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INDEX
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INDEX
1 - Message from the President
03
2 - Executive summary 2014
04
3 - Our business model
05
4 - Innovation and quality in our value chain
08
5 - How do we communicate with our stakeholders?
16
6 - How do we create value with our stakeholders?
20
6.1 - Supply chain
6.2 - Production and logistics
6.3 - Merchandising 6.4 -Consumer products
6.5 - Ethical management and corporate governance
Appendix: about this report
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23
26
28
30
35
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Message from the President
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01 Message from the President
Most companies seek value creation as an ultimate goal, but
the ones that truly stand out are those which pursue value
generation shared with all their stakeholders. Believing
firmly in this vision and maintaining this commitment over
time, despite complex scenarios, is a difficult task only
achievable through a continuous process of listening and
learning. Learning from our mistakes and adapting strategies
to the social reality is part of our commitment to the
community.
Calidad Pascual´s project has risen on this premise and, loyal
to it, we continue working, integrating new views to lead
the food sector on the basis of innovation and quality. To do
this, we have deepened our corporate strategy and renewed
our branding, CALIDAD PASCUAL, putting the emphasis on
what matters to consumers: enjoying healthy and quality
products that meet their needs.
In 2014 we have laid the ground for a company focused on
creating shared value, based on excellence in management
and dialogue with all our stakeholders. We now have
a new way to understand businesses, focused on our
people, ethically creating and sharing economic, labor,
environmental and social value.
As a consequence, we have taken important steps in
developing our vision, mission, values, policies and strategies,
both within the organization and with our partners, but
also all along our supply chain. We have also extended
the collaboration with our financial partners in order to
guarantee a solvent and solid company with a capacity to
grow in the forthcoming years.
In 2015 we will take another step toward fulfilling our
business model, with which we hope to make progress in
all our areas of business, both in national and international
markets. Moreover, the company has initiated a process of
reviewing its strategy, which will involve establishing our
goals in line with the business plan. Developing new dairy
and healthy product categories, growing through innovation
and enhancing our distribution potential will become some
of our main objectives. Internationalization is another big
challenge, all this while maintaining an excellent level of
management throughout the value chain.
It is therefore our goal to achieve the objectives while
complying with the company´s mandate. In other words, to
make it clear who we are and who we want to be: your family
company, with a consolidated and differentiating set of values,
and a leader in the food sector.
Tomás Pascual Gómez-Cuétara
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EXECUTIVE SUMMARY 2014
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02 Executive summary 2014
READY TO TAKE OFF
The year 2014 has witnessed a Spanish food sector
still suffering from a trend of weak consumption,
albeit in an economic environment that is slowly
recovering, where consumers are beginning to regain
confidence.
Despite these constraints, our company´s financial
results respond to the implementation of the roadmap
marked by the Strategic Plan Horizonte2015. In 2014
Calidad Pascual achieved a turnover of 720.4 million
euros, 2.2% higher than the previous year, with an
EBITDA of 73.6 million euros, 7.5% higher than 2013.
We have therefore rejoined the path of growth for the
first time in recent years, in a market still penalized
by the financial crisis, a trend that we expect to
consolidate during 2015.
This will be the
final year of our
current business plan
and we are working on
the strategy for the
next five years
This will be the final year of our current business plan
and the turning point for our future strategy. Looking
back, we have made enormous progress, making the
necessary adjustments in order to obtain optimal
financial indicators. We are ready to take off.
diabetics in a joint venture with pharmaceutical
company Esteve has also been a significant
development in this area.
In addition to the preexisting partnerships, our
distribution company Qualianza has reached a major
agreement in 2014 with the Garavilla group for the
distribution of the Conservas Isabel.
Besides the remodeling of the business in the national
market, we have continued to grow in the area
of internationalization, re-launching our range of
yogurts for exportation with a new recipe, image and
packaging. Furthermore, the company has carried out
an analysis of its international investments to bring
them in line with its strategic priorities; this analysis
led to the rethinking of the cycle of investments in
Venezuela.
In the local market, Calidad Pascual has continued in
2014 to focus on healthy food products through its
main brands: Leche Pascual, Bezoya, Bifrutas, Vivesoy
and Mocay Caffé, always focusing on improving
consumers’ quality of life.
Achieving these important economic goals would
not have been possible without the new shared value
creation approach and the integrated management of
our impacts, which has been an impetus for the whole
organization to work with our stakeholders in mind. As
proof, indicators such as those measuring customer
satisfaction have shown better results both among
small and large-scale retail customers, as well as in
our hotel business customers.
We have also boosted our partnerships, joining forces
with our partners to multiply value, with Unilever for
the production of Flora dairy drinks and with Idilia
Foods to develop Cola Cao and Okey smoothies,
initiating in 2014 production in the Aranda de Duero
complex. The launch of the DiaBalance range for
This approach, backed by our corporate
commitments, has allowed us to keep our
employment rates as well as to invest in our staff,
particularly in the areas of safety and excellence,
helping to achieve a better work-life balance. Also
noteworthy are the improvements in the working
environment survey, “Great Place to Work”, with 85%
participation and a score of 70 points. Finally, we must
underline the results in the prevention of occupational
risks, with a reduction of around 40% in the accident
frequency rate.
With regard to environmental matters, we continue
developing our Pascal Environmental Impact
Management Plan with remarkable progress on
matters such as the management of the corporate
carbon footprint, energy and water consumption or
the generation of waste.
But none of these achievements would have
been possible without the huge commitment and
professional and human talent of our people, the
people of Calidad Pascual. More than 2,000 men and
women that truly make our motto a reality everyday:
“You are our reason for being”.
We are satisfied with these results in all areas and
we believe that in 2014 we have built a more solid
company, with a greater capacity for growth based
on innovation and quality and, above all, a greater
capacity for creating shared value for all of our
stakeholders.
Ignacio García-Cano
CEO of Calidad Pascual
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OUR BUSINESS MODEL
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03 Our business model:
All our policies and strategies have been
developed in order to achieve our vision and
mission, staying true to our values
Vision
Mission
Values
Commitment to complying (doing the right thing):
Corporate Responsibility and Good Governance
Policy
Policies
How we work
Commitment to creating value:
Stakeholder relationship policy
Shared Value Management with
Stakeholders policy
Commitment to excellent management:
Excellence and Quality Policy
Strategies
Strategic lines and
strategic plans
• What do we have to do to get
what we want?
• Achieve our goals while
meeting our commitments
• Achieve our mission and vision
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OUR BUSINESS MODEL
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Our Vision
We want to be your company, both family-run
and global, a leader in social matters and in
quality nutrition.
Our Mission
We are a family company, with a set of consolidated and differentiating values
and a leader in the nutrition sector. We are committed to satisfying consumers’
needs, offering them health, nutrition, quality of life and wellbeing and to being
an ally for customers.
Basing our development on diversification and independence, we are market
leaders with innovative and quality products and services.
We have a continued and collective commitment to achieving excellence in
management.
In this way, we will win the loyalty of our consumers, customers and
collaborators. Also, we want to be a company that continues to progress, which
transcends and creates value continually and results in an ethical and sustainable
manner.
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OUR BUSINESS MODEL
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07
Our Values
We are a family that integrated its values into the business model of its company,
which allows us to move towards our goals without losing sight of our identity.
Integrity
We are committed to being honest,
congruent, responsible and to act with
integrity in all our areas of operation
and all our relationships with our
stakeholders.
Innovation
Quality
Proximity
We connect with our consumers,
customers, employers, stockholders,
suppliers and society in general
through equality, empathy, mutual
respect, trust and humility.
We seek excellence and to create
added value which make us different
through the talent and effort that all of
us dedicate for the daily improvement
of our products, services and
management procedures.
We dream of a better future and
for this reason we put all our effort
and the necessary recourses into
providing new and efficient solutions
for the current and future needs of
our stakeholders.
Passion
We believe in a culture of
responsibility and we are
convinced that success
comes through motivation,
commitment, engagement and
enthusiasm that everyone in
the organization shows.
We have a continuous commitment so that these values are transferred to all our people and
collaborators and are reflected in their tasks and their daily behavior.
To this end, we have a Code of Conduct and the behaviors associated with these values
have been developed.
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INNOVATION AND QUALITY IN OUR VALUE CHAIN
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04 Innovation and Quality in our value chain
Consumption
Supply
Livestock
Logistics to
factories
Production
Delivery to
points of sale
Distribution
and sale
WATER
Agriculture
Energy
Calidad Pascual’s value chain
Calidad Pascual’s value chain is more than a sequence of production processes.
Through it, we communicate with the stakeholders, we identify risks and opportunities, and
we start projects which allow us to meet our commitments and achieve our goals, and each
stakeholder, their goals. It is for this reason that our value chain is a chain for the creation of
shared value in which we reflect some of the most prominent projects in 2014.
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Most prominent projects in 2014
Engagement with our livestock breeders. More
than 90% of them have been with us for more
than 15 years. In 2014 we have worked together
in efficiency programs which have improved
our economic profitability and quality with less
environment impact
With our suppliers
People management is based on Pascual
values, leadership and skills models.
We have the awards “equality in the
workplace” and “family responsible
company”
We work with our suppliers, verifying
their management systems,
infrastructure, health and safety,
food safety, environment and
corporate social responsibility
We continue with the
Food Security Program
with our livestock
breeders
We review the perception
of our employees with
surveys and we give variable
remuneration based on the
fulfillment of the actions plans
designed for the improvement
of working environment
All the staff that have variable
remuneration packages
have incentives for the
improvement of the company’s
environmental impacts
With our team
With the public
Business value
Value with society
Life-cycle
assessment by
product family
We calculate
our corporate
carbon
footprint
We design
products adapted
to special needs
(lactose, sugar,
without frozen
supply chain…)
Our range of
yogurts has
involved the
launching of
13 innovative
products (7 in
the international
area)
Value with the environment
Integration of our
values into the
business model allows
us to guarantee an
ethical and responsible
management
We have launched
to market 15
innovative products
with the DiaBalance
initiative, besides our
new Bifrutas Caribe
and white chocolate
smoothie
Value with employees
According to the results of
working environment surveys, we
have implemented more than 50
actions plans in each work center
and department, with a more than
95% of them being fulfilled
We have the
largest fleet
of sustainable
commercial
vehicles in
Europe
RAP Movement
(reduce, save, protect)
for the prevention of
food waste
Ethical value and Good governance
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Key figures
The key figures and indicators
that provide an understanding of
how Pascual creates shared value
across its whole value chain.
3,716
Suppliers
441 million euros
generated in
supply chain
2,367
Employees
720.4
26
761
116,000
Million euros
turnover
Vehicles with
5-star Ecostars
certification
Present in
62
Countries
Business value
Our corporative carbon
footprint is 0.034
kilograms of carbon
dioxide equivalent per
kilogram of product*
73.6
Million euros
EBITDA
Value with society
Value with the environment
Value with employees
Ethical value and Good governance
*Scope 1 and 2. More info about the scope of emissions inventory in the
GRI Contents section in the appendix: About this report
Since 2010, we have
considerably reduced the
intensity per kilogram/
liter packaged of our
consumer products:
- Electric energy: 20.7%
- Primary energy:
18.2%
-Water:
21.4%
373
Dealers
29.3
Million consumers
Million euros of
international sales
Points of sales (POS)
2.36%
Workforce rotation
Structuring of
corporate compliance
processes
880,000
Euros of innovation
investment
Integration of
reporting channels
in a single OPEN
CHANNEL
19.9
Million kilometers
traveled
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Shared economic value
In 2014 we improved our financial results, sharing
a part of them with society and reinvesting another
part, in a firm move to establish a sustainable model
with our collaborators.
Financing:
Internal capital: 256.3 million euros
Stabilization
of the
financial debt
Financial net debt: 248.9 million euros
Contribution
to society in
taxes: 104.5
million euros
Economic value
generated
Turnover: 720.4
million euros
Other key figures:
EBITDA/Sales: 10.2%
EBIT: 7.1 million euros
EBITDA: 73.6 million euros
International turnover:
26 million euros
Economic value distributed:
99.1 million euros in employee
benefits
557.5 million euros to suppliers
Investment:
Innovation:
0.88 million euros
Economic value
retained:
Training:
0.4 million euros
Depreciation
and amortization:
27.3 million euros
18.2 million euros in tax on earnings
26.9 million euros in finance costs
2.4 million euros in community
investments
Reinvesting
of the funds
generated
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Presence in Spain
06
Cantabria Vizcaya
Asturias
D
Navarra
A Coruña
industrial
plants
in Spain
Guipúzcoa
E
Girona
Burgos
Pontevedra
A
A
Valladolid
Aranda de Duero (2 plants)
B
(Burgos)
Barcelona
Zaragoza
Tarragona
C
Castellón
Madrid
Islas Baleares
Valencia
Alicante
B
D
Ortigosa del Monte
Pamplona
(Navarra)
(Segovia)
Córdoba
Sevilla
Murcia
Granada
Almería
Málaga
Cádiz
Canarias
C
Trescasas
(Segovia)
E
Santa Cruz
de Tenerife
Gurb
(Barcelona)
Las Palmas
Headquarters of Calidad Pascual, since the
beginning in 1969, Ctra. Palencia s/n – 09400
Aranda de Duero (Burgos)
Central offices of Calidad Pascual, Avenida de
Manoteras, 24 – 28050 Madrid
Main activity: preparation, packaging,
distribution and sale, among others, of dairy
and related products with the Pascual brand,
Bezoya mineral water, Vivesoy vegetable drinks,
Bifrutas and Mocay Caffè
27
trade delegations
through Qualianza, our
distribution company
373
dealers
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Brands and products
We invest in quality and
innovation, to develop
products which respond to our
customers’ different health and
nutrition needs.
BEZOYA
Pascual dairy products
Diversia and others
BIFRUTAS
365 million euros
106 million euros
71 million euros
52.3%
15.2%
10.2%
VIVESOY
43 million euros
36 million euros
6.2%
5.1%
Mocay Caffè
Egg products
32 million euros
31 million euros
4.6%
4.4%
2%
YOGURES y POSTRES
14 million euros
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14
International dimension
We operate in
62
Russia
Iceland
Poland
countries
Belgium
Slovakia
Albania
Turkey
Portugal
International sales:
26 million euros
*
Morocco
Agreement with La Liga of
professional football for the
promotion of health, nutrition
and sport in 26 countries.
Libya
Cuba
Guatemala
El Salvador
Dominican
Republic
Honduras Haiti
Antilles
Venezuela
Barbados
Tobago
Panama
Ecuador
Malta
Suriname
Cyprus
Lebanon
Kuwait
China
Pakistán
Jordan
Qatar
Hong Kong
UAE
Mali
Mauritania
Cape Verde
Chad
Senegal
Sudan
Ghana
Djibouti
Nigeria
Guinea Bissau
Guinea Conakry
Cameroon
Equatorial Guinea
Ethiopia
Côte d’Ivoire
Republic of
the Congo
Gabon
São Tomé
and Príncipe
Taiwan
Philippines
Vietnam
Maldivas
Seychelles
Angola
Mayotte
We have launched products exclusively
for international markets.
Mozambique
Chile
*Includes commercial products (does not include semi-industrial goods). Does not include sales to UK.
N. Caledonia
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Partnerships with other
organizations are an essential part
of our shared value model
Patrocinador del Equipo
Olímpico Español
*In the Associations section in the appendix: About this report, we disclose all of the associations in which we participate.
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How do we communicate with our stakeholders?
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05 How do we communicate with our stakeholders?
We identify our stakeholders and established mechanisms for dialogue with each of them,
gathering information on their needs and expectations.
The result of this process, together with the risks and opportunities review in the business
model and the value chain, has allowed us to identify our material matters and integrate them
into our corporate strategy.
Identifying our
stakeholders and
the segments that
make them up:
•
•
•
•
•
•
Consumers
Customers
Employees
Suppliers
Society
Capital
Dialog channel
selection
Dialog channels
with our
stakeholders.
Risks and
opportunities
review in the
business model and
the value chain
Starting the dialogue
and identifying
the needs and
expectations
What are the matters that
are important to them?
We understand that the participation of the stakeholders in the decisionmaking process is a key element in the creation of shared value.
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How do we communicate with our stakeholders?
• Performance
Management
System for all
employees
• Workplace
atmosphere
survey (Great
Place to Work)
• MERCO Personas
Report
• Satisfaction
survey for FRC
measures (Family
Responsible
Company)
• Internal meetings
• Open channel
• Committees
(Business, Health
and Safety, etc.)
• Cuentalonet
Intranet
• Internal review
• Internal policies
and standards
• Code of Conduct
• Corporate
Website
• Report of
Creation of
Shared Value
• Open doors
• Satisfaction
surveys
• Comunicaciones
corporativas
• Welcoming for
new hires
• Meetings with
the owners
• Measurement
of training
effectiveness and
satisfaction
• Board Meetings
• Report of Creation
of Shared Value
• MERCO Report
INCREASE
• RepTrak® Pulse
Spain Study
• Corporate Website
• Reputation
Institute
Customers
Suppliers
• Responsible
Purchasing
Protocol
• Approval
questionnaire
• Evaluation
questionnaire
• Satisfaction
surveys
• Ad-hoc
meetings
• More than 2000
farm visits each
year
• Internal policies
and standards
• Code of Conduct
• Corporate
Website
• Report on
Creation of
Shared Value
• Corporate
communications
• Internal audits
Consumers
Society
• Report on
Creation of
Shared Value
• MERCO Report
• Code of Conduct
• Corporate
Website
• Volunteering
PRINT
• Code of Conduct
Capital
Employees
REDUCE
• Visits to industrial
facilities
• Customer Service
Centre
• Retailer
satisfaction
survey
(Advantage
Group)
• Hotel industry
survey panel
(AECOC)
• Business Review
(retailers)
• KAM (large
clients)
• On-going
online sales
• Route customer
satisfaction
barometer
• Regional
Director
Delegations
• Network Sales
Staff
• Customer
Service Centre
• Corporate
Website
• Code of Conduct
• Report of
Creation of
Shared Value
• Satisfaction
surveys
• MERCO Report
• Ongoing
RepTrak® Pulse
Spain Study
• Reputation
Institute
• Customer
Service Centre
• Market studies
• Marketing
analysis focused
on specific
groups
• Havas Group
study on CR
• Corporate
Website
• Report on
Creation of
Shared Value
• Code of Conduct
• Social networks
• Satisfaction
surveys
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From listening to our stakeholders, what are the matters that are important for Pascual?
•Last year we developed a materiality analysis to identify
the key issues for our stakeholders that allow us to identify
the priorities with regards to the company’s creation of
shared value.
1st Grade
2nd Grade
•This analysis has been carried out based on the shared
value creation model, a strategic approach adopted by
Pascual to guarantee a sustainable development model.
•The preparation of this report and the strategic axes of our
shared value creation model both respond to the matters
that are relevant for the company and that play a part in
the decisions of the stakeholders and in the company’s
capacity to respond to their expectations.
6
Stakeholders criteria
•As we can see in the chart, the analysis allows us to identify
4 grades of priority, assessing jointly the criteria of the
stakeholders and Pascual.
1 2 3
4 5 6
5
13
9
7 8
4
14
12
10 11
3
16
15
2
1
1
2
3
4
5
Calidad Pascual criteria
6
3rd Grade
4th Grade
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How do we communicate with our stakeholders?
From listening to our stakeholders, what are the
matters that are important for Pascual?
Nº
Shared value creation topics
1
Comply with Calidad Pascual’s mission
2
Transparent management with values
3
Brand of prestige for quality and innovation
4
Products adapted to the consumer in health and nutrition
5
Innovation in the business and new products
6
Responsible model of people management
7
Sustainable economic and financial management
8
Ethical and responsible management along the whole of the value chain
9
Efficiency in the management of renewable and non-renewable resources
10
Pascual culture of partnerships and innovation
11
Guarantee of compliance with commercial commitments
12
Identification and management of risks and opportunities
13
Excellence of Pascual employees
14
Fluid, open and regular communication
15
Transparency in financial and non-financial management
16
Encouraging staff development and people’s wellbeing
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How do we create value with our stakeholders?
How do we create value
with our stakeholders?
(6.1)
Supply chain
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Key figures
Our programs and controls guarantee the
best quality and a responsible and sustainable
behavior from our suppliers, which moreover
have our support for improving their
performance in all areas.
Safety guarantee program,
with audit or verification of
100% of farmers validated
according to UNE EN 45011:
- External certificate
in quality
- External certificate
in food safety
100% of the milk
sourced certified
82 farms and 105.2 million liters
of milk in production efficiency
programs that have yielded:
-Higher profitability for
the farmer
- Lower environmental
impact
-Higher guarantee of quality
470 farm suppliers
in Spain
89% of spending on
local suppliers of milk
Business value
Value with society
Value with the environment
Drawing up of a manual
for environmental best
practices in the production
of milk
Value with employees
Milk
mineral water
420 million liters
of milk collected
Continuous daily
quality checks of
sources
467 million liters
of bottled water
More than 132
million euros for
suppliers of milk
PLS label (Sustainable dairy
products) of the Ministry
of Agriculture, Food and
Environment.
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Key figures
11,207 kilograms of
coffee from fair trade
4.9 million
kilograms of soy
2.9 million
kilograms of coffee
Water consumption
reduction programs
Inclusion of
environmental
criteria for selection
of suppliers
Support for
the program
“Non-transgenic
Spanish soy”
Our supplies generate
a total of 2,665 jobs
5.9 million euros for
coffee suppliers
Business value
Value with society
Value with the environment
Value with employees
5 coffee suppliers
SOY
COFFEE
Optimization of
mineral compost used
in the cultivation of
soy
100% of strategic
suppliers aligned
with our policy
of responsible
purchasing
GLOBAL
3.1 million euros
for soy suppliers
658 million tetra brik
packages certificated
with the FSC label, which
guarantees that the paper
comes from sustainably
managed forests
100% of
contracts
with approved
suppliers
85% of our suppliers
participate in the
responsible suppliers
program
22
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APPENDIX
How do we create value with our stakeholders?
How do we create value
with our stakeholders?
(6.2)
Productions AND
logistics
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Key figures
Our production and logistics, in addition
to achieving the maximum standards
of quality and efficiency, responds to
responsible management of our employees
and of the natural and social environment.
ISO 9001 of quality and
22000 of food safety
100% of employees covered
by collective agreements
and with company benefits
Emissions in short and long
distance logistics of 66,273
tons of carbon dioxide
equivalent
Emissions in production
of 44,272 tons of carbon
dioxide equivalent (related
to energy consumption)
10,282 visitors to factories
Business value
Value with society
Value with the environment
Value with employees
Note: In the Certifications section in the appendix: About this report, we disclose
the work centers that have the different certifications.
Environment impact
management plan
Ecostars certification,
for the environmentally
efficient and sustainable
management of our fleet of
transportation vehicles
Weight reduction in
packages: 1,026,137
kilograms of materials
avoided
6 industrial plants
70 points in the internal
working environment survey,
Great Place to Work
Sustainable mobility plan
Absenteeism rate of
3,01%, reducing the
figure for 2013
100% of workers represented
in the health and safety
committee
1,206 million packages
Wastewater treatment:
performance of treatment
facilities above 96%
Performance management
system for all the staff
1st food company to
distribute with electric
vehicles
ISO 14001 of environmental
management
275 trucks each day and
11.8 million kilometers in
long distance
43 million euros generated
in activities of logistics to
factories
We are subjected to the
strictest quality and food
safety controls: FSSC
22000, BRC, IFS and
SQMS
90% of contracts
are permanent
40% of our
employees enjoy
flexible hours
programs
HALAL label in our
products
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Key figures
1,235 jobs generated in
production
99% of the energy
acquired has a guarantee
of renewable origin
certified by the Comision
Nacional de los Mercados
y la Competencia
11.69 hours and 185 euros
in training per worker
Business value
Value with society
Value with the environment
Value with employees
0.82 kilograms of waste
sent to landfill per
1,000 kilograms/liters
packaged
2.44% of people with
disabilities in the
workforce, improving
on the 2013 rate
225 participants in
corporate volunteer
programs, taking
part in 25 activities in
collaboration with 11
work centers
* (Accidents/number of hours worked) x1,000,000
OHSAS 18001 for the
management of health
and safety in work
Pascual Contigo project,
which includes measures
relating to reconciliation,
non-discrimination and
equality of opportunities,
integration of people
with disabilities and
social benefits offered to
employees
588 jobs generated in
logistics to factories
Optimized long distance
transportation fleet
Consumption of 2.2 liters
of water per kilogram/liter
packaged
Accident frequency ratio of
5.35*, reducing this index
by about 40% and without
serious accidents in 2014
Electric vehicles and
trucks and powered by
natural gas and liquefied
petroleum gas
30% of women in the
workforce
Family responsible
company indicator: 75,
with 92% of actions
carried out
Primary energy
consumption of 184
kilowatts/hour per 1,000
kilograms/liters packaged
7.12 points in the annual
logistics management
survey for transportation
suppliers
92% of the actions included
in the Director Training Plan
have been carried out
94% of all waste generated
is valorized
45% of key positions
covered by internal
promotion
Consumption of 92.3
kilowatts/hour of electric
energy per 1,000 kilograms/
liter packaged
25
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APPENDIX
How do we create value with our stakeholders?
How do we create value
with our stakeholders?
(6.3)
MerchandisinG
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Key figures
The mutual collaboration model which we
built with our customers based on innovation
and establishing partnerships allows us to develop
strategies for the creation of together.
Through Qualianza, one
of the leading Spanish
companies in secondary
distribution, we supply
the hotel and traditional
nutrition sectors
303 million euros invoiced
in secondary distribution
8.60 out of 10 in the
survey of secondary
distribution clients
Business value
Value with society
Value with the environment
Training given to
distributors in new
legislative developments
related to food safety, 24
hours to more than 50
people
Value with employees
Incorporation of the 100%
electric vehicle for the
distribution in cities
1,025 people dedicated
to commercial tasks
715 jobs generated in
delivery to points of
sale (or outlets)
44 million euros
generated in deliveries
to points of sale
(or outlets)
Participation in more
efficient distribution
initiatives in urban centers
354 million euros
invoiced in organized
distribution
276 trucks each
day and 8.1 million
kilometers in
distribution routes
72% of incidents with
clients resolved on
time
1,206 customer
complaints, 100% dealt
with and resolved
DOI business
intelligence portal
Level of service and
satisfaction of 97.41%
(joint for all channels)
9th position in the
Advantage Group ranking
of organized distribution,
improving 3 places
compared with the prior
year
11th place in the AECOC
client satisfaction study
of the organized hotel
sector
27
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APPENDIX
How do we create value with our stakeholders?
How do we create value
with our stakeholders?
(6.4)
Consumer products
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Key figures
We adapt to the needs of each
consumer, with a commitment
to innovation and quality of our
products.
Speakers at food safety
conferences:
1st European Food
Safety Summit of
Paris, organized by
EuropeanVoice
13 product categories
Through DiaBalance we
offer products aimed at
making life easier for
people with diabetes
Training in the
management of
allergies in the
industrial complex of
Aranda, 45 hours to
200 people
Chef Millesime sponsor
NAOS strategy for
nutrition, physical
activity and obesity
prevention
Business value
Value with society
Value with the environment
Value with employees
Leading position in the
market shares of our brands:
- LECHE PASCUAL:
12.3%
- BEZOYA:
12.9%
- VIVESOY:
29.3%
- BIFRUTAS:
37.6%
Tomás Pascual Sanz
institute for nutrition
and health
Present in 52% of
homes
1.1 million kilograms
of products donated
to 23 food banks
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APPENDIX
How do we create value with our stakeholders?
How do we create value
with our stakeholders?
(6.5)
Ethical management AND
good governance
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Pascual Business Corporation
Holding company of food and non-food companies,
whose share capital belongs 100% to the Pascual
Gómez-Cuétara family.
Investee companies
International
National
(100%)
(100%)
(50%)
(100%)
(100%)
PASCUAL
AGROPECUARIO
(100%)
TEGESTACIN
(50%)
(25%)
(5%)
52
We have climbed
positions
compared with last year in the Merco
ranking of responsible companies
with the best corporate governance,
reaching 26th place.
PRINT
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Governance bodies in the Pascual
Business Corporation
43%
Pilar Gómez-Cuétara Fernández
PRESIDENT
Tomás F. Pascual Gómez-Cuétara
PRESIDENT
Joaquín Moya-Angeler Cabrera
VICE-PRESIDENT
Joaquín Moya-Angeler Cabrera
VICE-PRESIDENT
Tomás F. Pascual Gómez-Cuétara
CEO
THE PASCUAL BUSINESS
CORPORATION, S.L. BOARD
Pilar Pascual Gómez-Cuétara
BOARD MEMBER
Borja Pascual Gómez-Cuétara
BOARD MEMBER
César Bardají Vivancos
BOARD MEMBER
THE CALIDAD PASCUAL,
S.A.U. BOARD
Antonio Castañeda Camarero
NON-MEMBER VICE-SECRETARY
Antonio Castañeda Camarero
NON-MEMBER VICE-SECRETARY
D. Joaquín Moya-Angeler Cabrera
PRESIDENT
Joaquín Uriach Torelló
PRESIDENT
Cesar Bardají Vivancos
NON-EXECUTIVE MEMBER
Sonia Pascual Gómez-Cuétara
NON-EXECUTIVE MEMBER
D. Konstantin Sajonia-Coburgo
y Gómez-Acebo
NON-EXECUTIVE MEMBER
Laura González Molero
VOCAL
Antonio Castañeda Camarero
SECRETARY
Antonio Castañeda Camarero
SECRETARY
17%
OF THE CALIDAD
PASCUAL, S.A.U.
GOVERNANCE BODY
MEMBERS ARE WOMEN
Borja Pascual Gómez-Cuétara
BOARD MEMBER AND SECRETARY
Sonia Pascual Gómez-Cuétara
BOARD MEMBER AND SECRETARY
APPOINTMENTS, COMPENSATION
AND PERSONNEL COMMITTEE
Juan José Pérez Cuesta
BOARD MEMBER
Laura González Molero
BOARD MEMBER
Joaquín Uriach Torello
BOARD MEMBER
AUDITING AND GOOD
GOVERNANCE COMMITTEE
OF THE PASCUAL
BUSINESS CORPORATION
S.L. GOVERNANCE BODY
MEMBERS ARE WOMEN
EFFICIENCY INDICATORS FOR
INTERNAL AUDITS
Compliance with the Audit Plan: 104 %
Percentage of expenses audited: 84 %
QUALITATIVE INDICATORS
Internal Customer Satisfaction Survey: 8,21/10
Auditing Report to Management:
Auditing and Good Governance Committee
Our governance
bodies include
both independent
and shareholder
members
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APPENDIX
How do we create value with our stakeholders?
Commitments and policies
The application of the corporate values to our
mission makes us practice our activity according
to the most demanding quality, ethical and
responsibility criteria.
For this we have developed policies which govern
our behavior, as well as having taken on a series of
external commitments, guaranteeing understanding
with our stakeholders and the satisfaction of their
needs, as well as cooperation in the development of
the communities that surround us.
In 2014 we have approved the corporative
policies, implementing our open channel and
updating the crisis management procedures for
the main risks.
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INTEREST GROUPSGRUPO DE INTERÉS
CONSUMERS
CUSTOMERS
EMPLOYEES
COMMITTMENTS
INCREASE
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MANAGEMENT POLICIES AND TOOLS
• Quality
• Food safety
• Transparent information on the company and its
products
• Compliance with information and product
labelling requirements
• Excellence in Management Area
• Certified Quality Management Systems (ISO 9001)
• Certified Food Safety Systems (ISO 22000, FSSC 22000, BRC, IFS)
• Halal
• Working Group on Advertising and Labelling Validation and
Communication
• Quality
• Food safety
• Innovation
• EFQM Business Excellence Model (450-500 points in 2014)
• Certified Quality Management Systems (ISO 9001)
• Certified Food Safety Management Systems
• (ISO 22000, FSSC 22000, BRC, IFS)
• McDonald’s, Supplier Quality Management System
• Halal
• Conciliation
• Satisfaction
• Occupational health and safety
• Talent and leadership model
• Labour Market Impact Management Area
• Certified Health and Safety System (OHSAS 18001)
• Great Place to Work
• Certified Family-Responsible Company (EFR)
• Code of Conduct and Open Channel
• Prevention and Action Protocol for sexual harassment in the workplace
• Innovation and improvement
• Loyalty
• Support for quality
• Payment guarantee
• Purchasing Management Policy
• Standard for supplier contracting and relations
• Code of Ethics for supplier relations
• Minimum entry requirements for suppliers
SOCIETY
• The Global Compact
• Nutrition, physical activity, and obesity
prevention
• Self-monitoring of advertising
• Prevention of food waste
• Social Impact Management Area
• Launching of Healthy Pascual
• Certified environmental systems (ISO 14001)
• Carbon footprint calculation
Capital
• Compliance with commitments acquired
• Sustainable economic-financial management
• Efficiency in management of working capital
• Management of risks and opportunities
• Corporate Responsibility and Good Governance Policy
• Ethical Management and Compliance Area
• Corporate Internal Auditing
• Management Control Area
ALL INTEREST
GROUPS
• Dialoguing with and listening to the interest
groups
• Excellence
• Policy on Creation of Shared Value
• Channels for dialogue with Interest Groups
• EFQM Business Excellence Model (450-500 points in 2014)
SUPPLIERS
PRINT
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APPENDIX: ABOUT THIS REPORT
FRAMEWORK AND CRITERIA FOR THE DEVELOPMENT
OF THIS REPORT
36
GRI CONTENTS
37
IIRC CONTENTS
43
GLOBAL COMPACT CONTENTS
44
SUPPLEMENTARY INFORMATION:
ASSOCIATIONS IN WHICH WE PARTICIPATE
45
SUPPLEMENTARY INFORMATION: CERTIFICATIONS
46
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FRAMEWORK AND CRITERIA FOR THE DEVELOPMENT OF THIS REPORT
REPORTING PERIOD
January – December 2014
SCOPE AND BOUNDARY
During 2014 there were no significant changes in the scope and boundary applied in the report. This report
has been drafted based on GRI G4 standard and it reflects our sustainability performance in a reasonable and
balanced manner.
PRINCIPLES FOR DEFINING
REPORT CONTENT
PRINCIPLES FOR DEFINING
REPORT QUALITY
•
Stakeholder inclusiveness
•
Sustainability context
•
Materiality
•
Completeness
•
Balance
•
Accuracy
•
Timeliness
•
Comparability
•
Clarity
•
Reliability
This report is in accordance with the reporting framework guidelines laid down by the International
Integrated Reporting Council (IIRC).
INTEGRATED REPORTING
•
Strategic focus and future orientation
•
Connectivity of information
•
Stakeholder relationships
•
Materiality
•
Conciseness
•
Reliability and completeness
•
Consistency and comparability
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GRI CONTENTS
INDICATOR
PAGES
COMMENTS
GENERAL STANDARD DISCLOSURES
STRATEGY AND ANALYSIS
G4-1 – Statement from the most senior decision-maker.
G4-2 – Key impacts, risks, and opportunities.
3
3, 16-34
ORGANIZATIONAL PROFILE
G4-3 – Name of the organization.
G4-4 – Primary brands, products, and services.
G4-5 – Location of the organization’s headquarters.
G4-6 – Number of countries where the organization operates, and names of countries where either the organization
has significant operations or that are specifically relevant to the sustainability topics covered in the report.
G4-7 – Nature of ownership and legal form.
G4-8 – Markets served.
G4-9 –Scale of the organization (employees , operations , sales, capitalization and quantity of products
or services provided).
12
12, 13
12
14
31
13, 14, 27, 29
10, 11, 13
Turnover 2014: € 714,5 million
Own resources 2014: € 270.4 million
Net financial debt 2014: € 249 million
2013: : € 705 million 2012: € 724 million
2013: : € 271 million 2012: € 269 million
2013: € 273 million
2012: € 289 million
G4-10 – Number of employees by employment contract and gender.
10, 24, 25
Employees 2014: 2.166
Permanent employees 2014: 90%
2013: 2.215 2012: 2.272
2013: 95.4% 2012: 93%
G4-11 – Percentage of total employees covered by collective bargaining agreements.
24
G4-12 – Description of supply chain.
10, 21, 22
G4-13 – Significant changes during the reporting period regarding the organization’s size, structure, ownership,
4
or its supply chain.
G4-14 – Precautionary principle.
34
G4-15 – Externally developed principles or initiatives to which the organisation subscribes or which it endorses
15, 34, 46
G4-16 – Principal associations to which the organisation belongs.
15, 45
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17 – Entities included in the organization.
31
G4-18 – Process for defining the report content and the aspect boundaries.
36
G4-19 – Material aspects identified.
16-19
16-19
G4-20 –Aspect boundary within the organisation.
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G4-21 –Aspect boundary outside the organisation.
G4-22 –Restatements of information provided in previous reports.
G4-23 –Significant changes from previous reporting periods in the scope and aspect boundaries.
STAKEHOLDER ENGAGEMENT
G4-24 –Stakeholders.
G4-25 – Basis for identification and selection of stakeholders.
G4-26 –Approaches to stakeholder engagement.
G4-27 – Key topics and concerns that have been raised through stakeholder engagement.
REPORT PROFILE
G4-28 –Reporting period.
COMMENTS
Not apply.
36
17
16, 17
17
16-19
G4-29 – Date of most recent previous report.
G4-30 –Reporting cycle.
G4-31 – Provide the contact point for questions regarding the report or its contents.
37
GOVERNANCE
G4-34 –Governance structure.
G4-37 – Processes for consultation between stakeholders and the highest governance body.
ETHICS AND INTEGRITY
G4-56 –Organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.
SPECIFIC STANDARD DISCLOSURES
CATEGORY: ECONOMIC
G4-EC1 –Direct economic value generated and distributed.
G4-EC9 –Proportion of spending on local suppliers at significant locations of operation.
PRINT
16-19
36
G4-32 – GRI Content Index.
G4-33 – External assurance for the report.
REDUCE
31, 32
17
7, 33, 34
11
21
The emissions inventory reported
was made in 2014.
June 2014.
Annual.
Corporate Responsibility and
Communication Division.
In accordance-core option.
Not external assurance.
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COMMENTS
CATEGORY: ENVIRONMENTAL
G4-EN3 – Energy consumption within the organisation.
G4-EN5 – Energy intensity.
G4-EN6 –Reduction of energy consumption.
G4-EN8 –Total water withdrawal .
25
Total energy consumption in
factories. Electrical energy: 101,6
million kWh. Primary energy: 102
million kWh.
25
10, 24, 25
25
Total water consumption in
factories: 2.464.874 m3
G4-EN15 – Direct greenhouse gas (GHG) emissions (Scope 1).*
9,162 t CO2eq.
G4-EN16 – Energy indirect greenhouse gas (GHG) emissions (Scope 2).*
23,800 t CO2eq.
G4-EN17 – Other indirect greenhouse gas (GHG) emissions (Scope 3).**
118,505 t CO2eq.
G4-EN18 – Greenhouse gas (GHG) emissions intensity.*
G4-EN23 – Total weight of waste by type and disposal method.
G4-EN27 – Extent of impact mitigation of environmental impacts of products and services..
10
Scopes 1 and 2.
Calculated in 2014.
25
Hazardous waste: 50,040 kg
(0,045 kg/ 1000 product litre/kg)
Non-hazardous waste: 16,964.377
kg (15.41 kg/ 1000 product litre/
kg), being sent for recovery 94%
of them.
20-25
There have not been sanctions
for noncompliance with
environmental laws and
regulations.
G4-EN29 – Monetary value of significant fines and total number of non-monetary sanctions for non-compliance
with environmental laws and regulations.
G4-EN30 –Significant environmental impacts of transporting products and other goods and materials for the
organization’s operations, and transporting members of the workforce.
G4-EN32 – Percentage of new suppliers that were screened using environmental criteria.
24, 25, 27
21, 22
* We have developed our emissions inventory for 2013 during 2014, which is reported on the table and it is the latest available. It has been developed in accordance with the ISO 14064-1: 2006 Greenhouse gases and
recommendations of the GHG Protocol. The scope includes five industrial plants (Aranda de Duero, Gurb, Bezoya Ortigosa and Trescasas and Mocay), headquarters and 27 trade delegations.
**The Scope 3 includes:
-Fuel and energy related activities
in the value chain.
- Business trips.
- Commuting (employees).
- Lease of assets upstream.
-Transport and distribution
downstream.
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COMMENTS
CATEGORY: SOCIAL. LABOR PRACTICES AND DECENT WORK
G4-LA1 –
Employee turnover.
G4-LA2 –
Benefits provided to full-time employees.
G4-LA4 – Minimum notice periods regarding operational changes, including whether these are specified
in collective agreements.
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.
G4-LA6 –Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number
of work related fatalities.
10
24, 25
According to the applicable law.
24
24, 25
No workers with high incidence
or high risk of diseases related to
their occupation.
G4-LA7 – Workers with high incidence or high risk of diseases related to their occupation.
G4-LA9 –Average hours of training per year per employee.
G4-LA11 – Percentage of employees receiving regular performance and career development reviews.
G4-LA12 – Composition of governance bodies and breakdown of employees by gender.
G4-LA14 – Percentage of suppliers that were screened using labor practices criteria.
G4-LA15 –Significant actual and potential negative impacts for labor practices in the supply chain.
CATEGORY: SOCIAL. HUMAN RIGHTS
G4-HR1 – Total number and percentage of significant investment agreements and contracts that include human rights
clauses or that underwent human rights screening
G4-HR5 – Child Labour.
G4-HR6 – Compulsory Labor.
25
24
25, 32
9, 21, 22
21, 22
Every significant investments are
subjected to screening on human
rights.
Compliance with Spanish law
guarantees the right performance
for this indicator.
Compliance with Spanish law
guarantees the right performance
for this indicator.
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INDICATOR
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PAGES
It has not been identified
significant transactions with
negative impacts on local
communities.
CNMC made a sanction proposal in
2015 for supposed anticompetitive
practices related to purchase of
milk occurred in previous years. At
the date of this report, it is under
appeal and there is not a final
decision.
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices.
G4-SO9 – Percentage of new suppliers that were screened using criteria for impacts on society.
G4-S10 – Significant actual and potential negative impacts on society in the supply chain and actions taken.
COMMENTS
9, 24, 25, 29
G4-SO2 –Operations with significant actual or potential negative impacts on local communities.
G4-SO7–
PRINT
Every significant operations are
subjected to screening on human
rights.
G4-HR9 –Total number and percentage of operations that have been subject to human rights reviews
or impact assessments.
CATEGORY: SOCIAL. SOCIETY
G4-SO1 – Percentage of operations with implemented local community engagement, impact assessments,
and development programs.
REDUCE
9, 21, 22
9, 21, 22
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COMMENTS
CATEGORY: SOCIAL. PRODUCT RESPONSIBILITY
G4-PR1 – – Percentage of significant product and service categories for which health and safety impacts are assessed
for improvement.
G4-PR3 – Type of product and service information required by the organization’s procedures for product and service
information and labeling, and percentage of significant product and service categories subject to such information
requirements.
G4-PR5 – Results of surveys measuring customer satisfaction.
29
24, 34, 46
27
G4-PR7 – Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing
communications, including advertising, promotion, and sponsorship.
We are members of the SelfRegulation of Commercial
Communication Association and
we have our own Monitoring
Committee. It has not been
happened noncompliances in this
area in 2014. Another company
made a claim in the scope of the
Self-Regulation of Commercial
Communication Association
which is being evaluated by the
Disciplinary Matters Commission.
G4-PR9 – Monetary value of significant fines for non-compliance with laws and regulations concerning the provision
and use of products and services.
Our fleet distribution has received
30 penalties for noncompliance of
road transport legislation in 2014
(€ 10.072), the main reason was
the overloading.
INDICADORES ESPECÍFICOS DEL SUPLEMENTO SECTORIAL “FOOD PROCESSING”
FP1 – Suppliers compliant with company’s sourcing policy.
9, 21, 22
FP5 – Production manufactured in sites certified by an independent third party according to internationally
24, 46
recognized food safety management system standards.
Food and healthy habits and healthy lifestyles - Initiatives to promote healthy lifestyles and nutritious, balanced and
29
accessible nutrition.
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IIRC CONTENTS
CONTENTS
PAGES
General description
8-15
Mission, Vision and Values
5-7
Composition of the supply chain
21, 22
Ownership structure
31
Main magnitudes
9-11
Governance and decision-making processes
32
Corporate Governance
31-34
Creating Shared Value
8-11, 20-34
Stakeholders
16-17
Materiality
18-19
Products and results
10, 11, 13,
20-29
Description and identification of the main risks and opportunities,
and performance about them
3, 16-19
Strategic planning
3-5, 18-19
Commitment to stakeholders
34
Performance
Key Performance Indicators
9-14, 20-34
Outlook
Challenges and objetives
3
Basis of preparation and presentation
Framework and criteria for the development of this report
36
Organizational overview and external environment
Governance
Business model
Risks and opportunities
Strategy and resource allocation
43
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GLOBAL COMPACT CONTENTS
Theme
The Ten Principles of the UN Global Compact
GRI indicators reported for each principle
Principle 1. Businesses should support and respect the protection of internationally
proclaimed human rights; and
G4-HR9, G4-SO1, G4-SO2
Principle 2. make sure that they are not complicit in human rights abuses
G4-HR1
Principle 3. Businesses should uphold the freedom of association and the effective
recognition of the right to collective bargaining;
G4-11, G4-LA4
Principle 4. the elimination of all forms of forced and compulsory labour;
G4-HR6
Principle 5. the effective abolition of child labour; and
G4-HR5
Principle 6. the elimination of discrimination in respect of employment and
occupation.
G4-10, G4-LA1, G4-LA9, G4-LA11, G4-LA12
Principle 7 Businesses should support a precautionary approach to environmental
challenges;
G4-EN3, G4-EN8, G4-EN15, G4-EN16, G4-EN17,
G4-EN27
Principle 8. undertake initiatives to promote greater environmental
responsibility; and
G4-EN3, G4-EN5, G4-EN6, G4-EN8, G4-EN15,G4-EN16,
G4-EN17, G4-EN18 , G4-EN23, G4-EN27, G4-EN29,
G4-EN30, G4-EN32
Principle 9. encourage the development and diffusion of environmentally friendly
technologies.
G4-EN6, G4-EN27
Principle 10. Businesses should work against corruption in all its forms, including
extortion and bribery.
G4-56
Human Rights
Labour
Environment
Anti-Corruption
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SUPPLEMENTARY INFORMATION: ASSOCIATIONS IN WHICH WE PARTICIPATE
ADFO CET, S.L. (Centro especial de empleo de
la Associació de Disminuïts Físics d’Osona)
Calidalia
Federación Española de Hostelería
Casino de Madrid
Federación Española del Café
AECOC (Asociación Española de Codificación
Comercial)
Centro Español de Logística
FENIL (Federación Nacional de Industrias
Lácteas)
AFOTUR (Asociación Fomento Turismo
Ribereño)
Agrupació De Sords De Vic i Comarca
AME (Asociación Multisectorial de Empresas
de Alimentación y Bebidas)
CEOE (Confederación Española de
Organizaciones Empresariales)
Círculo de Confianza (Nueva Economía Fórum)
FIAB (Federación Española de Industrias de
Alimentación y Bebidas)
Círculo Empresarios
Forética
Club Financiero Génova
Fundación EXECyL (Fundación para la
Excelencia Empresarial de Castilla y León)
ANEABE (Asociación Nacional de Empresas de
Aguas de Bebida Envasada)
Club Siglo XXI
ASEMAR (Asociación de Empresarios de
Aranda y la Ribera)
Confederación de Organizaciones
Empresariales de Castilla y León
ASEPRHU (Asociación Española de
Productores de Huevos)
Dircom (Asociación de Directivos de
Comunicación)
Asociación de Cocineros y Reposteros
Ecoembes
Asociación de Empresas Lácteas de Galicia
Empresa Familiar Castilla-León
Asociación de Industrias de Alimentación de
Aragón
ENSA (European Natural Soy and Plant Based
Manufacturers Organisation)
Instituto de Auditores Externos de España
Asociación Española de Ciencia Avícola
Escuela Superior de Hostelería y Turismo de
Madrid
Instituto Vasco de Logística
European Dairy Farmers
Asociación Regional de Industrias Lácteas de
Cantabria
Sociedad Española de Seguridad Alimentaria
Euro-Toques Comunidad Europea de
Cocineros
Associació Cultural La Creativa
Unión de Comerciantes Polivalentes de
Mercamadrid
Federación Castellano-Leonesa de Industrias
Lácteas
Asociación para la Innovación en Prevención
y Salud
Autocontrol de la Publicidad
Comunidad de Regantes del Canal de Aranda
Fundación Francisco Martínez Benavides
Fundación Seres
Gremi Indústries Làctiques de Catalunya
Halal Food Council Of Europe
IESE Business School
INOVO (Asociación Española de Industrias de
Ovoproductos)
Instituto de la Empresa Familiar
Promarca
45
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SUPPLEMENTARY INFORMATION: CERTIFICATIONS
ISO 9001
ARTEOVO
BARRANCOS
BEZOYA I
BEZOYA II
CAMPORROBLES
ARANDA
GURB
MOCAY
MANOTERAS
MADRID DELEGATION
BARCELONA DELEGATION
VALENCIA DELEGATION
VALLADOLID DELEGATION
OTHER DELEGATIONS
LA QUINTA
PEACHE
MILK SUPPLY
ISO 14001
OHSAS 18001
ISO 22000
FSSC 22000
BRC
IFS
EFR
SQMS
(Mc Donald’s)
HALAL
PRINT
46
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