2015 Sustainability Report > 2
This sustainability report covers our sustainability activities and performance between 2011 and 2015. It is updated periodically with new information as it becomes available. We encourage readers to check back frequently for updates. 2015 Sustainability Report > 3
Table of Contents
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01 About Our Company
CEO Statement
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I am proud to introduce Chicken of the Sea’s 2015 Sustainability Report, our annual accounting of our social and environmental impacts.
We continue to make excellent progress against our 2020 sustainability goals. This year, we hit our water reduction goal and continue to exceed our waste minimization goal, with almost half of our waste-per-can eliminated from the landfill. Our progress in reducing electricity and moderating our natural gas use is ongoing, as we seek out ways to maximize our manufacturing efficiency.
Similarly, we are ahead of schedule on our supply chain auditing program, meeting our 2020 goal to complete independent audits of 90 percent of our seafood procurement spend on a rolling three-year basis. Our decision to add coaching and support for suppliers undergoing the audit process is paying dividends, and we are seeing factories move to rapidly address any lapses that are found during the audit process. Even more importantly, the capacity building process is helping suppliers to develop management systems to prevent such lapses from occurring in the future.
Responsible seafood sourcing continues to be a key priority, and in 2015 we’ve worked closely with our parent company, Thai Union, to develop a comprehensive Tuna Roadmap. This Roadmap outlines aggressive goals for sustainable fishing practices and marine conservation that build on the work we’ve already done on our own and through collaboration with non- profit organizations like the International Seafood Sustainability Foundation (ISSF).
Although we believe our current sourcing practices and detailed roadmap for the future place us in a sustainability leadership role, we know that not everyone agrees. Greenpeace continues to campaign against us, advocating for practices that we believe miss the larger point and are not in line with other NGOs or scientific findings. As we seek to find common ground, we are unwavering in our position that sustainable sourcing decisions must be made on the basis of scientific evidence.
As I end my tenure as CEO of Chicken of the Sea and move to a new role as Executive Director of Thai Union, North America, I look forward to sharing lessons of our successes with other Thai Union companies so that we can continue to improve together.
Shue Wing Chan, Outgoing President/CEO 2015 Sustainability Report > About Our Company > CEO Statement 5
Chicken of the Sea International
As I take the helm as the new President and CEO of Chicken of the Sea, it has been fascinating to see all of the ways that sustainability is embedded into the company’s culture, decision-making processes and product portfolio. Executives and managers in every department integrate environmental and social considerations into the way that we do business—and we are stronger for it.
As I look ahead, I see three main priorities as we seek to implement our sustainability strategy. First, we need to do a better job of telling consumers our sustainability story. Sometimes we are so busy doing the work that we forget to tell our stakeholders about it. In 2016, you’ll see us increase our consumer engagement on sustainability through our website and social media platforms.
Second, we will be increasing our direct engagement with our customers, who are becoming more engaged on seafood sustainability criteria. We are ramping up communication through sustainability road shows and monthly webinars, and the results are already starting to pay off as we find ways to partner with key customers in promoting sustainable products and practices.
Finally, we must continue to engage our employees on sustainability. Each person, regardless of their job description, seniority or responsibilities should understand what sustainability means to Chicken of the Sea and how they can support our commitment to environmental and social responsibility through their individual actions.
It’s an exciting time for food companies to be working on sustainability goals, and I’m eager to lead that effort here at Chicken of the Sea. I look forward to sharing our ongoing progress with you as we move forward.
Valentin Ramirez, Incoming President/CEO Chicken of the Sea International 2015 Sustainability Report > About Our Company > About Chicken of the Sea 6
About Chicken of the Sea
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Chicken of the Sea’s history dates back a century, when Company Chicken of the Sea International fishermen referred to the white albacore tuna as “Chicken of the Sea” because the white color and very Headquarters 9330 Scranton Rd mild flavor reminded them of chicken. Since 1952, the San Diego, CA 92121 USA Chicken of the Sea brand and iconic Mermaid logo have been known worldwide. Website www.chickenofthesea.com
Consumers have come to know Chicken of the Sea as Phone 800-456-1511 synonymous with health, nutrition and convenience through the variety of seafood products (tuna, salmon Major San Diego, CA and Lyons, GA and specialty seafood) the company provides. Providing Locations consumers these three values—health, nutrition and convenience—are the company’s hallmarks and Products Tuna, Salmon, Clams, Crab, standards by which we ensure confidence among Mackerel, Oysters, Sardines, Shrimp, consumers. Kipper Snacks
In addition, we are a proud supplier to all segments of the foodservice industry, from schools and convenience stores to health care centers and restaurants.
Commitment to Sustainability Our Mission
At Chicken of the Sea, we pride ourselves on our long- Become America's Favorite Seafood Company standing commitment to operating a socially and environmentally responsible business. We realize that our sustainability obligations don’t end when the Our Shared Values seafood is caught, but extend all the way through the processing, packaging and delivery to our customers. Golden Rule: Respect for Ourselves and Each Other While our commitment to sustainability goes back Accountability: Own our Commitments and decades, it is only since 2011 that we have embarked Responsibilities on a comprehensive sustainability strategy, built around Team: Collaborate When Working Together four pillars: Results: Achieve our Individual and Team Goals
In our facilities, we're committed to measuring and reducing energy, waste and water usage - as Our Strategic Objectives well as promoting a healthy and safe workplace In engaging our employees, we're making sure Significantly improve Profit that sustainability expectations are clear and that Drive Operational Excellence across the individual workers are empowered to support our business corporate efforts Be the Innovation Leader in the seafood Our products are healthy, nutritious and an category important part of a balanced diet - and we are Diversify business to evolve current business increasingly looking at environmental impacts model across the product life cycle. From supporting Create a positive Culture that promotes responsible fishing practices to recycled-content excellence packaging materials, we constantly seek ways to Become the Brands of choice that consumers improve the products that we deliver. desire and trust Our suppliers are an essential part of the business. Even though we don't own and operate fishing boats, transport vehicles, or third-party processing and packing facilities, we promote environmental and social responsibility through our supply chain efforts. 2015 Sustainability Report > About Our Company > About Chicken of the Sea 7
Organizational Structure
Headquartered in San Diego, California, we source seafood products from all around the globe and package many of those products in our 200,000 square foot canning facility in Lyons, Georgia.
We are led by a team of industry veterans with more than 300 years of collective experience in the packaged seafood industry.
Part of a Larger Whole Learn More About Our Parent Company
Chicken of the Sea is a subsidiary of Thai Union Frozen Corporate Website Products, Public Co. Ltd., Thailand’s largest canned and Thai Union Sustainability Strategy frozen seafood producer and the world’s largest canned Sea Change Initiative tuna producer. It is also one of our largest suppliers of 2015 Sustainability Report fish and seafood. We are committed to supporting Thai Union's global sustainability strategy, called Sea Change. Sea Change is focused on three overarching objectives:
The seas are sustainable now and for future generations, through our work to improve fisheries; Our workers are safe, legally employed and empowered; The vessels we buy from are legal and operate responsibly.
Sea Change is an integrated plan of initiatives, designed to ensure Thai Union delivers against its own expanding sustainability objectives and, in the process, drive meaningful improvements across the entire global seafood industry. 2015 Sustainability Report > About Our Company > Sustainability Strategy 8
Sustainability Strategy
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Planning for Sustainability Our Definition of Sustainability Success In 2013, we reviewed and clarified our sustainability strategy. The goal of this exercise was to: Sustainable Operations Achieve annual progress against environmental Ensure that we understood the global and industry goals trends impacting our company now and into the Maintain good standing on labor and community future Clearly define what sustainability success means Sustainable Supply Chain to our operations, our employees and our Monitor and engage first-tier suppliers on products sustainability issues Create a sustainability action plan that was Align with industry best practices on sustainable meaningful to Chicken of the Sea, but also aligned sourcing with our parent company and its sustainability Support efforts to advance sustainability across efforts value chain Set ambitious, but attainable, sustainability goals Sustainable Products and Services in each of our key focus areas Maintain highest ratings on food safety and quality At the end of 2015, we brought that work to our parent Improve traceability company as Thai Union began the process of clarifying Good Governance its own sustainability strategy, called Sea Change. Dedicate sufficient resources to sustainability Through a series of meetings with the global planning and oversight sustainability team, we discussed setting ambitious Align with best practices on sustainability corporate-wide environmental and social goals for communications 2020, informed in part by the work that we have Engage stakeholders on current and emerging undertaken since 2012 and by the plans we have in the sustainability issues coming years.
Beginning in 2016, we will start mapping our sustainability initiatives against Sea Change's four pillars: safe and legal labor, marine conservation, responsible sourcing, and caring for our communities. We'll also include a more formal exploration of how our sustainability activities align with the UN Sustainable Development Goals.
2020 Goals
2012 - Focus Goal 2015 Area (against 2012 baseline) Progress Notes
Energy 20% reduction in 8.1% On schedule. We have a multi-year approach to energy electricity use (per reduction reduction, and new upgrades in 2015 are expected to save standard case) significant energy over the next few years.
Energy 20% reduction in natural 5.6% Behind schedule. Natural gas intensity rose in 2013 and 2014, gas use (per standard increase but new initiatives brought intensity back down to near-2012 case) levels in 2015.
Waste 30% reduction in landfill 47.8% Achieved ahead of schedule. waste (per standard case) reduction
Water 15% reduction in water 20.7% Achieved ahead of schedule. use (per standard case) reduction 2015 Sustainability Report > About Our Company > Sustainability Strategy 9
Health Maintain/reduce safety 48.3% On schedule. & incidents LTIFR Safety reduction
Supply Audit 90% of seafood 91% Achieved ahead of schedule. Chain procurement spend (on a audited 3-year rolling basis)
How We Make Decisions on Sustainability Issues 2015 Sustainability Report > About Our Company > Governance and Compliance 10
Governance and Compliance
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At Chicken of the Sea, our commitment to sustainability starts at the top. Our Chief Executive Officer is actively involved in developing and executing our sustainability strategy and our executive leadership team continues to drive environmental and social responsibility efforts throughout all areas of the company.
Since 2014 our Sustainability Leadership Committee, comprising senior executives including our CEO, VP Finance and IT, SVP Marketing, and VP Production and Process Improvement, meets on a regular basis to review progress against goals, refine strategy, ensure coordination and oversight, and coordinate our internal sustainability efforts with stakeholder engagement and communication.
Compliance Legal Complaints Against Chicken of the Sea*
We take our obligation to follow all Topic 2011 2012 2013 2014 2015 relevant laws and regulations seriously. In the adjacent chart, we Environment 0 0 0 0 1 have outlined our compliance record on a number of Labor & Workplace 0 0 0 0 1 sustainability-related issues. Health & Safety 0 0 0 0 0
Food Safety & Quality 0 1 0 0 0
Corporate Governance 0 0 0 0 0
Marketing & Advertising 0 1 1 0 1
* Information regarding the above listed legal complaints is outlined in the section below.
2011 No Legal Complaints Against Chicken of the Sea
2012 Food Safety & Quality - In May 2012, a lawsuit was filed against Chicken of the Sea International and several other seafood companies alleging violation of the California Proposition 65 warning requirement for lead in its Whole Oyster products. The Proposition states that businesses must notify customers about exposure to certain chemicals in the products they purchase. Chicken of the Sea admitted to no wrongdoing or liability, but agreed to a settlement in order to avoid litigation. The Company agreed to pay $97,133 in June 2014.
Marketing & Advertising - In 2012, three California counties filed suit against major canned tuna brands, including Chicken of the Sea, for mislabeling the amount of tuna contained in a can. The dispute centered around the FDA's 55-year-old pressed weight standard. Rather than litigate against an outdated standard, the companies settled for a collective $3.3 million and will continue their own efforts with the FDA towards establishing a more modern, consistent and reliable standard of measurement that can be easily understood and verified by consumers.
2013 Marketing & Advertising - In 2013, the Animal Legal Defense Fund (ALDF) filed a complaint against Chicken of the Sea with the Advertising Self-Regulatory Council. The complaint alleged, among other things, that we were improperly using the Dolphin-Safe label on our products. Based on previous findings by the FTC, which had ruled in 2012 on a similar case, we opted not to respond to the challenge and we stand behind our use of the label.
2014 No Legal Complaints Against Chicken of the Sea. 2015 Sustainability Report > About Our Company > Governance and Compliance 11
2015 Environment - In 2015, we discovered that we did not have a required permit to discharge to the municipal water treatment system. We are in the process of obtaining the appropriate permit, and we have paid a consent order of $30,000, which serves as a temporary permit allowing us to continue operations until we satisfy the action plan. We are currently in the process of renewing our LAS (Land Application System) permit and working on Corrective Action Plan to ensure our permits are up to date and our action plan is completed.
Labor & Workforce - In 2015, a class action lawsuit was filed against Chicken of the Sea, Chicken of the Sea Frozen Foods, and Thai Union Group alleging forced labor may have been used in the indirect supply chain to procure its seafood products. The court dismissed the original lawsuit on its own motion due to its dismissal of a nearly identical case earlier in the year. The plaintiff has appealed the dismissal.
Marketing & Advertising - In 2015, Chicken of the Sea along with other seafood producers, was named in a civil class action lawsuit. The plaintiffs are various retailers, grocery stores, and consumers that allegedly purchased packaged seafood products from these companies. The claims allege a conspiracy to fix, raise, maintain, and/or stabilize prices for these products in violation of various state, antitrust, consumer protection, deceptive trade practices, and unfair competition statutes. 2015 Sustainability Report > About Our Company > Stakeholder Engagement 12
Stakeholder Engagement
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At Chicken of the Sea, stakeholder engagement isn't a one-time event, but an ongoing process of dialogue. As expectations for food companies change, we are constantly reviewing and refining our business and marketing strategy.
A key element of our success is how well we understand what our stakeholders want and how well we communicate our message back to them.
Suppliers and Service Providers
Our supply chain begins on the boats that catch the fish and continues through processing, storage, transport and packing.
How do we communicate? We communicate with our suppliers in a variety of ways, from basic policies that set out our expectations to multi-day onsite visits to walk through their facilities and delve into their practices and capabilities.
What do they want from us? Our suppliers want our business at a fair price and with consistent expectations. They are usually open to our sustainability-related requests, but may need help along the way.
What do we want from them? We seek suppliers that understand their sustainability impacts and make authentic efforts to minimize those impacts across the entire product life cycle.
Community and Advocacy Groups
Responsibly-harvested seafood is a topic of great interest to a variety of advocacy groups. We are also actively involved in our local communities' social causes.
How do we communicate? We spend a significant amount of time understanding communities' and advocates' concerns and providing information about our policies and practices. That includes feedback through surveys, help lines and social media - but also in-person dialogue, financial support for community initiatives, and volunteer efforts from our employees.
What do they want from us? These stakeholders want to know that we've heard and understand their concerns and that we're doing what is within our power to find solutions that benefit all parties involved.
What do we want from them? We welcome thoughtful, constructive dialogue with our civil society counterparts and appreciate fruitful engagement. 2015 Sustainability Report > About Our Company > Stakeholder Engagement 13
Customers and Consumers
Our products are sold in nearly every class of trade from grocery stores, convenience stores and "big box" stores, to hospitals, restaurants and schools.
How do we communicate? Our sales team is highly engaged with our customers and host regular visits to our Georgia canning facility. We also participate in trade shows and other industry events, where we can interact with our peers and spot trends in packaged foods. Through our website, online newsletter, 24/7 hotline, Facebook page and Twitter feed, we are able to provide information on our company and our products.
What do they want from us? We see sustainability issues beginning to play a larger part in customers questions (and consumers to a lesser extent) and are planning our engagement efforts accordingly.
What do we want from them? We want Chicken of the Sea products to be recognized as a healthy, safe and responsible part of a weekly menu. 2015 Sustainability Report > About Our Company > Materiality Assessment 14
Materiality Assessment
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Sustainability is a complex and far-reaching concept and it has the potential to be overwhelming. In order to identify and prioritize our most important social, environmental and governance issues, in 2014 we undertook a materiality assessment to determine what matters most. Here's how it worked:
Step 1: Decide on the process We worked with an external sustainability strategy company to make sure that we structured our materiality process correctly and followed best practices like those outlined in the AccountAbility AA1000 Standards and the Global Reporting Initiative (GRI).
Step 2: Understand our stakeholders Next, we gathered information about our stakeholders. We looked at incoming inquiries from consumers to our social media pages and help line. We reviewed scorecards and questionnaires sent from our customers. We analyzed reports and regulations from advocacy groups, regulators, legislators and other governance bodies. We looked at what our competitors and suppliers were saying with regard to sustainability. We surveyed our employees to determine their sustainability priorities and suggestions.
Step 3: Identify and map stakeholder concerns We developed a long list of issues and mapped their frequency and consistency across different stakeholder groups. Using a mapping tool, we ranked each issue between -10 (not of interest to stakeholders) and +10 (of extremely high importance to stakeholders).
Step 4: Identify and map our business concerns Then we compared that same list of sustainability issues against our own analysis - filling in any items that were of great importance to us, but not necessarily to our stakeholders. Once we had a master list of sustainability concerns, we added a secondary ranking (again, between -10 and +10) to indicate each issue's importance to our business success.
Step 5: Review the results The resulting map gave us a compelling visual representation of what matters most to us and to our stakeholders. The map was reviewed and finalized by our Sustainability Steering Committee, which discussed how the map could influence our future activities and engagement.
Step 6: Communicate the results We're sharing the results of our materiality assessment below, beginning with the prioritization matrix and ending with a brief discussion of the high-priority issue that rose to the top of the list.
In preparing our 2015 sustainability report, we conducted a desk review of the materiality assessment that confirmed the materiality matrix below continues to be a robust representation of our most material issues. 2015 Sustainability Report > About Our Company > Materiality Assessment 15
Materiality Matrix
Food Safety Fish Stocks & Ocean Health
Supply Chain Sustainability
Community Involvement
Nutrition
Governance & Ethics
Energy & Climate s n o i s i c e d
d Water n a
s t
n Compliance e m s s e s s a
r e
d Employment Practices l o h e k
a Waste & Recycling t s
n o
e Occupational Health & Safety c n e u l f n I
Packaging Transportation & Logistics
Consumer Privacy
Significance of economic, social and environmental impacts for the organization 2015 Sustainability Report > About Our Company > Materiality Assessment 16
Prioritizing Material Issues
After completing the mapping exercise, we examined the results and decided to focus our efforts and our communications on three of the four quadrants above.
The most important set of issues landed in the top right quadrant, where issues are both highly important to our business success and very important to stakeholders. We manage these issues very closely and report on them in detail.
The top left quadrant includes issues highly important to stakeholders, but not necessarily relevant to our business success at this time. We closely monitor these issues and report on them on a regular basis.
The bottom right quadrant covers issues that are highly relevant to the success of our company, but are generally not high-priority concerns for our stakeholders. We manage these items carefully and provide summary information about our activities and progress in our sustainability communications.
Readers will notice that there are a few items in the bottom left quadrant. These items occasionally come up in discussion with stakeholders and are considered as part of our business strategy - however, they do not typically rise to the level of what we consider "highly material" topics for our sustainability strategy. We revisit this quadrant regularly, as it is often where emerging issues first appear. 2015 Sustainability Report > About Our Company > Materiality Assessment 17
Sustainability Issues Material to Us and Our Stakeholders
Sustainability Issue What It Means
Compliance Are we in compliance with local laws and regulations at all of our facilities? Are we well- prepared to deal with new government requirements as they come into force? If we are subject to fines, penalties, warnings, lawsuits or other enforcement mechanisms, do we take all appropriate steps to remedy the situation?
Community Are we seen as a positive influence in the communities in which we operate? Do we provide Involvement financial and in-kind support to worthy organizations? Can the community count on us to make responsible decisions?
Energy & Do we responsibly manage our energy use? Are we taking appropriate steps to reduce our Climate carbon footprint? Are we thinking ahead about our energy needs and the associated risks and opportunities that climate change may bring?
Fish Stocks & Do our suppliers use responsible fishing practices that will sustain our oceans and our business Ocean Health for the long-term? Are we contributing to scientific research to identify and implement sustainable fishing practices?
Food Safety Do our products meet all applicable food safety requirements? Is our workforce trained and regularly tested on food safety procedures? Do we maintain the highest marks on food safety certifications?
Governance & Do we have controls in place to prevent corruption, bribery and other governance problems? Ethics Are our people trained on ethical expectations and how to handle ethical ambiguity?
Nutrition Are our products healthy and nutritious? Do we offer products that meet specific dietary needs?
Supply Chain Are we looking beyond our direct operations to examine the full sustainability impact of our Sustainability products all the way through the supply chain? Are we using our purchasing power and influence to drive change through the industry?
Sustainability Issues Material to Us (but Not a High Priority for Stakeholders)
Sustainability Issue What It Means
Employment Do we have policies and practices in place to prevent discrimination and harassment? Do we Practices pay fair wages and offer robust benefits? Do employees receive performance reviews that help them achieve successful career trajectories within our company?
Occupational How do our safety statistics compare with our industry average, and are we continuing to Health & improve? Do employees receive appropriate training and equipment to support a safe Safety workplace?
Transportation Do we use third-party logistics providers with a commitment to sustainability? Have we & Logistics investigated opportunities to reduce our freight-related emissions?
Waste & Are we taking full advantage of opportunities to divert waste from landfill? Have we Recycling implemented programs to reduce waste generation upstream in our operations and supply chain? 2015 Sustainability Report > About Our Company > Materiality Assessment 18
Sustainability Issues Material to Our Stakeholders (but Not Critical for Us)
Sustainability Issue What It Means
Water Do we use water at a rate that is sustainable for our local aquifer? Do we have mechanisms in place to minimize water use during the canning process? How have we minimized our water effluent burden on municipal water and sewage systems? 2015 Sustainability Report > Environmental Performance > Environmental Management 19
02 Environmental Performance
Environmental Management
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At Chicken of the Sea, our commitment to environmental responsibility is visible at all levels of our organization.
Our Sustainability Steering Committee, made up of key members of our leadership team, meets regularly to review progress against goals and plot future activities Our canning facility has a weekly management review meeting that includes discussion on environmental issues We are actively involved in discussing sustainability issues with our parent company, including closer collaboration with our parent company in the coming years We participate in external initiatives like the International Sustainable Seafood Foundation (ISSF) to ensure that we are strategically implementing best practices throughout our value chain We work with an external sustainability consultancy to provide overarching guidance on our environmental initiatives, including data tracking, disclosure and sustainability communications
We have taken significant strides to ensure that we are monitoring our water, waste and energy usage within our operations and are actively working to lessen our environmental impact. Because our carbon footprint is significantly impacted by our transportation and logistics activities, we also focus on improving our distribution network to minimize the number of miles that our products need to travel to reach our end consumer. 2015 Sustainability Report > Environmental Performance > Energy and Climate 20
Energy and Climate
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Focus on Energy Efficiency
At Chicken of the Sea, one of our goals is to tackle energy efficiency within our buildings. By developing a comprehensive, long-term plan focusing on lighting and HVAC systems in our canning facility, our aim is to reduce electricity and natural gas use by 20 percent for each standard case of product packed by 2020 (against our 2012 baseline).
We are on track to meet our electricity goals with an 8.1 percent improvement in electricity per case of packaged product from 2012 to 2015. In 2015, our canning facility completed a LED lighting upgrade project that is expected to reduce our energy savings by more than 1.4 million kWh in the coming years. Additionally, we installed V-BLOX Power Factor Correction devices on our HVAC units in 2015, helping to reduce energy even more.
From 2012 to 2014, our natural gas use increased despite efforts to find production efficiency. We consulted with our parent company, hired an energy specialist and developed an action plan. At the end of the 2015, our natural gas use per case of packaged product was still 5.6 percent higher than our baseline in 2012, but significantly improved.
Our Energy Profile New Technology Set to Reduce Our
Units 2011 2012 2013 2014 2015 Energy Use by Nearly 4 Million kWh
Electricity MWH 12,649 13,590 15,242 15,751 15,685 The LED Lighting Project Natural Gas Therms 812,134 931,250 1,203,707 1,403,961 1,226,157 In 2015, we replaced 1,777 existing “high-bay”, Other fuel(s) MWH 428 111 95 57 121 florescent and incandescent light bulbs and fixtures with 1,474 LED bulbs and fixtures, helping reduce the lighting energy use by approximately 70%. We expect to see annual lighting energy savings of approximately 1,499,900 kWh.
V-BLOX for HVAC Efficiency In 2015, we installed V-BLOX Power Factor Correction devices on our HVAC units. V-BLOX help optimize power use to HVAC units by automatically monitoring and adapting to changing loads on electric circuits, improving efficiency. We estimate annual savings of 1,126,609 kWh in 2016 from the V-BLOX technology. 2015 Sustainability Report > Environmental Performance > Energy and Climate 21
Our Carbon Footprint
Across our operations and our supply chain, we were responsible for the emission of 22,701 metric tons of greenhouse gases - including emissions from our facilities, employee commuting and business travel. While we have the greatest control over our direct operations, we are also broadly considering opportunities for carbon reduction across the supply chain.
Carbon sources we track include: Electricity Natural Gas LPG and Propane Refrigerant Gas Landfill, Composted and Recycled Waste Employee Commuting Business Travel
To learn more about our transportation impacts, visit the Transportation and Logistics section of this report.
Key Carbon Drivers 2015 Our Emissions Profile
1% Category Unit 2012 2013 2014 2015 8% Business tCO2 326 328 464 285 Travel
Commuting tCO2 1,609 1,734 1,616 1,724
Facility tCO2 16,992 16,977 22,521 20,692
Total tCO2 18,927 19,039 24,061 22,701
91%
Business Travel Commuting Facility
Carbon Footprint
6.7k 7.5k Scope 1 (Direct Emissions) 6.4k 5.8k
9.8k 9.8k Scope 2 (Indirect Emissions) 9.5k 8.5k
6.2k 6.8k Scope 3 (Supply Chain Emissions) 3.1k 4.7k
0k 1k 2k 3k 4k 5k 6k 7k 8k 9k 10k 11k CO2-e (Thousand Metric Tons)
2012 2013 2014 2015 2015 Sustainability Report > Environmental Performance > Water 22
Water
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A food processing and packaging facility uses water in a number of ways and we are constantly looking for ways to reduce the amount of fresh water that we draw from the local municipal system. At the end of 2012, our canning facility installed seven new thaw chambers to help save on our in-process water usage, which was just one of many ways we sought to increase water conservation. Another effort, brought forth through employee awareness, was to start monitoring our wash down hoses to prevent waste water when not in use. By the end of 2015, we met and exceeded our 2020 goal for water efficiency, reducing water per case of packaged product by 20.7 percent.
Where Water is Used in Tuna Processing Water Consumption at the Lyons, GA Facility M
150M 6 M M 3 M 7 M 7 Location Description 1 4 2 2 2 2 1 2 1 1 1 Thaw Room Water is used to thaw frozen loins so that they can be processed into 100M individual cans of tuna
Retort Cooling Water is chlorinated for safety and put into the retort vessels where it 50M cools the cans
Cleaning Cleaning practices include washing
down the equipment, floors and 0M walls of the canning facility Million Gallons of Water
Administrative Water used in kitchens and 2011 2012 2013 2014 2015 bathrooms is a tiny fraction of overall water use
Responsible Waste Water Management
We have an onsite water treatment facility which captures water from the thaw room, retort cooling and cleaning activities. The treatment facility separates solids and treats the water, which is then pumped to holding ponds. Water from our administrative activities is collected separately and sent to the local municipal waste water treatment facility.
Chicken of the Sea uses and discharges a significant amount of water at its canning facility in Lyons, Georgia. To ease the burden on the local county’s Holding Pond municipal waste water treatment facilities, we have developed our own, onsite waste water treatment process. By treating the water directly on our property, we are able to treat 340,000 gallons of water a day and use a Land Application System (LAS) to grow more than 130 acres of hayfields in the process.
The waste water, which originates in our canning facility, is drained into lift stations in the back of the facility. The waste water then undergoes pretreatment via a Dissolved Air Floatation Unit (DAF) that reduces the amount of oils and fats to within permitted levels.
The removed ingredients come out in the form of sludge, which is then removed by an animal food and byproduct company that picks it up and renders usable products from it. 2015 Sustainability Report > Environmental Performance > Water 23
After pretreatment, the waste water is pumped to a holding pond at the farm where it is aerated to reduce the nitrogen and Biological Oxygen Demand (BOD). The waste water is sprayed on the land at a slow rate allowing complete infiltration of the soil. A high level of treatment is achieved as wastewater percolates through the soil and biological systems. Wastewater is utilized by plants and acted upon by soil organisms.
Overall, 130 acres of hayfields are thriving through our highly efficient LAS system that is able to transform waste water into a viable resource.
Production Facility Permits
In 2016, our primary production site was granted an extended period to obtain a waste water pre-treatment permit in conjunction with the terms of a consent decree from the state Environmental Protection Division. We are in the process of obtaining the appropriate permit, and we have paid a consent order of $30,000, which serves as a temporary permit allowing us to continue operations until we satisfy the action plan.
We are currently in the process of renewing our LAS (Land Application System) permit and working on Corrective Action Plan to ensure our permits are up to date and our action plan is completed. 2015 Sustainability Report > Environmental Performance > Waste and Recycling 24
Waste and Recycling
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Despite increasing our production over the last few years, our landfill waste has steadily decreased. We Chicken of the Sea Wins have worked diligently to identify new recycling Environmental Leader Award vendors, improve recycling stations and signage, and train employees on proper waste reduction techniques. In 2015, Chicken of the Sea's Comprehensive Waste Reduction Initiative was named a Project of We set a goal in 2012 to reduce waste per standard the Year by Environmental Leader. Each year, case of product by 30 percent by 2020. Just two years, Environmental Leader recognizes top projects and in, we dramatically exceeded that goal with a total 50.5 products that provide companies with percent reduction in landfill waste per case of packaged environmental benefits. Our waste reduction product. By the end of 2015, we were still holding initiative sought to divert waste from the landfill by steady and expect to keep the same waste rate into the increasing our recycling and prioritizing waste coming year. elimination. One of the highlights of our initiative is having a daily walk-through of the facilities. By doing so, we are able to make sure waste is being properly sorted. Read more about the project on the Environmental Leader website.
Units 2011 2012 2013 2014 2015 Waste Profile
Composted Metric 45 958 1,151 0 0 Waste tons Composted (metric 1.2k Recycled Metric 4,117 1,639 3,179 3,371 2,710 tons) 958 45 Waste tons
Landfilled Metric 1,171 1,225 1,038 751 872 2.7k Recycled (metric 3.4k Waste tons 3.2k tons) 1.6k 4.1k Diversion Percent 78% 68% 81% 82% 76% from Landfill 872 Landfilled (metric 751 1.0k tons) 1.2k 1.2k
0k 1k 2k 3k 4k 5k
2011 2012 2013 2014 2015 2015 Sustainability Report > Environmental Performance > Transportation and Logistics 25
Transportation and Logistics
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At Chicken of the Sea, a majority of our carbon footprint comes from freight transportation. It is important that we work to find a broad spectrum of ways to decrease our transportation miles and emissions. Below are some of the approaches that we are implementing to try and reduce our carbon footprint:
Network Optimization: We are working to enhance our data systems related to freight, transportation and logistics. Better analysis will help us identify where there are inefficiencies in our transportation systems and maximize our loads coming in and out of facilities.
Replenish Order Efficiency: We get the best efficiency by shipping full loads into and out of our facilities. We are constantly looking for ways to ensure that empty space gets filled - either by our products or by co- shipping with other businesses.
Direct Customer Shipments/Pick Ups: We ask customers to take Direct Door deliveries from our factories and/or Lyons Georgia pickup. This reduces our transportation costs and incentivizes our customers to focus on efficiency for their own bottom line.
Shifts in Shipping Emissions
Tuna are found around the world, and even individual schools of tuna can travel great distances as they search for food in vast oceans. Our business requires that we go where the fish are, and sometimes that means relying on catches made in distant locations. We have little control over this area of our carbon footprint and so we focus our efforts primarily on optimizing our ground transit. This is an area that will require additional collaboration with our supply chain. 2015 Sustainability Report > Environmental Performance > Packaging 26
Packaging
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Product packaging is a complicated topic and one we continue to evaluate. In 2012, we conducted a life cycle assessment to compare the environmental impacts of three different kinds of product packaging. The adjacent table summarizes some of our findings, which are consistent with other research findings in the packaging industry.
Type of Packaging Impact Best Choice When...
Coated While steel cans are usually recyclable, they are heavier and ...purchasing small sizes Steel Cans require more energy to transport. Similarly, the rigid form of the circular cans leave unused space on pallets, which reduce overall shipping efficiencies.
Plastic Plastic pouches are made from non-renewable petrochemicals ...purchasing medium and large Pouches and usually cannot be recycled. However, they are the lightest packages, which contain and most flexible type of packaging, greatly reducing the multiple servings of product, transportation impacts of the product. including food service sizes
Plastic Plastic cups rely on petrochemicals and have the disadvantage ...purchasing smaller sizes and Cups of rigid forms that restrict shipping efficiency. However, they are when convenience is at a sometimes recyclable depending on available facilities, and they premium are lighter than metal cans. 2015 Sustainability Report > Social Performance > Workplace Practices 27
03 Social Performance
Workplace Practices
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We are committed to creating a workplace where employees are safe, healthy and engaged. Through excellent compensation and benefits, team-building exercises and ongoing opportunities to get involved in local community events, we believe that Chicken of the Sea is a great place to work.
Benefits and Compensation
Our compensation rates are on par with our industry, and our entry-level workers at our Georgia canning facility receive wages far above the state and federal minimum wage requirements.
We believe that our commitment to our employees goes beyond just a paycheck and we are proud to provide the following benefits:
Medical Dental Vision Life Insurance AD&D Long Term Disability Personal Accident Insurance Universal Life Insurance Business Travel Accident Insurance Team members reviewing safety 401(k) protocols 529 College Savings Plan Tuition Assistance Employee Assistance Program (available to full- and part-time employees)
Employment by Location
2011 2012 2013 2014 2015
Total employees 315 307 299 302 331
Women in the Workforce 42% 40% 43% 42% 49%
Minority Representation 61% 56% 62% 62% 65% 2015 Sustainability Report > Social Performance > Employee Engagement 28
Employee Engagement
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Sustainability and Human Resources: A Natural Fit
As part of our commitment to drive sustainability into every area of our operations, we ensure that the human aspect of social and environmental responsibility doesn't get overlooked. Our goal is to develop and implement initiatives to tie sustainability expectations into our human resources policies and practices. These efforts are directed in two main areas:
Integrating sustainability into the employee Integrating sustainability into job descriptions handbook As sustainability takes root in different areas of the The Chicken of the Sea Employee Handbook sets out company, we’ve also moved to officially recognize key rules, regulations and expectations that both social and environmental skills and tasks within job management and staff are expected to abide by while descriptions. By more thoughtfully identifying and employed by the company. We have recently updated integrating sustainability expectations into job the handbook to reflect our most current workplace and descriptions, we can more effectively train, mentor and sustainability expectations, making it a document that is develop employees' skills in these areas. easily read and understood by all employees, regardless of location and position.
Engaging Employees in Sustainability
In order to best serve our employees, we find it helpful to ensure that we know what their thoughts, goals and concerns are related to our company’s social and environmental efforts. With this concept in mind, we conducted our third annual employee survey regarding internal sustainability issues in the spring of 2016, asking employees about their activities in 2015 and opinions about future sustainability initiatives.
The results continue to confirm earlier findings: employees value our sustainability efforts so far, and the vast majority of employees believe that we should continue to improve and expand our efforts into the future. 2015 Sustainability Report > Social Performance > Employee Engagement 29
Percent of Employees that Agree:
88 I consider myself an environmentally 93 91 91 conscious person 91
91 I make environmentally conscious decisions 88 92 87 at work 87
88 I consider my organization to be 81 86 82 environmentally-friendly 71
It is worthwhile for my organization to 88 88 88 investigate ways to be more environmentally 88 responsible 89
0 10 20 30 40 50 60 70 80 90 100
2011 2012 2013 2014 2015
Our employees agree that engaging in sustainability initiatives will help attract and attain high-level employees. Not only do nearly 76 percent of our employees agree that environmental management practices attract top talent, but approximately 94 percent also agree that those management practices will be beneficial for future customers.
Percent of Employees Who Agree that Sustainability:
82 Will instill a sense of pride in existing 87 80 83 employees 81
76 76 70 Will help us to attract high quality employees 67 64
94 96 87 Will be helpful to our future customers 87 93
91 93 83 Is important to our current customers 87 81
0 10 20 30 40 50 60 70 80 90 100 110
2011 2012 2013 2014 2015
Looking to the future, employees were also eager to provide input on our upcoming activities and priorities.
I Think That My Organization Should Focus its Environmental Improvements On:
Waste/Recycling 45 Product Innovation 39 Employee Awareness/Communications 34 Paper Use 32 Energy Use 29 Customer Awareness/Communication 26 Community/Telecommunting 24 Freight/Transportation 14 Business Travel 11 Other 9 We don't need environmental improvements 3
0 10 20 30 40 50 60 2015 Sustainability Report > Social Performance > Health and Safety 30
Health and Safety
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We are committed to providing a safe and healthy place to work. We have safety policies for employees as well as visitors, focused on injury and accident prevention. On the packing floor, we emphasize proper training for specific equipment and have daily meetings to reinforce awareness of safety hazards. We've also developed a system that ensures the proper shut off of machines before and during maintenance.
Our safety record is among the best in our industry and we continue to find ways to promote a culture of safety throughout our operations.
Safety Record
2011 2012 2013 2014 2015
Fatalities 0 0 0 0 0
Lost Days 420 147 204 86 33
Lost Time Injury Frequency Rate (LTIFR) .56 1.2 0.68 0.48 0.62
Georgia Safety Incident Rate: Chicken of the Sea 2.5 4.2 2.5 1.5 3.3
Georgia Safety Incident Rate: Industry Average 8.6 5.4 5.4 4.4 5.4
Lost Days Lost Time Injury Frequency Incident Rate Rate (LTIFR) 500 6 420 1.5 4.2 4 3.3 204 1.2 2.5 2.5 250 1 147 0.68 1.5 0.56 0.62 2 86 0.48 33 0.5 0 0 2011 2012 2013 2014 2015 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Lost Days Incident Rate LTIFR
Note: In 2015, reporting requirements changed to include both employees and contractors. The increase in our 2015 health and safety statistics for Incident Rates reflects this change in calculation methodology and so cannot directly be compared with previous years. 2015 Sustainability Report > Social Performance > Health and Safety 31
Case Study: Worker Safety Award from the State of Georgia
In 2013 and 2014, Chicken of the Sea’s Georgia canning facility was recognized with the Georgia Department of Labor’s Award of Excellence and the Safe Workforce Development Award. These awards are some of the highest level of recognition given by the state and awards outstanding safety performance. The judging panel is comprised of fifteen health and safety officers who evaluate a panel of anonymous companies and judge them on a variety of criteria.
It has been a very exciting journey to obtain this high honor, having A line leader trains her team increased our safety team alongside our company’s staff and member on the proper operation of production growth over the past few years. Although we only started the seamer equipment our safety team in 2009, Chicken of the Sea employees have achieved tangible safety results. Some of the most recognizable programs have been the ‘Count-Up to Safety Chart’ that was placed in employee entrances, the ‘Safety Buddy Program’ and a recognition program for employees who promote safety within the workplace.
As a team we are always looking to improve and we will continue to be vigilant and forward-thinking when it comes to maintaining the highest safety standards for our employees.
In 2015, we opted not to submit an application for consideration as our performance continues to be excellent. Instead,we focused on additional training for Environment, Health & Safety staff, more engagement with workers on the production floor and a renewed focus on building a culture of safety. 2015 Sustainability Report > Social Performance > Community Involvement 32
Community Involvement
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Chicken of the Sea participates in community affairs by encouraging employees to be involved in local charities and committees, providing donations to schools, clubs and charities and sponsoring many local events and festivals that attract many people to the area.
Local Engagement Regional Engagement
We spend time and funds each year giving back to the Chicken of the Sea is an active supporter of the United local, regional and national community through Way, an organization that touches the lives of one supporting clubs and organizations. In 2015, we person in five in the tri-county area. Our supported Boys and Girls Clubs, Boy Scout and Girl employees serve on the United Way of Toombs, Scout troops, Paul Anderson Youth Home, senior Montgomery, and Wheeler Counties board, volunteer, citizens organizations, local food banks, and Special and participate in fundraising efforts. We encourage all Olympics. Through collaborative efforts with our employees to donate via auto-payroll deductions and employees, we donated books to young children and give generous donations of money and time to this supported our local schools. We also volunteer our time worthy cause. In 2015, we also assisted The Sunshine and aid through sponsorships at a number of major House Regional Children's Advocacy Center and the local events such as SOAPS (Sweet Onion Animal Lyons Cancer Center, a new facility that eases the Protection Society) Spay-ghetti Dinner, Lyons Soap Box burden for patients and their support systems by Derby, Lyons Real Squeal and the Vidalia Onion providing cancer treatments close to home. Between Festival. local and regional sponsorships and direct donations, we gave more than $25,000 to causes and organizations in our community that encourage health, education, and quality of life.
National Engagement
We pride ourselves in championing our youth and we are avid supporters of the Boys and Girls Clubs on a local and national level. One of our executives also served on the board of directors of the Boys and Girls Club of Greater San Diego in 2015. On top of that, we believe in fighting hunger in America. We have been long-time contributors to Feeding America along with numerous regional charities. 2015 Sustainability Report > Social Performance > Community Involvement 33
The Mermaid Legacy Fund
We established the Mermaid Legacy Fund in 2015 to formalize our commitment to giving back, after the completion of our successful 100 Years of Good campaign marking our 2014 centennial. The Mermaid Legacy Fund fund continues the pay-it-forward spirit that has guided Chicken of the Sea since the company's founding. The fund is a corporate initiative that allows the company to donate money, volunteer hours and other resources to a select number of nonprofit organizations in its hometown of San Diego and beyond on a longer term, partnership basis.
In 2015, The Mermaid Legacy Fund distributed more than $55,000 to organizations that include the Juvenile Diabetes Research Foundation, The Boys and Girls Clubs of San Diego, local food banks, feeding the homeless initiatives, and a number of other regional charity organizations. 2015 Sustainability Report > Social Performance > Community Involvement 34
100 Years of Good
In 2014, Chicken of the Sea celebrated its 100th anniversary; in honor of the anniversary, we wanted to give back to the community in even more ways than before. We embarked on a 56 city cross-country tour of America looking to pay it forward and meet our valued customers along the way.
As a part of our 100 Years of Good campaign, we decided to create the Great American Gratitude Award. The recipients of this award represent more than 100 non-profits and individuals from across the country who give back to their communities and exhibit the pay it forward spirit. Chicken of the Sea donated over $1,000,000 to individuals and non-profits alike through the Great American Gratitude Awards.
100 Years of Good 100 Years of Good
https://www.youtube.com/watch?v=fgItjp_08Js https://www.youtube.com/watch?v=Cet8M81_we0 2015 Sustainability Report > Product Responsibility > Product Responsibility and Labeling 35
04 Product Responsibility
Product Responsibility and Labeling
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Marketing and Communications 2011 2012 2013 2014 2015
Seafood is rich in protein, vitamins and minerals—and is Mermaid 185,000 231,000 187,000 199,370 217,251 Club a key part of a healthy, balanced diet. We are Members committed to helping consumers make smart choices about the food they eat and we make a variety of Facebook 110,000 125,000 163,654 178,752 198,600 information available through our website, product Fans packaging, email newsletter and other social media Twitter 6,000 6,000 6,055 6,809 7,080 sites. Followers
We are in compliance with advertising laws and Calls to 11,500 2,600 9,064 8,849 5,792 regulations and take pride in our responsive Customer engagement with consumers across a wide variety of Service media platforms. Hotline
Learn More About the Products We Sell Dolphin-Safe Tuna
We take great pride in sourcing seafood with a high We implemented “The Mermaid Cares” dolphin- level of integrity. The care we bring to our practices safe policy in April 1990 and this program placed us not only contributes to long-term sustainability, it among the industry’s leaders in preventing puts only the best seafood on your family's table. accidental dolphin mortality. All tuna purchased, Visit our Know Your Seafood website, where you processed and sold by Chicken of the Sea is can select a type of seafood and learn more dolphin-safe. There is no flexibility in our policy. All about how it is sourced, processed, packaged and the suppliers of our tuna and all suppliers of distributed. finished goods must be 100 percent dolphin-safe. None of the tuna we purchase is caught in association with dolphins.
Case Study: How Much Tuna Is in a Can?
Currently, the Food and Drug Administration (FDA) requires that canned tuna companies use the "press weight" standard to measure the fill of container, which is an antiquated and unreliable method for measuring the amount of food in a can. In the early 1990s, major canned tuna companies Chicken of the Sea, Starkist and Bumble Bee, requested that the FDA change the fill of container requirements to a "drain weight" model, which is more aligned with how most other liquid containing products are measured. At that time, the FDA did not approve the request.
In 2010, the District Attorneys for counties in California filed a lawsuit against Chicken of the Sea, Starkist and Bumble Bee, alleging that products they tested did not meet the mandatory press weight requirements. The companies cooperated with the investigation and settled with the state. This incident highlighted the need to change the Standard of Identity for Canned Tuna and initiated another application to the FDA to change the label requirements to drain weight. 2015 Sustainability Report > Product Responsibility > Product Responsibility and Labeling 36
Once again, through the National Fisheries Institute (NFI), Chicken of the Sea, along with Starkist and Bumble Bee, are requesting the FDA change the current Standard of Identity for Canned Tuna from a press weight requirement to a drain weight requirement.
This time, the FDA issued a Temporary Marketing Permit, which allows all three companies to test the drain weight standard in the market place and receive consumer feedback to confirm that the change is appropriate. The Drain Weight Temporary Marketing Permit was allowed for up to 15 months as the Industry collected data of the impact on consumers. Within the 15 month time frame, the Industry was granted an extension of the permit. Along with that extension, the Industry formally requested the FDA change the Standard of Identity from a press weight requirement to a drain weight requirement.
This extension allows the industry to continue using the Drain Weight Temporary Marketing Permit until the FDA makes a final ruling regarding changes to the Standard of Identity. 2015 Sustainability Report > Product Responsibility > Food Safety and Quality 37
Food Safety and Quality
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At Chicken of the Sea, we always put food safety first. Our food safety systems are the best in the industry, aligned with global standards and best practices including:
Hazard Analysis Critical Control Points (HACCP)
HACCP procedures are a food safety system designed to protect customers from food borne illness and ensure food safety. We were the first shelf stable seafood brand in the U.S. to implement the HACCP system. HACCP is now a FDA requirement for all seafood companies (foreign and domestic).
HACCP is a comprehensive food safety system that covers all aspects of the production process, from receipt of the fish from the boats to the finished product. Every incoming lot of fish is evaluated for safety before being approved for use in food. HACCP also ensures that the fish is handled correctly to ensure it continues to meet food safety requirements during the entire production process.
Good Manufacturing Practice (GMP)
GMP guidelines provide guidance for production, testing, and quality assurance in order to ensure that a food product is safe for human consumption. GMP requirements apply to all food manufacturers, foreign and domestic. GMP for food products are regulated and overseen by the U.S. FDA.
GMPs are FDA requirements to ensure that the production equipment, procedures and employees meet all food safety and quality requirements. COSI suppliers are inspected by state and/or federal employees to ensure that GMPs are implemented and correctly followed.
British Retail Consortium (BRC)
The BRC Food Safety System is a leading safety and quality certification program that provides standardized quality, safety and operational criteria. Chicken of the Sea has maintained BRC certification since first implementing the BRC Food Safety System in 2010.
BRC Global Standards is a leading safety and quality certification program, used by over 20,000 certified suppliers in 90 countries, with certification issued through a worldwide network of accredited Certification Bodies. The Standards guarantee the standardization of quality, safety and operational criteria and ensure that manufacturers fulfill their legal obligations and provide protection for the end consumer.
The BRC Audit is a third party audit that is required by our key customers, and it’s also a way for us to learn from the expertise of those across the food industry.
BRC requires an annual inspection of the facility which covers all aspects of the plant operations, from production and storage to food safety and quality systems to employee training. Chicken of the Sea is currently rated an "A" by BRC. 2015 Sustainability Report > Product Responsibility > Food Safety and Quality 38
FDA Food Safety Modernization Act (FSMA)
FSMA, signed into law by President Obama on Jan. 4, 2011 enables FDA and food manufacturers to better protect public health by strengthening the food safety system. The law shifts focus on preventing food safety problems rather than relying primarily on reacting to problems after they occur.
Many parts of FSMA were already standard practices of the seafood industry, such as the focus on preventative controls through a HACCP based system.
Another aspect of FSMA, are requirements for a foreign supplier verification program. This program is intended to ensure that importers of food into the United States appropriately monitor the supplier and the food for food safety and quality. The foreign supplier verification program is still pending implementation by FDA, however Chicken of the Sea has already established and implemented procedures to meet these requirements. 2015 Sustainability Report > Product Responsibility > Food Safety and Quality 39
Focus On Next Generation Food Safety
We are also working with our industry partners, through the National Fisheries Institute (NFI) and the Grocery Manufacturers Association (GMA), to develop the next generation of food safety practices. Current research projects undertaken with university partners include topics such as refrigeration practices, foodborne pathogens and food safety systems. Our active participation in and funding for these projects is an essential component of their success, and we look forward to continuing our involvement in the years to come.
Recalls
While we have robust systems in place to keep our food safe and delicious, we also have systems in place to address food safety concerns once products leave our facilities. Our recall system is based on several components that work together to protect consumers in the event of a food safety incident.
Traceability: We have the ability to trace every can of tuna back to the ship and ocean region in which it was caught, and forward all the way to the customer destination. This allows us to quickly identify and segregate affected products, leading to faster and more accurate recalls. Recall drills: Four times a year, our Quality Control team conducts a recall drill to test our system and ensure that we can effectively trace products throughout each stage of the supply chain. During these drills, we use real-life scenarios to test our assumptions and ensure that we are well-prepared to respond when food safety issues arise. Coordination with suppliers: Our suppliers and packaging partners abide by compatible traceability and food safety standards, so that our recall system functions across the entire supply chain. When a problem hits just one area of the supply chain, we can quickly pinpoint and address it appropriately.
# of Year Recalls Details
2011 1 We issued a voluntary recall of 5 production days of product labeled as clams but actually contained shrimp, an FDA recognized allergen. The product was produced by a contract manufacturer. We coordinated our efforts with the FDA and key customers, and there were no reported illnesses associated with the recall.
2012 1 We issued a voluntary recall of an estimated 42,000 cases of canned solid white albacore tuna in water produced in our Lyons, Georgia plant. The product was recalled because soy, an FDA recognized allergen, was not listed on the product label. We coordinated our efforts with the FDA and key customers, and there were no reported illnesses associated with the recall.
2013 1 We issued a voluntary recall of two production dates of canned tuna due to concerns over the tightness of the double seam. The product was produced by a contract manufacturer. We coordinated our efforts with the FDA and key customers, and there were no reported illnesses associated with the recall.
2014 0 We did not have any recalls.
2015 1 We issued a voluntary recall of 100 cases of Chicken of the Sea Chunk Light Tuna in Water 12oz. produced at our Georgia canning facility. We coordinated our efforts with the FDA and key customers, and there were no reported illnesses associated with the recall. 2015 Sustainability Report > Product Responsibility > Food Safety and Quality 40
Focus On Food Quality
It is the policy of Chicken of the Sea International (COSI) to assure compliance with regulatory, internal company and industry standards for Product Safety and Quality for all products manufactured and distributed by COSI.
This policy is supported through training programs at the plant and corporate level, such as sensory training for quality evaluations, thermal process training to ensure all products are cooked properly and labeling training to ensure all products meet FDA labeling regulations.
Furthermore, suppliers are inspected by trained company auditors that review the food safety and quality procedures. Samples of products from all suppliers are routinely evaluated by corporate quality assurance personnel. 2015 Sustainability Report > Product Responsibility > Nutrition and Health 41
Nutrition and Health
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We follow strict FDA regulations for food labeling and provide clear information to consumers on the dietary impact of our products. Fortunately, our seafood products are high in protein, rich in Omega-3’s and low in fat that promote heart health.
In addition, we offer low-sodium and very-low-sodium options for those consumers worried about their salt intake. We have made it a priority to reduce our sodium levels in all of our albacore tuna products by 50 percent. On top of that, we offer our traditional, highly nutritious tuna products with a very-low-sodium tuna product that has no vegetable broth added and is only 35mg of sodium per serving. The majority of our products are gluten free and Kosher approved. We offer consumers healthy meal options by providing hundreds of recipes on our site that are healthy, nutritious and convenient. 2015 Sustainability Report > Supply Chain > Supply Chain Sustainability 42
05 Supply Chain
Supply Chain Sustainability
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It is Chicken of the Sea's goal to not only improve our own internal processes but to also improve the impacts made by our suppliers. Through our Supplier Code of Conduct, Supplier Survey and third-party auditing of our key suppliers, we are working to reduce our supply chain's social and environmental impacts to help produce more responsible goods for our customers. We take a comprehensive approach to managing our supply chain's sustainability impacts, with a focus on:
Policies which clearly outline our expectations Programs such as training, engagement and collaboration Performance including self-assessments, third-party audits and corrective action reports
Supplier Code of Conduct Preventing Slavery and Human Trafficking in Our Supply Chain We are committed to pushing environmental and social responsibility back through the supply chain. To do that, The California Transparency in Supply Chains Act we are focusing first on setting clear expectations with requires certain companies in California to publicly suppliers and backing that up with systems to identify disclose their efforts to eradicate slavery and and remediate concerns. Our Supplier Code of Conduct human trafficking from their direct supply chain for explicitly lays out our expectations on social and goods offered for sale. We are committed to environmental issues for suppliers. The Code, which working closely with our suppliers and others in the applies to all of our first-tier suppliers, covers topics industry to help raise awareness and also take including: wages and overtime, working conditions, appropriate steps to eradicate slavery and human health and safety, environmental responsibility, trafficking. We are constantly seeking to improve emergency preparedness and response, and ethics and our sourcing practices and are currently privacy. Read our Supplier Code of Conduct. undertaking major sustainability projects with independent consultants and experts in order to improve the entire product supply chain and reduce our overall impact on the environment and society.
Supplier Sustainability Engagement Pays Off
In 2013, we sold 615,000 feet of obsolete shrink film to a former supplier. They got a great deal on a product they could use, and we were able to avoid paying for waste disposal fees. 2015 Sustainability Report > Supply Chain > Supply Chain Sustainability 43
Supplier Survey
We realized that we needed to get a better understanding of how our suppliers currently approach environmental, social and governance issues, so in 2012 we created our first-ever supplier sustainability survey. The survey was sent out to our Tier One Suppliers and asked questions about energy, waste and water management, health and safety, disclosure and workforce profile.
In 2015, we sent out the survey to our Tier One suppliers again. We received a 50 percent response rate, similar to our 2012 response rate. Half of the responses were from suppliers who took the survey in both 2012 and 2015 and half took the survey for the first time. Because of this, it is difficult for us to make assertions on broad trends. However, because the data was very similar in each survey, despite being from different suppliers, we are now more confident that the results are accurate and can better confirm what our suppliers see as their major sustainability challenges and opportunities. For example:
Energy and Emissions: In 2015, 60 percent of our suppliers reported tracking their energy consumption, while less than half of them have green house gas (GHG) emission reduction goals, a slight reduction in both areas from 2012.
Air and Water: The 2015 survey mirrored 2012 data, confirming that across the board, approximately 2/3 of the suppliers test for hazardous air pollutants. In addition, roughly 75 percent of suppliers have programs in place to reduce and reuse water.
Waste: The 2015 survey showed a slightly higher use of external waste contractors (90 percent in 2015, versus 80 percent in 2012), but fewer still (34 percent in 2015 versus 55 percent in 2012) conduct regular audits of those contractors
Audits: In both the 2012 and 2015 survey, 80 percent of our suppliers report conducting regular environmental management audits of their facilities. Of those suppliers who participate in regular audits, 85 percent of them are engaged in environmental remediation as a result of audits.
We plan to issue this survey every three years, and the next one will be completed in 2018.
Excerpted Results from Our 2015 Supplier Survey
Does the facility have goals and targets to reduce GHG emissions or is the facility 6 considered a low-emissions facility (small 20 office space or similar)?
Do you have programs and/or procedures to reduce water use or reuse/recycle water, or 3 is your water usage only related to human 23 activity (drinking water, restrooms, etc.)? Are corrective actions identified by the environment, labor, health and safety audits 1 tracked to closure, or is your facility not required to be audited due to low risk 22 business activities (i.e. office environments)?
Yes No 2015 Sustainability Report > Supply Chain > Supply Chain Sustainability 44
Change over time in selected categories Spotlight on Thailand 8 5 8
100 5 8 2 7 7 In June 2014, Thailand was moved to "Tier III" status 0 5 4 on the US State Department's Trafficking in Persons
50 3 (TIP) Report, reflecting the country's lack of 0 progress on human rights in both industry and the Percent change Percent change Percent change global sex trade. Our parent company, Thai Union, in the number of in the number of in the number of is headquartered in Thailand and is at the forefront supplier facilities suppliers with suppliers that that have goals programs take corrective of efforts to improve the situation in Thailand by and targets to and/or actions advocating for better government action and reduce GHG procedures to identified by the oversight and by implementing best practices emissions reduce water environment, within its considerable facilities and wide-spread use or labor, health and reuse/recycle safety audits supply chain. In 2016, Thailand was moved back to water tracked to Tier II status, reflecting the progress the country closure. has made in fighting human trafficking and slavery. 2012 2015 Read Thai Union's response to the 2016 TIP Report. 2015 Sustainability Report > Supply Chain > Supply Chain Sustainability 45
Vendor Evaluations, Audits and Monitoring and Enforcement Verification Alongside our framework for supplier conduct comes We have a robust vendor evaluation, auditing and our effort to enforce that commitment. Not only do we verification process that applies to all suppliers that expect that our suppliers will follow our guidelines, we provide input on our product and its packaging. The also vet and monitor our supply chain to assess supplier evaluation looks at issues of quality, capacity, practices. compliance and good business practices. As we continue to deploy third-party sustainability In 2013, we arranged for independent audits of several audits at our key supplier facilities, we receive valuable key suppliers to review social and environmental information about strengths, weaknesses and sustainability policies, practices and performance. opportunities for improvement in the supply chain. Results from these audits have helped us to identify key When a problem appears, our first choice is to work with risks and opportunities to improve sustainability and the supplier to determine an appropriate corrective protect labor rights across our supplier base. It also led action. If we are unable to come to an acceptable to our commitment to audit 90 percent of our seafood resolution, we reserve the right to terminate our procurement spend on a 3-year rolling basis by 2020. relationship with suppliers who fail to uphold our social, environmental and ethical standards. In 2015, we hit our 2020 goal early, with 91 percent of our seafood supplier base audited within the last three Our evaluation process looks at issues of quality, years. In 2016, we will also begin to disclose selected capacity, compliance and good business practices. As results of our audits, including key insights about the we develop and implement labor and human rights major sustainability risks in our supply chain and audits at existing suppliers, we expect that learning to progress towards minimizing those risks. also carry over into new vendor evaluation.
Capacity Building and Training
In developing and implementing a supplier sustainability program we have found that, sometimes, audits aren't enough to keep suppliers on track with our sustainability expectations. Our initial audits found that suppliers were very willing to participate in the audit process, but often lacked the understanding and capacity to resolve issues once they were identified. As a result, problems lingered longer than they should have.
In 2014, we decided to address this gap and expanded our supplier sustainability program. We moved from an "audit only" approach to a "performance improvement plan (PIP)" approach. Instead of receiving an audit every three years, we also provide funding for a team of supply chain sustainability experts to support the facility for a full year.
In the first year of our PIP strategy, suppliers received onsite and virtual help in understanding local laws and our expectations, developing policies and document management systems, developing processes for employee grievances, and addressing wage and benefit issues. We are happy to report that 100 percent of the participating suppliers made demonstrable progress towards resolving the sustainability issues identified during the initial audits. We saw similar improvement in 2015, confirming that the move to a performance-improvement focus was the right decision.
Of course, simply asking our suppliers to improve their sustainability efforts is not enough. We are also putting emphasis on training our internal procurement team to better spot potential sustainability problems, find the root cause of issues and work effectively with the supplier to resolve them.
In 2012, all executives and procurement staff completed training on how to spot human trafficking in the supply chain. This course, developed and delivered by the University of Delaware, was designed specifically to respond to concerns raised by the California Transparency in Supply Chains Act and is designed to help procurement professionals:
Be aware of human trafficking and slavery in supply chains Identify human trafficking and slavery risks in company supply chains Support prevention and mitigation efforts when human trafficking and slavery is suspected
In 2014, we conducted an on-site, 2-day supply chain sustainability workshop for executives and procurement staff. Experts provided insight into labor issues common in seafood supply chains, including human trafficking, forced 2015 Sustainability Report > Supply Chain > Supply Chain Sustainability 46
labor, migrant labor, health and safety concerns, inadequate wages and overtime and inappropriate working conditions. We used supplier audit results from previous Chicken of the Sea suppliers to better understand what kind of labor risks are found in our supply chain, and to identify options to resolve problems and prevent them from happening in the future.
We expect additional training and engagement with our procurement team and executives to take place in 2016, with an expanded focus on sustainability risk identification and mitigation across the entire Thai Union supply chain. 2015 Sustainability Report > Supply Chain > Sustainable Fishing Practices 47
Sustainable Fishing Practices
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Marine Conservation and Responsible Fishing Our Take on Activist Campaigns
We recognize that we cannot call ourselves sustainable without For the last few years, the tuna industry has ensuring that our suppliers use responsible fishing practices that been targeted by Greenpeace, alleging will conserve ocean stocks and protect eco-system health for the unsustainable tuna fishing practices. We take long-term. At the same time, we realize that ocean sustainability these concerns seriously and have invited is not an issue that we can tackle alone. That's why we've joined engagement with involved nonprofit forces with some of the world's most respected ocean experts to organizations through science-based, multi- develop and implement programs designed to drive sustainability stakeholder groups such as ISSF. To learn to the heart of our procurement practices. more about activist demands and our Through the end of 2015 and into 2016, we've made significant response, download our FAQs about this progress in developing a more detailed approach to marine issue. conservation. Visit the Thai Union Sea Change page devoted to the company's Tuna Roadmap to learn more our 2020 goals, progress against those goals and key accomplishments to date.
Collaboration with Peers and Partners
In 2009, environmental champions, scientists and industry representatives, including Chicken of the Sea, launched the International Seafood Sustainability Foundation (ISSF). Based on shared concerns about the future of tuna fisheries and a desire to do something about it, the ISSF created a clear mission: to undertake science-based initiatives to conserve use of tuna stock, reduce bycatch and promote ecosystem health. Chicken of the Sea is a founding member of ISSF, involved in leadership activities and as a key funding source for conservation activities.
As part of its commitment to transparency and accountability, ISSF engages a third-party auditor, MRAG Americas, to audit its participating companies. This audit is conducted annually to evaluate compliance with ISSF’s Conservation Measures and Commitments.
Chicken of the Sea's 2015 audit results (released in April 2016), which covers more than a dozen criteria including traceability, onboard observers, and captains training show that we are meeting, and often exceeding, ISSF standards. 2015 Sustainability Report > Supply Chain > Sustainable Fishing Practices 48
ISSF Focus Areas Spotlight on Bycatch
In April 2014, the ISSF Board outlined six key The ISSF Bycatch Project, now in its sixth iteration, improvement areas to address when working on is a veteran group of scientists and fishermen that future commitments: travel through the Pacific Ocean in search of better fishing practices. They study the behavior and - Control and Reduce Fishing Capacity aggregation of fish and observe the behavior of sharks and tunas inside an enclosed net in order to - Mitigate Bycatch identify techniques for freeing non-target species from fishing nets. - Eliminate Illegal, Unregulated and Unreported Fishing Most of the world’s tuna catch is made by purse seine vessels, which use a net to encircle and catch - Expand Data Support to Regional Fishery tuna. The Bycatch Project’s aim is to mitigate Management Organizations bycatch in the purse seine fishery and is particularly focused on operations utilizing floating - Advance Performance in Monitoring, Control and objects, called FADs. Surveillance Learn more about ISSF's At-Sea Bycatch - Improve Overall Tuna Stock Health Mitigation Research Activities and FADs.
Protecting Turtles More Resources from ISSF
Since 2010, ISSF has undertaken extensive work in While the complete list of ISSF reports, protecting sea turtles from habitat loss to nesting infographics, governance documents and videos ground destruction, predation and bycatch. Chicken can be found directly on the ISSF website, here of the Sea is proud to support these efforts. Learn are a few of our favorite: more about our work at the links below. - Status of the Stocks: an interactive map that - Educating fishermen on sea turtle allows users to click on any region of the world to protection see the current status of fish stocks
- Mitigating bycatch of turtle and shark - Skippers' Workshops: as a part of their #BycatchProject, ISSF offers workshops around the - Closer look at Training Costa Rican globe to help deliver best practices to tuna fishers fishermen, observers, and government agencies on sea turtle survival - Efforts to end illegal fishing: a round-up of information and resources on how ISSF is working to end illegal fishing around the world
Prohibition on Shark Finning
Shark finning—the retention of fins and discard of the remaining carcass at sea—is an abhorrent practice that contravenes various international rules and regulations. As a responsible member of the maritime community, Chicken of the Sea supports the elimination of shark finning through prohibition by Regional Fisheries Management Organizations (RFMOs) and mandatory reporting of shark catches by species.
We have also recently adopted a policy that officially prohibits the practice of shark finning onboard vessels that supply our catch. We will not transact business with any vessel that has been identified by an RFMO or national authority to have practiced shark finning, fails to publicly disclose its policy banning shark finning or fails to enforce such a policy.
To allow time for companies to formally adopt finning policies and put appropriate systems in place for enforcement, we allowed a temporary grace period during which time companies were able to consult on the necessary steps. All policies and enforcement systems were in place by September 1, 2012. Read our complete policy on finning here. 2015 Sustainability Report > Supply Chain > Sustainable Fishing Practices 49
Dolphin-Safe Policy
Chicken of the Sea® implemented "The Mermaid Cares" dolphin-safe policy in April 1990 and is among the industry’s leaders in implementing programs to prevent accidental dolphin mortality. All tuna purchased, processed and sold by Chicken of the Sea is dolphin-safe... period! There is no flexibility in our policy. All the suppliers of our raw tuna and all suppliers of finished goods must be 100% dolphin-safe. None of the tuna we purchase is caught in association with dolphins. Our commitment to help solve the dolphin mortality problem has been long-standing, and we at Chicken of the Sea can truly say, "The Mermaid Cares." 2015 Sustainability Report > About This Report > GRI Content Index 50
06 About This Report
GRI Content Index
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This is Chicken of the Sea’s fifth annual Sustainability Report, covering calendar year 2015. It is available online at www.chickenofthesea.com, where you can find additional information about our sustainability initiatives at Chicken of the Sea.
Assurance and Independent Verification
We have engaged Strategic Sustainability Consulting (SSC) to support our sustainability reporting efforts. We believe that this report contains information that is accurate, timely and balanced. While the report and the data within have not been formally assured, we have completed an internal assessment process in conjunction with SSC to review the contents for clarity and materiality.
Methodology
This report is based on the Global Reporting Initiative's G4 Guidelines. The underlying data covers 100 percent of Chicken of the Sea's owned-and-operated facilities. The only exception is related to waste and water: numbers for the San Diego office facility were unavailable (but considered negligible compared to the much larger Georgia canning facility).
Restatements
As our data collection expands over time, we occasionally modify our sustainability reporting methodology. When this happens, we restate information for all reported years unless otherwise noted.
Contact Us
If you have any questions about this report or about sustainability at Chicken of the Sea, please contact Maureen McDonnell at 1-858-597-4210.
GRI Index
This report contains Standard Disclosures from the GRI Sustainability Reporting Guidelines, as well as industry- specific indicators from GRI's Sector Supplement for Food Processing.
General Standard Disclosures Description Page
1. Strategy & Analysis
G4-1 Foreword from the CEO CEO Statement 2015 Sustainability Report > About This Report > GRI Content Index 51
G4-2 Key sustainability risks, opportunities and impacts CEO Statement
Governance and Compliance
Materiality Assessment
Sustainability Strategy
2. Organizational Profile
G4-3 Name of the organization About Chicken of the Sea
G4-4 Primary brands, products and services About Chicken of the Sea
G4-5 Location of the organization’s headquarters About Chicken of the Sea
G4-6 Number of countries where the organization operates About Chicken of the Sea
G4-7 Nature of ownership About Chicken of the Sea
G4-8 Markets served About Chicken of the Sea
G4-9 Scale of the organization About Chicken of the Sea
Employee Engagement
G4-10 Total workforce Employee Engagement
G4-12 Organization’s supply chain Materiality Assessment
Supply Chain Sustainability
Sustainable Fishing Practices
Sustainability Strategy
G4-13 Significant changes during the reporting period Governance and Compliance
Materiality Assessment
G4-15 Support for external initiatives Community 2015 Sustainability Report > About This Report > GRI Content Index 52
Involvement
Sustainable Fishing Practices
G4-16 Memberships in associations/interest groups Sustainable Fishing Practices
3. Identified Material Aspects & Boundaries
G4-17 Entities included in the report GRI Content Index
G4-18 Definition of report content and boundaries GRI Content Index
G4-19 Material aspects Materiality Assessment
G4-20 Material aspects and report boundaries within the organization Materiality Assessment
G4-21 Material aspects and report boundaries outside the organization Materiality Assessment
G4-22 Changes to the company compared to previous year GRI Content Index
G4-23 Significant changes in scope and aspect boundaries from previous GRI Content reporting year Index
4. Stakeholder Engagement
G4-24 Stakeholders engaged by the organization Stakeholder Engagement
G4-25 Identification and selection of stakeholder groups Stakeholder Engagement
G4-26 Engagement of stakeholder groups Stakeholder Engagement
G4-27 Key topics raised through stakeholder engagement Stakeholder Engagement
5. Report Profile
G4-28 Reporting period GRI Content Index
G4-29 Date of most recent previous report GRI Content Index
G4-30 Reporting cycle GRI Content Index
G4-31 Contact point for questions regarding the report GRI Content Index
G4-32 Reporting option chosen for the report GRI Content 2015 Sustainability Report > About This Report > GRI Content Index 53
Index
G4-33 External assurance GRI Content Index
6. Governance
G4-34 Governance structure About Chicken of the Sea
G4-35 Process for delegating authority for economic, environmental and Sustainability social topics Strategy
G4-36 Responsibility for economic, environmental and social topics About Chicken of the Sea
G4-37 Processes for consultation between stakeholders and governance Stakeholder bodies Engagement
G4-38 Composition of highest governance body About Chicken of the Sea
G4-39 Function of highest governance body About Chicken of the Sea
G4-41 Processes for the highest governance body to ensure avoidance of Governance conflict of interests and Compliance
G4-42 Highest governance body’s role in development of organization’s Governance strategies related to economic, environmental and social impacts and Compliance
G4-43 Highest governance body’s collective knowledge of economic Governance environmental and social topics and Compliance
G4-44 Highest governance body’s performance with respect to economic, Governance environmental and social topics and Compliance
G4-45 Highest governance body’s role in identification and management Governance of economic, environmental and social risks and opportunities and Compliance
G4-46 Highest governance body’s role in reviewing organization’s risk Governance management for economic, environmental and social topics and Compliance
G4-47 Frequency of highest governance body’s review of economic, Governance environmental and social impacts, risks and opportunities and Compliance
G4-48 Review and approval of organization’s sustainability report Governance and Compliance
G4-49 Communication of critical concerns to the highest governance body About Chicken of the Sea
G4-50 Critical concerns communicated to highest governance body Stakeholder Engagement
G4-52 Process for determining remuneration Governance 2015 Sustainability Report > About This Report > GRI Content Index 54
and Compliance
7. Ethics & Integrity
G4-56 Organization’s values, principles, standard and norms About Chicken of the Sea
G4-57 Internal and external mechanisms for seeking advice on ethical and Governance lawful behavior and Compliance
G4-58 Internal and external mechanisms for reporting concerns about Governance unethical or unlawful behavior and Compliance 2015 Sustainability Report > About This Report > GRI Content Index 55
DMA & Material Aspect Indicators Description Page
Materials DMA Disclosure(s) on Management Approach Packaging
G4-EN1 Materials used Packaging
G4-EN2 Materials recycled Waste and Recycling
Energy DMA Disclosure(s) on Management Approach Energy and Climate
G4-EN3 Energy consumption within the organization Energy and Climate
G4-EN4 Energy consumption outside of the organization Energy and Climate
G4-EN6 Reduction of energy consumption Energy and Climate
Water DMA Disclosure(s) on Management Approach Water
G4-EN8 Total water withdrawal by source Water
G4-EN9 Water sources significantly affected by withdrawal of Water water
Emissions DMA Disclosure(s) on Management Approach Energy and Climate
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) Energy and Climate
G4-EN16 Energy indirect greenhouse gas (GHG) emissions Energy and (Scope 2) Climate
G4-EN17 Other indirect greenhouse gas (GHG) emissions Energy and (Scope 3) Climate
G4-EN19 Reduction of greenhouse gas (GHG) emissions Energy and Climate
Effluents & Waste DMA Disclosure(s) on Management Approach Waste and Recycling
G4-22 Total water discharge by quality and destination Water
G4-23 Total weight of waste by type and disposal method Waste and Recycling
Products DMA Disclosure(s) on Management Approach Product & Services Responsibility and Labeling
G4-EN27 Environmental impact mitigation of products and Product services Responsibility and Labeling
G4-EN28 Packaging materials Packaging 2015 Sustainability Report > About This Report > GRI Content Index 56
Compliance DMA Disclosure(s) on Management Approach Governance and Compliance
G4-EN29 Significant fines and non-monetary sanctions for non- Governance and compliance with environmental laws and regulations Compliance
Transport DMA Disclosure(s) on Management Approach Transportation and Logistics
G4-EN30 Environmental impacts of transporting products Transportation and Logistics
Overall DMA Disclosure(s) on Management Approach Environmental Management
Supplier DMA Disclosure(s) on Management Approach Supply Chain Environmental Sustainability Assessment
G4-EN32 New suppliers screened using environmental criteria Supply Chain Sustainability
G4-EN33 Environmental impacts in the supply chain Supply Chain Sustainability
Environmental DMA Disclosure(s) on Management Approach Governance and Grivance Compliance Mechanisms
G4-EN34 Grievances about environmental impacts Governance and Compliance
DMA & Material Aspect Indicators Description Page
Employment DMA Disclosure(s) on Management Approach Workplace Practices
G4-LA2 Employee benefits Workplace Practices
Occupational Health & DMA Disclosure(s) on Management Approach Health and Safety Safety
G4-LA5 Employees represented in health and safety Health and committees Safety
G4-LA6 Rates of injury, occupational diseases, lost days and Health and work-related fatalities Safety
Training & Education DMA Disclosure(s) on Management Approach Supply Chain Sustainability
Diversity & Equal DMA Disclosure(s) on Management Approach Workplace Opportunity Practices
G4-LA12 Composition of governance bodies and breakdown Workplace of employees Practices
Supplier Assessment DMA Disclosure(s) on Management Approach Supply Chain for Labor Practices Sustainability 2015 Sustainability Report > About This Report > GRI Content Index 57
G4-LA14 New suppliers screened using labor practices criteria Supply Chain Sustainability
G4-LA15 Significant impacts for labor practices in the supply Supply Chain chain Sustainability
G4-LA16 Grievances about labor practices Governance and Compliance
Sector Specific FP3 Percentage of working time lost due to industrial Governance Indicators disputes, strikes, and/or lock-outs, by country and Compliance
DMA & Material Aspect Indicators Description Page
Non-Discrimination DMA Disclosure(s) on Management Materiality Approach Assessment
Forced or Compulsory DMA Disclosure(s) on Management Supply Chain Labor Approach Sustainability
G4-HR6 Risk of incidents of forced or Supply Chain compulsory labor Sustainability
Supplier Human Rights DMA Disclosure(s) on Management Supply Chain Assessment Approach Sustainability
G4-HR10 New suppliers screened using human Supply Chain rights criteria Sustainability
G4-HR11 Significant human rights impacts in the Supply Chain supply chain Sustainability
Human Rights Grivance DMA Disclosure(s) on Management Governance and Mechanisms Approach Compliance
G4-HR12 Grievances about human rights Governance and Compliance 2015 Sustainability Report > About This Report > GRI Content Index 58
DMA & Material Aspect Indicators Description Page
Local Communities DMA Disclosure(s) on Management Approach Community Involvement
G4-SO1 Programs and practices regarding the impacts of Community operations on communities Involvement
G4-SO2 Impact of operations on local communities Community Involvement
Anti-corruption DMA Disclosure(s) on Management Approach Materiality Assessment
Compliance DMA Disclosure(s) on Management Approach Governance and Compliance
G4-SO8 Monetary value of significant fines Governance and Compliance
Supplier Assessment DMA Disclosure(s) on Management Approach Supply Chain for Impacts on Society Sustainability
G4-SO9 New suppliers screened using criteria for impacts on Supply Chain society Sustainability
G4-SO10 Impacts on society in the supply chain Supply Chain Sustainability
Grivance Mechanisms DMA Disclosure(s) on Management Approach Governance for Impacts on Society and Compliance
G4-SO11 Grievances about impacts on society Governance and Compliance
FP10 Policies and practices, by species and breed type, Sustainable related to physical alterations and the use of Fishing anaesthetic Practices
DMA & Material Aspect Indicators Description Page
Customer DMA Disclosure(s) on Management Approach Product Health & Safety Responsibility and Labeling
G4-PR1 Impacts of products Product Responsibility and Labeling
G4-PR2 Non-compliance with regulation concerning health and Governance safety impacts of products and Compliance 2015 Sustainability Report > About This Report > GRI Content Index 59
Product DMA Disclosure(s) on Management Approach Product & Service Responsibility Labeling and Labeling
G4-PR3 Information on products and services Product Responsibility and Labeling
G4-PR4 Violations of regulations concerning product labeling Governance and Compliance
G4-PR5 Surveys of customer satisfaction Product Responsibility and Labeling
Marketing DMA Disclosure(s) on Management Approach Product Communications Responsibility and Labeling
G4-PR6 Sale of banned or disputed products Product Responsibility and Labeling
G4-PR7 Non-compliance with advertising and competition law Governance and Compliance
Compliance DMA Disclosure(s) on Management Approach Governance and Compliance
G4-PR9 Monetary value of significant fines for noncompliance with Governance laws and regulations and Compliance
Sector Specific FP5 Percentage of production volume manufactured in sites Food Safety Indicators certified by an independent third party according to and Quality internationally recognized food safety management system standards
FP6 Percentage of total sales volume of consumer products, by Nutrition and product category, that are lowered in saturated fat, trans Health fats, sodium and added sugars 2015 Sustainability Report > Legal Notice 60
Legal Notice
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