sustainability report 2014 sustainability...6 7 sustainability report 2014 biomar group...
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UPSUSTAINABILITY
REPORT 2014
BIOMAR GROUP
Referencing GRI G4 framework
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CONTENT
MORE FOOD WITH INCREASED SUSTAINABILITYBy 2050, the world’s population will need twice as much food and 30% more drinking water, and simultaneously the world’s agricultural production is projected to fall by 10-15% in consequence of climate changes. Sustainable aquaculture will therefore be one of the most important elements in establishing sufficient food production, according to the UN. What does this tell us? This means that fish farming can be a pioneering model in the work of creating more sustainable food production, globally, and will have to expand to six or seven times its current size – without compromising sustainability.
FEEDING THE WORLD THROUGH AQUATIC SCIENCEThe main input for all intensive fish farming is the feed. Modern fish diets comprises many different and complex recipes developed to nurture and promote healthy growth through-out the fish’s life. Fish feed accounts for approx. half of the input required to raise a fish, and it is thus essential in terms of ensuring sustainability throughout the entire process from raw materials to fish farming, and eventually, nutritious human food.
SUSTAINABILITY AS A KEY DRIVER FOR INNOVATIONBioMar has always been focusing on the environment and we have lately applied methods and tools to assist in the making of a more sustainable future for BioMar and our customers. Our eco-efficiency analyzing tool used to measure and optimize sustainability is a pioneering instrument to promote sustainable development in our industry and value chain. A long-term goal is to make eco-efficiency an essential criterion in everything we do.
OUR COMMITMENTWe commit to public transparency of our activities via annual disclosures in accordance with the GRI G4 framework. In addition, an essential part of our sustainability program is to minimize sustainability risks and support value chain sustainabilityventures, by means of BioSustain™.
Carlos DiazBioMar CEO
MESSAGE FROM THE CEO
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MESSAGE FROM THE CEO 3
THE BIOMAR GROUP 4
COMPANY HISTORY 4
BIOMAR MARKETS AND PRODUCTS 6
OUTLOOK AND FINANCIAL STATEMENTS 10
OWNERSHIP 11
FEEDING THE WORLD 12
AQUACULTURE 12
INCREASED DEMAND FOR FARMED FISH 14
THE RISE OF THE AQUATIC CHICKEN 15
OUR PLACE IN THE VALUE CHAIN 16
OUR MISSION & VALUES 18
STRATEGY – “BEYOND THE LIMITS” 18
GOVERNANCE 20
NEW EXECUTIVE STRUCTURE IN BIOMAR GROUP 20
STAKEHOLDERS AND MATERIALITY 22
STAKEHOLDER MANAGEMENT 22
STAKEHOLDER ENGAGEMENT ACTIVITIES 23
MATERIALITY 24
SUSTAINABILITY IN BIOMAR 26
BIOMAR SUSTAINABILITY POLICY 28
BIOMAR CODE OF CONDUCT 29
BIOSUSTAIN™ 30
GLOBAL SUSTAINABILITY PORTAL 32
SUSTAINABILITY MANAGEMENT 34
AREAS OF EMPHASIS 35
OUR SUSTAINABILITY KPIS 36
HEALTH AND QUALITY 37
ENVIRONMENT 40
SUSTAINABLE RAW MATERIALS 42
SOCIETY 44
EMPLOYEES 45
WALKING THE TALK 48
BIOMAR GROUP GRI-TABLE 2014 54
More food with increased sustainability
Company History
THE BIOMAR GROUP
1995 The expansion continued with the establishment of a factory at Grangemouth in Scotland.
1994 In the early 1990s Dansk Ørredfoder A/S took over fish feed producers Aqualim S.A. in France and BioMar AS in Norway, and the three companies merged in 1994 under the name BioMar A/S.
1988 BioMar was taken over by the crops and animal feed company Aktieselskabet Korn- og Foderstof Kompagniet (KFK) - a subsidary to the Norwegian group Norsk Hydro - and thereby the international expansion of the company was started.
1962BioMar was established in Denmark by a group of Danish fish farmers under the name Dansk Ørredfoder A/S.
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2000 BioMar acquired 50% of two fish feed factories in Chile.
2001 BioMar established production in Greece.
2002 BioMar took over the remaining 50% of the two factories in Chile.
2008 Schouw & Co. bought the remaining shares in the BioMar Group. The largest single step in this growth process was the acquisition of the fish feed activities of Provimi Aqua, the world’s fourth largest supplier of high quality fish feed, at the beginning of 2008. With this acquisition BioMar today holds a position as one of the leading suppliers of fish feed in the world.
2005 The Danish industrial holding company Schouw & Co. took over 68.82 % of the shares in BioMar.
2012 BioMar established production in Costa Rica.
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The BioMar Group is one of the leading suppliers of high performance fish feed to the aquaculture industry worldwide. With head office in Aarhus, Denmark, the BioMar Group is structured with three regions: North Sea, Continental Europe, and Americas.
Our main business areas are feed for salmon and trout in Norway, the United Kingdom, and Chile, feed for trout, sea bass, sea bream, and eel in Continental Europe, and feed for shrimp, cobia, and tilapia in South and Central America.
Roughly one out of four farmed fish in Europe and Chile are produced with BioMar fish feed. World-wide the BioMar Group supplies feed to around 60 countries and to more than 30 different fish species.
The BioMar Group is organized in three regions according to the specific needs of the aquaculture industry in each geographical area.
BioMar Markets and Products
BioMar feed types cover the full life cycle of the fish including larvae feed, fry feed, smolt feed, grower feed, and brood stock feed. BioMar produces feed pellets in sizes from 0.4 mm to 22 mm as well as granulates and aglomerated feed particles from less than 0.1 mm and live feed enrichment products for artemia and rotifers.
0,1MM
22MM
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BioMar North Sea (Norway and UK) is focused on the development and production of high performance feed for Atlantic salmon and trout in seawater, but is also a pioneer in the development of feed to other species, like the cleaner fish used in fighting sea lice.
BioMar Americas (Chile and Costa Rica) delivers high performance feed for Atlantic salmon, Coho, trout and warm water species like tilapia, cobia and shrimp.
BioMar Continental Europe is market leader in fish feed on the European Continent, providing a product range in accordance with local needs in this diverse area. Species covered are trout, eel,sturgeon, turbot, arctic char,and the Mediterraneanspecies meagre, sea bass andsea bream. BioMar is throughthe ORBIT concept, alsothe leading supplier of feed to recirculation systems.
BIOMAR NORTH SEA BIOMAR AMERICAS BIOMAR CONTINENTAL EUROPE
Figure 1. BioMar sale and production by country including manufacturing units
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BioMar supplies feed to more than 30 species
ATLANTIC SALMONSalmo salar
BROOK TROUTSalvelinus fontinalis
COBIARachycentron canadum
ATLANTIC CODGadus morhua
RAINBOW TROUT S.WOncorhynchus mykiss
COHOOncorhynchus kisutch
EUROPEAN SEA BASSDicentrarchus labrax
RED DRUMSciaenops ocellatus
DOVER SOLESolea senegalensis
RAINBOW TROUT F.WOncorhynchus mykiss
ARCTIC CHAR Salvelinus alpinus
GILTHEAD SEA BREAMSparus aurata
EUROPEAN EEL Anguilla anguilla
MEAGREArgyrosomus regius
BROWN TROUT Salmo trutta
SIBERIAN STURGEONAcipenser baeri
EUROPEAN CATFISHSiluris glanis
WHITE SEABREAMDiplodus puntazzo
OLIVE FLOUNDER Paralichthys olivaceus
POWANCoregonus lavaretus
TURBOTScophtalmus maximus
WHITE STURGEONAcipenser transmontanus
RED PORGYPagrus pagrus
SHRIMPPenaeus vanname
PIKE PERCHSander lucioperca
ATLANTIC HALIBUT Hippoglossus
CARP Cyprinus carpio
TILAPIAOreochromis niloticus
CHINOOK Oncorhynchus tshawytcha
PERCH Perca fluviatilis
Figure 2. Worldwide the BioMar Group supplies feed to around 60 countries and to more than 30 different fish species.
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The general market conditions are set to become more challenging in 2015, driven mainly by stronger competition in the core markets of Norway and Chile and by the continuing uncertainty in southern Europe. As a result, BioMar will have to defend its competitive strength through careful margin management, quicker implementation of new
products on the market and further efficiency improvements based on more globalised concepts.
Facing this background, BioMar expects to generate full-year 2015 revenue of DKK 8.5 billion and EBIT in the range of DKK 360-410 million (http://schouw.dk/media/Schouw-AnnualReport-2014-ENG.pdf).
Outlook and Financial StatementsExpectations for how total volumes will develop on the core markets in 2015 are relatively moderate. BioMar expects 2015 revenue to be at the 2014 level, but – as always – revenue may be strongly affected by changes in the prices of raw materials without such changes necessarily having a notable effect on profit.
* EXCLUDING GOODWILL ON CONSOLIDATION IN SCHOUW & CO. OF DKK 430.2 MILLION
BioMar financial figures for 2014 and 2013,
in mill. DKK
TABLE 1
CASH FLOWSCASH FLOWS FROM OPERATING ACTIVITIES 266.3 372.9
CASH FLOWS FROM INVESTING ACTIVITIES -166.5 48.5
CASH FLOWS FROM FINANCING ACTIVITIES -60.0 -213.7
BALANCE SHEETINTANGIBLE ASSETS* 354.9 319.1
PROPERTY, PLANT AND EQUIPMENT 919.0 956.1
OTHER NON-CURRENT ASSETS 196.7 129.7
CASH AND CASH EQUIVALENTS 605.5 511.6
OTHER CURRENT ASSETS 2,765.1 2,625.0
TOTAL ASSETS 4,841.2 4,541.5
EQUITY 1,902.2 1,765.1
INTEREST-BEARING DEBT 1,019.4 879.0
OTHER CREDITORS 1,919.6 1,897.4
TOTAL LIABILITIES AND EQUITY 4,841.2 4,541.5
FINANCIAL KEY FIGURESEBITDA MARGIN 6.8% 6.2%
EBIT MARGIN 5.1% 4.5%
ROIC EX GOODWILL 22.9% 20.1%
WORKING CAPITAL 982.6 740.5
NET INTEREST-BEARING DEBT 386.2 353.2
2014 2013VOLUME (THOUSANDS TONNES) 996 980
REVENUE 8,451 8,702
- OF WHICH NORTH SEA 4,099 4,357
- OF WHICH AMERICAS 2,558 2,424
- OF WHICH CONTINENTAL EUROPE 1,794 1,921
INCOME STATEMENTREVENUE 8,451.3 8,702.0
GROSS PROFIT 1,019.4 1,057.8
EBITDA 574.2 538.0
DEPRECIATION AND IMPAIRMENT 139.8 143.8
OPERATING PROFIT (EBIT) 434.4 394.2
PROFIT AFTER TAX FROM ASSOCIATES AND JOINT VENTURES
2.5 0.0
VALUE ADJUSTMENTS OF SHARES IN LERØY 0.0 14.9
FINANCIAL ITEMS, NET (EX FIN. INVESTMENTS IN LERØY)
-38.6 -37.0
PROFIT BEFORE TAX 398.3 372.1
TAX FOR THE YEAR -214.2 -89.3
PROFIT FOR THE YEAR 184.1 282.8
Being one of the largest fish feed manufacturers; BioMar is adapting to the growing aquaculture industry and is providing quality feed for industrialized fish farm-ing in fresh and salt water in major parts of the world. Nevertheless, the most important prerequisite for further growth is for BioMar to have an owner who supports and believes in the company and its future.
Schouw & Co. acquired 68% of BioMar in 2005 and achieved full ownership in 2008 by merging the parent company BioMar into Schouw & Co. The acquisition
of BioMar has made Schouw & Co. both larger and stronger. Schouw & Co. generates most of its current revenue and earnings from BioMar and BioMar’s performance has been crucial to Schouw & Co A/S. Schouw & Co is an industrial conglomerate. Through its subsidiaries, the company manufactures fish feed for aquaculture, non-woven textiles for personal care and industrial applications, spare parts and accessories for the agricultural sector, and hydraulic components.
The BioMar Group is fully owned by Schouw & Co, a Danish industrial conglomerate listed at the Nasdaq Copenhagen Stock Exchange.
Ownership
DKK MILLION 2014 2013 2012 2011 2010REVENUE 11,784 11,645 12,478 11,929 9,451
OPERATING PROFIT (EBIT) 708 685 772 646 369
PROFIT BEFORE TAX 701 1,109 613 -41 -241
PROFIT FOR THE YEAR 428 1,368 498 -72 40
TOTAL EQUITY 6,074 5,746 4,627 4,230 4,395
TOTAL ASSETS 9,882 9,696 10,381 9,901 8,900
NET INTEREST-BEARING DEBT 44 -23 2,023 2,745 2,166
WORKING CAPITAL 1,775 1,424 1,892 2,147 1,614
FINANCIAL DATA NUMBER OF EMPLOYEES 2,139 2,052 1,976 3,287 3,166
RETURN ON EQUITY (%) 7.2 26.4 11.3 -1.7 -0.5
RETURN ON INVESTED CAPITAL (%) 16.9 16.1 15.6 13.8 10.0
EQUITY RATIO (%) 61.5 59.3 44.6 42.7 49.4
CASH FLOW FROM OPERATING ACTIVITIES 628 667 771 419 444
EBIT MARGIN (%) 6.0 5.9 6.1 5.4 3.9
PER SHARE DATA EARNINGS PER SHARE (OF DKK 10) 18.08 57.46 21.09 -3.07 -0.97
DIVIDEND PER SHARE (OF DKK 10) 8.00 6.00 5.00 4.00 3.00
NET ASSET VALUE PER SHARE (OF DKK 10) 258.44 240.49 196.25 178.62 183.93
SHARE PRICE AT YEAR END (OF DKK 10) 290.00 222.50 149.00 92.50 133.50
PRICE/NET ASSET VALUE 1.12 0.93 0.76 0.52 0.73
MARKET CAPITALISATION 6,812 5,313 3,511 2,173 3,188
Schouw & Co A/S financial results the last years
TABLE 2
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Fish farming is a very efficient way of producing food. Fish are cold-blooded and are almost weight-less in the water, which means that they use most of their energy to grow. For this reason, it takes only a little more than one kilo of feed to raise one kilo of fish. Moreover, as most farmed fish species contains relatively few bones and fins, the amount of edible meat is high in relation to other farmed animals on land. Farming in water also means that fish use less energy to counter the effects of gravity than land animals. Fish are also temperature-followers, which is why they do not use energy to regulate their own temperature, but instead adapt according to the water temperature.
The feed conversion ratio defines the amount of feed needed to produce a kilo of fish. The ratio is relatively low in the aquaculture industry, e.g. for salmon and trout it is about 1, and for sea bream and sea bass about 1.4. Recalculated, it takes an average of about 1.1 kg of formulated feed to produce 1 kg of fish (Figure 3 ).
Within the past 50 years, modern fish farming has grown to be a huge global industry. The reason is simple – the global population is rising and since it is not possible to catch more fish in the sea, farming is the only sustainable way of increasing the production of fish. Aquaculture is also a very efficient way of manufacturing proteins for human consumption for several reasons – both the feed conversion ratio and the yield are higher than in most other types of meat production.
Aquaculture
FEEDING THE WORLD
FARMRAISED FISH(EG. SALMONIDS) KILOS
KILOS
KILOS
KILOS
BROILER CHICKENS
HOGS
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Figure 3. Feed conversion rate for common farmed animals (the global aquaculture alliance, 2015). Estimated feed required to gain one kilo of body mass.
It is becoming more and more trendy to eat fish, and the global fish consumption is increasing year by year. The main reasons are both the variety of delicious meals which can be prepared with fish and the fact that fish is considered healthy food. Due to their high content of omega 3 fatty acids, fish – and especially the fatty species such as salmonids – are very healthy and very popular and the demand for fish is growing in line with the general increase in standards of living.
Fish is a vital source of proteins, minerals, and healthy fatty acids. Organisations such as FAO
expects a significant increase in demand for fish over the coming years as a result of growing world population and increased income levels combined with an increasing amount of easy-to-prepare fish products from the processing industry.
While wild catch of fish generally are experiencing limitations due to growing concerns for overfishing of natural fish stocks, aquaculture holds a huge potential for increased production – both of species already present in aquaculture and to new species being introduced in aquaculture.
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Figure 4. World capture fisheries and aquaculture food fish production in million tonnes (FAO, 2014).
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Fishery quotas are imposed on catching various species of fish in different geographical areas. This is due to the decline in the stocks of several species below the level at which reproduction can naturally counterbalance catches. The catch of many wild species is consequently sharply reducing over time, and demand for fish can no longer be catered for from wild sources.
As wild catch fish cannot adequately meet demand for fish, the aquaculture industry makes up for mar-ket needs. The aquaculture production represented about 10 % of the total fish production 25 years ago.
Now it accounts for nearly 50 % (Figure 4). During the last 30 years world capture fisheries has stagnat-ed while fish farming has grown. In 2012 it reached another all-time high of 66.6 million tonnes of food fish and 23.8 million tonnes of aquatic algae, with an estimated value of US$ 144.4 billion (FAO, 2014).
Supplies of farmed fish are also more stable and predictable than wild catch fish where climatic conditions, quotas, etc. often affect supplies. The predictability of supplies is vital for major buyers of fish like large retail groups, restaurants and the catering industry.
Increased Demand for Farmed FishAquaculture is a growth industry for many different reasons, some of the most important being the increased demand for fish combined with the stagnation of wild catch fisheries and need for a stable supply.
SPECIES MILL. TONS SHARE
CYPRINIFORMES* 24.3 40.2%
MOLLUSCS, BIVALVES 14.0 23.2%
CRUSTACEANS 5.7 9.4%
TILAPIA* 3.5 5.8%
PANGASIUS CATFISH* 1.5 2.5%
ATLANTIC SALMON 1.5 2.5%
RAINBOW TROUT 0.8 1.3%
COHO 0.2 0.3%
OTHER SALMON 0.1 0.1%
MARINE SPECIES (MACKEREL, SEABASS) 1.8 3.0%
OTHER 6.8 11.3%
TOTAL 60.3 100%
* SPECIES RAISED IN FRESHWATER
Global production of different species with aquaculture in million tonnes in 2012 (FAO, 2014)
TABLE 3
Tilapia farming has expanded to more than 80 countries and global production of tilapia has increased by 11 % annually over the past decade, making it the world’s second most farmed whitefish. There has been a great growth in the production of tilapia and the species has widespread appeal both as a local and an export product, and is amongst the easiest fish to farm. As a source of affordable animal protein, tilapia could continue to feed the masses and become a key commodity in the animal protein market.
The US is the most important market and the largest importer, with imports valued at approx.
US$1 billion per year, and China the leading exporter. But rising costs and a change in government policy will make Chinese producers less competitive over time, leveling growth and turning producer focus more towards the domestic market.
According to the recent Food & Agribusiness Research industry report ‘The Rise of the Aquatic Chicken: Challenges and Opportunities in the Tilapia Industry’, Rabobank expects Latin America to step up its supply in the coming decade, with production volumes projected to rise to 2 million tonnes by 2025.
The Rise of the Aquatic Chicken
BioMar produces feed to tilapia at factories in Costa Rica and France and exports tilapia feed to markets across Central America and West Africa.
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BioMar holds an important role in the value chain, as the center position is where a large variety of raw materials of different origins transform into feed products. This position both implies an important responsibility with regards to controlling the quality of raw materials, which is key for the food safety, and an equally important responsibility for developing feed types that ensures optimal growth for different species farmed under a variety of different conditions.
We see it as one of our most important tasks to understand the ever-changing requirements in all parts of the aquaculture value chain, and to develop feed products, which cater for these changing needs. Our position in the value chain also implies that we have an important responsibility in securing sustain-able sourcing as we combine raw materials from a constantly growing number of different sources.
Our Place in the Value ChainAs a manufacturer of feed for aquaculture, our place is in the middle of the aquaculture value chain, transforming raw materials of marine or land based origin into high quality fresh or processed fish products for consumers worldwide.
FARMING & HARVESTING
SLAUGHTERING, PROCESSING & PACKAGING
RETAIL LOGISTICS
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Figure 5. The aquaculture value chain, from raw material to feed transport (BioMar responsibility) and the downstream value chain to end-consumer.
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UP RESPECT
We act with integrity based onmutual trust and recognize theinherent value of all people andthe environment. We take pride
in developing people and teams.
COURAGEWe like challenges and take
measured risks. We drivechange and improvement.
We strive for being winners.
INNOVATIONWe seek opportunities and
strive for innovative businesssolutions internally and externally
on behalf of our customers.
Our Mission & Values
Strategy “Beyond the limits”
EXECUTIONBased on skills and insights
we act and get things done. We value personal
responsibility and initiative.
OPENNESSWe work with others in an
open and inclusive way.We are reliable and trustworthy.
We work and act global.
SUSTAIN CROSS UTILISE EXPAND
The significantly improved financial performance during the last years must be sustained and to the extent possible further improved. This will remain our crucial back-bone during the strategy period. This will provide the resources for all our expansion plans, be it investment in existing markets, more resources in selected areas and expansion into new markets.
Even though cooperation across the group has improved a lot the last 5 years, there is still quite a way to go from being the current “multi-local” company to a more integrated company. Our ability to use knowledge and compe-tences across the company must be further improved – which will improve and not weaken our local strengths.
We want to cover a broader range of geographies and species, but on a selective basis in order not to spread too thinly. We need to ensure we have the adequate organizational capabilities for this.
OUR MISSION“The people of BioMar provide healthy and sustainable growth
for customers and shareholders by creating innovative feed solutions to develop aquaculture worldwide.”
Our corporate strategy towards 2017 "Beyond the Limits" builds on three pillars:
Sustain, Cross Utilise and Expand
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GOVERNANCE
New Executive Structure in BioMar Group
The new team (Table 4) consists of an Executive Committee composed by Carlos Diaz, CEO, and Mogens Stentebjerg, CFO, and interacting with a Management Team comprised by the heads of BioMar’s three market regions and key global functions including Research & Development, Marketing, Sourcing & Business Relations and HR.
The new team is a very operational team with strong roots in the market areas complemented by functional directors supervising our ability to cross utilize product innovations and concepts as well as organizational competences between regions. We want to continue to be close to our customers and at the same time we want to strengthen our capability of fast development and commercialization of innovative feed concepts and products worldwide through a well-coordinated effort.
The relatively decentralized structure of BioMar continues as it has been considered a major strength. Although, in the light of more globalized customers and BioMar’s ambitious expansion plans into new market areas, one of the main tasks of the new Global Management Team will be to ensure that innovations are brought faster to the markets and especially rolled out across markets globally.
Carlos Diaz formally took over the position as CEO of the BioMar Group in November 2014 and consequently announced a new executive structure. This will enable BioMar to further strengthen its value proposition to customers globally.
BIOMAR BOARD
JØRN ANKJÆR
JENS BJERG SØRENSEN
ASBJØRN REINKIND PER MØLLER
Overview of governance bodies by owner and within BioMar organization
TABLE 4
CEOCARLOS DIAZ
MarketingHENRIK AARESTRUP
HRSIF RISHOEJ
R&D PATRICK CAMPBELL
CFOMOGENS STENTEBJERG
BIOMAR MANAGEMENT TEAM
Business Relations & SourcingNIELS ALSTED
AmericasMARTÍN LEÓN
North SeaJAN SVERRE RØSSTAD
Continental Europe OLE CHRISTENSEN
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MEDIA
NGOS
STUDENTS
NATIONAL GOVERNMENT
COMPETITORS
COMMUNITIES
REGIONAL/LOCAL GOVERNMENT
GOVERNMENTAGENCIES
INVESTORS
CUSTOMERS
OWNERS
SUPPLIERS
PARTNERS
ASSOCIATIONS
Stakeholder Management
Throughout our more than 50 years of history, BioMar has engaged actively in a continued dialogue with stakeholders both in and outside the company. The spectre has been wide from joint development of products targeting improved feed and environ-mental performance together with customers over identification and implementation of best farming practice with NGO’s, fish farmers, and authorities to the support and involvement in public research pro-jects and local educational activities. These activities strongly contributes to developing our corporate culture and driving continuous improvements in our operations and products. In the last chapter in this report, we share more details in these case studies along with other sustainability practices.
When it comes to sustainability and CSR, stake-holder engagement is of fundamental importance. With entries of new communication channels like social media, BioMar has recognized that we have to engage with stakeholders in new ways and that both virtual and actual representation is essential.
Relating external engagement to core business activities is not an easy task, and building internal awareness and interest can be quite difficult. Our goal is to reach out to all interest groups, discuss, and transform information and learning to business intelligence. To do so we needed to map our stakeholders.
In mapping our stakeholders, we have identified those where we have a legal, commercial or moral responsibility – such as our regulators, customers and communities around our facilities. Others, such as employees and suppliers, are also important because our business operations depend on them. Those who might become clients or employees in the future, such as students, are also important to us. We also value other diverse perspectives on our business from groups who can highlight new opportunities or areas that need attention, such as media and NGOs.
MANAGEMENT/EMPLOYEES
BioMar has a long tradition for networking and interacting with stakeholders from in- and outside of the aquaculture industry. This has contributed to shaping BioMar to become the company it is today.
STAKEHOLDERS AND MATERIALITY
Figure 6. A “stakeholder onion” illustrating layers of stakeholders according to importance and relevance to BioMar.
Stakeholder Engagement Activities
BioMar has since 1987, with just a few exceptions, participated at the biennial Aqua Nor exhibition, and since 2011 BioMar has been the gold sponsor of the annual Aquaculture Europe conferences – a commitment we want to continue.
Similar engagements do also take place in Americas and Asia where we arrange meetings, attend forums
and roundtables, and involve and gather with stake-holders. We target a global audience of customers, suppliers, policy makers, NGOs and educational institutions. An overview of some of our stakeholder activities is shown in below table.
ACTIVITIES COMMENTS BIOMAR ROLE
AQUACULTURE EUROPE
www.easonline.org
The European Aquaculture Society (EAS) brings together individuals and companies in the sustainable development of European aquaculture
GOLD SPONSOR CONTRIBUTOR
AQUA NOR www.nor-fishing.no
Aqua Nor has for more than 35 years been an important international venue for the aquaculture industry, introducing novelties, products, services, and research and development projects of relevance to the industry
EXHIBITOR
AQUABEST www.aquabestproject.eu
Showing potential of Baltic region as a sustainable food production system PARTNER
TARSwww.tarsaquaculture.com
The Aquaculture Roundtable Series (TARS) aims to share new knowledge, deliberate on critical issues, and identify a clear strategy to ensure the sustain- ability and profitability of the aquaculture industry.
SPONSORCONTRIBUTOR
NORDICRASwww.nordicras.net
The Nordic Network on Recirculating Aquaculture Systems works to co-ordinate and strengthen research and development of Recirculating Aquaculture Systems (RAS) in Nordic countries
SPONSORCONTRIBUTOR
LAQUAwww.marevent.com
Establishing the best strategies for aquaculture development in Latin American & Caribbean
SPONSOR CONTRIBUTOR
ISFNF www.isfnf2014.org
The International Symposium on Fish Nutrition and Feeding is the premier international forum for researchers, academics and industry concerned with the nutrition and feeding of aquatic animals
CONTRIBUTOR
RSPO www.rspo.org
The Roundtable on Sustainable Palm Oil aims to transform markets to make sustainable palm oil the norm
MEMBER
RTRS www.responsiblesoy.org
Round Table on Responsible Soy is a civil organisation that promotes responsible production, processing and trading of soy on a global level
MEMBER
ASCwww.asc-aqua.org
Aquaculture Stewardship Council aims to be the world’s leading certification and labelling programme for responsibly farmed seafood
STEERING COMMITTEE
MEMBER
GLOBALG.A.P. www.globalgap.org
GLOBALG.A.P. today is the world’s leading farm assurance program, translating consumer requirements into Good Agricultural Practice. A sustainability add-on module in Aquaculture Standard is under development
CONTRIBUTOR
FEFACwww.fefac.eu
The European Feed Manufacturers’ Federation is the only independent spokes-man of the European Compound Feed Industry at the level of the European Institutions
CHAIR COMMITTEE
MEMBERS
IFFO RSwww.iffo.net/iffo-rs
The IFFO Global Standard for Responsible Supply of fishmeal and fish oil. The vision is all marine ingredients produced globally to be sourced from responsibly sourced fisheries products and produced in a safe manner.
BOARD MEMBER
The table shows forum participation and BioMar engagements embracing various audience.
TABLE 5
The largest arenas where BioMar traditionally has interacted with stakeholders, especially customers are the Aqua Nor and the Aquaculture Europe. These events
attract stakeholders from all over the world even though they are based in Europe.
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Materiality
We have conducted an internal materiality assess-ment and developed our sustainability materiality matrix in 2014, based on surveys and workshops. A broader assessment including third party stake-holder surveys and interviews is planned by 2016. The intention is to review and adjust the matrix every other year to adjust for external and business context changes, and to ensure the matrix functions as a guide in managing our sustainability agenda.
We concentrate on the highest priority items in this GRI report. Some business units have over the years
developed metrics and indicators to help measure their progress. Some of them are adopted as KPIs for the entire BioMar Group, whereas others are more of a local character or in other ways difficult to address globally.
Our corporate sustainability strategy focuses on enhancing our positive reputation and minimizing negative social and environmental impacts. Impact and focus areas are embedded as KPIs into our core operations and we strive to achieve measurable results for each of them.
Sustainability being a very broad topic makes it important to understand key priorities in order to align time, resources and investment, accordingly.
IMPACT AREAS IN OUR BUSINESS STRATEGY
THE QUALITY, PERFORMANCE AND INTEGRITY OF OUR PRODUCTS AND SERVICES
ECONOMIC STRENGTH AND MARKET PRESENCE, AND MATERIALS AND PROCUREMENT
RESEARCH, DEVELOPMENT AND INNOVATION TRAINING AND EDUCATION
TALENT ATTRACTION, DEVELOPMENT AND WELLBEING OF EMPLOYEES
ENERGY AND EMISSIONS
REDUCING ENERGY AND CARBON EMISSIONS PER TON OF END PRODUCT,
REDUCING EMISSIONS TO ENVIRONMENT
CUSTOMER AND OCCUPATIONAL HEALTH AND SAFETY
CONTRIBUTING TO LOCAL COMMUNITIES CHILD LABOR, AND FORCED OR COMPULSORY LABOR
DRIVING SUSTAINABILITY PRACTICES INTO OUR SUPPLY AND VALUE CHAIN
RESPONSIBLE PROCUREMENT
RESPONSIBLE SOURCING
FOCUS AREAS ACCORDING TO MATERIALITY ASSESSMENT
The left column high-lights impact areas already focused upon according to our business strategy. The right column high-lights the key focus areas of our recently conducted materiality assessment.
TABLE 6
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R&D
Quality
LogisticsFinance & IT
HRHQ
Purchase & control
Sustainability in BioMar
The BioMar Group is eco-conscious and continuously focuses on reducing environmental impact in fish feed manufacturing. We have ambitious requirements and improvement targets in all departments and operations, and all BioMar factories have modern production facilities, which meet high standards for environmentally friendly production.
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Furthermore, BioMar has developed and improved its product ranges over the years to reduce the environmental impact of fish farming. This happens through focusing on sustainability throughout our in-ternal value chain (Figure 7). It all starts with respon-sible sourcing. Next step is the development and production of feed, with focus on developing high
quality and efficient feed types where nutrients are utilized for growth rather than lost to the environ-ment. Reliable packaging and responsible transport to customers reflects our focus on sustainability. In addition, BioMar offers services to improve sustainability through the value chain.
Figure 7. The internal value chain of BioMar, according to common organizational thinking, with departmental focus areas (emblems) according to company KPIs elaborated on page 36.
SUSTAINABILITY IN BIOMAR
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Now, we work to optimize and strengthen sustainability in these four areas through our sustainability concept and improvement program, BioSustain™. Our sustainability policy includes continually improving sustainability in our activities through:
We commit to public transparency of our activities through annual disclosures in accordance with the GRI G4 framework. In addition, an essential part of our sustain- ability program is to minimize sustainability risks and support value chain sustainability- ventures, by means of BioSustain™.
BioMar Sustainability PolicyIn the past BioMar's products and service have aimed at improving four central aspects in aquaculture production: Fish Health, Growth Performance, Production Economy, and Environmental Impact.
ADVANCED TECHNOLOGY
CUTTING-EDGE KNOWLEDGE
CHALLENGING GOALS FOR IMPROVEMENTS
CERTIFIED MANAGEMENT SYSTEMS
BioMar acknowledges that a sustainable business must be built ensuring the fundamental rights of human beings. Our Code of Conduct is essential to the way we drive our business and we require that all employees, suppliers, contractors, and subcontractors comply with outlined standards and provisions.
Failure to comply with the principles set forth in our CoC will result in corrective measures and may
lead to s/contractor disqualification. Fundamental to adopting our Code is the understanding that a business, in all of its activities, must operate in full compliance with the laws, rules and regulations of the countries in which it operates – including, but not restricted to labour and environmental issues.
Download the latest version of the Code at www.biosustain.world
BioMar Code of Conduct
BioMar is committed to ensure high standards of social responsibility. Part of our role as a multinational company sourcing raw materials in the global market is to ensure
that our suppliers as well as we meet the standards detailed in our Code of Conduct.
CO D E O F CO N D U C TCORPORATE SOCIAL RESPONSIBILITY
BioMar strongly encourage our Suppliers to acknowledge and support our Code and seek to conform to its standards and provisions emphasized below. Failure to comply with the principles set forth in our Code may result in Supplier disqualification. Fundamental to adopting our Code is the understanding that a business, in all of its activities, must operate in full compliance with the laws, rules and regulations of the countries in which it operates – including, but not
restricted to labour and environmental issues.
LABOUR AND HUMAN RIGHTS BioMar and suppliers shall recognize and be committed to upholding the human rights of workers, and to treat them
with dignity and respect as understood by the international community.
1. CHILD LABOURChild labour shall not be engaged or supported as stated in UN Convention on the Rights of a child and by International Labour Organisation (ILO). No children below the age of 15 can be employed. Children between 13 and 15 of age may perform a few hours of light work (simple, limited tasks under adequate adult supervision) or may work as part of an educational program or during school holidays. The employment must not affect attendance to primary education or imply a risk to health or physical/psychological development. No young workers under the age of 18 must perform hazardous work, work during night shifts or other worst forms of child labour as defined in ILO Convention No. 182. When local law states additional regulations for child labour the law must be met.
2. FREELY CHOSEN EMPLOYMENTForced, bonded or indentured labour or involuntary prison labour is not to be used. All work will be voluntary. Workers shall not be required to hand over government-issued identification, passports or work permits as a condition of employment.
3. HEALTH AND SAFETYSuppliers are to provide a safe and healthy workplace environment and shall take effective steps to prevent potential accidents and injury to workers’ health arising out of, associated with, or occurring in the course of work, by minimising, so far as is reasonably practicable, the causes of hazards inherent in the workplace environment, and bearing in mind the prevailing knowledge of the industry and of any specific hazards.
4. FREEDOM OF ASSOCIATIONSuppliers are to respect the rights of workers to associate freely and to communicate openly with management regarding working conditions without fear of reprisal, intimidation or harassment. Workers’ rights to join labour unions seek representation and or join worker’s councils in accordance with local laws should be acknowledged.
5. DISCRIMINATIONThere is to be no discrimination based on race, colour, age, gender, sexual orientation, ethnicity, disability, religion, political af-filiation, union membership or marital status in hiring and employment practices such as promotions, rewards, and access to training. In addition, workers or potential workers should not be subjected to medical/pregnancy tests that could be used in a discriminatory way. Workers with disabilities will be provided reasonable job accommodations as needed to perform their job function.
6. HARSH OR INHUMANE TREATMENTThere is to be no harsh and inhumane treatment, including any sexual harassment, sexual abuse, corporal punishment, mental or physical coercion or verbal abuse of workers: nor is there to be the threat of any such treatment.
7. WORKING HOURSWork weeks are not to exceed the maximum set by local law. Further, a work week should not be more than 48 hours per week, including overtime, except in emergency or unusual situations. Workers should be allowed at least one day off per seven-day week. For fishermen and other employees in typical seasonal activities, there might be acceptable to allow working weeks with-out one day off per week, and more working hours per week.
8. MINIMUM WAGESCompensation paid to workers shall comply with all applicable wage laws, including those relating to minimum wages, overtime hours and legally mandated benefits. Any disciplinary wage deductions are to conform to local law. The basis on which workers are being paid is to be clearly conveyed to them in a timely manner.
The BioMar Supplier Code of Conduct is based on the SA 8000 standard from Social Accountability International (SAI) which is founded on standards created by the International Labor Organization (ILO) and the United Nations (UN). BioMar is committed to ensure high standards of social responsibility. Part of our role as a multinational company sourcing raw materials in the global market is to ensure our suppliers as well as ourselves meet the standards outlined in our BioMar Code of Conduct.
V. 7, April 23, 2014
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For a better overview and for communication purposes we have visualized the concept and frame-work of BioSustain™ as shown in Figure 9. The levels are described in detail, and explain the struc-ture of the pyramid. Other framework essentials are
seen as satellites around the pyramid in Figure 10. These are our Code of Conduct, our Eco-Efficiency Analysis tool, our communication platform, and the original verification adding validity to the approach.
BioMar has developed a concept and framework for adapting and promoting sustainability. The BioSustain™ concept consists of three control and optimization levels, placed on top of the official regulatory requirements, making up the BioSustain pyramid. The early development of a tool to measure and evaluate the sustainability of raw materials and processes in our production of fish feed has been further developed to measure and evaluate sustainability throughout the entire value chain. This tool is making up the top level of the BioSustain pyramid.
BioSustain™
ORGANIC PROFILE 1ST GENERATION BIOSUSTAIN
2ND GENERATION BIOSUSTAIN
BIOSUSTAIN – CONCEPT AND PROGRAMME
LEGAL
COMPLIANCE
SRG
CoC
GLOBAL
G.A.P.
ISO
14001BUREAU VERITAS
CERTIFICATION
3: AKTUELT
Figure 8. Developing history of BioSustain. The pie chart illustrates the average feed recipe and the shift from a high content of marine raw materials (blue) to a smarter use of these limited raw materials due to sustainability optimization.
BioMar`s program for utvikling av bærekraftig fiskefôrBioSustain™
BIO SUSTAIN™ FORSKNING FOR ØKT BÆREKRAFT
BIOM 8452_Brosj_NY.indd 1 8/8/07 8:08:30 AM
Øko-logiskakva-kultur
2000 › 2008 ›2007 › 2010 › 1. LEGAL PREREQUSITES
All our activities build on regional, national and inter-national provisions, legis-lation and regulations. We ensure high standards for social responsibility. As part of our Code of Conduct all suppliers must comply with laws, rules, and legislation in the countries in which they operate.
2. SYSTEMS
To ensure that our guidelines and intentions are planned, complied with and verifiable, we have implemented a number of standards and certified management systems with improvement programs. These include ISO standards, and focus on quality management, environ- mental management and food product safety.
3. RELEVANT ISSUES AND TOPICS
Since we primarily deal with raw materials, we carefully follow conditions and topics associated with the use and purchase of raw materials. Conditions that may have consequences for our business require that we have a good overview and swift response time. Knowing and participating in a number of certification arrangements and control bodies supports us in moni-toring and quality assurance of suppliers and raw mate-rials. The BioMar Sourcing Review Group does final approvals of raw materials.
4. OPTIMISED SUSTAINABILITY
BioSustain contains tools for measuring sustainability along the value chain, making it possible to improve sustainability by optimising the feed, aquaculture, processing and transport to market. The tool is based on an eco-efficiency method-ology and compares process lifecycles from “cradle to grave”.
LEGAL COMPLIANCE
SRG
CoC
GLOBAL G.A.P.
ISO 14001BUREAU VERITAS
CERTIFICATION
3: AKTUELT
Figure 9. The structure of the BioSustain pyramid with level explana-tions. The BioSustain concept consists of three control and optimization levels, placed on top of the official regulatory requirements, making up the BioSustain pyramid
1. LEGAL
2. SYSTEMS
3. RELEVANT
4. OPTIMISED
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In order to communicate better with stakeholders we have created a global sustainability portal where we in a more systematic manner present our sustainability concept and sustainability practices. The portal pro-vides the latest insight, global and local enterprises, and adds transparency to our activities.
Global Sustainability Portal
ECO-EFFICIENCY
SRG
CoC
GLOBALG.A.P.ISO 14001BUREAU VERITAS
CERTIFICATION
LIFE CYCLE ANALYSIS
LIFE CYCLE DATA
TOTAL COSTS OF OWNERSHIPCARBON FOOTPRINT
SOCIAL RESPONSIBILITYSpecific guidelines to ensure that our suppliers, working partners and we ourselves fulfil ethical requirements and preconditions for a sustainable future.
COMMUNICATIONSOur Global Sustainability Portal and Group Sustainability Report are our platforms in communi-cating on sustainability issues.
CO D E O F CO N D U C TCORPORATE SOCIAL RESPONSIBILITY
BioMar strongly encourage our Suppliers to acknowledge and support our Code and seek to conform to its standards and provisions emphasized below. Failure to comply with the principles set forth in our Code may result in Supplier disqualification. Fundamental to adopting our Code is the understanding that a business, in all of its activities, must operate in full compliance with the laws, rules and regulations of the countries in which it operates – including, but not
restricted to labour and environmental issues.
LABOUR AND HUMAN RIGHTS BioMar and suppliers shall recognize and be committed to upholding the human rights of workers, and to treat them
with dignity and respect as understood by the international community.
1. CHILD LABOURChild labour shall not be engaged or supported as stated in UN Convention on the Rights of a child and by International Labour Organisation (ILO). No children below the age of 15 can be employed. Children between 13 and 15 of age may perform a few hours of light work (simple, limited tasks under adequate adult supervision) or may work as part of an educational program or during school holidays. The employment must not affect attendance to primary education or imply a risk to health or physical/psychological development. No young workers under the age of 18 must perform hazardous work, work during night shifts or other worst forms of child labour as defined in ILO Convention No. 182. When local law states additional regulations for child labour the law must be met.
2. FREELY CHOSEN EMPLOYMENTForced, bonded or indentured labour or involuntary prison labour is not to be used. All work will be voluntary. Workers shall not be required to hand over government-issued identification, passports or work permits as a condition of employment.
3. HEALTH AND SAFETYSuppliers are to provide a safe and healthy workplace environment and shall take effective steps to prevent potential accidents and injury to workers’ health arising out of, associated with, or occurring in the course of work, by minimising, so far as is reasonably practicable, the causes of hazards inherent in the workplace environment, and bearing in mind the prevailing knowledge of the industry and of any specific hazards.
4. FREEDOM OF ASSOCIATIONSuppliers are to respect the rights of workers to associate freely and to communicate openly with management regarding working conditions without fear of reprisal, intimidation or harassment. Workers’ rights to join labour unions seek representation and or join worker’s councils in accordance with local laws should be acknowledged.
5. DISCRIMINATIONThere is to be no discrimination based on race, colour, age, gender, sexual orientation, ethnicity, disability, religion, political af-filiation, union membership or marital status in hiring and employment practices such as promotions, rewards, and access to training. In addition, workers or potential workers should not be subjected to medical/pregnancy tests that could be used in a discriminatory way. Workers with disabilities will be provided reasonable job accommodations as needed to perform their job function.
6. HARSH OR INHUMANE TREATMENTThere is to be no harsh and inhumane treatment, including any sexual harassment, sexual abuse, corporal punishment, mental or physical coercion or verbal abuse of workers: nor is there to be the threat of any such treatment.
7. WORKING HOURSWork weeks are not to exceed the maximum set by local law. Further, a work week should not be more than 48 hours per week, including overtime, except in emergency or unusual situations. Workers should be allowed at least one day off per seven-day week. For fishermen and other employees in typical seasonal activities, there might be acceptable to allow working weeks with-out one day off per week, and more working hours per week.
8. MINIMUM WAGESCompensation paid to workers shall comply with all applicable wage laws, including those relating to minimum wages, overtime hours and legally mandated benefits. Any disciplinary wage deductions are to conform to local law. The basis on which workers are being paid is to be clearly conveyed to them in a timely manner.
The BioMar Supplier Code of Conduct is based on the SA 8000 standard from Social Accountability International (SAI) which is founded on standards created by the International Labor Organization (ILO) and the United Nations (UN). BioMar is committed to ensure high standards of social responsibility. Part of our role as a multinational company sourcing raw materials in the global market is to ensure our suppliers as well as ourselves meet the standards outlined in our BioMar Code of Conduct.
V. 7, April 23, 2014
LEGAL COMPLIANCE
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BIOMAR GROUP
Referencing GRI G4 framework
The portal (www.biosustain.world) is intended to communicate both general and specific information related to our sustainability commitment. Parent policies, our main challenges, our stakeholder engagement and our KPIs are among the topics that are presented on the portal. Raw material provi-
sions and feed related tools and concepts are also described, as well as several examples of “walking the talk” – business cases and initiatives.
For more information, please visit our global sustain-ability portal www.biosustain.world.
VERIFICATIONBioMar was the industry pilot in designing the DNV ProSustain standard
TOOLSWe use reliable and verifiable criteria to assess the environ- mental impact and consequences of the choices we make.
Figure 10. The BioSustain™ concept and framework, illustrated by the concept pyramid with surrounding essentials, making up the front page of the global sustainability portal.
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BioMar has appointed a Group Sustainability Manager in January 2014 with responsibility of further developing the BioMar Group sustainability strategy and globalizing BioSustain™, reporting to VP North Sea and VP Business Relations & Sourcing. The recruitment was a natural internal promotion of responsibility from the position of Sustainability Manager in BioMar Norway and founder of the local BioSustain initiative in BioMar Norway back in 2007. Group Sustainability Manager possess a M.Sc. in Marine biotechnology and a MBA – with dissertation in sustainability communication.
Group Sustainability Manager is responsible for conducting biennial sustainability hot spot analysis, annual sustainability reporting, and has the ownership of all sustainability related activities in BioMar Group. The BioMar GRI steering committee evaluates sustainability reporting and sustainability performance according to KPI’s. The committee members are BioMar Group CEO, VP Business Relations & Sourcing, Global Marketing Director, and Group Sustainability Manager.
The BioMar Sourcing Review Group (SRG) assesses the relevance and significance of different standards and analyses, and evaluates and approves raw materials for BioMar Group. SRG is lead by VP Business Relations & Sourcing and consists of regional VP’s in addition to Group Sustainability Manager. Pending a new structure, all sustainability issues on a global level are addressed to and evaluated by SRG.
Sustainability ManagementTraditionally, fish feed counts for about 80 % of the input factors for raising a fish, and feed is crucial to
ensuring sustainability throughout the entire process from raw materials to the slaughtered fish. Present-day fish feed is comprised of many different and complicated recipes that must address differ-
ent tasks and challenges through the fish’s life cycle. Strengthening the immune system, rehabilitation, fish health, appetite-promoting and growth-promoting effects are some of the different properties.
Areas of Emphasis
HEALTH AND QUALITY
Increased consumption of fish will in the future come to comprise an important contribution to better public health to people worldwide. As a prerequisite to that, our products play a crucial role in the nutritional content of the fish, hence also the health and quality status.
Through our activities, we seek to contribute to increased sustain-ability by minimizing our own emissions and at the same time increase our production. We also aim to promote increased use of bio-functional feed, such as our SMARTfeeds. These provide increased feed uptake and reduced emissions from the aquaculture systems.
BioMar is strongly involved in the local communities where we are present with the aim to improve living conditions through cultural, social, and educational activities. At the same time, we intend through judicious purchasing and careful selection and auditing of suppliers to secure that our suppliers act responsibly towards local commu-nities in the countries where we source our raw materials.
ENVIRONMENT SOCIETY
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Being a multi-national manufacturer and a responsible global player, BioMar has identified a number of global KPIs in accordance with our materiality assessment. With these challenging metrics and goals, we arrange to strengthen the sustainable development of our activities and improve the sustainability of the aquaculture value chain.
Our Sustainability KPIs
CATEGORY OVERALL KPI SPECIFIC KPI
HEALTH AND WELFARE
OUR HEALTH AND FUNCTIONAL FEEDS, SMARTFEED™, TO BE THE GLOBAL BRAND FOR FUNCTIONAL FEEDS BY 2020
ABOVE 80 % RECOGNITION OF SMARTFEED AMONG FISH FARMERS IN TARGET MARKETSBY 2020
NUTRITION AND FOOD
SAFETY
ALL OUR PRODUCTS SHALL BE RISK ASSESSED, COMPLY WITH GOVERNMENTAL REGULATIONS AND TRACEABLE BACK TO SOURCE OF ORIGIN
GREENHOUSE GASSES
WE AIM TO REDUCE EMISSIONS OF GREENHOUSE GASSES*
20% REDUCTION PER KG FEED BY 2020*
WATER WE AIM TO REDUCE THE CONSUMPTION OF DRINKING QUALITY FRESH WATER IN PRODUCTION*
10% REDUCTION BY 2020*
WASTE WE INTEND TO ASSESS WASTES GENERATED FROM OUR WORLDWIDE MANUFACTURING, BOTH FROM PRIMARY WASTE FROM PRO-DUCTION AND SECONDARY WASTE FROM PACKAGING AND MAINTENANCE, AND CREATE A PROGRAM FOR REDUCTION, AND ULTI-MATELY REUSE, RECYCLE AND RECOVER (3R)
100% 3R BY 2020
SUSTAINABLE RAW MATERIALS
WE WILL USE SUSTAINABLE RAW MATERIALS AND CONTINUOUSLY INCREASE CERTIFI- CATION LEVEL OF KEY RAW MATERIALS
FISH MEAL: 70% IFFO RS BY 2020FISH OIL: 70% IFFO RS BY 2020KRILL: 100% MSC BY 2015SOY PROTEIN: 100% CERTIFIED BY 2020PALM OIL: 100% CERTIFIED 2020
BETTER LIVING CONDITIONS
WE AIM TO SET UP A BIOMAR FUND TO AID COMMUNITIES AND DEVELOPMENT PROJECTS IN OUR GEOGRAPHIC AREA OF SOURCING
FUNDING FRAMEWORK READY BY 2017
EMPLOYEES WE AIM TO ENSURE THAT ALL EMPLOYEES GET REGULAR FEEDBACK ON THEIR PER-FORMANCE AND HAVE A PLAN TO DEVELOP ESSENTIAL CAPABILITIES.
90% OF ALL POSITIONS ARE DESCRIBED BY RESPONSIBILITIES AND COMPETENCE REQUIREMENTS, BY 20171
90% OF ALL EMPLOYEES HAVE TAKEN PART IN A PERFORMANCE AND DEVELOPMENT DIALOGUE WITHIN LAST 12 MONTHS, BY 20171
*BENCHMARK/BASELINE 2014 1) THE KPI’S ARE NOT 100% AS WE CONTINUOUSLY HAVE NEW EMPLOYEES BEING EMPLOYED IN BIOMAR GROUP.
HEALTH AND WELFAREFeed can be reinforced with specific auxiliary functions of crucial significance to the health and welfare of the farmed fish, and ultimately, the flesh quality of the end-product. BioMar was one of the first to market functional “smart feed”. These products are primarily designed for better fish health and fish welfare, and today, BioMar offers smart, health-related feed, based upon natural ingredients. In some markets, we have categorised these as SMARTfeed. SMARTfeed is made to produce maximum yields over the course of production, with a special emphasis on increased natural resistance to the most important diseases found in fish farming.
BioMar is globalising the SMARTfeed brand to umbrella our functional feed range, comprising feed products with active ingredients or different types of premixes of vitamins and minerals. All with key aspects to keep fish healthy and provide optimal fish growth and thereby contribute to a healthy farm business.
NUTRITION AND FOOD SAFETYFeed selection and feed regime have the highest significance to the feed conversion ratio (FCR). Choice and allocation of feed with respect to the potential yields for the fish throughout the year and with respect to geography are active steps that need to be taken to increase fish production. The FCR is of crucial significance to the feed cost (FCR x feed price) for fish farming. FCR is an indication of feed utilisation, and will therefore have a strong influence on emissions from fish farming. Higher feed quality provides better feed efficiency.
High nutritional value and balanced composition are the most important factors in feeding fish. Dynamic research is called for, with continual input of new knowledge and new raw materials for feed. It is a funda-mental element of our quality assurance system that feed is safe and reliable, and can be documented back to the source of origin of its nutrients.
Food safety is essential to BioMar. We see it as one of our most important tasks to reach the highest possible level with regards to food safety, we have strict internal procedures for all processes at all our facilities, and we apply a level of control, which often exceeds official requirements. We fully assess our product ranges on a global level. In 2014, we found no major health and safety impacts, nor identified any non-compliance with regulations and voluntary codes.
Please find our Food Safety Policy at www.biosustain.world.
By 2020, we want through our feed to contribute to the world more than 7 billion meals (200 gram serving), annually.
We contributed to nearly 3.5 billion healthy meals in 2014.
Health and Quality
OUR SUSTAINABILITY KPIS
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SUPPLIER APPROVAL, AUDIT AND TRACEABILITYThe SAAT team is responsible for the overall approving and auditing, and to ensure traceability of common raw materials and suppliers to BioMar regions Continental, North Sea and Americas. This is done in close cooperation with the local purchasing departments. All suppliers are to be approved before raw materials are contracted and purchased in BioMar Group for commercial use. Approval status might vary between BioMar companies. SAAT is responsible for setting the minimum standard for raw material suppliers to BioMar based on BioMar Code of Conduct and resolutions made by SRG (Sourcing Review Group) in agreement with Bi-oMar Group Sourcing Policy. Audits will be an important control mechanism for this. The SAAT team leader reports to Vice President Group Sourcing who is a member of the BioMar Group Management team, which decides minimum standard approvals. Raw material transportation is part of the SAAT supplier approval system.
MANUFACTURING UNIT ISO 9001
ISO 14001
ISO 22000
GLOBAL G.A.P.
PRODUCTION VOLUME (TONNES) (%)
MYRE (NO) ✔ ✔ ✔ ✔ 195 207 18.6
KARMØY (NO) ✔ ✔ ✔ ✔ 186 953 17.8
GRANGEMOUTH (UK) ✔ ✔ ✔ ✔ (FEMAS) 92 056 8.8
BRANDE (DK) ✔ ✔ ✔ 103 453 9.8
NERSAC (FR) ✔ ✔ 34 311 3.3
DUENAS (ES) ✔ ✔ ✔ 38 472 3.7
VOLOS (GR) ✔ ✔ ✔ 29 275 2.8
COSTA RICA - JV ✔ 37 190 3.5
CASTRO (CH) ✔ ✔ ✔ ✔ 65 920 6.3
PARGUA (CH) ✔ ✔ ✔ ✔ 153 987 14.7
PARGUA – JV (CH) ✔ ✔ ✔ ✔ 114 016 10.9
BIOMAR GROUP FACTORY CERTIFICATION SHARE
91% 73% 82% 1 050 844 100
The table reveals certifi-cation schemes in
BioMar manufacturing in 2014 and percentage
of production volume certified
TABLE 7
RAW MATERIAL SUPPLIERS IN THE SAAT MANDATE INCLUDES PRODUCERS AND TRADERS WITHIN THE FOLLOWING CATEGORIES:
Questionnaires and audit forms are the main tools for getting information from the raw material suppliers. SAAT is responsible for continuous updating of the supplier database and the SAAT members, in regular meetings, handle implementation.
FISH MEAL AND FISH OIL
PLANT PROTEIN AND OILS
PROCESSED ANIMAL PRODUCTS
BINDERS ADDITIVES (AMINO ACIDS, VITAMIN,
MINERALS, PIGMENTS, ETC.)
COUNTRY OF SUPPLIER SUPPLIER APPROVALS
MANUFAC-TURING
APPROVALS
ON-SITE AUDITS
MANUFAC- TURING SITES
CHILE* 25 - 30 50 - 60 13 3
UK 20 - 25 30 - 40 1 1
DENMARK 15 - 20 40 - 50 2 1
FRANCE 10 - 15 30 - 40 1
GREECE 10 - 15 30 - 40 1 1
GERMANY 10 -15
NETHERLANDS 5 - 10 1
SWEDEN 5 - 10
SPAIN 5 - 10 10 - 20 1
NORWAY 5 - 10 40 - 50 1 2
COSTA RICA* 5 - 10 10 - 20 1
USA 5 - 10
PERU 5 - 10
ARGENTINA 1 - 5 1
MEXICO 1 - 5
ECUADOR 1 - 5
BELGIUM 1 - 5
ICELAND 1 - 5
BRAZIL 1 - 5
INDIA 1 - 5 2
ITALY 1 - 5
CYPRUS 1 - 5
BULGARIA 1 - 5
CHINA 1 - 5 1
JAPAN 1 - 5
MAURITIUS 1 - 5
POLAND 1 - 5 1
RUSSIA 1 - 5 1
SLOVAKIA 1 - 5
SWITZERLAND 1 - 5
LATVIA 1
SOUTH AFRICA 1
TOTAL 150 - 170 27 11
The table discloses supplier approvals by country of raw material origin and approved use on BioMar factories, and location audits. Approvals and audits are managed by the global SAAT team in 2014, and include both first-time approvals/audits and re-approvals/re-audits.
TABLE 8
* CHILE AND COSTA RICA RECENTLY JOINED THE SAAT TEAM, AND HAVE UNTIL NOW USED A DIFFERENT SYSTEM FOR AUDITS AND APPROVALS. DATABASES ARE CURRENTLY BEING TRANSFORMED INTO THE SAAT SYSTEM.
✔
91%
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Environment
Through ambitious targets we aim to minimize our environmental footprint.
ENERGY MANAGEMENT AND GREENHOUSE GASESThe average temperature of the Earth’s atmosphere and oceans shows global warming. Eleven of the past twelve years are among the warmest since 1850. During the past 50 years, the warming has taken place twice as fast as during the preceding 50. The average global temperature increased by 0.74 °C during the course of the 20th century. This in itself does not seem much, but the effects are significant both on land and in the oceans. The carbon footprint represents the direct environmental impact of our actions in the form of carbon dioxide emissions. We all have a moral and social responsibility to reduce our own emissions of carbon. A reduction of carbon emissions is one of the most important concepts involved in braking global warming and climate changes.
We endeavour to minimize our environmental footprint and reducing emissions of greenhouse gases per kilo of feed by 20 % towards 2020, from a 2014 baseline..
MANUFACTURING REGION
FOSSIL FUELS (GJ)
ELECTRICITY (GJ)
TOTAL (GJ)
TOTAL GJ/TONNE OF
FEED
NORTH SEA 276 941 147 698 424 639 0.90
CONTINENTAL EUROPE 136 713 110 215 246 928 1.20
AMERICAS 131 508 239 952 371 460 1.00
BIOMAR GROUP 545 162 497 866 1 043 028 0.99
MANUFACTURING REGION
CO2 FROM FOSSIL
ENERGY (KG)
CO2 FROM ELECTRICITY
(KG)
TOTAL CO2 (KG)
TOTAL KG CO2
/TONNE
NORTH SEA 14 415 104 8 328 812 22 743 916 48
CONTINENTAL EUROPE 6 123 073 12 129 937 18 253 010 89
AMERICAS 13 330 679 6 721 533 20 052 212 54
BIOMAR GROUP 33 702 937 27 307 947 61 010 885 58
The table discloses direct energy use in gigajoule
(GJ) from fossil fuels and electricity, total energy
use, and energy use per tonne feed produced by BioMar manufacturing
in 2014.
The table discloses direct GHG emissions
(CO2 -equivalents)
in 2014.
TABLE 9
TABLE 10
58 KG/TONNE
0.99 GJ/TONNE
45%
48%
55%
52%
BIOMAR GROUP ENERGY USE
BIOMAR GROUP GHG EMISSIONS
ELECTRICITY
FOSSIL
WATERGlobally, drinking water is a very scarce but vital resource. Even though this is not a problem in most areas BioMar operates, we do affect the use of this scarce resource by dealing in raw materials that are responsible for a considerable water consumption in the producing countries. These countries are often in areas where shortage of water is critical. Most raw materials we use are traded with respect to international guidelines and certification schemes where responsible use of water has a high priority.
Water is used to some extent in almost all food production and manufacturing processes. Products may be viewed as containing the quantity of water used in their production – this is referred to as a “water footprint”. Water footprint is made up of three types of water use, known as blue, green and grey water footprints. The green water footprint is the volume of rainwater stored in soil that evaporates through crop growth. The blue water footprint is the volume of freshwater taken from surface (lakes, rivers, reservoirs) and ground water (aquifers) that is used and not returned to the system it was withdrawn from. The largest share of global blue water footprint occurs in crop fields as a result of evaporation of irrigation water. The grey water footprint is the volume of water polluted as a result of production processes (industrial and agricultural) and from waste water from household water use. It is the volume of water required to dilute pollutants to such an extent that the water quality reaches acceptable levels (http://wwf.panda.org/about_our_earth/all_publications/living_planet_report/).
We want to assess our worldwide water use in manufacturing in order to monitor and reduce the direct consumption of fresh water (blue water footprint) associated with the production of our products.
WASTE MANAGEMENTAs the world hurtles toward its urban future, the amount of municipal solid waste (MSW), one of the most important by-products of an urban lifestyle, is growing even faster than the rate of urbanisation. Ten years ago there were 2.9 billion urban residents who generated about 0.64 kg of MSW per person per day (0.68 billion tonnes per year). The World Bank report (2012) estimates that today these amounts have increased to about 3 billion residents generating 1.2 kg per person per day (1.3 billion tonnes per year). By 2025 this will likely increase to 4.3 billion urban residents generating about 1.42 kg/capita/day of municipal solid waste aggregating to 2.2 billion tonnes per year (World Bank, 2012).
As a part of life cycle thinking BioMar supports the waste hierarchy view. The five stages of the hierarchy, ranking from most favored prevention via the three R’s (reuse, recycle and recover) to disposal of waste are implemented as part of the quality management system at all BioMar manufacturing plants. Waste manage-ment is covered in the ISO 14001 standard.
We intend to assess wastes generated from our worldwide manufacturing, both from primary waste production and secondary waste from packaging and maintenance, and create a program for reduction, and ultimately reuse, recycle and recover.
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Sustainable Raw MaterialsBioMar will use responsibly sourced raw materials that can be traced back to their source of origin.
BioMar makes on-going assessments of precisely which purchasing criteria are necessary in order to ensure and document that raw materials associated with special sustainability issues are responsibly purchased. Purchases of marine raw materials, soybean and palm products are subject to specific requirements.
BioMar will make out an overview of how large a portion of our deliveries of marine raw materials originate from catches in accordance with the FAO Code of Conduct for Responsible Fisheries, for example IFFO RS, MSC or equivalent.
BioMar only buys deforestation-free soybeans and palm products, and we also endeavor as far as possible to make use of by-product raw materials in our feed production
COMPLIANCE TO SOURCING POLICYBioMar Group Sourcing is a centralised organisation for the sourcing and purchasing of raw materials for BioMar. Group Sourcing operate according to the following minimum standards, although additional require-ments may apply for some markets.
CRITERIA MARINE RAW MATERIALS
PLANT RAW MATERIALS
COMMENTS
LEGAL 100% 100% NATIONAL AND INTERNATIONAL REGULATIONS
TRACEABLE 100% 100% FULL TRACEABILITY THROUGH SUPPLY CHAIN
CREDIBILITY*:IFFO RSZERO DEFORESTATIONRTRSRSPO
KPION TRACK
(SOY)(PALM OIL)
BOARD MEMBER RELATED TO SOYA AND PALM
SUPPORTING MEMBERSUPPORTING MEMBER
SAAT APPROVAL 100% 100% DETAILS ON PAGE 38
RM SPECIFICATION 100% 100%
R&D TESTED 100% 100% NUTRITIONAL AND TECHNICAL
COMPLIANCE TO POLICY 100% 100%
RAW MATERIALS (RMS) SHARE OF CERTIFIED MATERIALS
CERTIFICATION SCHEMES
FISH MEAL 93 % IFFO RS
FISH OIL 76 % IFFO RS
KRILL MEAL 100 % MSC
SOY 71 % RTRS, PROTERRA
PALM OIL 90 % RSPO
BioMar sourcing policy’s minimum criteria to
which suppliers and raw materials must comply
and perform.
The table discloses certification percentage
of key raw materials used in BioMar fish feed
in 2014.
TABLE 11
TABLE 12
* STANDARDS/GUIDELINES OUTLINED IN PURCHASING POLICY FOR COMPLIANCE TO, AID, AND/OR BENCHMARKING PURPOSES.
Fish species in fishmeal and fish oil used by BioMar in 2014 is disclosed in below tables in descending order according to quantity (tonnes) and portion. Share of IFFO RS and ASC compliant material is also shown.
TABLE 13SPECIES FISHMEAL PORTION
ANCHOVETA 90 308 45 %
SARDINE 28 895 14 %
BLUE WHITING 26 934 13 %
TRIMMINGS 19 972 10 %
KRILL 8 384 4 %
LESSER SAND-EEL 7 601 4 %
CAPELIN 7 280 4 %
SPRAT 3 741 2 %
HERRING 2 464 1 %
MENHADEN 2 270 1 %
NORWAY POUT 1 471 1 %
BOARFISH 1 253 1 %
JACK MACKEREL 965 0 %
OTHER 793 0 %
TOTAL 202 330 100 %
IFFO RS 93 %
ASC COMPLIANT 72 %
SPECIES FISH OIL PORTION
TRIMMINGS 22 737 25 %
SARDINE 20 538 22 %
ANCHOVETA 16 368 18 %
LESSER SAND-EEL 7 815 8 %
MENHADEN 7 737 8 %
SPRAT 5 793 6 %
BLUE WHITING 3 694 4 %
HERRING 3 353 4 %
CAPELIN 1 587 2 %
NORWAY POUT 1 585 2 %
SARDINELLA 1 256 1 %
OTHER 179 0 %
TOTAL 92 642 100 %
IFFO RS 76 %
ASC COMPLIANT 68 %
2% MICRO INGREDIENTS
9% MARINE OILS
6% PAPS
11% BINDERS
15% PLANT OILS
36% PLANT PROTEINS
21% MARINE PROTEINS
GLOBAL RAW MATERIAL DISTRIBUTION
Figure 10. Raw material distribution of major nutritional contributors making up BioMar Group’s total feed recipe of 2014.
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Society
By 2020, we wish to improve living conditions for many people through the growth of our business.
Through active participation in projects, we try to make the greatest possible contribution to improved possibili-ties for education, work and social rights for the local populations in the areas where we operate. In addition to our efforts in making a responsible sourcing of raw materials, and reducing emissions and waste from the production and utilization of our products, we intend to join specific projects targeted at preserving biodiversity and alleviating the impact of climatic changes.
By 2020, we aim to set up a BioMar fund to aid communities and development projects in our geographic area of sourcing.
Figure 11. Countries and regions where BioMar operates, both directly in terms of manufacturing (green) and indirectly in terms of procurement (blue).
RAW MATERIAL SOURCING
FACTORIES
Employees
Results are created by people. A good working environment is important for the individual employee and crucial to
BioMar in order to enable the company to achieve its goals.
EMPLOYEES TOTAL MEN WOMEN LTI ABSENCE, %
NORTH SEA 266 204 + 6 62 + 1 8.29 1.65
CONTINENTAL EUROPE 261 198 + 4 63 + 0.5 9.67 3.15
AMERICAS 468 412 + 13 56 + 3 7.33 2.82
BIOMAR GROUP 993 814 + 23 179 + 4.5 7.91 2.57
BioMar Group employee overview by gender and turnover, LTI and absence, divided by regions.
TABLE 14
2012 2013 2014
PRODUCTION 663 664 653
ADMINISTRATION 298 302 340
MEN 800 791 814
WOMEN 161 175 179
TOTAL 961 966 993
Groups of employees within BioMar.
TABLE 15
In BioMar Group we consider our employees as the key driver for business results. We know that a high level of employee engagement, strong professional capabilities and cross functional/geographical cooperation is what makes us a market leader and will ensure a strong value proposition in the future. At the same time we strongly believe that our values: Openness, courage, innovation, respect and execution provide us a strong platform for continuously improving our business.
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HEALTH AND SAFETY FIRST Health and safety always come first in BioMar Group. For employees in BioMar Group as for the people working in our up- stream value chain, we are doing our uppermost ensuring that all people can go to work without significant risk to their health and safety.
Like the year before we did not experience any major accidents in 2014, but we did experience 14 medium/minor accidents such as a twisted ankle or a cut in a finger. This is of great concern to us and we are working to strengthen our corporate safety even more. In 2014, we invested in a number of projects to improve safety of installed equipment and we launched initiatives to enhance the awareness among our employees about their role in creating a healthy and safe working environment.
As an example we have started a project in Chile supporting that our employees will be reinforcing safe behavior among colleagues. This among other initiatives in Chile has resulted in a very safe working culture being rewarded at national level in 2014.
In general, our employees were at good health in 2014 with 2.6% absence rate, in line with previous years.
EMPLOYEE ENGAGEMENT We measure the engagement of our employees. This helps understanding the most important drivers of employee engagement and let us initiate actions to improve the employer value proposition. Our last global survey carried out in 2013 confirmed that BioMar Group is a highly valued place to work. All our main units have engagement levels well above the general engagement in the labor market and as a group our result is 76 compared to a weighted average labor market score at 66 on our main markets (EEI score).
Even though we have a high level of employee engagement, there are always possibilities for improvement. In 2013, we decided to give even more attention to developing employee capabilities and ensure optimal cooperation across country boarder.
EMPLOYEE DEVELOPMENT During 2014, we launched a new process to ensure that the performance and development of our employees always support our customer value proposition and our strategic priorities. At the same time, the new process supports the general development and employability of our employees. In the first global run of the yearly cycle 2014/2015 more than 50 % of the employees in BioMar Group will be been included in the new cycle. In the season 2015/2016 all employees will be included.
2012 2013 2014
LTI RATE 6.3 5.0 7.9
LTI DAYS 160 89 130
ABSENCE, % 2.4% 2.3% 2.6%
0
20
40
60
80
100
Figure 12. Employee engagement in BioMar measured against external benchmark (EEI scores - employee engagement index).
REPUTATION
84(+5)
75(+8)
78(+4)
80(+6)
77(+4)
74(+5)
73(+6)
75(+3)
63(+3)
68(+2)
75(+1)
72(+1)
65(+1)
61(+2)
TOP MANAGEMENT
IMMEDIATE MANAGER
CO-OPERATION DAILY WORK REMUNERATION DEVELOPMENT
BIOMAR GROUPEEI WEIGHTED BY BIOMAR
The process starts out mapping what the organisation will require in terms of human capabilities based on the strategic priorities. Based on this, the general organisational initiatives are taken and position requirements are adjusted. Finally, each employee will meet with his/her manager to review performance and development looking forward towards the future priorities. By the new process, we will be able to safeguard that we have the right competences and performance in place for running and developing our business. By using the tools in the process, we are able to manage the development of competences professionally and initiate actions to enhance our performance and strategy deployment. Going forward, the process will support us working even more professionally with the requirements towards competence management in our certifications.
During the years to come we will report on the cycle in terms of competence management making it clear how we are working ensuring all employees are living up to our high standards and are taking part in a continuous development of the organisation.
RESPONSIBILITY BEYOND THE LIMITS Our employees are a key priority but when taking care of our human footprint we are also looking at the work undertaken by contractors, subcontractors and suppliers. Furthermore, we are engaged in the local communities surrounding our plants to ensure we can contribute positively to their development.
All suppliers are assessed by our SAAT Team to ensure that they are living up to our Code of Conduct (CoC). Here we are stating that we do not accept child labor, forced labor, discrimination and that all employees working for suppliers must work in a safe environment.
All contractors and sub-contractors must fulfil the requirements in our Code and furthermore go through a thorough introduction in our requirements to work within our premises.
We did not register any accidents for external people working within our premises and we did not discover any violation of our CoC among our suppliers and (sub)-contractors during 2014.
We are engaged in cooperating with and developing the local communities around our factories. From 2014 we are participating in a project to develop young people’s interest in science in the area around our Danish factory. We also invite families of our employees to visit our plants in order for them to understand the life in BioMar. Furthermore, we are in continuous dialogue with local communities to reduce negative impact from dust and odors created by our factories.
2013 2014
PDD 0% 14% Employees participated in Performance & Development Dialouge (PDD) in 2014.
Lost Time Injury rate (LTI) and absence rate (%) in BioMar Group.
TABLE 17
TABLE 16
1. BUSINESS STRATEGY
3. POSITION REQUIREMENTS
2. ORGANISATIONAL REQUIREMENTS
4. EMPLOYEE PERFORMANCE & DEVELOPMENT
5. FOLLOW UP
Figure 13. Diagram showing the alignment process of employee performance and development to business strategy.
Walking the Talk – Timeline
1988 Ecoline becomes the first environ- mentally declared fish feed in the world and wins the prestigious Danish Environmental Award for its contri- bution to improved eco-performance
1980’iesBioMar pioneers the introduction of extruded fish feed significantly reducing the impact of aquaculture in the local water environment
1997 BioMar establishes sustainability as one of the main goals in feed development to “minimize adverse ecological conse-quences of current and future aqua- culture activity and expansion.”
2007 BioMar launches the BioSustain™ Devel-opment Programme at the AquaNor fair
2005Ecolife Pearl is the first feed certified for organic fish production
1960’iesBioMar* is among the first in Europe to introduce pelletized dry feed eliminating the need for the more polluting wet feed
*BioMar was established in Denmark in 1962 under the name Dansk Ørredfoder A/S.
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2013BioMar's factory in Brande becomes first feed plant in the world to comply with the new ASC standard for salmon and trout
2013BioMar and Lallemand sign research, development and commercial collabo-ration agreement aimed at expanding the knowledge and use of probiotics in fish feeding
2012 BioMar's cargo ship MS Høydal is the world's first cargo ship powered by liquiefied natural gas (LNG)
2011 The revolutionary new feed line for recirculation farming ORBIT sets a new standard for reduced environmental impact
2011BioMar Norway is the first company in the aquaculture industry to achieve the DNV ProSustain certification
2010BioMar launches the first fish feed in the EU with probiotics contributing to better fish health and reduced need for treatment and reduced production losses
2009 BioMar launches the SMARTfeed™ concept in Norway
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We have many examples of practices related to our sustainability focus and work. Below we present some case studies and initiatives from around the world.
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Walking the Talk 2014
IN 2011, BIOMAR INTRODUCES ORBIT – A REVOLUTIONARY NEW FEED LINE, SPECIFICALLY TARGETED AT AQUACUL-TURE IN RECIRCULATION SYSTEMS.Successful farming in recirculation systems is a carefully balanced symbiosis, where the fish farmer both takes care of the fish and the bacteria in the bio-filter – and to do this the feed is of paramount importance. The new ORBIT feed for recirculation aquaculture meets all the nutritional requirements of the fish, but unleashes at the same time potential production capacity by reducing feed impact on bio-filters and by improving water quality. Apart from the gains in fish production, reduced nitrogen content in the recirculation system will also lead to reduced emissions to the surrounding water environment.
COMPREHENSIVE WASTE MANAGEMENT PROCEDURESSince 2011, BioMar, at its factory in France handles separately the organic waste from the factory, through for example vacuum cleaning of the produc-tion areas from the other wastes with the purpose of recycling. Recycling at our French factory consists of composting (instead of waste landfill / burial), which constitutes more eco-friendly waste manage-ment procedures.
The Green Dot is the license symbol of a European network of industry-funded systems for recycling the packaging materials of consumer goods. At several manufacturing units in Europe we are paying for responsible disposal of packaging as well as in some sales markets like in Germany. The BioMar factory at Myre was in 2013 highlighted as an out-standing manufacturing unit by Green Dot Norway.
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SUPPORTING THE ANTARCTIC WILDLIFE RESEARCH FUND (AWR)The Antarctic Wildlife Research Fund (AWR) was presented at a seminar on the Australian-Norwegian cooperation in Antarctica in February this year. For the first time leading researchers, environmental organizations and the business community were gathered to fund and promote research on the ecosystem in the Antarctic. The financing of the Fund will take place through direct contributions from both commercial partners and a wide range of activities consumers and others can take part in. At an international level, a number of companies are donating to the Fund. At the seminar, Aker BioMarine presented symbolically the first contribution to AWR – a commitment of US$ 500,000 . BioMar, which uses MSC-certified krill from Aker BioMarine, is also contributing to a sustainable Antarctica by donating to the fund.
The Antarctic Wildlife Research Fund is made up of representatives from the Aker BioMarine, WWF-Norway and ASOC (Antarctic and Southern Ocean Coalition), and the goal is to ensure a continued sustainable use of the marine resources in the Antarctic. Research efforts should particularly be targeted to krill, which is an important food source for the majority of marine animal species such as penguins, seals and whales. Each year, scientists from around the world could apply for support for relevant research projects.
BIOMAR'S DANISH FACTORY FIRST TO COMPLY WITH NEW STANDARD FOR FEED FOR SALMON AND TROUTThe BioMar factory in Brande, Denmark, which among other products produces fry feed for all of BioMar’s markets in Europe, has as the first feed supplier in the world, been audited and found to comply with the new ASC-standard for salmon and trout.
This means that the systems BioMar has put in place to document sustainable purchasing of e.g. fish meal, fish oil, and soya, are working according to the intentions, and that fish farmers who want to be-come ASC-certified can utilize our feed, securely.
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Walking the Talk 2014
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WE CARE ABOUT THE EVERYDAY SAFETY OF OUR EMPLOYEES AND THEIR FAMILIESBioMar focuses on safety at work, and at the same teaches the employees’ relatives – children, spouses, grandparents - which actions are needed to be safe, both at work, but also as family, at home, in their everyday life. Every month, the family members of the employees at the Chilean BioMar factories are welcomed inside to learn about risk prevention. The aim of such monthly initiative is to promote and put in practice the importance of correct self-care actions at work and at home.
Claudia Barria from the Pargua factory adds: - We can teach our children to know how to be safe at home and show how important it is to be safe at work.
STRONG FOCUS ON THE WELL-BEING OF OUR EMPLOYEESBioMar’s factory in France focuses on the well-being at work by means of the imple-mentation of a 5S project which is undertaken from time to time to improve ergonomics and comfort of working, in all departments. Amongst other, it emphasises more natural lightning at the workspace, easier storage places, noise reduction, and better ergonomics at the workplace.
Moreover, the factory in France has implemented a MSD (musculoskeletal disorders) prevention project which focuses on good and healthy work postures and exercises. A relaxation room has been created where a physiotherapist assists BioMar employees every two months with health issues. Furthermore, a gym is installed with the purpose of promoting stretching exercises during breaks, overall to improve the employee’s well-being at work.
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BioMar Group GRI-table 2014 This is BioMar Group’s first report in accordance with the Global Reporting Initiative. It covers group activities in the calendar year of 2014.
BioMar Group aim for annual reporting using the GRI G4 reporting framework and ‘in accordance’ Core as reference. This report is not externally assured and its compliance with GRI G4 is therefore not confirmed. Any questions regarding the report or its contents should be directed to Group Sustainability Manager at BioMar A/S.
GENERAL STANDARD DISCLOSURES DISCLOSURE PAGE
STRATEGY AND ANALYSIS FULL
G4-1 MESSAGE FROM THE CEO FULL 3
ORGANISATIONAL PROFILE FULL
G4-3-11 BIOMAR GROUP: SIZE, MARKETS, BUSINESS, OWNERSHIP FULL 6
G4-12-13 VALUE CHAIN FULL 16
G4-14-16 EXTERNAL INITIATIVES, PARTNERSHIPS AND MEMBERSHIPS FULL 23
MATERIAL ASPECTS AND BOUNDARIES FULL
G4-17 FINANCIAL STATEMENTS FULL 10
G4-18-23 MATERIALITY ASSESSMENT FULL 24-25
STAKEHOLDER ENGAGEMENT FULL
G5-24-27 STAKEHOLDER MANAGEMENT FULL 22-23
REPORT PROFILE FULL
G4-28-33 ABOUT BIOMAR GROUP GRI REPORT FULL 54
GOVERNANCE PARTIAL
G4-34 BIOMAR BOARD AND GROUP MANAGEMENT FULL 20-21, 29
ETHICS AND INTEGRITY PARTIAL
G4-56 MISSION, VALUES AND ETHICAL GUIDELINES FULL 18-19,29
GOVERNANCE / SUSTAINABILITY MANAGEMENT PARTIAL
G4-2 KEY IMPACTS, RISKS, AND OPPORTUNITIES PARTIAL 26-36
G4-42-44, SUSTAINABILITY MANAGEMENT, COMPETENCE AND ACTIONS PARTIAL 26-31
G4-45-47 RISK MANAGEMENT PARTIAL 34
G4-48 SUSTAINABILITY REPORTING FULL 34
G4-49-50 SUSTAINABILITY PERFORMANCE EVALUATION FULL 34
SECTOR SPECIFIC DISCLOSURES* DISCLOSURE PAGE
SOURCING PRACTICES
FP1 SUPPLIER PURCHASES COMPLIANT WITH SOURCING POLICY PARTIAL 42
PRODUCT RESPONSIBILITY
FP5 PROD. VOL. BY CERT. SITES ACC. TO FOOD SAFETY MNGT. SYST. FULL 38
* SECTOR ADDITIONS TO DISCLOSURES
SPECIFIC STANDARD DISCLOSURES DISCLOSURE PAGE
ECONOMIC RESPONSIBILITY
EC1 DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED PARTIAL 10
EC2 FINANCIAL IMPLICATIONS DUE TO CLIMATE CHANGE FULL 12-16
EC9 PROCUREMENT/SOURCING PRACTICES FULL 30,38,42
ENVIRONMENTAL RESPONSIBILITY
EN1 MATERIALS USED BY WEIGHT OR VOLUME* PARTIAL 42-43
EN3 DIRECT ENERGY CONSUMPTION BY PRIMARY ENERGY SOURCE FULL 40
EN5 ENERGY INTENSITY FULL 40
EN15 DIRECT GREENHOUSE GAS EMISSIONS FULL 40
EN23 TOTAL WEIGHT OF WASTE BY TYPE AND DISPOSAL METHOD PARTIAL 41
LABOR PRACTISES AND DECENT WORK
LA1 TOTAL WORKFORCE BY TYPE, REGION AND GENDER PARTIAL 45
LA6 RATES OF INJURY PARTIAL 45
LA10 SKILLS MANAGEMENT AND TRAINING FULL 46
HUMAN RIGHTS
HR5 RISKS FOR INCIDENTS OF CHILD LABOR FULL 29,38
SOCIETY
SO1 LOCAL COMMUNITY ENGAGEMENT PARTIAL 47,48-53
PRODUCT RESPONSIBILITY
PR1 ASSESSMENT OF PRODUCT HEALTH AND SAFETY PARTIAL 37-38
PR2 PRODUCT HS COMPLIANCE WITH REGULATIONS FULL 37-38
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