Sustainability

Sustainability has been part of all of Minerva Foods's activities since the beginning, being also a part of the Company's business strategy. The theme has matured significantly in the past years, culminating with the establishment of the Corporate Sustainability Department in order to integrate all of the departments and spread good practices in all units and processes.

Ranging from the origin of the raw material to product distribution, the Company's position regarding sustainability is a pioneering one, and it is present in all of its pillars: environmental, economic, and social. Furthermore, sustainable livestock raising could be considered as a fourth pillar.

Sustainability Report of 2015

Sustainability Report of 2014

Sustainability Report of 2013

Sustainability Report of 2012

Sustainability Report of 2011

Press Release - Statement of Commitment to Greenpeace

Third Party Audit Report Minerva x Greenpeace 2015

Third Party Audit Report Minerva x Greenpeace 2014

Third Party Audit Report Minerva x Greenpeace 2013

Minerva Foods - Work Plan 2016

 

Learn below about some actions by Minerva Foods regarding each one of its sustainability pillars:

1. The Environmental Pillar

Minerva Foods adopts measures to decrease the environmental impact of its operations and follows all the Brazilian legislation requirements regarding the use of natural resources, protection areas, solid waste, liquid effluents, atmospheric emissions and other parameters, of which mainly:

  • VAE - Economia de Vapor, Água, e Energia (Saving of Steam, Water and Energy) Program Development, which encourages the conscious use industrial input, reducing or avoiding waste generation, and pollutant emissions;
  • Search for innovative solutions to expand the energetic efficiency of its production processes by investing in the technologies available in Brazil;
  • Use of alternative fuels that reduce fossil fuel consumption;
  • Investment in the improvement of effluent treatment stations to maintain the company's global efficiency average of organic load reduction (DBO) above 90%, being that the legal requirement is of only 60%;
  • Environmentally adequate destination of solid waste through the Industrial Solid Waste Management Program;
  • Improved use of recyclables;
  • Expansion of shared responsibility actions;
  • Maintenance of registered habitats of permanently protected areas and legal conservation areas in the company's units;
  • Compliance with the environment laws that are applicable to business;
  • Compliance with the environmental requirements ofstakeholders agreed on by the company;
  • Adoption of a proactive attitude regarding the Clean Development Mechanism.
  • Incentive and guidance to Minerva Foods's commercial partners so that they adopt the same environmental polices, terms and commitments;
  • Spreading of initiatives to all the organization's human capital.

2. Social Pillar

The involvement with local communities through the co-workers' network and families, and the integration with suppliers for the fulfillment of requirements regarding human rights are the two important work fronts in Minerva Foods social area, with a highlight to:

  • Compliance with labor, tax, and social security laws applicable to the enterprise, including those of the International Labor Organization and international agreements of which Brazil is part;
  • Investment in the Environment Week
  • An environment to sensitize and raise coworkers and their families' awareness on environmental issues;
  • Support to the Livestock Rally that in 2011 covered about 30 thousand km in some of Brazil's most important livestock regions to evaluate the Brazilian livestock current situation and collect data to improve the sector's statistics basis;
  • Specialized leadership training in polices and procedures regarding human rights;
  • Training to all new collaborators in the Integration Project;
  • Internal circulation of communication material in order to guarantee that the co-workers have knowledge about issues regarding human rights and their own labor rights;
  • Attention, retention and training of the best talent in the company's ranks;
  • Identification and incentive of individual competencies and skills in the Organizational Development area though more complete and efficient professional training;
  • Meeting each co-worker's needs in an integrated manner, respecting regional culture and the multiplicity of profiles and functions;
  • Participation in the Jovem Aprendiz (Young Apprentice) program, which enables the hiring and aid to introducing young people to their professional lives;
  • Seeking good relationships with co-workers and the labor unions that represent them;
  • Development of health and safety programs such as the Diálogo Diário de Segurança ( Daily Safety Talks), the Projeto Prever/Protege (Antecipate/Protect Project), and the Projeto Blitz Postural (Posture Blitz Project), as well as the availability of health area personnel focused on accident prevention and co-workers' health in all units;
  • Health and safety prevention lectures and campaigns;
  • Deployment of the Dedo de Prosa (Chitchat) project to follow up on pregnant coworkers and those on leave;
  • Follow up and guidance on the cases of hypertension, diabetes (daily control), hepatitis C, suspected leprosy, burns and collaborators who are in contact with someone suffering from tuberculosis;
  • Creation of audiovisual material for Minerva TV, an internal communication program presented to the collaborators with valuable information, coverage of events, and highlights of the best practices for units' efficiency and productivity;
  • Identifying of the positions with the highest shortage of professionals who are necessary to the organization in order to train them in a partnership with other institutions like SENAI (National Service for Industrial Training) and SENAR (National Rural Learning Service);
  • Evaluation of the main demands of the communities where Minerva Foods operates and preliminary establishment of priority support lines (education, health, income and job generation, for instance);
  • Improvement of the work environment with clear policies about work relations, non-discriminatory practices in all of their forms, color, gender, faith or sexual orientation.

3. Economic Pillar

The company's entire financial structure was planned to guarantee the  economic sustainability of the business, which strategy has lead Minerva Foods to grow in a constant and solid way reaching all its goals in the financial area. Its financial policies austerity, efficiency in managing working capital, excellence in managing risks and market research, as well as the continuity in investment maturity are also highlights of its success. In this respect, the following items are specially noteworthy:

  • Compliance with the requirements of the financial institutions with which Minerva Foods has its work relations;
  • Incentive and planning of initiatives that protect the seasonality business in obtaining raw materials, production goods or services caused by climate  variations;
  • Clear communication with all stakeholders, in this case specially with investors;
  • Focus on increasing exports;
  • Excellent management of related businesses.