphate, monoammonium phosphate, StartMIX, calcium triple superphosphate.
• Sulfur Ammoniated P-S complex, SoIMIX, ammonium sulfate, gypsum. • 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
OTHER Liquid reducing agent of nitrogen oxides
Biofuel
Bunge Argentina: Delivering today and building for the future
MARKETS SERVED [G4-8] AGRIBUSINESS
FERTILIZERS
FOOD AND INGREDIENTS
Global agribusiness market
Regional agricultural production
Local and global food market
HUMAN CAPITAL [G4-10] Staff evolution Bunge Argentina
+17.83%
Employees
2,000 1,500 1,000 500
1,589
1,609
1,700
1,745
1,329
1,419
1,435
1,526
1,559
152
170
174
174
186
2011
2012
2013
2014
2015
1,481
Total
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0
Employees by gender
175
2011
2012
2013
2014
2015
Female
10.26%
10.70%
10.81%
10.24%
10.66%
Male
89.74%
89.30%
89.19%
89.76%
89.34%
1,251
on indefinite contracts.
6
on indefinite part-time contracts.
3
on fixed-term contracts.
2
on fixed-term part-time contracts.
2 35
186 1,559
1
on indefinite contracts. on indefinite part-time contracts.
on fixed-term contracts. on a fixed-term part-time contract.
Sustainability Report 2015
Presence in 9 Argentinian provinces
7 1
Buenos Aires
3
10 9
63 2 C.A.B.A.
8 4
41
6
2
1
3 Chaco 61
5 La Pampa
0 5
625
13
6 Mendoza
1
8 Santa Fe
57
1
4
0
611
2
18 7
1
9 Santiago del Estero
Cรณrdoba
Salta
2
3.22% 96.78%
17
10 Tucumรกn
6
2
12
Industrial Operations
209
Other tasks
21.25% 78.75%
21.29% of women work in leadership positions.
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Bunge Argentina: Delivering today and building for the future
[G4-11]
55%
42%
41%
45%
58% 2013
59%
2014
2015
On collective bargaining agreements operations Exempt employees FATIQYP
FOEIA
QCOS. ZÁRATE
SOYEA (San Lorenzo)
URGARA
9.57%
32.06%
17.1%
41.17%
0.09% 13
SUSTAINABLE MANAGEMENT
PRODUCING TOGETHER • 1,745 employees. • Net sales: 20,331 million pesos. • Presence in 9 Argentinian provinces.
PRODUCING VALUE • Environmental goals achieved: 100%. • Improvement in the proactive indicator of industrial safety: 12.35%. • 100% of industrial complexes certified under quality standards. • 70,000 tons of sustainable biofuel.
PRODUCING TALENT
PRODUCING DEVELOPMENT • 225% increase in environmental investments. • Contribution of $5,630,526 in donations and social investment. • 21 CSR programs.
• 21.29% of female leadership. • 2.29% of annual staff turnover. • 14 training and entertainment programs. • 100% of the employees receive a performance assessment.
Sustainability Report 2015
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Strategy
Sustainability Report 2015
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: • Connecting farmers to markets. • Facilitating global trade. • Producing food products that contribute to basic nutrition.
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.
FOCUSED ON WHAT WE DO BEST 16
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. [G4-56]
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
Sustainability Report 2015
CORPORATE GOVERNANCE [G4-34] The Executive Committee of Bunge Southern Cone is not only responsible for making the decisions on economic, safety , environmental and social matters, but also for accomplishing the strategic pillars while preserving and continuing with the Company’s essential capacitites.
President & CEO
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Daniel Orjales
Fertilizers Director
Origination Director
Enrique Humanes
Jorge Luis Frías
Vice President
Martín Hansen
Guillermo Marcotegui
Finance & Administration Director
EXECUTIVE COMMITEE Food & Ingredients Director
Supply & Logistics Director
Ramón Fernandez Asenjo
Walter Savarecio
José Castelli
Horacio Moretti Carlos Nowik
Manufacture Director
Guillermo García
Global VD Research & Business Analysis
CPO & Communications Director
Legal, Insurance & Government Affairs Manager
Corporate Governance
ELECTION AND COMPENSATION OF EXECUTIVE COMMITTEE [G4-51] The appointment of the Board members is based on a series of evaluations which include professional background, potential and performance, and considers the candidates’ experience in fostering a sustainable management of economic, safety, environmental and social issues. The Compensation Policy, which applies to the whole Company, also defines the salary of Board members. Its determination process consists of the assessment of the job post, according to the “Hay Method”2 adopted by Bunge Argentina, and then the importance of the position within the company is determined. After getting the job role’s importance and ranking within the organizational structu-
re, compensation’s internal equity is assured, and it allows an external comparison of these positions in the market. Apart from the equity factor, the salary depends on each employee’s contribution to the position, reflected in the personal performance results defined through the Performance Assessment Program of the Company. Both the compensation component relevant to individual performance and performance at the Company level are analyzed, managed and approved by the Global Compensation Committee3.
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2 3
Developed by Hay Group, Global Management Consulting Firm. For more information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govCommittee&Committee=802
Sustainability Report 2015
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.
Bunge Argentina’s Corporate Governance has mechanisms that help to transparently manage possible risks. These mechanisms are based on global practices with proven effectiveness. The most significant mechanisms are:
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Anti-Corruption Compliance Policy The Foreign Corrupt Practices Act (FCPA) is a Federal Act promulgated by the United States of America in 1977. This Act prohibits making payments to foreign politicians and government officials with the purpose of obtaining or withholding business, or ensuring incorrect advantages and requires that all transactions are accurately reflected on books and records. Bunge Argentina, as Bunge Limited’s subsidiary, strictly adheres to FCPA provisions, as well as the compliance with all laws and regulations applicable to the jurisdictions where it operates and it expressly stipulates it in its Anti-Corruption Compliance Policy*.
* 4
Sarbanes Oxley Act (SOX) U.S. Sarbanes Oxley Act’s purpose is to monitor all American and foreign companies whose stocks are listed on the New York Stock Exchange (NYSE), in order to prevent that stock appreciations are altered in a dubious manner, causing damage to the investor. Beyond the United States, this Act includes all companies publicly listed on the NYSE, as well as its subsidiaries. SOX implementation model in Bunge Argentina includes 30 IT controls and 134 accounting and operational controls deployed in the processes of Governance, Origination and Grains, Fertilizers, Ports, Biodiesel, Finance Service Group (FSG), and Food and Ingredients; which means that all Bunge Argentina’s business units are included in the risk controls within the Sarbanes Oxley Act.
For more information: https://issuu.com/bungeargentina/docs/pol__ticaanticorrupci__n?e=3728281/11955095 For more information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govguidelines
Corporate Governance
Code of Conduct [G4-56] Every member of Bunge’s community must follow the Code and comply with all Company’s procedures and policies, and the applicable laws, rules and regulations of the places where it operates. The Code also governs the Executive Committee of Bunge Limited regarding all activities carried out on behalf of the Company. It is expected that consultants, contractors and all commercial partners that work on behalf of Bunge adhere to the principles of this Code. Ethics Hotline [G4-58] The Ethics Hotline is a tool which allows any inappropriate behavior observed in the Company to be anonymously reported, whether by phone or online. More information on the Code of Conduct and Ethics Hotline is provided in the section Ethics and Conduct under the title and line of work Producing Talent.
Corporate Governance Guidelines Bunge Limited´s Board has adopted these guidelines to show the commitment of the Company to the adequate corporate governance and to comply with the rules of the NYSE (New York Stock Exchange) and other legal requirements. The Corporate Governance and Nominations Committee periodically review these guidelines and propose modifications to the Board, if necessary5. Public companies in the United States are subject to certain financial and non-financial information rules, which are publicly accessed. Bunge Limited’s annual report, where the participation of all subsidiaries is comprised, including Bunge Argentina, is available at http://www.bunge.com/bunge2015ar/BG_AR15_ Full_Report.pdf
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For more information: http://phx.corporate-ir.net/phoenix.zhtml?c=130024&p=irol-govguidelines
Sustainability Report 2015
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Tancacha Industrial Complex.
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PRODUCING TOGETHER
Sustainability Report 2015
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 • We 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 DEVELOPMENT MODEL: SUSTAINABILITY STRATEGY The guidance of the Global Sustainability Policy, stakeholders’ opinions and strategic aspects of Bunge Argentina 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 it produces, the relationships with the communities where it operates and the talent it manages.
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 ARGENTINA
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
Sustainability Report 2015
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.
to the wellbeing in the workplace, which preserves workers’ safety and health, to the compliance of the necessary conditions to assure the food safety of our products and, essentially, to the responsible management of environmental impacts.
For Bunge Argentina, the creation of value is closely related to our corporate image and reputation,
WELLBEING IN THE WORKPLACE: WORKING CONDITIONS, HEALTH AND SAFETY 26
GRI Aspect: Health and Safety at Work
Strengthening our Zero Incident Culture In Bunge Argentina, 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. Among the activities performed by Bunge Argentina in 2015 to improve the level of safety, the most important are: the Global Safety Management System (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.
Global safety award program Bunge Argentina’s 2015 Best Stop Work award6 went to Ramallo Industrial Complex and Port Terminal, which globally competed with the other selected cases in Bunge. 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.
6 Bunge employees have the right and the obligation to stop working when the task is too risky or when they believe something is not safe or appropriate.
PRODUCING VALUE
Bunge’s Global Safety Management System (BGSMS) Bunge has its own Global 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 includes 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. Bunge’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.
Job Hazard Analysis (JHA).
Communication and Promotion.
Planned Inspections and Maintenance.
System Evaluation.
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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Sustainability Report 2015
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 accident 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 in Argentina, 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 PRODUCTION. 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 Argentina
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Sustainability Report 2015
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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 Safety Management System Course for workers from all over the country.
1,554 people trained in safety, taking into account employees and non-temporary contractors directly supervised by Bunge.
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Sustainability Report 2015
Internal Committees for Incident Prevention and Joint Committee for Safety and Health Since 1999, the C.I.P.A. (Comité Interno de Prevención de Accidentes) and the C.C.S.S. (Comité Conjunto de Seguridad y Salud) channel employees’ concerns and suggestions regarding safety and health, detect areas that need recommendations in terms of prevention, and suggest the best approach for execution, promote participation of the whole personnel in prevention activities and their execution, collaborate in the preparation of standards and procedures for the Safety and Health areas, facilitate communication and monitor efficient implementation of such standards and procedures, and provide assistance in the investigation and analysis of incidents and near misses, among other activities. The membership of these committees is voluntary. They have representatives in all industrial complexes, fertilizers warehouses and country elevators of Bunge Argentina.
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union, supporting safety management, from technical assessment, coordination of safety, order and cleanliness inspections to the recommendation of needs on such matters, constituting a study group who exchange experiences and discuss ways of addressing topics related to occupational safety and health within the framework of the Company’s Safety and Health Policy. Industrial safety proactive indicators Apart from monitoring reactive or traditional indicators7, Bunge Argentina 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.
Ocupational Health and Safety Joint Committees All employees who work at the Industrial Complexes in the province of Santa Fe, under Act 12,913, and in Buenos Aires, under Act 14,408 (as of April 2015), are represented by the Occupational Health and Safety Joint Committees. [LA5]
We established 7 indicators that provide us with the necessary information to act proactively. These are comprised in a final formula called ISBAR (Bunge Argentina Safety Indicator), which is used to compare 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.
Said committees, which meet on a monthly basis, aim at promoting dialogue and cooperation between the company and its workers represented by their labor
The proactive safety indicator is made up of the following indicators, and its respective goals for 2015 are:
1
Hours of training on safety and health.
1 hour of training a month per employee.
2
Training hours of emergency 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.
7 Reactive indicators: measurements used to know if a goal has been reached. An example is the number of incidents that occur in a period of time in a certain company.
PRODUCING VALUE
Evolution of the Safety Proactive Indicator between 2010 and 2015 +12.35% 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.86
0.91
0.92
0.91
0.10 0
0.83
0.20
0.81
0.30
2010
2011
2012
2013
2014
2015
Evolution of the Safety Proactive Indicator in 2015 per work site
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1.00 0.98 0.96 0.94 0.92 0.90 0.88 0.86 0.84 0.82 0.80 Jan PGSM
Feb
Mar Ramallo
Apr
May Jun
Jul
Aug
SJS
References: PGSM: Puerto General San Martín / SJS: San Jerónimo Sud.
Sep
Tancacha
Oct
Nov
Dec
Campana
Sustainability Report 2015
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.
34
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.
Evacuation Drill at Tancacha Industrial Complex
Emergency Drill in Fertilizer Warehouse
Emergency Hypothesis: fire in the Press Gallery.
Emergency Hypothesis: worker faints because of lack of oxygen.
Supervisors: Emergency Brigade, Volunteer Fire Department, and Tancacha’s Ambulance System.
35 Night Drill at San Jerónimo Sud Industrial Complex
Evacuation Drill in Puerto General San Martín Industrial Complex
Emergency Hypothesis: hydrocarbon fire, hazardous gas leak, and victim rescue.
Emergency Hypothesis: rupture of the hose used for unloading n-hexane from a truck to the underground tanks.
Supervisors: drill observers, external consultants, and San Jerónimo Sud Volunteer Fire Department.
Supervisors: Naval Prefecture Argentina’s Fire Department and Puerto General San Martín Civil Protection Center.
Sustainability Report 2015
Safety and Health Activities in offices in Buenos Aires and Rosario Some of the safety activities done in offices were: risk agent research, fire load measurement, lighting level measurement, emergency drills with full evacuation from the work sites.
San Jerónimo Sud Industrial Complex: CPR Area San Jerónimo Sud Industrial Complex is a certified CPR Area, according to Argentina’s Cardiological Foundation (Fundación Cardiológica Argentina). The Foundation’s goal is to provide international assistance standards and formal accreditation to respond to a cardiac emergency in due time and form.
36
The Industrial Complex has qualified facilities to provide an early cardiac response. This reassures the commitment that it has with its workers’ health.
Value chain management The Medical Services Commission operates within the Safety Zonal Committee of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. It is made up of occupational physicians, and Bunge is a part of it. The goals of this work group are: to preserve the workers’ health, to unify criteria among all of the industries of the area, and to collect information about problems in order to provide fast and efficient responses. The Commission developed a matrix where medical examinations for contractors are classified to reach a consensus and establish a proper health control of those who provide services to the industries.
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”8. 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 safety9.
8
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”10.
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. 10 Ibid. page 36. 9
PRODUCING VALUE
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.
Reduction of Emissions To Bunge Argentina, 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 commercial and production 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. 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 equivalent amount of CO211 released into the atmosphere is determined.
11
Carbon Dioxide
5% reduction of waste with non-sustainable management.
In accordance with Bunge’s global goals, in 2014 the company promised 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. As a consequence, during the 2013-2015 period, we far exceeded the stated goal achieving a 7.98% reduction of the CO2 per ton produced.
37
Sustainability Report 2015
Intensity of greenhouse gas emissions
[EN18]
100
-7.98%
96 94
Global goal
88 86
2013
2014
2015
Total direct and indirect greenhouse gas emissions by weight [GA-EN15 & GA-EN16] Total emissions
226,185
115,584
341,769
256,918
117,008
373,926
262,949
119,136
382,085
[Tons of CO2]
38
90.40
90
94.81
92 98.24
[KgCO2 /Tn]
98
2013
2014
2015
Indirect CO2 emissions by energy and vapor purchase. Direct CO2 emissions by use of fuel.
Absolute emissions were reduced by 10.55% compared with 2013.
PRODUCING VALUE
Direct energy consumption by primary source [EN3]
2013
2014
2015
Natural Gas (Gigajoules) Fuel Oil / Heavy Oil (Gigajoules) Diesel (Gigajoules)
4,227,465 4,210,680.66 3,908,763.16 323,288 258,350.56 76,427.04 10,335 9,477.21 13,330.59
Total direct energy consumption (Gigajoules)
4,561,088
4,478,508
3,998,521
2013
2014
2015
Energy purchased (Gigajoules)
806,081.06
791,679.11
782,048.30
Total indirect energy consumption (Gigajoules)
806,081.06
791,679.11
782,048.30
Indirect energy consumption by primary source [EN4]
39
Direct and indirect consumptions by primary source
2015
2014
76,427.04
13,330.59 782,048.30
258,350.56
9,477.21
3.908.763,16
10,335
806,081.06
4.227.465
Total Energy Consumption 5,367,169 Gigajoules
Natural Gas Fuel Oil / Heavy Oil
4.210.680,66 323,288
2013
791,579.11
-11.1%
5,200,000.00
5,270,187.11
4,800,000.00
4,780,569.30
4,400,000.00 2013
2014
2015
Total energy consumption reduction was 10.93% compared with 2013.
Diesel Electrical Energy
Sustainability Report 2015
Energy consumption per ton produced [EN5]
Global goal
1.36 1.32
1.265
1.24
1.336
1.28
1.20
40
-8.33%
1.380
Gigajoules per metric ton
1.40
2013
2014
2015
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 VI12 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 country13. “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.
12 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). 13 Gasoil consumption per sector per activity in Argentina in 2014, according to Fundación Pensar: 20% Agriculture and 33% cargo Vehicles.
PRODUCING VALUE
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 OCDE14 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 measures15.
restoring riverbanks or improving agriculture management practices1616. Efficient water management Bunge Argentina 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 Argentina pledged to achieve a 3% reduction of water consumption per ton produced, which was Bunge’s global 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, by reforesting,
41
14
5 4.8 4.6
-11.75% Global goal
4 3.8
4.22
4.2
4.46
4.4 4.78
Cubic meter per ton produced
Water Consumption per ton produced
2013
2014
2015
Organisation for Economic Co-operation and Development. Source: © Forética report: “Acelerando la RSE en el sector Agroalimentario”. 16 Bunge Native Trees Program, Bunge’s agrofiles and artificial wetlands are some of the actions performed to care for and preserve water. 15
Sustainability Report 2015
ÂżDID YOU KNOW...?
Compared to 2014, the amount of water consumed by Bunge Argentina in 2015 had a 1,620,211 m3 reduction, which is equal to the annual consumption of a population of more than 14,000 people17.
?
Total Consumed Water in Bunge Argentina 19,000,000
42
Cubic meters
18,500,000 18,000,000
-14.21% 18,598,522.6 17,575,453.3
17,500,000 17,000,000 16,500,000
15,955,242.1
16,000,000 15,500,000 15,000,000 14,500,000 2013
2014
2015
Consumption according to water supply resources [EN8]
0.06%
23.37% Superficial sources Underground sources
76.57%
17
Public network
Taking into account an estimated consumption per person of 300 liters a day.
PRODUCING VALUE
FOOD SAFETY, PRODUCT QUALITY AND SAFETY, AND CONSUMER SAFETY AND HEALTH GRI Aspect: Healthy and Affordable Food; Customer Safety and Health; Products and Services Labeling
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 (indexed) 130 43 120
110
100 2015
2016
Soy
2017
2018
2019
Oil
2020
Corn
2021
2022
2023
2024
2025
Wheat
Source: USDA, FAO.
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
More accesible
Safer
and in the future, while it contributes to the preservation of the natural resources of our planet. Since Bunge is an agro-industrial and food company, it finds itself in a unique position for its products to be:
More affordable
More nutritious
Sustainability Report 2015
MANAGEMENT APPROACH Food safety and quality have a number of normative frameworks which help companies and its customers to assess such aspects. Certification schemes of these normative frameworks contribute to a smoother business operation, since accredited certification allows organizations in the value chain to trust Grains and oilseed oils are important parts of peo- the other links through the certification schemes. ple’s diet. They represent over 50% of the calories available in the global food supply. Bunge’s main Bunge Argentina has a series of certifications on nutrition goal is to make sure people eat this food in Quality and Safety Management Systems, which are incorporated or modified according to customer and order to achieve healthier diets. market demands. Thus, certified processes and faciliBunge is a key agent in the agri-food chain in Argen- ties can be identified: tina, which is considered one of the most advanced countries regarding food safety, according to the Panorama de la Seguridad Alimentaria y Nutricional en América Latina y el Caribe 2013, published by the Food and Agriculture Organization of the United Nations (FAO). 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 with our current regulations.
44
Food Safety, Product Quality and 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.
GMPB2/B3 GMP+18 Standards have been drawn up to harmonize animal feed requirements for the purposes of ensuring quality and safety across the food chain, defining a food safety assurance system.
Standard
Work Site
Procedures
GMP B2
San Jerónimo Sud Industrial Complex
• 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
• Production of soybean meal, soybean pellets, sunflower meal, sunflower pellets, safflower meal, safflower pellet sand soybean lecithin.
GMP B3
Buenos Aires Business office
• Commercialization of soybean meal, soybean pellets, soybean hull pellets, safflower meal, safflower pellets and sunflower pellets.
GMP B2-B3
Ramallo Industrial Complex
• Production, storage and shipping of soybean pellets, soybean meal and soybean hull pellets.
GMP B2-B3
Puerto General San Martín Industrial Complex
• Reception, storage, production and shipping of soybean pellets, soybean meal and soybean hull pellets.
18
GMP: Good Manufacturing Practices.
PRODUCING VALUE
ISO 9001:2008 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. The following processes are certified under this standard:
Work Site
Procedures
San Jerónimo Sud Industrial Complex
• 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.
Tancacha Industrial Complex
• Reception of raw material. • Production, storage and shipping of soybean lecithin.
Puerto General San Martín Industrial Complex
• Soybean reception, conditioning and storage. • 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.
HACCP 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. The following processes are certified under HACCP:
45
Sustainability Report 2015
46
Work Site
Procedures
San Jerónimo Sud Industrial Complex
• Reception and storage of crude vegetable oils.
Puerto General San Martín Industrial Complex
• Reception and storage of crude vegetable oil.
Tancacha Industrial Complex
• Production of food grade soybean lecithin.
Other Certifications Every product made by Bunge Argentina has a KOSHER certification. This means that the food is compliant with the Jewish law. Tancacha, Ramallo, Puerto General San Martín and San Jerónimo Sud industrial complexes also have a HALAL certification, which means that they are compliant with the Islamic rules.
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.
• Refining, storage and shipping of bulk refined vegetable oils.
• Refining, storage and shipping of bulk refined soybean oil.
The certification in the lecithin plant of Tancacha also had to be postponed. The certification audit will be rescheduled for 2016. Evaluation and monitoring [PR1] 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, associated with Bunge Argentina by means of an on-demand system (manufacturing process by a third party with supplies and final products of Bunge Argentina). 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. To produce on demand, the Corporate Quality area also introduces the following controls to its suppliers:
PRODUCING VALUE
Toll Manufacturing Controls
Quality assurance
Training in food safety
Mandatory records
• Periodic audits to verify cleaning, training, records, traceability, and all the risks related to food safety. • Report preparation to be sent to the operation centers. • Discussed topics: allergen management, food handler ID card, good manufacturing practices. • Bunge registers every product it markets (every brand and quality) in the National Registry of Food Products (RNPA). • Control of quality certificates issued per every product shipping.
Product quality monitoring
Customer service
• Random samples from different batches are taken to check consistency between certificates and packed quality. • The Corporate Quality department centralizes all of the information, performs the cause analysis and provides support to the commercial area involved to give the customer a consistent answer.
47 Consumer 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 Consumer In 2014, Bunge Argentina introduced the rice brand Primor to the market, which complies with “Affordable Prices” (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.
Sustainability Report 2015
MAIN ACHIEVEMENTS
100% of certified industrial complexes under international quality standards.
48
L UA I T
D
TIF I
E
CE
R
Y
Q
60 internal auditors monitor the compliance with the quality systems requirements.
100% of products manufactured in Bunge Argentina’s own plants have food safety certifications.
Control mechanisms in every company that provide on demand production to Bunge Argentina.
100% of the certifications have been kept.
PRODUCING VALUE
GRI
Description
2013
2014
2015
Number of total near misses No claims were made at
No claims related to food
No claims related to food
of non-compliance with
safety were made in 2014.
safety were made in 2015.
Refined oils:
Refined oils and Lecithin:
Tons claimed / Tons shipped
0.22% demanded volume/
in 2014 = 0.0002.
shipped volume.
Lecithin: Tons claimed / Tons
By-products: Dollars paid
shipped in 2014 = 0.0009.
on allowances/ Tons shipped
Protein meals: Dollars paid
= 0.63 USD/Tn.
Indicator
PR2
the Food and Ingredients
voluntary codes and regula- Business Unit in 2013. tions relevant to health and safety of products during their life cycle.
PR4
Number of total near misses Refined oils: Tons claimed of non-compliance with
/ Tons shipped in 2013 =
voluntary codes and regula- 0.0011. tions related to product
Protein meals: Dollars paid
information and/or labeling. on allowances/tons shipped = 2.32 USD /Tn.
on allowances/ tons shipped = 1.45 USD/Tn.
FP519
Percentage of production
100% of meals and pellets,
100% of meals and pellets,
Wheat flour: 100%
volume manufactured in sites
100% of lecithin, 100% of
100% of lecithin, 100% of
Pellets: 100%
certified by an independent
refined oils, 0% of crude
refined oils, 0% of crude oils
Refined oils: 100%
third party according to in-
oils (these certifications
(these certifications are not
Rice: 0%
ternationally recognized food
are not required). Safety
required). Safety systems
Crude oils: 0% (these certifica-
safety management system
systems may vary, covering
may vary, covering from
tions are not required). Safety
standards.
from systems like Best
systems like Best Practices of
systems may vary,
Practices of Manufacture,
Manufacture, like HACCP.
covering from systems like
like HACCP.
Best Practices of Manufacture, like HACCP.
FP6
Percentage of total sales vo- This aspect is only applied
This aspect is only applied to
100% of packed refined oils
lume of consumer products, to trans fats in refined oils.
trans fats in refined oils.
are reported as 0% trans.
by product category, that
For these products, 100% is
For these products, 100% is
100% of bulk refined oils is
are lowered in saturated
below 2% according to
below 2% according to food
2% below from the trans-fat
fats, trans fats, sodium and
food code limit.
code limit.
total, according to the food code limit.
added sugars.
FP7
Percentage of total sales vo- Not reported.
0%. There are no products
100% of the wheat flour
lume of consumer products,
enriched with fibers, vita-
marketed by Bunge Argen-
by product category, that
mins, minerals, phytochemi-
tina (prepared in Molinos
have nutritive ingredients
cals or additives.
FĂŠnix) is enriched, under Act
added, like fibers, vitamins,-
25,360, with iron sulfate (30
minerals, phytochemicals or
mg/kg as iron), niacin (13
functional food additives.
mg/kg), thiamine (vitamin B1 6.3 mg/kg), folic acid (2.2 mg/kg), riboflavin (vitamin B2 1.3 mg/kg).
19
FP Indicators correspond to indicators from the GRI food processing sector supplement, applicable to Bunge Argentina.
49
Sustainability Report 2015
ORIGINATION PRACTICES GRI Aspect: Origination Practices
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 Argentina acknowledges this fact and works with suppliers to assure the supply chain sustainability and to reduce endogenous or controllable risks.
50
It is important to emphasize that Argentina’s commodities market is globally recognized for its levels of commercialization transparency. Furthermore, all soy purchases were made under “manufacture conditions”. This type of condition is used to negotiate the 90% of soy in Argentina, and represents the raw
material for the soybean oil and meal production. Soy bought for export as soybean (i.e., not processed) represents the 10% and is marketed under “storage conditions”. Additionally, 100% of corn, wheat, feed barley and sorghum are bought under “storage conditions”20. [FP2] EVALUATION AND MONITORING Nowadays, Bunge Argentina has two sustainable soy supply schemes: the 2BSvs certification, of French origin, which supplies the European Market, and the Due Dilligence 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 Dilligence Review program) were purchased, which represented 70 thousand tons of sustainable biofuel. [FP1]
20
Under Resolution 1075/94 of the Secretary of Agriculture, Farming and Fishing.
PRODUCING VALUE
Sustainable Soy and Biofuel by year 400,000
360,000
350,000
Tons
300,000 250,000 200,000 150,000 100,000 50,000 0
40,000 7,800 2011
Tons of sustainable soy
120,000 23,400
82,000
55,000
16,400
10,000
2012
2013
2014
70,000 2015
Tons of biofuel 51
MANAGEMENT GOAL 2016 In 2016, the amount of soy bought is expected to increase 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.
Sustainability Report 2015
PRODUCING DEVELOPEMENT 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
52
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 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 Argentina’s agricultural challenge is to increase production while preserving the environment for the coming generations. During the last years, in Argentina, as it was analyzed in previous sustainability reports, grain production and fertilizer consumption have stalled. This is ex-
plained by the high reciprocity between both variables, especially in wheat and corn crops. Nowadays, Argentina is facing a new situation in which competitiveness and the relationship between supplies and production have improved. This means there will be a strong growth in both variables.
4,000,000
120,000,000
3,500,000
100,000,000
3,000,000
80,000,000
2,500,000 2,000,000 1,500,000 1,000,000
60,000,000 40,000,000 20,000,000
500,000 -
Grain Production
(estimate)
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
0
Fertilizer Consumption
Source: Minagri, Fertilizar, own data.
In 2015, Bunge 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 nutrients through a proper fertilization. This also creates a lower environmental impact. The results of the first year were presented to the press in April 2015, and they had a great coverage.
Bunge’s Proposal caused a 13% increase in the productivity of the fields where it was applied, and reduced the environmental impact.
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Sustainability Report 2015
Traditionally, the research dissemination is carried out in different areas, with technical notes in social media and training sessions for farmers. Throughout 2015, these activities were performed: • 10 field sessions. • 15 technical training sessions. 54
• 35 workshops. • 4 visits to industrial complexes. • 7 participations in congresses.
2,811 clients attended the sessions, training courses, workshops and visits to the plant
40,900 clients went to the congresses that Bunge attended.
PRODUCING DEVELOPMENT
Performance comparison per area and methodology Area
Nº of Trials
Farmer Performance (kg/ha)
Bunge’s Proposal Performance (kg/ha)
Response Kg/ha (%)
NW La Pampa - Córdoba 10
3,510
3,760
250 (7%)
N Bs.As. - S Santa Fe
6
4,026
4,549
524 (13%)
Midwest Bs.As.
11
3,562
4,193
632 (18%)
SE Bs.As.
4
3,375
3,800
425 (13%)
SW Bs.As.
2
1,427
1,703
276 (19%)
Total / Average
33
3,478
3,928
450 (13%)
To improve the transfer of technology, Agro Files was launched in 2015, a new section in bungeargentina.com where we collect trials performed and/or sponsored by the Company, which will allow people to choose fertilization recommen-
dations 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.
55
Sustainability Report 2015
Line of Investigation per crop and provinces Crop
Line of Investigation
Provinces
Nº of Bunge Agro Files
WHEAT
Response to N21, P22, S23 and Zn24 Buenos Aires, Santa Fe and Entre Ríos 11
WHEAT-SOY (second)
Response to N, S and Zn
Buenos Aires and Entre Ríos
12
SOY
Response to P and S
Buenos Aires, Santa Fe and Córdoba
17
CORN
Response to N, S and Zn
Buenos Aires, Santa Fe and Córdoba
8
RAPESEED
Response to N, S and Boro
Buenos Aires
1
In 2015, 12 new performance files were created and shared for wheat, wheat-soy, corn and rapeseed crops.
56
ENVIRONMENTAL MANAGEMENT GRI Aspects: General (EN); Effluents and Waste
Protecting the environment and mitigating the impacts on it produced by its operations is key to Bunge.
environmental protection, both in its industry and the whole country.
Waste management is one of the essential aspects to achieve that. Bunge Argentina has adopted a monitoring strategy for ensuring an appropriate management. A good waste management allows the company to achieve a leading position in terms of
Furthermore, the Company’s commitment is supported by the continuous growth in the environmental investments for both carrying out projects and obtaining certifications.
21
N: Nitrogen P: Phosphorus 23 S: Sulfur 24 Zn: Zinc 22
PRODUCING DEVELOPMENT
3% reduction of water consumption per ton produced.
3% reduction of greenhouse gas emissions per ton produced.
ENVIRONMENTAL GOALS 2013-2016 3% reduction of energy consumption per ton produced.
5% reduction of waste with non-sustainable management.
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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.
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. 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.
Sustainability Report 2015
Waste managed in a non-sustainable manner25 -40.1%
0.35
Global goal
[Kg /Ton]
0.30 0.25 0.20 0.15 0.32
0.20
0.19
0.10
2013
2014
2015
0.05 -
created by the company are allocated for compost, reutilization, recycling or landfarming.
Waste management evolution 100%
19%
10%
9%
81%
90%
91%
2013
2014
2015
90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Non-sustainable Management Sustainable Management
25
Results in kilograms per tons produced.
0,32
58
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
PRODUCING DEVELOPMENT
Total tons of waste managed by disposal method [EN23]
Hazardous Wastes
2013
2014
2015
Hazardous Waste – Incineration Hazardous Waste – Landfarming Hazardous Waste - Landfilling Hazardous Waste – Recycling Hazardous Waste – Reutilization Hazardous Wastes Total
68.7 0.3 5.3 8.9 263.7 346.9
55.5 0.0 41.6 16.9 254.6 368.6
92.7 0.0 33.3 22.9 199.7 348.6
Inert Industrial / Urban Assimilable
2013
2014
2015
4,292.93 130.5 1,795.6 1,151.0 193.6
3,550.6 1,283.4 1,308.9 703.2 930.4
3,877.4 1,121.4 835.9 532.2 1,069.9
Non- Hazardous Wastes Total
7,563.5
7,776.5
7,436.7
GENERAL TOTAL
7,910.4
8,145.1
7,785.3
Compost Landfarming Recycling Landfilling Reutilization
Activities that support management Raising awareness among the employees is one of the tools to achieve proper waste management. Sorting wastes correctly guarantees, to a large extent, management success. That is why, in 2015, awareness talks were held in the main Company work sites, with an attendance of over 350 employees. Furthermore, dump bodies and containers were relocated to guarantee the disposal of each area’s specific wastes, and the number of control and tracking inspections increased to achieve proper waste sorting and to correct deviations.
59
Sustainability Report 2015
Adding organic discarded materials to the soil In the Ramallo industrial complex and port terminal, a new technique was implemented: adding organic discarded materials from industrial processes to soils. The discarded materials generated during grain processing, which mainly consist of unspecified seeds, cereal powder, stalks and skins, together with the material collected while sweeping and cleaning; are added to soils using landfarming26 techniques,
turning them into natural resources again (for example, humus). It is important to emphasize that organic waste accounts for the largest percentage of waste generated by our operations. Hence, using this technique substantially mitigates one of the main environmental impacts caused by our activity.
947.4 tons of waste were processed using landfarming.
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Artificial wetlands: imitating nature to purify effluents Artificial wetlands are engineering systems designed and built to remove water pollutants using natural processes. They are designed to take advantage of the natural process that takes place in the wetlands, but under controlled conditions.
A group of researchers specialized in this topic from Universidad Nacional del Litoral (UNL) was contacted and, through a technological transfer agreement signed by both parties, studies were conducted, first, on a laboratory scale, and then, on a pilot scale.
The implementation of this effluent treatment system began in 2015 in Campana industrial complex. It was done in phases, and it helped improve the performance of the current system.
The laboratory trial stage took place in the university facilities. The goal was to determine the most suitable type of wetland for the effluent in question, and also the type of substrate and vegetable species
26
Landfarming: controlled application of waste on soils, achieving its biological and chemical degradation.
PRODUCING DEVELOPMENT
that best adapted to it. The average performance in ammonium removal (NH4+) of this phase was 90%. At present, the implementation is on the pilot-scale trial phase, whose goal is to assess on the field the performance of the vegetable species selected in the previous phase. Based on the results of this phase, we will determine which wetland is the most suitable, and we will design at full scale.
Actions in our value chain: Recycling Silo Bags In 2015, 145 tons of used plastic silo bags were collected in country elevators from Bandera, Avia Terai and General Paz. After a reduction, 127 tons were processed, which became a recycled polyethylene PET or recycled plastic raw material to make other plastic products that do not come into contact with food. In this case in particular, bags were made. This activity was carried out together with Siclo Rural, a company dedicated to the collection of disused plastic in the fields of Argentina.
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 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 Jerónimo Sud Industrial Complex. The certification is expected to be issued during the first semester of 2016.
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Sustainability Report 2015
Environmental Investment Investment Evolution [EN31]
In 2011, environmental investments had a 225% increase, showing the strong commitment the Company has regarding the environment. Environmental Investments 7,000,000
USD
6,000,000
3,000,000 62
2,000,000
5,801,990
+225%
5,000,000 4,000,000
3,146,900 2,380,100 2,100,000
1,784,000
1,000,000 0 2011
2012
2013
2014
2015
Environmental Costs
Amount in USD
Complaints (Cases) Environmental Taxes Maintenance costs Environmental Management System Environmental control Wastewater treatment Environmental policies Waste management
1,050.00 3,586.00 14,371.40 15,179.00 72,186.70 93,713.80 75,536.90 236,402.50
Total
512,026.30
Complaints (cases)
3% 3% 1% 0.21%
14%
Environmental taxes
18%
Maintenance costs
15%
Environmental management system Environmental control Wastewater treatment
46%
Environmental policies Waste management
PRODUCING DEVELOPMENT
COMMUNITY DEVELOPMENT GRI Aspect: Local communities
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 also 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
63 COMMUNITY DEVELOPMENT
HEALTH AND A HEALTHY NUTRITION
ENVIRONMENT
EDUCATION: OUR COMMITMENT TO THE FUTURE
2015 Bunge Award to Academic Excellence
126
winners
4
towns
It is intended for students and graduates from Tancacha (province of Córdoba), Ramallo District (Province of Buenos Aires) and Puerto General San Martín and San Jerónimo Sud (both in the province of Santa Fe) 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, 126 children, teenagers and young people won it.
This award was promoted as part of the Social Responsibility actions, and it 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.
Sustainability Report 2015
Programs with Fundación Bunge y Born Rural Education: Sower Program (Programa Sembrador)
750
rural elementary schools
300
teachers trained online
22 and 18
42 64
principals and supervisors trained in a Summer Course supporting rural education
Sower Program 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 Argentina 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. [G4-15] 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,
27
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 Program27. http://www.fundacionbyb.org/?q=es/novedades/%C2%BFqu%C3%A9-es-el-programa-sembrador
Source: Escuelas del medio rural. Fundación Bunge y Born and Fundación Pérez Companc. Buenos Aires, 2015.
PRODUCING DEVELOPMENT
The rural education challenge28
By Ludovico Videla, CEO Fundación Bunge y Born One of the many paradoxes that exist in the Argentinian economy is that it has a farming industry globally-appreciated for its efficiency and exceptionally high productivity, but it subsists in a society with urban culture and roots. The gaucho and his horse are symbols of the essence of Argentina, but the sociological reality shows citizens living in cities who are not interested in the countryside, and do not know much about it. In the middle of the last century, the urban population surpassed the rural population, and since then, the tendency has increased so much that, nowadays, only 9% of the population lives in the countryside. The problem with rural education is particularly urgent. Since education is mainly an urban issue, and it is in crisis, there is almost no space to discuss what rural schools need. However, all that efficiency and high productivity that the world admires are also associated with the education of our rural population. Precision agriculture, sophisticated machinery, drones and satellite support can only be operated by highly skilled people. This complex technological process will be increasingly complicated due to the greater productivity demand and the requirements to make it environmentally sustainable. Production also tends to diversify to take advantage of the different soil aptitudes and, thus, respond to an increasing demand. Are we training our people for this challenge? It is hard to tell. On the one hand, there are some exemplary experiences of school administration and educational offering. I have been able to directly observe the transformation of the agro-technical schools that accepted the challenge of validating quality. The results are astonishing. They would deserve a close analysis to spread this simple but efficient change model.
education, thanks to the teachers’ efforts and the lack of help from the media. They are schools with just a few students, multigrade teaching, no school supplies, no books, and clearly modest results. Even nowadays, about 20% of those students’ parents have never been to school: most of them could not even finish the mandatory school grades. According to the 2010 census, 2.3 million people live in isolated rural areas, which usually do not have drinking water, electricity, transport, medical assistance and decent homes. In some areas, vinchucas and other insects that are vectors of dangerous diseases “keep people company.” In this sector, there is also an important challenge for the future. What stands out the most from the technological progress is the shortening of distances thanks to the new ways of communication and transport. No matter how far one can be, now everyone can communicate with the rest of the world. This allows for using new online training techniques. Due to the extension of its territory, Argentina should be a leading country in this topic. And it should offer this method to the scattered rural communities for everyone to be able to receive education and for illiteracy to be eliminated. I was also part of a successful online training experience intended for rural teachers. The enthusiasm and dedication that these teachers have are remarkable and worthy of a proper response to that effort. Nothing stops the extension of the model from getting to the students, who, despite everything, are “naturally” immersed in technology, and open to progress. I hope we take advantage of the opportunities we have to make a more integrated and collaborative country by narrowing the differences between countryside and city, and public and private.
On the other hand, we must not forget “the poorest of our country”. I am talking about the scattered rural population that receives an almost “heroic”
28
Extract from an opinion piece published in Diario La Nación, Buenos Aires, August, 2015.
65
Sustainability Report 2015
Post-Doctoral Scholarships: Fundación Bunge y Born Award Scholarships for Nursing and Chemical Engineering Students
153 66
students received a scholarship everyone finished their studies
For five years, in the City of Buenos Aires, three scholarship holders, students of Chemical Engineering from Instituto Tecnológico de Buenos Aires (ITBA), have received an economic monthly contribution for completing their undergraduate studies. Whereas in Rosario, 30 scholarships per year were granted for Nursing students at ISPI (Hospital Italiano) and Cruz Roja Rosario, under the principle that nurses save lives, and are a critical human resource in the health area. Promoting their training is promoting increased quality in health care services. Since 2012, a total of 150 students have received a scholarship. These students were from the following Santa Fe towns: Soldini, Villa Gobernador Gálvez, Funes, Acebal, Pueblo Esther, Santa Teresa, Granadero Baigorria, Capitán Bermúdez, Pérez, and Rosario. All of them completed their studies.
18
scholarship holders
Sponsored by Bunge and Fundación Williams, 20 post-doctoral scholarships were granted within the framework of Fundación Bunge y Born Award. The young scientists come from Mendoza, Mar del Plata, La Rioja, City of Buenos Aires, San Martín, La Plata, Córdoba, Tandil, Esperanza, Rosario and Quilmes, and work in different specializations, such as: Oncology, Molecular Biochemestry, Animal Health, Agronomy, Physiology, Plant Physiology and Genomics, Veterinary Immunology, Chronobiology, Material Engineering and Chemistry, among others. With this contribution, the Company fosters scientific research and technological developments by helping young scientists of various disciplines from all over the country.
PRODUCING DEVELOPMENT
Programs developed with the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings
“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. 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.
Production Chain
15,000
children
40
elementary schools
11
towns
+100
corporate volunteers
“Productive Chain, Education Links” (Cadena Productiva, Eslabones de Educación), created in 2008, is the first Corporate Social Responsibility action that takes place in the industrial area and that is executed together with companies associated with the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings. Since the beginning, the activity has focused on children in 7th grade, mainly because of the school desertion rate that segment shows. The format used for its implementation is a theoretical and practical class. During that class, the local chain of production will be discussed, detailing its essential actors, the resources involved, the relationships generated, and the role each of them plays in it. The class, conducted by corporate volunteers, finishes with a brief visit to the plant. The content is at the children’s disposal in audiovisual format, boxes with materials for sensorial explorations, and notebooks with the processes to share them in the classroom and with the family.
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Sustainability Report 2015
With the evolution of this strategy, others were added: corporate volunteer conference, Photo Contests, implementation evaluations in charge of Fundación Conciencia, the declaration of Sponsorship made by the Ministry of Education and the Ministry of Production of Santa Fe Province, and the Declaratory of Interest from Capitán Bermúdez, Puerto General San Martín, and San Lorenzo City Councils. Up to 2015, approximately 15,000 children were part of Productive Chain. They came from 40 schools in Capitán Bermúdez, Fray Luis Beltrán, San Lorenzo, Puerto General San Martín, Timbúes, Andino, Aldao, Luis Palacios, Ricardone, Serodino and Villa La Ribera.
68
Between 15 and 20 companies (Bunge has been one of them since the beginning), support Productive Chain every year, and over 100 corporate volunteers give meaning to the Program by delivering classes.
Projecting Program
220 5
high school students technical schools
Projecting is to think of a generation of young people that has the tools to face the new occupational challenges. Eleven of the companies that are part of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings (including Bunge) invest in this program that allows future generations to develop their potential by interacting with the business realities of the industrial area. That is why the Projecting Program’s goal is for students who are in 5th or 6th grade in technical schools of the area to have enough resources to optimize their first job search. Since its beginning two years ago, 220 students from 5 technical schools have been part of this program. Some of the topics discussed were: job searching and the basic principles of industrial safety.
Basic Safety Training for Contractors
6,000 437
contractors service supply companies
In order to achieve a better integration between the value chains of each company and guarantee Safety and Health standards, in 2012 the Basic Safety Training for Contractors was created. It was intended for all of the employees of service supply companies that work or want to work with the associated companies. This training became a milestone of the Chamber’s shared management. Up to now, more than 6,000 people have been trained, representing 437 service supply companies. After a 4-hour training and passing a test, they are allowed to provide services in any of the 16 member companies. The course is valid for 18 months. After that period, it must be validated again. The content is ratified by the Zonal Safety Committee and the Training Subcommittee. The training is offered by Instituto Beppo Levi from Puerto General San Martín, and it is managed and coordinated by the Chamber. 16 companies encourage this activity. The Basic Safety Training for Contractors enjoys a declaratory of interest from the Ministry of Labor of the province. It is the first Corporate Social Responsibility program in Santa Fe to have the following goal: increasing the level of safety and health in the workplace.
PRODUCING DEVELOPMENT
Other educational activities
Training Course in Logistic Operations
30 3
young people, 17-25 years old towns
In order to provide young people from San Lorenzo, Puerto General San Martín and Timbúes with a professional training that makes labor insertion easier, the Chamber of Oil Industry of Argentine Republic (CIARA), Universidad Austral and Centro Educativo Cuatro Vientos offered a training course in Logistics Operations. The main oil industries in the area, Bunge among them, supported this program, together with the local governments of the aforementioned towns. [G4-15] Reading Marathon 2015, together with Fundación Leer
147 3 600
69
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[G4-15]. The 13th edition, whose slogan was “Between the book and the reader there are many reading roads to take”, took place from September to November in 2015. 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, which took place in the Zoo of the City of Buenos Aires; and the donation of three “Reading Corners” to schools from Campana. The schools from Campana that participated in the National Reading Marathon submitted a drawing to win three “Reading Corners” (each one consisted of 200 new books for children and teenagers, donated by the Company). Fundación Leer also gave the winning schools an online training in how to set up and sustainably use a “Reading Corner”.
I visited Bunge
Since 2005
In every industrial complex
It is the proposal through which Bunge Argentina opens the doors of its industrial complexes and country elevators to boost the community’s education, and thus, introduce them into its processes: quality management, health and safety, and environment while presenting the productive potential of the area. In 2015, different institutions visited our industrial complexes.
Sustainability Report 2015
HEALTH AND HEALTHY NUTRITION: IMPROVING THE QUALITY OF LIFE Together with Fundación Bunge y Born
Avia Terai with no Chagas (Avia Terai sin Chagas)
70
90%
of rural homes included in the census.
230
sprayed homes and structures.
2,000
collected living and infected vinchucas.
Avia Terai with no 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). The Avia Terai with no Chagas Program began in 2015. After a year of hard work, Dr. Ricado Gürtler, researcher in the Eco-Epidemiology Laboratory of University of Buenos Aires’s School of Natural & Applied Sciences and in Consejo Nacional de Investigaciones Científicas y Técnicas (CONICET), publicly informed the results of the first phase. Regarding the measuring of rural infestation, 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. A total of 230 rural structures were sprayed, covering 86% of the registered inhabited homes, and 2,000 living Triatoma infestans were collected.
The activities at school are aimed at cooperating with the diagnosis and treatment phase. Children and teenagers have been invited to be “Vinchuca Detectives”; they 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 Argentina29. 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 Argentina since 2010, and coordinated by Fundación Bunge y Born. The study consisted of analyzing the quality of Argentina’s diet and its differences with a healthy diet. Finally, taking into account the increasing obesity and overeating, it looked into the nutritional quality of industrial food of the last three years. The goal of these studies is for a healthy diet to be a dominant concept in public food safety policies.
The main goal of the program is to help eradicate the Chagas disease from the town. That is why we have performed actions in the health and education areas, which will continue in 2016.
29
World Health Organization Newsletter, http://www.who.int/wer/2015/wer9006/en/, February 6th, 2015.
PRODUCING DEVELOPMENT
tion major, together with a supervising teacher, carried out a food study on 4 and 5-year old children that attend Jardín de Infantes Nº57 of Puerto General San Martín. This study included a component to recognize nutrition habits in the children, and another component for their families to know about their diets. In a short term, the results will be used to formulate the educational, training and modification procedures.
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30
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 Argentina. 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.
Learning to eat in Kindergarten: conclusions suggest increasing water consumption and reducing sugar consumption in 4 and 5-year-old children from Puerto General San Martín.
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. Students who are in their last year of the Nutri30
Asociación Civil Supersaludable’s show that took place in Jardín de Infantes Nº 57 from Puerto General San Martín.
Sustainability Report 2015
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.
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Social Investment and Corporate Volunteering: Community Action
To these actions, we can add the ones carried out in previous years, such as the Training Sessions on Pharmacosurveillance, conducted by health professionals, and the donation of computers to record the National Vaccination Programs.
A different Sort of Christmas
130
children received Christmas presents.
800
families received gift baskets for Christmas.
Bunge and the “1 Minuto de Vos” civil society organization reunited to propose activities for corporate volunteering. During the activity “A different Sort of Christmas”, the volunteers prepared and dedicated 130 Christmas gifts for children of Campana’s community support centers, and also prepared gift baskets using the rice donated by Bunge and Aceitera Martínez. [G4-15]
Supportive Bunge Due to the different floods that happened in different places of our country, Bunge, together with Fundación Sí! and 1 Minuto de Vos, sent help to Mediolaza and Río Ceballos in Córdoba, and to towns in the south of Santa Fe and in the north of Buenos Aires.
PRODUCING DEVELOPMENT
Support
Sponsorships
Participations
ALPI Marathon, San Lorenzo, Santa Fe.
Special School Nº 2065, Carcarañá, Santa Fe.
“Science and Technology Indicators, Argentina 2013”, published by National Directorate for Scientific Information of the Ministry of Science, Technology and Productive Innovation.
III Healthy Life, Inclusion and Cultural Expressions Fair, San Jerónimo Sud, Santa Fe.
Fundación Tancacha, Tancacha, Córdoba.
Communications Committee and CSR, Logistics Committee and Safety Committee of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings, San Lorenzo, Santa Fe.
Theater play, Fundación Sol Naciente, Rosario, Santa Fe.
Needs-Oriented High School Nº 328 from Puerto General San Martín, Santa Fe.
Participation in the Subcommittee of Social Responsibility of the Chamber of Oil Industry of Argentine Republic (CIARA), City of Buenos Aires.
28th National Cestoball “A” League for Women, Adults, Tancacha, Córdoba. TEDx Puerto Norte, Rosario, Santa Fe. 3rd Supportive Marathon, Tancacha, Córdoba. Provincial Basketball Championship, Tancacha, Córdoba. Fundraising Golf Tournament, Fundación Bunge y Born Cup, in Rosario, Santa Fe and the City of Buenos Aires. Healthy Life Marathon, San Jerónimo Sud, Santa Fe. 7th Regional Meeting of Continuous Improvement SAMECO 2015, Rosario,Santa Fe. Photography exhibition:Asociación Síndrome de Down de la República Argentina, City of Buenos Aires. Blood Donation Campaign: Needs-Oriented High School Nº 328 from Puerto General San Martín, Santa Fe. VII National Congress of Economy Postgraduate Students, Bahía Blanca, Buenos Aires. 2nd Marathon Rosario Board of Trade, Rosario, Santa Fe. PSM Volleyball Team, Puerto General San Martín, Santa Fe.
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Sustainability Report 2015
Donations allocated to
13.61%
0.16%
Health Education
11.39% 16.06%
Environment
58.78%
Culture Social investment
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In 2015, Bunge contributed with $5,913,265 in donations and social investments for the communities where it operates.
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.
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”, Escuela 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 funds raised to the schools that are part of the Program.
PRODUCING DEVELOPMENT
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 pipe work, 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.
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Sustainability Report 2015
Together with the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings
The levels of sulfur dioxide and particles are measured with two portable direct-reading automatic analyzers. This determines if the suspension levels in the air are permitted, so they do not affect the health, the environment and the wellbeing of the population. This allows you to plan, coordinate and implement actions intended for improving and preserving the environmental quality of the towns involved, thanks to the implementation of this surveillance and air-pollution prediction system and its correlation with meteorological data.
VALUE CHAIN GRI Aspects: Supply Practices OUR VALUE CHAIN [G4-12]
EXPERTISE
R&D
FERTILIZERS
HUMAN RESOURCES
CURRENT VALUE CHAIN
CITIZENSHIP
SAFETY AND ENVIRONMENT
CUSTOMERS
AGRIBUSINESS
MARKETING AND DISTRIBUTION
MANUFACTURE
FOOD AND INGREDIENTS
STRATEGIC POSITION AND PROFITABILITY
IT
RISK MANAGEMENT
LOGISTICS AND SUPPLY
ORIGINATION
BUSINESS UNITS
SUPPLIERS (CUSTOMERS)
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Continuous Air Quality Program for the Industrial area This Program is the result of the joint action between the Ministry of Environment of the province, the local Governments and the Environmental Committee of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings, of which Bunge is a member.
It consists of gathering scientific data and knowledge about the air quality of the industrial area, which includes the following towns: Puerto General San Martín, San Lorenzo, Fray Luis Beltrán, Capitán Bermúdez and Timbúes (Santa Fe province).
PRODUCING DEVELOPMENT
The graphic identification of its value chain allows the Company to define integration strategies to back its customers and suppliers. Bunge Argentina classifies two types of suppliers: • Origination customers (key raw material suppliers for all business units), who are approximately 1,313 in Argentina and they are classified into natural persons and companies, and into brokers and direct customers31. At the same time, brokers have a great amount of customers32 within their respective internal portfolios. •In 2015, the number of Food and Ingredients customers (raw material suppliers) 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 producers, 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.
31 32
It is very important to highlight the influence of our organization over regional economies development, as we hire local suppliers. A local supplier is the one that adds value to products and services within the limits of Argentine Republic. That is why 100% of critical supplies for the Origination Management are provided by local suppliers. While only 5% of the expenses assigned to non-productive purchases come from foreign suppliers. [EC9] The development of local suppliers is key to the strategy of the agribusiness unit, as raw material reception points are located in places that assure logistic efficiency. Evaluation We carry out environmental assessments of our suppliers. So far, this assessment has been implemented in 50% of our industrial complexes. We have assessed 100% of the suppliers of Puerto General San Martín, San Jerónimo Sud, and Ramallo Industrial Complexes, which represent suppliers from diverse lines of business: Waste Treating Companies, Environmental Monitoring Services, Laboratories, and Recyclers, among others. The assessed aspects are the following: general quality of service, compliance with technical specifications, compliance with legal requirements, compliance with work terms, facility auditing rating, equipment availability, professional technical support, additional workmanship availability, ISO -or other- certification, and delivery of documentation.
Bunge Argentina’s direct customers are farming producers, country elevators and consignatories. Brokers’ customers are also farming producers, country elevators and consignatories.
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Sustainability Report 2015
ACTIONS IN THE VALUE CHAIN Harvesting Operation (Operativo Cosecha) Bunge, as a member of the Logistics Committee of the Chamber of Commerce, Industry and Services of San Lorenzo and surroundings, takes part in the planning and execution of Harvesting Operation, together with the companies of the agro-industrial industry located in Santa Fe’s industrial area.
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CHILD LABOR GRI Aspect: Child labor
“Harvesting Operation” focuses on the proper logistical management of goods transport. 2,000,000 heavy-duty vehicles per year are used for supplying the 18 port terminals located between Timbúes and Arroyo Seco.
Commited to a Happy Childhood [HR5] “Commited 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.
Between 78% and 80% of the total of exported grains, oils and by-products are shipped through these terminals, which make them Argentina’s most important bulk-load export nodes.
These actions and programs revolve around several children’s rights: the right to education; the right to 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.
Throughout the four months that the reception of coarse-grain crops takes, the biggest challenge is to reduce the impact it produces on the quality of life of the regional population. This requires an efficient public-private interaction. That is why the participants are companies, the Chamber, local Governments, Communities, Road Safety Agency, law enforcement and healthcare providers.
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; shepherding; and animal milking33. Child labor is an important 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.
33
Source: Manual de acciones contra el trabajo infantiles. Corporate Experience Guide, Ministry of Labor and Social Security, CONAETI, Business Network against Child Labor, April 2015.
PRODUCING DEVELOPMENT
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.
Bunge’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). 79
Bunge Award to Academic Excellence 2015: 126 children, teenagers and young people were awarded.
Sower Program 2015: 750 rural primary schools all over the country.
National Reading Marathon 2015: 147 schools and 600 donated books.
Productive Chain: 15,000 children in 8 years.
Sustainability Report 2015
PRODUCING TALENT
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At Bunge Argentina, 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 Argentina 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.
Suppliers relationship 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 GRI Aspects: Anti-Corruption, Regulations Compliance (Corporation); Regulations Compliance (product responsibility)
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 The Board of Directors and the Administration and Finance Management are responsible for the preparation and proper presentation of the Financial Statements of the Company, according to the requirements of the headquarters and local and American accounting regulations(“US GAAP”34). They are also responsible for the creation and the maintenance of a proper internal control environment. Bunge Argentina has established and maintained corporate government processes that aim
34
Generally Accepted Accounting Principles.
at management transparency and risk control, based on most recognized and proven global practices. Most relevant control and management mechanisms are described under the Ethics and Integrity section: commitment to transparency. Bunge’s Ethics Hotline is a key management mechanism for detecting inappropriate behaviors, ensuring confidentiality, as it is managed by a specialized independent provider.
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Sustainability Report 2015
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 [G4-58] Phone: 0800-444-6696 WEB: Visit: https://bunge.alertline.com
The Code of Conduct stipulates rules to: [G4-56]
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• 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 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.
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 the 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 Argentina 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). [SO3]
83 In Bunge Argentina there have been no confirmed corruption incidents among our employees (a confirmed corruption incident is one that has a final judgment). [SO5]
In 2015, there were no significant breaches of the applicable regulations. Bunge Argentina carries out all of its activities complying with them. [SO8, PR9]
Out of a total of 919 required employees, 848 completed the online training on the Code of Conduct 2015. That is to say, a 92%. [SO4]
In 2015, 11 managers from Puerto General San MartĂn (7) and San JerĂłnimo Sud (4) were provided with face-to-face training on the Code of Conduct and Anticorruption Policy. [SO4]
Sustainability Report 2015
JOB CREATION, DIVERSITY AND INCLUSION GRI Aspects: Employment; No Discrimination
Working Relationship Management: The Company manages its working relationships respecting the freedom of association and the right to collective bargaining. Bunge Argentina is a Company that has 1745 workers, 57% of whom are covered by collective bargaining agreements, represented by five trade unions.
84
Since its creation, the Company has encouraged the development of a collaborative and peaceful environment with the unions because we share a great responsibility: keeping and improving our local industry competitiveness (in comparison with other countries), and preserving and creating high quality jobs in the country. Despite that, in 2015, the industrial complexes in Campana, Ramallo, Tancacha and Puerto General San Martín (just as the rest of the organizations that are part of the collective bargaining) were involved in trade-union disputes that kept Campana’s Chemical-Industrial Area inactive for 3 and a half months, and the Oil Industry of those cities were also inactive for almost a month. The trade-union conflict in Campana was caused by external reasons: the union decided to show its support due to the job losses produced by the closing of a company in the area. On the other hand, the problem in the Oil Industry was generated by a strike during the closing of the collective bargaining. This was aggravated because the conflict spread throughout the entire Oil Industry of the country.
35
ATTRACTING TALENTS FOR FUTURE NEEDS
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 of 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 work35.
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
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 Argentina, 87.1% of the women in the Company work in leadership positions, which accounts for 21.29% of the total of leadership positions. If we manage to equate percentages, through an organizational culture attractive to 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.
91% of employees in Bunge Argentina 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.
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Sustainability Report 2015
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: Statement of Purpose
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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.
In 2015, there were no recorded cases of discrimination in Bunge Argentina.[HR3]
Inclusion at work for intelectually 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. Argentina has a vast legislation on the rights of individuals with disabilities. The right to work is a right protected par excellence. Nevertheless, alternatives regarding the professional development for people with disabilities are not abundant; and the intellectually disabled people are the least favored. Engagement Program (Programa Compromiso) of Bunge Argentina is based on these premises and, within its corporate and social responsibility management 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. Apart from the job creation, Engagement Program is an awareness and broadcasting program related to the importance of incorporating disabled people to work environments and its positive impact inside organizations. To achieve this goal, Bunge attended Universidad Católica Argentina (City of Buenos Aires), Colegio de Escribanos de la Provincia de Santa Fe (Rosario), Programa Santa Fe Inclusiva (Santa FE), IDEA Litoral (Rosario), Fundación Libertad (Rosario) and Universidad Abierta Interamericana (Rosario) to talk about Engagement Program before different audiences. Furthermore, IAE (Universidad Austral, City of Buenos Aires) took the Program as a business case to study. Thanks to the dissemination of this program, the inclusion of intellectually disabled people has been discussed in Tedx talks in Puerto Norte (Rosario), and Bunge’s customers have started implementing inclusion programs. Engagement Program has the professional support of Asociación de Síndrome de Down de la República Argentina (ASDRA), Fundación Discar and Asociación para el Desarrollo de la Educación Especial y la Integración (ADEEI). 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
7 intellectually disabled people have been incorporated in 4 work sites in Argentina.
PRODUCING TALENT
Performance Indicators
New hires per region, age and gender [LA1] Gender
City
Female
Avia Terai - Chaco Buenos Aires Campana - Buenos Aires Puerto San Martín - Santa Fe Ramallo - Buenos Aires Rosario - Santa Fe San Jerónimo - Santa Fe Tancacha - Córdoba
Younger than 30
Between 30 and 50
Older than 50
Total
2 2 1 1 1 -
10 1 2 4 1 2
-
2 10 2 2 3 4 2 2
7
20
-
27
6 4 7 9 7 6 6 9 26 1 3 42 2
3 2 19 7 6 6 1 25 7 3 16 6
2 2 2 1 -
9 6 28 18 13 6 12 10 51 10 7 58 8
Total Male
128
101
7
236
Overall total
135
121
7
263
Total - Female Male
Avia Terai - Chaco Bandera - Santiago del Estero Buenos Aires Campana - Buenos Aires General Paz - Buenos Aires General Pinedo - Chaco Piquete Cabado - Salta Puerto San Martín - Santa Fe Ramallo - Buenos Aires Rosario - Santa Fe San Jerónimo - Santa Fe Tancacha - Córdoba Tucumán
New hires rate per province
Gender
Province Buenos Aires
7.94%
13.12%
CABA
24.39%
45.90%
Chaco
200.00%
115.38%
11.11%
27.75%
La Pampa
0%
0%
Mendoza
0%
0%
Salta
0%
70.59%
14.04%
4.42%
Santiago del Estero
0%
100.00%
Tucumán
0%
53.33%
Córdoba
Santa Fe
New hires rate
15.07%
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Sustainability Report 2015
[LA1]
2014
2015
Turnover rate
5.64%
2.29%
New hires rate
18.63%
15.07%
As the turnover rate is low, there was no need to show a classification by gender, age and region, as detailed by LA1 indicator. The 2014 values differ from the ones published in the 2014 Sustainability Report because there were changes in the measuring methods. [G4-22]
Workforce [LA12] Between 30 and 50
Younger than 30
Professional category
Older than 50
Total
88 Presidency and Management
-
-
-
0.23%
0.23%
0.34%
0.57%
Managers
-
-
0.23%
1.43%
1.43%
1.15%
2.81%
Bunge Corporation + Area Leaders
-
0.17%
0.34%
2.23%
2.23%
1.15%
4.01%
or Experts
0.06%
0.17%
0.97%
6.25%
12.55%
1.78%
9.28%
Operators
1.72%
3.38%
4.47%
12.55% 38.11%
1.66%
24.58%
Administrative Assistants
0.40%
9.68%
1.09%
38.11% 0.23%
9.05%
58.74%
Total
2.18%
13.41%
7.11%
60.80% 1.38%
15.13%
100.00%
Coordinators, Supervisors
CONTINUOUS TRAINING AND EDUCATION GRI Aspect: Training and Education
Bunge Argentina believes in its people. It trusts them because they are the organization’s driving force. The Company provides its workers with activities and training programs. 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 that can add value to the Company. The investment in training, development and performance support the workers’ employability.
PRODUCING TALENT
“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.
Sustainability Report 2015
Participation in Special Projects Within the framework of a philosophy of permanent commitment to progress and continuous investments in our locations, Bunge Argentina 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 participant to acquire knowledge and experience in other areas, reviewing similar working approaches in other regions – either national or internationaland 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.
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Constructive Feedback One of the main aspects of this program is the feedback opportunity generated between the boss and the employee. Bunge Argentina 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. 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.
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.
On a yearly basis, 100% of the employees participate in the Performance Assessment 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 Argentina offers special assignments in other Bunge’s affiliates in the world for employees to keep strengthening their professional development. Performance programs: Performance Assessment 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.
PRODUCING TALENT
360° Assessment It is a multi-feedback tool used for professional development. It is based on receiving feedback from a diverse group of people that 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 strategically.
91
Sustainability Report 2015
MAIN ACHIEVEMENTS Average training hours per year per employee [LA9] 45
33
30
26
23
25
2011
2012
2013
2014
2015
9
10
14
16
14
2011
2012
2013
2014
2015
27.53
15 0
92
Amount of programs for skills and training management36 [LA10] 20 15 10 0
Percentage of employees that receive performance assessments and career revisions [LA11]
36
2011
2012
2013
2014
2015
100%
100%
100%
100%
100%
Training and development programs that support the employability of its workers and help them to manage their professional careers.
PRODUCING TALENT
Working Environment Every two years, Bunge globally performs a survey on its work environment by means of a tool called “Bunge Employee Engagement Survey”. In 2014, Bunge Argentina participated of 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 communicating the results to the employees, we began the plan implementation. This plan was focused on Argentina’s two identified priorities. It includes, among other actions, the strengthening of 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.
93
Sustainability Report 2015
PREPARATION PROCESS [G4-18] To identify and prioritize the relevant aspects for the 2015 report, the Communications and Human Resources Management, in charge of the Corporate Social Responsibility 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 Argentina’s Board of Directors. [G4-48]
94 Content definition process according to GRI-G437 Topics
Aspects
Information on Management Approach + Indicators
STEP 1 IDENTIFICATION
STEP 2 PRIORITIZATION
STEP 3 VALIDATION
Sustainability Context
Materiality
Exhaustivity
Stakeholder Participation
STEP 4 REVISION
Sustainability Context
37
Source: G4 Guidelines for GRI sustainability report preparation.
Stakeholder Participation
REPORT
Preparation process
Relevant Topics This report was prepared to address the topics both Bunge Argentina and our stakeholders consider strategic.
9
10
MEDIUM
11
1
12
13
14
2
3
4
5
6
7
LOW
IMPORTANCE TO STAKEHOLDERS
HIGH
8
LOW
MEDIUM
HIGH
IMPACT ON THE STRATEGY 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
95
Sustainability Report 2015
Aspects identified as material may have their impact either inside or outside the Company. The table below explains the level of impact and limitations that the Company may have to exert external influence.
Material aspect
Internal impact
External impact
(G4-20)
[G4-21]
High
Food safety / Product quality and safety / Consumer health and safety.
Limitations to exert external influence
Previous report, changes [G4-23]
Medium
Can only influence and control.
Addressed in the 2014 report
-
Medium
Management is limited to the delivery of our products.
Addressed in the 2014 report
Origination practices.
Medium
High
Can only influence and control.
Addressed in the 2014 report
Energy/Greenhouse gas emissions (GHG).
Medium
Low
It depends on the volume of operation.
Addressed in the 2014 report
Waste management.
Medium
-
-
Addressed in the 2014 report
Water Use, and exposure to Water Scarcity and Impact on Water Scarcity.
Low
Low
Can only influence and control.
Addressed in the 2014 report
Community Development (local communities).
High
High
Can achieve high impact through collaborative working.
Addressed in the 2014 report
Environmental Management.
Medium
High
Can achieve high impact tthrough collaborative working.
Addressed in the 2014 report
Value chain (supply practices).
Medium
High
Can only influence and control.
Addressed in the 2014 report
Child labor.
Low
Medium
Can achieve high impact through collaborative working.
Not addressed in the 2014 report
Job creation: Diversity and Inclusion.
Medium
Medium
Can only influence in a
Partially addressed
limited way to the industry
in the 2014 report
[G4-19]
Wellbeing in the Workplace: working conditions, health and safety.
96
The relation between each aspect and GRI aspects appears through the report, in the presentation of each material subject.
and facilities. Continuous Training and Education.
High
-
Ethics, Conduct and Regulations Compliance.
High
Low
-
Addressed in the 2014 report
Can only influence and control.
Addressed in the 2014 report
Preparation process
Stakeholders: contact and participation The Criterion to choose stakeholders is based, on one hand, on those stakeholders involved in Bunge Argentina’s operations and business in its work places and communities near its facilities (government agencies, foundations, NGOs, corporate groups, Media, competitors, among others) and, on the other hand, on stakeholders who directly impact on the company, either because of their action within the com-
pany’s boundaries (shareholders, employees, workers) or those in direct relationship with it (suppliers, farmers, clients). Other stakeholders whose interaction with Bunge Argentina generates matters of strategic impact have been taken into account on the dialogue mechanisms (i.e. schools). [G4-25]
Shareholders
Customers and Consumers
Corporate Citizenship Competitors
STAKEHOLDERS
Corporation
Employees 97
Corporate groups Suppliers
Public Authorities and Government The list of each one of our stakeholders is detailed by locality in Appendix 1 of this report.
To “do something together” it is important to engage in dialogue. The dialogue with all stakeholders is an essential tool in Bunge Argentina’s sustainability strategy. In this way it has developed
mechanisms with stakeholders year after year, and has based itself on continuous learning and experience, including a diverse range of companies of different sort. [G4-26]
Sustainability Report 2015
Stakeholder
Area of Interest
[G4-27]
Approach
Shareholders
• Governance and Strategy • Anti-Corruption Policy • Regulatory and Legal Compliance
Strategy Ethics and Integrity Producing Talent
Corporate Citizenship
• Environmental Management • Job Creation: Diversity and Inclusion • (Inclusion) • Community Development
Producing Development
Competitors
• Community Development • Sustainable Agriculture
Producing Development Producing Development
Corporation
• Working Conditions, Workers’ Health and Safety • Consumer Health and Safety • Waste Management • Energy and Emissions • Water Use • Community Development • Environmental Management • Ethics, Conduct and Regulation Compliance • Continuous Training and Education
98
Customers
Employees
• Consumer Health and Safety • Origination Practices • Product Regulations • Compliance • Food Safety • Health, Safety and Working Conditions • Ethics, Conduct and Regulation Compliance • Continuous Training and Education • Job Creation: Diversity and Inclusion
Producing Talent Producing Development
Producing Value Producing Value Producing Development Producing Value Producing Value Producing Development Producing Development Producing Talent
Dialogue Mechanisms • Sustainability Reports • Online Surveys
• Press • CSR Programs • Volunteering Programs • Online Surveys • Meetings • Web • Direct E-mail • Sustainability Report • Web • Press • Chamber Meetings • Intranet • Web • Cascade communications • General Meetings • Messages from the President • Sustainability Report
Producing Talent Producing Value Producing Value Producing Value Producing Value Producing Value Producing Talent Producing Talent Producing Talent
• Press • Online Surveys • Web • Training Meetings • Direct E-mail • General Meetings • Trainings • Intranet • Internal Magazine • Performance Management • Environment Survey • Volunteering Programs
Corporate Groups
• Consumer Health and Safety • Food Safety • Origination Practices • Sustainable Agriculture • Community Development
Producing Value Producing Value Producing Value Producing Development Producing Development
• Volunteering Programs • General Meetings • Press • Sustainability Report
Suppliers
• Supply Practices
• Producing Development
• Press • Audits
Preparation process
350 printed copies of Bunge Argentina’s 2014 Sustainability Report were distributed. It was also sent by email to 400 contacts, and its publication was announced in different media. Furthermore, this report, along with the others, can be found in both Spanish and English in Bunge Argentina’s website and in citizenship’s microsite: http://www.bungeargentina.com/site/es/ciudadania-responsable Bunge Argentina’s Sustainability Reports
2014 Sustainability Report
2013 Sustainability Report
As the Company wants to maintain an active link with different institutions and “think tanks” devoted to developing public polices regarding both the industry and the general entrepreneurial interest, Bunge Argentina participates not only as a member but also as an active member in their executive committees.
99
2012 Sustainability Report
2011 Sustainability Report
In 2015, the monetary value of our contributions to the think tanks amounted to: $3,113,773.03.
Sustainability Report 2015
2015 Report File [G4-3; G4-5 ; G4-6; G4-7; G4-28; G4-29; G4-30; G4-31; G4-32] • Included entities: Bunge Argentina S.A. • Geographical scope: Bunge Argentina S.A.’s operations in Argentina. • Registered office: 25 de mayo 1119, (CP: 5933) Tancacha, Córdoba, Argentina.
• Reported period: January 1st, 2015 – December 31st, 2015. • Guidelines: in accordance with GRI (Global Reporting Initiative) G4 Guidelines and the GRI Food Processing sector supplement for its core version.
• Reporting cycle: annual. The last published report covers the following period: January – December 2014.
100
For questions, information requests, comments or suggestions regarding this report or its contents, please contact: Victoria Joffre CSR Coordinator. victoria.joffre@bunge.com relaciones.comunidad.bar@bunge.com Madres de Plaza de Mayo 3020 5to. piso, (CP: 2000), Rosario, Santa Fe +54(341)5123300 Via web form: http://www.bungeargentina.com/es/ ciudadania-responsable/contacto For more information regarding the 2015 Sustainability Report, or previous reports, please visit: www.bungeargentina.com http://www.bungeargentina.com/site/es/ciudadania-responsable
Notes • There were no significant changes in relation to the size, structure or supply chain of the organization compared to 2014. [G4-13] • In relation to the above mentioned, this report extends to all Bunge Argentina’s operations in the Argentine Republic. [G4-6] The Company has shareholding interests in other companies that have their own strategies and management and strategies of sustainability and social responsibility, which are managed independently. Bunge Argentina has a majority interest in Terminal Bahía Blanca S.A. Likewise, it has a 50% ownership interest in Guide S.A. Lastly, the Company has minority ownership interests in Terminal Quequén S.A. and Terminal 6 S.A. [G4-6]
GRI table of contents and External Verification Report
GRI TABLE OF CONTENTS AND EXTERNAL VERIFICATION REPORT The following table allows the identification of G4 contents throughout the report. [G4-32] You can find detailed information about the contents of GRI guidelines in https://www.globalreporting.org/resourcelibrary/GRIG4-Part2-Implementation-Manual.pdf The external verification report is provided below the following table. Bunge Argentina has established a
policy for the selection of its external verification provider based on competence and independent judgment. Such policy has been developed by the Management of the Company responsible for the preparation of this report as a task delegated by the Board. Crowe Horwath has been selected for the external verification task based on its knowledge about the organization and guidelines. [G4-33]
GENERAL STANDARD DISCLOSURES General Standard Disclosures
Description
Page Number
External Assurance
4
110
UN Global Compact Principles
STRATEGY AND ANALYSIS G4-1
Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.
ORGANIZATIONAL PROFILE G4-3
Name of the organization.
100
110
G4-4
Primary brands, products, and services.
10
110
G4-5
Location of the organization’s headquarters.
100
110
G4-6
Countries where the organization operates.
100
110
G4-7
Nature of ownership and legal form.
100
110
G4-8
Markets served.
11
110
G4-9
Scale of the organization.
9
110
G4-10
Breakdown of the organization’s employees.
11-12 There are no external workers in Bunge Argentina as defined by GRI.
110
Principle 6
G4-11
Percentage of total employees covered by collective bargaining agreements.
13
110
Principle 3
G4-12
Description of the organization’s supply chain.
76-77
110
101
Sustainability Report 2015
G4-13
Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain.
100
110
ORGANIZATIONAL PROFILE G4-14
Description of how the precautionary approach or principle is addressed by the organization, if applicable.
The Company has taken the corresponding actions to comply with local legislation regarding the environment and the application in jurisdictions where it operates. This includes, among others, the carrying out of impact, capability and environmental risk studies, if applicable. No risks for nature or the environment that require the application of the precautionary principle were identified.
110
G4-15
Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.
64, 69, 72, 73
110
G4-16
Memberships of associations and national or international advocacy organizations in which the organization participates.
115
110
102
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES G4-17
List of all entities included in the organization’s consolidated financial statements or equivalent documents.
9
110
G4-18
Process for defining the report content and the Aspect Boundaries.
94-95
110
G4-19
List of material aspects.
96
110
G4-20
Boundary of each material aspect within the organization.
96
Not reached
G4-21
Boundary of each material aspect outside the organization.
96
Not reached
G4-22
Description of the effect of restatements of information provided in previous reports, and the reasons for such restatements.
88
110
GRI table of contents and External Verification Report
G4-23
Significant changes from previous reporting periods in the Scope and Aspect Boundaries.
96
110
STAKEHOLDER ENGAGEMENT G4-24
List of stakeholder groups engaged by the organization.
97, 111-114
110
G4-25
Basis for identification and selection of stakeholders which the organization works with.
97
110
G4-26
Description of organization’s approach to stakeholder engagement.
97
110
G4-27
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
98
Not reached
G4-28
Reporting period for information provided.
100
110
G4-29
Date of most recent previous report.
100
110
G4-30
Reporting cycle.
100
110
G4-31
Contact point for questions regarding the report or its contents.
100
110
G4-32
‘In accordance’ (with GRI) option the organization has chosen, GRI Content Index for the chosen option, and reference to the External Verification Report.
100-110
110
G4-33
Organization’s current policies and practices regarding the Report External Verification.
101
110
G4-34
Governance structure of the organization and its committees.
18
110
G4-51
Retribution policies for superior governance authority and top management.
19
110
17, 21, 82
110
REPORT PROFILE
103
GOVERNANCE
ETHICS AND INTEGRITY G4-56
Describe the organization’s values, principles, standards and norms.
Principle 10
Sustainability Report 2015
G4-58
Describe internal and external report mechanisms of unethical or unlawful behaviors and matters related to the integrity of the organization.
21, 82
110
Reason(s) for Omission(s)
Explanation for Omission(s)
External Assurance
Principle 10
SPECIFIC STANDARD DISCLOSURES DMA and Indicators
Description
Page Number
CATEGORY: ECONOMIC MATERIAL ASPECT: PROCUREMENT PRACTICES G4-DMA
Disclosures on Management Approach.
76-77
-
-
110
G4-EC9
Proportion of spending on local suppliers at significant locations of operation.
77
-
-
110
MATERIAL ASPECT: ORIGINATION PRACTICES
104
G4-DMA
Disclosures on Management Approach.
50
-
-
110
G4-FP1
Percentage of purchased volume from suppliers compliant with company’s supply policy.
50
-
-
110
G4-FP2
Percentage of purchased product which is verified as being in accordance with recognized standards, broken down by standard.
50
-
-
110
CATEGORY: ENVIRONMENTAL MATERIAL ASPECT: ENERGY G4-DMA
Disclosures on Management Approach.
36-37
-
-
110
Principles 7 and 8
G4-EN3
Internal energy consumption.
39
-
-
110
Principles 7 and 8
G4-EN4
External energy consumption.
39
-
-
110
Principle 8
G4-EN5
Energy intensity
40
-
-
110
Principle 8
GRI table of contents and External Verification Report
MATERIAL ASPECT: WATER G4-DMA
Disclosures on Management Approach.
36, 41
-
-
110
Principles 7 and 8
G4-EN8
Total water withdrawal by source.
42
-
-
110
Principles 7 and 8
MATERIAL ASPECT: EMISSIONS G4-DMA
Disclosures on Management Approach.
36-37
-
-
110
Principles 7 and 8
G4-EN15
Direct greenhouse gas (GHG) emissions (Scope 1).
38
-
-
110
Principles 7 and 8
G4-EN16
Indirect greenhouse gas (GHG) emissions (Scope 2).
38
-
-
110
Principles 7 and 8
G4-EN18
Greenhouse gas (GHG) emissions intensity
38
-
-
110
Principle 8
MATERIAL ASPECT: EFFLUENTS AND WASTE G4-DMA
Disclosures on Management Approach.
56-57
-
-
110
Principle 8
G4-EN23
Total weight of waste by type and disposal method.
59
-
-
110
Principle 8
MATERIAL ASPECT: OVERALL G4-DMA
Disclosures on Management Approach.
84-86
-
-
110
Principles 7, 8 and 9
G4-EN31
Total environmental protection expenditures and investments by type.
87-88
-
-
110
Principles 7, 8 and 9
110
Principle 6
CATEGORY: SOCIAL SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK MATERIAL ASPECT: EMPLOYMENT G4-DMA
Disclosures on Management Approach.
84-86
-
-
105
Sustainability Report 2015
G4-LA1
Total number and rates of new employee hires and employee turnover by age group, gender and region.
87-88
-
-
110
Principle 6
MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY
106
G4-DMA
Disclosures on Management Approach.
26-31, 34-36
-
-
110
G4-LA5
Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
32
-
-
110
G4-LA6
Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender.
32-33
Partially reported.
Bunge Argentina assesses its management through proactive safety indicators.
110
MATERIAL ASPECT: TRAINING AND EDUCATION G4-DMA
Disclosures on Management Approach.
88-91
110
G4-LA9
Average hours of training per year per employee by gender, and by employee category.
92
G4-LA10
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing the completion of their professional careers.
89-92
110
G4-LA11
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.
92
110
Principle 6
Partially reported.
Training hours are not detailed because this information is not available at this moment.
Principle 6
110
SUB-CATEGORY: HUMAN RIGHTS MATERIAL ASPECT: NON-DISCRIMINATION G4-DMA
Disclosures on Management Approach.
85-86
-
-
110
Principle 6
Propio
Inclusion and Integration of individuals with disabilities.
86
-
-
110
Principle 6
G4-HR3
Total number of incidents of discrimination and corrective actions taken.
86
-
-
110
Principle 6
GRI table of contents and External Verification Report
MATERIAL ASPECT: CHILD LABOR G4-DMA
Disclosures on Management Approach.
78-79
-
-
110
Principle 5
G4-HR5
Identification of centers and suppliers that have a significant risk of child exploitation, and the adopted measures to help abolish child labor.
78-79
-
-
110
Principle 5
SUB-CATEGORY: SOCIETY MATERIAL ASPECT: LOCAL COMMUNITIES G4-DMA
Disclosures on Management Approach.
63-69
-
-
110
Principle 1
G4-SO1
Percentage of operations with implemented local community engagement, impact assessments, and development programs.
100% of local communities have implemented engagement, impact assessments, and development programs.
-
-
110
Principle 1
MATERIAL ASPECT: ANTI-CORRUPTION G4-DMA
Disclosures on Management Approach.
81-82
-
-
110
Principle 10
G4-SO3
Total number and percentage of operations assessed for risks related to corruption and the significant risks identified.
83
-
-
110
Principle 10
G4-SO4
Communication and training on anti-corruption policies and procedures.
83
-
-
110
Principle 10
G4-SO5
Corruption cases confirmed and measures taken.
83
-
-
110
Principle 10
107
MATERIAL ASPECT: COMPLIANCE G4-DMA
Disclosures on Management Approach.
81-82
-
-
110
G4-SO8
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.
83
-
-
110
Sustainability Report 2015
MATERIAL ASPECT: HEALTHY AND AFFORDABLE FOODS (FOODS SECTOR SUPPLEMENT) G4-DMA
Disclosures on Management Approach.
43, 47
-
-
110
SUB-CATEGORY: PRODUCT RESPONSIBILITY MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY
108
G4-DMA
Disclosures on Management Approach.
43-47
-
-
110
G4-PR1
Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.
46
-
-
110
G4-PR2
Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.
49
-
-
110
G4-FP5
Percentage of production volume manufactured in sites certified by an independent third party according to internationally recognized food safety management system standards.
49
-
-
110
G4-FP6
Percentage of total sales volume of consumer products, by product category, that are lowered in saturated fat, trans fats, sodium and added sugars.
49
-
-
110
GRI table of contents and External Verification Report
G4-FP7
Percentage of total sales volume of consumer products, by product category, that contain increased nutritious ingredients like fiber, vitamins, minerals, phytochemicals or functional food additives.
49
-
-
110
MATERIAL ASPECT: PRODUCT AND SERVICE LABELING G4-DMA
Disclosures on Management Approach.
43-47
-
-
110
G4-PR4
Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
49
-
-
110
MATERIAL ASPECT: COMPLIANCE G4-DMA
Disclosures on Management Approach.
81-82
-
-
110
G4-PR9
Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.
83
-
-
110
109
Sustainability Report 2015
EXTERNAL VERIFICATION REPORT TO BUNGE ARGENTINA S.A.’S BOARD We have been hired to perform an independent verification of the Sustainability Report, for the period between January 1st, 2015 and December 31st, 2015, of BUNGE ARGENTINA S.A. for its operations and facilities in Argentina.
110
- Performing fundamental tests designed to show, based on sampling, the reasonability and consistency of the preparation criteria and basis of the Corporate Social Responsibility Report. - Revising relevant documentation, including corporate policies, organizational structure, and Social Responsibility Programs.
We have compiled evidence on the following aspects:
- Thorough interviews with relevant personnel from the Firm.
- Key indicators on management during the financial year - Information provided by the Firm’s Sustainability area - Information about the Firm’s Management Systems
- Information coming from stakeholders identified by the Firm within its sphere of influence.
The Board of Directors of BUNGE ARGENTINA S.A. is responsible for both the information included in the report and the verification criteria. Our responsibility has been to report independently based on our information analysis procedures. For that purpose, we use the procedures established in technical resolution (RT37) of FAPCE that defines the scope of assessment tasks to be performed over other assurance engagements, as in the case of this type of report. We have defined our scope as a limited assurance engagement. Our procedures to select verification criteria and evidences included:
Our work team has included qualified professionals in the verification of sustainability aspects, according to the guidelines suggested by GRI. According to our opinion, based on the work described in this report, and on the defined scope, nothing of the information contained in the Sustainability Report for BUNGE ARGENTINA S.A.’s 2015 fiscal year has come to our attention to refute that such information gives a true and fair view of the performance and activities carried out by the Firm with regard to Sustainability. Policies, documents, indicators and other information included in this report are reasonably supported by documentation, internal processes and activities, and information provided by stakeholders. The revision process allowed us to identify a series of issues that we submitted to BUNGE ARGENTINA S.A.’s Board on a separate document, which includes our independent opinion on areas of improvement.
- Checking the alignment with the basic contents suggested by the Global Reporting Initiative (GRI) version 4.0 for the preparation of sustainability reports. August 7th, 2015, Rosario
CP Marcelo Navone Partner
Monasterio y Asociados SRL - Crowe Horwath Madres de Plaza 25 de mayo 3020 - Edificio Nordlink – Torre Alta P9 Of. 1 y 4. S2013SWJ - Rosario, Santa Fe, Argentina Tel: (54 341) 446 1650 - www.crowehorwath.com.ar
Additional information
Appendix 1: List of Stakeholders [G4-24] ARGENTINA Asociación Argentina de Estudiantes de Ingeniería Industrial y Carreras Afines. PROVINCIA DE BUENOS AIRES Ameghino Sociedad Rural de Ameghino. Bahía Blanca Asociación para Prevención del Síndrome Urémico Hemolítico, Bolsa de Cereales y Productos de Bahía Blanca, CONICET - Universidad Nacional del Sur, Fundación Cecilia Grierson, Instituto de Investigaciones Económicas y Sociales del Sur (IIES), LALCEC, Municipalidad de Bahía Blanca, Servicio Integral para la Familia, Unión de Recibidores de Granos de la República Argentina (URGARA), Universidad Nacional del Sur, Asociación Argentina de Empleados de la Marina Mercante. Campana Colegio Secundario Santo Tomás de Aquino, Comité Interindustrial de Conservación del Ambiente Campana Zárate, Comité Zonal de Seguridad e Higiene de Campana, Consejo Escolar de Campana, Dirección de Educación Inicial Jefatura de Región XI, Escuela de Educación Técnica N° 1 “Luciano Reyes”, Escuela EGB N °16 “General José de San Martín”, Escuela N° 29, Jardín de Infantes N° 901, Jardín de Infantes N° 906, Jardín de Infantes N° 907, Jardín de Infantes N° 908, Jardín de Infantes N° 912, Jardín de Infantes N° 914, Jardín de Infantes N° 915, Jardín de Infantes N° 916, Jardín de Infantes N° 917, Jardín de Infantes N° 918, Jardín de Infantes N° 919, Jardín de Infantes N° 922, Municipalidad de Campana, Personal de la Dirección Municipal de Tránsito Sindicato Químico y Petroquímico de Zárate, Subsecretaría de Impacto Ambiental de la Municipalidad de Campana, Unión Industrial Campana. Capital Federal 1 Minuto de Vos, Asociación Argentina de Consorcios Regionales de Experimentación Agrícola, Asociación Argentina de Producción Animal (AAPA), Asociación Argentina del Girasol (ASAGIR), Asociación Aves Argentinas, Asociación de Consumi-
dores Industriales de Gas de la República Argentina (ACIGRA), Asociación de Grandes Usuarios de Energía Eléctrica de la República Argentina (AGUEERA), Asociación de Síndrome de Down Argentina (ASDRA), Asociación del Crédito Industrial Argentino (ACIA), Asociación para el Desarrollo de la Educación Especial y la Integración (ADEEI), Bolsa de Comercio de Buenos Aires, Cámara Argentina de Biocombustibles (CARBIO), Cámara Argentina de Comercio, Cámara de Comercio Argentino-Británica, Cámara de Comercio de los Estados Unidos (AMCHAM), Cámara de Exportadores de la República Argentina, Cámara de la Industria Aceitera de la República Argentina (CIARA), Cámara de la Industria Argentina de Fertilizantes y Agroquímicos (CIAFA), Cámara de la Industria Química y Petroquímica Argentina (CIQyP), Cámara de Puertos Privados Comerciales, Cámara de Sanidad Agropecuaria y Fertilizantes (CASAFE), Centro de Estudios sobre Política y Economía de la Alimentación (CEPEA), Comisión Nacional para la Erradicación del trabajo Infantil (CONAETI), Conciencia, Confederación Argentina de la Mediana Empresa (CAME), Consejo Empresario Argentino para el Desarrollo Sostenible, Cooperadora del Hospital de Pediatría Prof. Dr. Juan Garrahan, Discar, Empresas y Entidades Comprometidas con la Prevención y Erradicación del Trabajo Infantil, Eticagro, Fertilizar Asociación Civil, Fundación Bunge y Born, Fundación Claudina Thèvenet, Fundación de Investigaciones Económicas Latinoamericanas (FIEL), Fundación del Hospital Dr. Ricardo Gutiérrez, Fundación Emprendimientos Rurales Los Grobo, Fundación Leer, Fundación Padres, Fundación RAP, Fundación SI!, Fundación Temaiken, Fundación Valores para Crecer, Gobierno de la Ciudad de Buenos Aires, Grupo de Usuarios de SAP Argentina, Instituto Argentino de Ejecutivos de Finanzas, Instituto Argentino de Normalización y Certificación (IRAM), Instituto de Auditores Internos de Argentina (IAIA), Instituto para el Desarrollo Empresarial Argentino (IDEA), Instituto Petroquímico Argentino (IPA), Instituto Tecnológico Buenos Aires (ITBA), Mercado a Término de Buenos Aires, Ministerio de Trabajo de la
Nación, Oficina Nacional de Control Comercial Agropecuario (ONCCA), PRIAR, Programa de Agronegocios de la UBA, Reserva Costanera Sur, Solidagro, The Nature Conservancy, The New Farm Company, UNICEF, Unión Industrial de la Provincia de Buenos Aires, Universidad Austral, Universidad de Buenos Aires (UBA). Caseros Siclo Rural. El Paraíso Escuela Rural N° 25 “Emilio Martínez de Hoz”, Escuela Rural N° 607060 “José Hernández”, Escuela Rural N° 9 “Manuel Nicolás Savio”, Escuela de Educación Secundaria N° 7, Escuela Primaria N° 25, Escuela Primaria N° 9. Escobar Sociedad de Bomberos Voluntarios de Escobar. Ingeniero White Club Comercial Ing. White, Club Huracán, Delegación Municipal de Ing. White, Escuela Media N° 1 “Gral. E. Mosconi”, Escuela Nº 40 “Juan Vusetich”, Jardín de Infantes N° 905, Jardín de Infantes N° 922, Jardín de Infantes N° 926, Jardín de Infantes N° 943, Jardín de Infantes N° 953, Jardín de Infantes N° 932. La Plata Dirección General de Cultura y Educación. Paraje El Tonelero Escuela Primaria N° 10. Paraje Grassetti Escuela Primaria N° 2. Paraje Herrera Escuela Primaria N° 13. Paraje Jupiter Escuela Primaria N° 17. Paraje La Rotonda Escuela Primaria N° 11. Paraje Las Bahamas Escuela Primaria N° 21. Paraje Manantiales Chicos Escuela Primaria N° 15.
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Paraje Marelli Escuela Primaria N° 12. Paraje Matarazo Escuela Primaria N° 20. Paraje Obligado Escuela Primaria N° 14. Paraje Verdi Escuela Primaria N° 7. Perez Millán Escuela de Educación para Adultos N° 702, Escuela de Gestión Privada DIPREGEP N° 4264, Escuela Primaria N° 16, Escuela Primaria N° 24.
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Ramallo Asociación de Bomberos Voluntarios de Ramallo, CEC 801, CEC 802, Centro de Formación Profesional N° 401, Club Atlético Matienzo, Consejo Deliberante de Ramallo, Escuela de Educación para Adultos N° 701, Escuela de Educación para Adultos N° 703, Escuela de Educación para Adultos N° 706, Escuela de Educación para Adultos N° 707, Escuela de Educación Secundaria N° 2, Escuela de Educación Secundaria N° 3, Escuela de Educación Secundaria N° 6, Escuela Primaria N° 1, Escuela Primaria N° 26, Escuela Primaria N° 3, Escuela Primaria Ramallo, Escuela Rural N° 10 “Juan Bautista Azopardo”, Escuela Rural N° 11 “Hipólito Yrigoyen”, Escuela Rural N° 12 “24 de Octubre”, Escuela Rural N° 13 “Paula Albarracín”, Escuela Rural N° 14 “Almirante Guillermo Brown”, Escuela Rural N° 15 “Mariano Santos Mutti, Escuela Rural N° 17 “Ignacio Aguirre”, Escuela Rural N° 2 “Coronel José Félix Bogado”, Escuela Rural N° 20 “San Carlos”, Federación Argentina de Trabajadores de Industrias Químicas y Petroquímicas, Federación de Obreros y Empleados de la Industria Aceitera y Afines del País, Hospital JM Gomendio, Instituto Superior Ramallo, Instituto Secundario Ramallo, Jardín de Infantes N° 901, Jardín de Infantes N° 902, Jardín de Infantes N° 903, Jardín de Infantes N° 904, Jardín de Infantes N° 905, Jardín de Infantes N° 906, Jardín de Infantes N° 907, Jardín de Infantes N° 908, Jardín de Infantes N° 909, Jardín de Infantes N° 910, JIRIMM, Municipalidad de Ramallo, Prefectura Naval Argentina de Ramallo, Reserva Ecológica Municipal Ramallo, Unión de Recibidores de Granos de la República Argentina (URGARA), Unión Industrial de la Provincia de Buenos Aires (UIPBA).
San Nicolás Universidad Tecnológica Nacional San Nicolás (UTN), Asociación Argentina de Empleados de la Marina Mercante.
Mendiolaza Escuela Primaria “Domingo Faustino Sarmiento”, Jardín “La Seño Pini”.
Tandil Mesa Solidaria Tandil.
Río Ceballos Establecimiento Educativo “María Elena Walsh”.
Villa General Savio Escuela Rural N° 4 “General José de San Martín”, Escuela de Educación Secundaria N° 5, Escuela Primaria N° 4. Villa Ramallo Escuela de Educación Técnica Secundaria N°1, Escuela de Educación para Adultos N° 705, Escuela de Educación Secundaria N° 1, Escuela de Educación Secundaria N° 4, Escuela Primaria N° 23, Escuela Primaria N° 27, Escuela Primaria N° 5, Escuela Primaria N° 6, Instituto Superior de Formación Técnica N°38. PROVINCIA DE CHACO Avia Terai Centro Integrador Comunitario (CIC), Escuela Rural N° 182 EEP, Escuela Rural N° 259, Escuela Rural N° 381 “Pioneros de Pampa Grande”, Escuela Rural N° 513, Escuela Rural N° 739 “José León Suárez”, Escuela Rural N° 846, Escuela Rural N° 946, Hospital Dr. Pedro Chutro, Jardín de Infantes N°191 “Arco Iris”, Municipalidad de Avia Terai, Programa Nacional de Chagas, Proyecto de Intervención Sanitaria contra el Chagas. General Pinedo Escuela de Enseñanza Media N°8 “José Manuel de Estrada”, Municipalidad de General Pinedo. PROVINCIA DE CÓRDOBA Córdoba Bolsa de Cereales de Córdoba, Cámara Argentina del Maní, Cámara de Comercio Exterior de Córdoba, Cámara Industrial de Aceites Vegetales de Córdoba, Fundación Mediterránea (IERAL), Juventud Atlética Cordobesa, Ministerio de Agricultura de la Provincia de Córdoba, Programa Primer Paso, Unión Industrial de la Provincia de Córdoba (UIC), Universidad Nacional de Córdoba (UNC). General Paz Municipalidad de General Paz. Manfredi Bomberos Voluntarios de Manfredi, INTA Manfredi, Municipalidad de Manfredi.
Río Tercero Asociación de Basquetbol de Río Tercero: Batallón 59 “Ceferino Namuncurá” Exploradores Argentinos Don Bosco, Escuela Rural “María Luisa Pellegrini Gómez de Ballesteros Barros”, Escuela Rural N° 231089 “General Martín Güemes”, Escuela Rural N° 231112 “Paula Albarracín”. Tancacha Bomberos Voluntarios de Tancacha, Caritas, CENMA Anexo Río Tercero, Centro Artístico y Recreativo Instituto Belgrano, Club Deportivo Huracán y Biblioteca Popular, Comedor Escuela San Martín, Comedor Ipem 288, Consejo Deliberante de Tancacha, Escuela Especial Tancacha, Escuela Primaria “General José de San Martín”, Escuela Primaria “José María Paz”, Escuela Rural N° 313156 “24 de Septiembre”, Federación de Obreros y Empleados de la Industria Aceitera y Afines del País, Fundación Tancacha, Hogar de Día; Hospital Municipal de Tancacha, Instituto de Enseñanza Media N° 75, Instituto Manuel Belgrano, Instituto Parroquial San José, Instituto Primario y Secundario Santiago Ramón y Cajal, Juzgado de Paz, Municipalidad de Tancacha, Oficina de Empleo Municipal. Villa Ascasubi Club Atlético Ascasubi y Biblioteca Popular, Municipalidad de Villa Ascasubi, Escuela Rural “Juan José Paso”. PROVINCIA DE CORRIENTES Corrientes Universidad Nacional del Nordeste. PROVINCIA DE ENTRE RÍOS Paraná Bolsa de Cereales de Entre Ríos. PROVINCIA DE SALTA Apolinario Saravia Escuela Rural N° 4420 “Maestro Rural Argentino”, Escuela Rural N° 4499. Coronel Olleros Escuela Rural N° 4476 “Luisa Domitila Saravia”.
Información adicional
El Quebrachal Escuela Rural N° 4438 “Carolina Botteri”. Finca El Bordo Escuela Rural N° 4324 “Comandante Luis Piedra Buena”. Gaona Escuela Rural N° 4203. Las Lajitas Escuela Rural N° 4561 “Patricias Argentinas”, Municipalidad de Las Lajitas. Palo a Pique Escuela Rural N° 4627 “Ciudad de Salta”. Río del Valle Escuela Rural N° 4572. Salta Cruz Roja Salta. Salta Forestal Escuela Rural N° 4264. PROVINCIA DE SANTA FE Albarellos Escuela Rural N° 87 “Juan Pascual Pringles”. Alvear Pequeña Obra de la Divina Providencia, Cotolengo Don Orione. Cañada de Gómez Taller Granja “Protegido Nazareth”. Carcarañá Agrupación Puente Cultural, Bomberos Voluntarios de Carcarañá, Club Atlético Carcarañá, E.E.T. Nº 486, Escuela Especial N° 2065 “Don Vicente Hamson”, LALCEC, Sociedad Protectora de Animales de Carcarañá. Granadero Baigorria Escuela Fiscal N°550. Pérez Escuela N°856 “Dr. José Roque Pérez”. Puerto General San Martín Centro Comunitario Recreativo para Adultos Mayores (CECRAM), Centro de Salud CARASA, Centro de Salud “Catalina Salomón”, Club Atlético y Recreativo “General San Martín”, Comisaría 5°, Consejo Deliberante de Puerto General San Martín, Ecoclub de Puerto General San Martín, Equipo PSM Vóley, Escuela de Enseñanza
Secundaria Particular Incorporada N° 3134 “Niño Jesús”, Escuela Especial “Arnold Gessele”, Escuela Especial “Juan Perón”, Escuela Especial “Miguel Saavedra”, Escuela Especial “Nuestra Señora de los Milagros”, Escuela Especial “Santa Mónica”, Escuela Especial “Tiempo de Amor”, Escuela Especial N° 2074, Escuela Gobernadores Cullen, Escuela N° 328 “General José de San Martín”, Grupo Despertar, Instituto Superior N° 25 “Beppo Levi”, Jardín de Infantes N° 8057 “Remedios de Escalada”, Municipalidad de Puerto General San Martín, Polideportivo Municipal de Puerto General San Martín, Secretaría de Deportes de la Municipalidad de Puerto General San Martín, Secretaría Desarrollo Social Municipal: “Grupo Despertar”, Sindicato de Obreros y Empleados de la Industria Aceitera. Roldán Bomberos Voluntarios de Roldán, Escuela de Educación Secundaria Modalidad Técnico Profesional Particular Incorporada N°8155 “San José Obrero”, Hospital Rural N° 61, Jardín Maternal Municipal “Huellitas”. Rosario Amia Empleos, Arzobispado de Rosario, Asociación Argentina de Grasas y Aceites (ASAGA), Asociación Civil “La Ventana”, Asociación de Dirigentes de Relaciones Industriales del Litorial (ADRIL), Asociación “Padres Por La Igualdad Rosario” (APPLIR), Asociación para la Inclusión de Personas con Síndrome de Down de Rosario (AISDRO), Bolsa de Comercio de Rosario, Cámara Arbitral de Aceites y Subproductos Vegetales, CEFI (Fundación Alborada), Centro de Día “Crecer”, Centro Educativo “Un lugar para aprender”, Centro Educativo “Abrasoles”, Centro Educativo “Cuatro Vientos”, Centro Terapéutico “Alquimia”, Centro Trayectoria, CILSA, Colegio Adoratrices, Colegio La Salle, Colegio San Patricio, Cruz Roja Rosario, Dirección de Empleo Municipalidad de Rosario, Dirección Provincial de Inclusión de Personas con Discapacidad, Escuela DINAD, Escuela Especial Particular Incorporada N° 1252, Escuela N°86 “José María de Estrada”, Escuela Nº 67, Escuela Nº68, Escuela Nocturna nº10; Facultad de Ciencias Agrarias de la Universidad Nacional de Rosario, Facultad de Ciencias Exactas, Ingeniería y Agrimensura de la Universidad Nacional de Rosario, Fundación Cuatro Vientos, Fundación FIEM, Fundación HECA,
Fundación Segunda Etapa, Fundación Un Mundo Posible, Grupo de Estudiantes de Ingeniería Mecánica (MECANO), Grupo Scout “San Miguel Arcángel”, Hogar “Santa Rosa”, Hospital de Niños “Víctor J. Vilela”, Instituto Superior Particular Incorporado “Garibaldi” N°9231, Instituto Universitario del Gran Rosario, La Casa del Sol Naciente, Profesorado “Bernardo Houssay Nº16, Red Psicoterapéutica, Sociedad Argentina Pro Mejoramieno Continuo (SAMECO), Taller Protegido Rosario, Universidad Abierta Interamericana (UAI), Universidad Austral, Universidad Católica Argentina (UCA), Universidad Nacional de Rosario (UNR), Universidad Tecnológica Nacional Rosario (UTN). San Jerónimo Sud Club Atletico El Porvenir del Norte; Club Atletico San Jerónimo Sud; Guardia de Seguridad Rural “Los Pumas”; Anexo Ciclo Básico Secundario N° 1237 “José Hernandez”; APREPA; Centro de Jubilados y Pensionados de San Jerónimo Sud; Comisaría 8° de San Jerónimo Sud; Comuna de San Jerónimo Sud; Cooperativa de Obras y Servicios Públicos; Defensoría del Pueblo; Escuela Provincial Nº 6053 “D.F. Sarmiento”; Jardín de Infantes N° 258 “Colonias San Jerónimo”; Parroquia San Jerónimo; SAMCO San Lorenzo Asociación de Lucha contra la Parálisis Infantil (ALPI), Asociación Vecinal Barrio Díaz Vélez, Cámara de Actividades Portuarias y Marítimas de Santa Fe, Cámara de Comercio, Industria y Servicios de San Lorenzo y su zona, Cuerpo de Bomberos Zapadores Unidad Regional XVII, Escuela de Educación Especial N° 1104, Escuela de Enseñanza Media N° 439, Escuela de Enseñanza Técnica N° 477 “Combate de San Lorenzo”, Escuela Particular Incorporada N° 1002 “San Carlos”, Escuela Particular Incorporada N° 1007 “Nuestra Señora de la Misericordia”, Escuela Particular Incorporada N° 1464 “Colegio Cristiano Redentor”, Hospital Granaderos a Caballo SAMCO San Lorenzo, Periodismo + Humanizado, Policía de Investigaciones de Santa Fe, Prefectura Naval San Lorenzo, Asociación Argentina de Empleados de la Marina Mercante, Escuela de Educación Secundaria Orientada Particular Incorporada N°3180 “Santa Rosa de Viterbo”.
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Santa Fe Bolsa de Comercio de Santa Fe, Secretaría de Trabajo de la Provincia de Santa Fe, Universidad Nacional del Litoral. PROVINCIA DE SANTIAGO DEL ESTERO Bandera Jardín de Infantes “Pequeños Sabios”, Municipalidad de Bandera, Secretaría de Cultura y Educación de la Municipalidad de Bandera.
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PROVINCIA DE TUCUMÁN Delfín Gallo Comuna de Delfín Gallo, Escuela Rural “Santiago Gallo”. Tucumán Sociedad Rural de Tucumán. URUGUAY Montevideo Universidad del Uruguay. JAPAN Agriculture & Livestock Industries Corporation (ALIC).
UNITED STATES American Oil Chemists’ Society (AOCS), Eco Engineers. KOREA Oficina Comercial de la Embajada de Corea.
Additional information
Appendix 2: Organizations where Bunge Argentina participates [G4-16] 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
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 Argentino (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 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
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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