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How do we define sustainability at Alianza Team?
We work on the three dimensions of sustainability -environmental, social and economic & governance- as a central axis of our corporate and competitive business strategy. We understand sustainability as the comprehensive management of opportunities and risks that will allow us to meet our objectives in the short, medium and long term, fulfilling the expectations and needs of our stakeholders in order to manage our externalities and positively impact our people, communities, value chain and planet. With regards to the technical definition of sustainability, we work today to nurture a better tomorrow and leave a better future for the next generations.
Complying with the legal requirements is our bare minimum, and with conviction, courage and passion we go beyond what is required to deliver the best of ourselves, constantly strengthening the trust in the relationships with our interest groups*. Under our philosophy of “Stronger as Allies”, we work jointly with different allies, favoring the achievement of common goals and fostering positive transformations both internally, as a company, and externally. Under these precepts, working with transparency, consistency and coherence, we protect and strengthen our main asset which is our corporate reputation, this way adding value to the organization.
Materiality
Find out what issues we work on to generate value throughout our chain and environment
In our most recent materiality analysis*, we identified 13 material issues* and three additional issues that were categorized as of “efficient management”.
Materiality Matrix:
Through formal and informal engagement sessions* that constantly take place with internal and external stakeholders – from follow-up meetings with clients to monthly board meetings- we are continuously gathering updates regarding progress and changes in their needs and expectations in order to adjust not only our management approach when necessary, but also our communication channels and accountability mechanisms with the aim of strengthening trust in our relationships, thus highlighting the value we create. We validate our materiality internally on an annual basis and with the support of a third party at least once every three years.
For more detailed information on the progress on each of these issues, please refer to our most recent Sustainable Management Report.
Stakeholders
Meet who we work with to nurture a better tomorrow
We are an ally in the development of all our stakeholder groups and sub-groups, advancing our relationships in a transparent manner, based on respect, trust and coherence with our principles and values, tracing objectives with each of our stakeholders according to the desired level of involvement*.
- Be an excellent financial and reputational investment, ensuring corporate sustainability and a positive impact on society.
- Be the best place to work, guaranteeing a healthy, safe and productive environment for professional and personal growth.
- Solve their unresolved needs and add value to their business and brands through innovation, flexibility and reliability.
- Offer products that satisfy their needs in different moments of consumption through innovation, quality and availability.
- Support initiatives and programs aligned with our social investment strategy, contributing to social development.
- Ensure fair and open negotiations, relationships, promoting a vision of growing together.
- Contribute to the strengthening of the world of food and society through our expertise and participation in order to generate mutual benefits.
- To be an ally for the development of Colombia by meeting our obligations in a responsible manner.
- Ensure long lasting relationships based on transparency, trust and respect, in order to strengthen corporate reputation.
See more
In these nine identified groups we have mapped more than 40 sub-groups that, depending on their nature, the region where we operate, and the initiatives we develop, have a greater or lesser level of relevance, participation and involvement. It is important to clarify that all stakeholders and their respective sub-groups are continuously monitored to ensure that our relationships are transparent, constructive and consistent with corporate objectives and our mapped needs and expectations. Our general strategic guidelines are the framework under which we operate, and each local team, in accordance with both our general strategic guidelines and our engagement protocol, identifies, designs and implements actions based on the local context in order to ensure maximum relevance and coherence.
In some of our environmental and social impact programs, local mayors’ offices and environmental authorities have a very relevant participation and are key allies in their success. We are also more involved with certain suppliers and customers, working together in our School of Allies or in promoting good practices through evaluations and assistance. Our special allies -academia, trade associations, non-profit or non-governmental organizations, among others- are with whom we collaborate, share and learn in different scenarios in order to achieve specific objectives, depending on the nature of the initiative. Through our monthly Board of Directors meetings, we have an active and continuous participation from the representatives of our shareholders, and through the different committees and scenarios of employee participation we guarantee the representation of all groups of employees. These examples are a glimpse of how together we are working with our partners to generate prosperity in our areas of influence, being allies from the origin and empowering people’s talent.
2030 Vision
Focusing our actions on four work fronts and supported by our corporate philosophy of “Stronger as Allies”, we are confident that alongside our allies we will achieve more and better results that will allow us to achieve the ambitious goals we have set in order to nurture a better tomorrow.
We align our strategy with the global development agenda as depicted by the Sustainable Development Goals (SDGs) and the main international standards in the three dimensions of sustainability: environmental, social and governance & economic (ESG*).
We base our organizational performance in the Alianza Team Policy Guidelines*, where, based on the Alianza Team People Code of Conduct, we consolidate the main corporate guidelines and commitments that we declare and under which we all work throughout our value chain. Click here to learn more about them:
The advances in fulfilling this vision are made possible -among other things- thanks to a work culture that is highly influenced by innovation, a focus on measurement, evaluation and reporting and strategic communication. Quality information and access to it in a timely manner are key to making better decisions and strengthening trust in our relationships, ensuring reliability, transparency and consistency in everything we say and do.
Our People
We believe in the potential of our people and their talent as one of the three levers of growth of our businesses -along with innovation and sustainability- and a clear competitive advantage. We focus on training and supporting our people so that they can reach their full potential, and ensuring that the work environment in all our operations is inclusive, healthy, safe, productive, equitable and respectful of human rights, and that we are contributing to improving the quality of life of our employees and their families.
Through a strong organizational culture based on personal and professional development, and the prioritization of the comprehensive wellbeing of our people by taking care of them in all dimensions, we are contributing to the generation of prosperity for all our employees.
For more details, click here for our latest Sustainable Management Report.
Specific goals:
- Fill 100% of key positions with key talent.
- Optimize the supply, relevance and use of health, education and housing benefits for employees.
- Structure our Human Development Strategy, identifying and aligning the different existing programs under a single umbrella.
SDGs Contribution
Main allies with whom we work:
- Origen Red de Liderazgo, Colombia
- SENA, Colombia
- Fundación Wazu, Chile
Communities
We work hand in hand with our communities and different allies, both in areas of direct and indirect influence, focusing on four essential pillars for the creation of shared value in the long term:
- Education and employability cycle
- Entrepreneurship
- Health, Education and Housing
- Food Security
Together with different allies such as academia, local authorities, unions and non-profit organizations, among others, we seek to expand the access of people close to our value chain to learning and development opportunities, framed in four programs:
- Building the Future (Construyendo Futuro)
- Entrepreneurial families (Familias emprendedoras)
- Childhood with wellbeing (Infancia con bienestar)
- Leadership and social and environmental education (Liderazgo y educación socioambiental)
For more details, click here for our latest Sustainable Management Report.
Specific goals:
- Consolidate social programs in 100% of our factories by 2025
- Evaluate the impact generated by our social programs
- Extend the scope of the initiatives along all of the supply chain, also reaching areas of indirect influence
SDGs Contribution
Main allies with whom we work:
- SENA (National Colombian Learning Service)
- Sence (Chile)
- ABACO (Colombian Food Bank Association)
- Fundación Ana Restrepo del Corral (Col)
- Comedor Santa María (MX)
- Aldeas Infantiles (MX)
*Click here to see the list of organizations we work with supporting food security through donations
Value chain
Securing our chains by comprehensively managing opportunities and risks under a logic of positive transformation and community well-being in one of our main commitments. The supply chains of agricultural raw materials are our priority, not only because they represent the bulk of our supply in terms of expenditure, but also because of the high probability of materialization of risks of various kinds related to the violation and non-compliance with our guidelines, principles and values. With our Responsible Sourcing Strategy -developed and implemented alongside Earthworm Foundation- we identify and work with our direct and indirect suppliers on those aspects that are relevant to ensure compliance with our Alianza Team Policy Directives.
For more details, click here for our latest Sustainable Management Report.
Specific goals:
- Achieve 100% traceability of agricultural raw materials to ensure zero deforestation and ESG alignment;
- Consolidate a robust complaints and grievance mechanism for all stakeholders that is widely known, reliable and effective;
- Implement at least one social and environmental transformation project with a landscape approach alongside strategic allies;
- Strengthen food security for the vulnerable population through partnerships with organizations.
SDGs Contribution
Main allies with whom we work:
- Earthworm Foundation
- Solidaridad
- B Corp
- Peterson Projects and Solutions
- CECODES (Colombian Chapter of the WBCSD)
- Universidad de La Sabana, Los Andes and Uniminuto in Colombia.
- Instituto Tecnológico del Valle de Morelia and Instituto Tecnológico y de Estudios Superiores de Monterrey, Campus Morelia in Mexico.
- Universidad de Concepción in Chile.
- Bogotá Chamber of Commerce.
Planet
Climate change is one of the most important threats humanity is facing and the most relevant material issue for our organization. We know that our contribution to adaptation and mitigation must be forceful and timely, which is why we committed to reducing our emissions in line with the Science Based Targets (SBTi) initiative by 2030 this year, and we will commit to Net Zero 2050 in the coming years.
From our Climate Strategy we adopt a holistic view of the environmental component, both in our own operations and along our value chain, understanding that resilience goes beyond emissions management; we also work on issues such as water, waste and circularity, energy, packaging, food loss and waste, among others.
We are committed to making a difference in our operations by minimizing our environmental impact throughout our value chain:
For more details, click here for our latest Sustainable Management Report.
Water
Energy and Climate Change
Circularity
Biodiversity and ecosystem services
SDGs Contribution
Main allies with whom we work
- Amazóniko
- ERM – Environmental Resources Management
- Gaia Servicios Ambientales
- CECODES (Colombian chapter of WBCSD)
- Post-consumption collective Visión 30|30 in Colombia
- Post-consumption collectives GIRO, PROREP y Resimple in Chile
- Colombian Ministry of the Environment
- Consejo Privado de Competitividad – Green Growth Commitee
- Asociación Nacional de Empresarios ANDI – Environmental Committee
- ABACO (Colombian Food Bank Association Colombia)
- Global Compact
- Logyca
Supply chain management at Alianza Team
Recognizing the special strategic relevance of supply chain management according to the latest materiality analysis and in line with our commitment to transparency, below we share the generalities of our internal supplier evaluation, selection, management and development processes that seek in a cross cutting way the incorporation and alignment of environmental, social and governance criteria in the relationships with our suppliers.
Purchasing Categories:
We manage different categories of suppliers with specialized teams to ensure competitiveness, availability, quality, opportunity and sustainability for our businesses.
- Lipid raw materials
- Packaging materials, inputs and ingredients
- Non-productive elements
- Administrative services
- Others
For the selection and creation of suppliers we have a tool covering the different internal requirements to ensure legal compliance and our standards. Specifically with regard to due diligence for review of third parties, through the SAGRILAFT guidelines, we investigate that the legal representatives, board members, shareholders and/or final beneficiaries are not involved in illegal activities with the analysis of more than 200 restrictive lists, that involves reputational, legal, environmental, financing of terrorism and anti-corruption aspects, among others. Documents are stored within this tool as a control and evidence of our due diligence. No purchase of a good or service can be made without the supplier being registered in the system in any operation of the organization.
| Supplier | México | Colombia | Chile | BredenMaster |
|---|---|---|---|---|
| Total number of Tier 1 Suppliers (Direct) | 97 | 701 | 37 | 191 |
| Total number of significant (or critical) suppliers in Tier 1 | 76 | 82 | 10 | 80 |
| % of total spending on significant (or critical) suppliers in Level 1 | 75,00% | 21,87% | 61,54% | 80,00% |
| Total number of significant (or critical) suppliers not in Tier 1 (Indirect) | 0 | 0 | 10 | 40 |
| Total number of significant (or critical) suppliers (Tier 1 and NON-Tier 1) | 76 | 82 | 20 | 120 |
The criticality of a supplier is determined by a set of criteria that are evaluated taking into account their level of direct impact on the finished product in matters of: safety, quality, impact on the supply chain and performance rating according to the result in the OTIF (on time in full) indicator that measures the quality of service. All critical or new suppliers must comply with the initial evaluation process, and based on that score, the periodicity for subsequent re-evaluation is established between an immediate review range up to a maximum of 36 months. The criteria in question cover the different environmental, social and governance aspects in addition to commercial and service aspects.
Supplier evaluation and development:
Constant efforts by our internal teams such as purchasing, quality, management systems and others allow us to have updated information on our supply base, which according to their criticality and the supplier evaluation and self-evaluation procedure, ensure that compliance with our objectives, standards and requirements is continuous and that based on a permanent flow of feedback we are able to identify opportunities for joint improvement and work on action plans in order to promote improvement in performance.
In line with the above, below, we share our progress in supplier evaluation and development programs at the corporate level:
| Action Plans | México | Colombia | Chile | BredenMaster |
|---|---|---|---|---|
| Total number of suppliers supported in the implementation of corrective action plan | 2 | 142 | 2 | 10 |
| % of assessed suppliers with actual/substantial potential negative impacts supported in the implementation of a corrective action plan | 2% | 100% | 2% | 10% |
| Suppliers | México | Colombia | Chile | BredenMaster |
|---|---|---|---|---|
| Evaluated in sustainability | 54 | 121 | 19 | 16 |
| Total number of suppliers evaluated through desk/on-site evaluations | 3 | 701 | 47 | 120 |
| % of significant suppliers evaluated through desk/on-site evaluations | 4% | 100% | 61% | 100% |
| Number of suppliers assessed as having actual or potential substantial negative impacts. | 0 | 15 | 5 | 0 |
| % of suppliers with actual or potential substantial negative impacts with an agreed corrective action or improvement plan. | 0 | 100% | 100% | 0 |
| Number of suppliers with actual or potential negative impacts that were dismissed | 0 | 0 | 0 | 0 |
Agricultural chain certifications:
The complexity of our supply chain, which stems from the fact we do not own any land and source various ingredients and products from suppliers in different geographies, challenges us to continue working to promote sustainability from the origin of our raw materials throughout the entire chain.
In line with the above, these are some of our certifications and accreditations in responsible sourcing:
- Palm: We are members and are chain-of-custody certified in all our operations under the Roundtable on Sustainable Palm Oil (RSPO), with an exposure of more than 25% of annual production volume at the corporate level.
- Soybean: We do not have a certification for the soybean oil we use, however, we do have a segregated supply from countries or areas that are considered as low risk of deforestation and have sustainable origin.
- Wheat (applies only to BredenMaster): Wheat flour is purchased with an exposure level greater than 25% of the annual production volume without current certification.
- Sugar(applies only to BredenMaster): Sugar is purchased with an exposure level of 1% of the annual production volume without certification at the moment.
All purchases of raw materials are subject to internal verifications from our Quality Management System where different certifications and verifications are requested from our suppliers, in line with the Responsible Purchasing Policy where compliance with cross-cutting ESG criteria for sustainable agriculture is a fundamental element.
How do we measure our sustainability performance?
We chose the Corporate Sustainability Assessment* (CSA) conducted by S&P Global, the basis for the Dow Jones Sustainability Index, as a mechanism for evaluating corporate performance in light of current actions in the global food industry, which is where we operate.
By being evaluated on more than 30 different topics in the three dimensions of sustainability -economic, environmental and social- against the latest trends and actions and benchmarked against industry best practices, we obtain key information we use to identify our strengths and opportunities and thus outline action plans for the short, medium and long term.
With everyone’s commitment, and the constant support of the company’s highest governance bodies, we are confident that we will continue to be a global benchmark in sustainability in the food industry, ensuring Alianza Team’s inclusion in the Sustainability Yearbook*.
How do we report our progress?
The main mechanism of accountability to different stakeholders about what we are doing to comply with our commitments is the annual Sustainable Management Report. It collects the achievements, opportunities and challenges of the year, promoting organizational transparency and the setting of short, medium and long-term goals with a comprehensive perspective to continue improving our performance over time, covering 100% of our operations included in our financial reports. The Report is built in accordance with the GRI Standard, an internationally recognized methodology as a guide to ensure the quality of the content in terms of balance, precision, clarity and reliability. Additionally, it has an independent third-party verification for greater transparency.
View here the historical Annual Reports
We have other communication channels through which we share news, recognitions, and advances in programs and initiatives. We highlight the accountability that our Buga plant periodically makes to local and community authorities, the periodic sessions of Alianza Que Avanza, and the same communication campaigns implemented in our different digital channels. We are increasingly active and engaged with our audiences.
Glossary of key concepts
B Corp’s Impact Assessment (Sistema B in Latin America):
- It is the most widely used assessment and diagnostic tool globally in environmental, social and economic performance issues chosen by Alianza Team for the improvement of more than 1,200 suppliers in the three countries where we operate.
Carbon footprint:
- It is a measurement made in tons or kilos of equivalent carbon dioxide (CO2eq), of all the GHG generated by our activities, directly or indirectly. This measurement can be carried out at the organizational, individual and/or collective level. The measurement of the carbon footprint makes it possible to identify and reduce the levels of emissions:
- Scope 1: Direct GHG emissions from sources controlled by the company, from activities such as combustion in boilers and the use of refrigeration equipment.
- Scope 2: Indirect GHG emissions associated with the use of the electrical energy we purchase.
- Scope 3: Indirect GHG emissions from previous and subsequent activities in the supply chain.
- It is a state where greenhouse gas (GHG) emissions have been offset or avoided, through technological investments, changes in habits, or by being part of projects that reduce, capture, or temporarily avoid GHG emissions. Since 2020, more and more countries and companies have joined this initiative.
- Economic model to reduce GHG emissions and preserve nature while jobs are generated and there is economic growth that does not affect the environment. This implies a change in the way we design, produce and consume, through three basic principles:
- Regenerate natural systems
- Keep products and materials in use
- Eliminate contamination and residues associated with the disposal of products
- It is the tool we use to identify strengths and opportunities in our corporate performance. Although we are not a publicly traded company, this assessment is the basis for the Dow Jones Sustainability Index, one of the most recognized sustainability awards in the world. Learn more by clicking here: About the CSA | S&P Global
Carbon neutral:
Circular Economy:
Corporate Sustainability Assessment (CSA):
ESG:
- It is short for the three dimensions of sustainability: environmental, social and governance. ESG is used in English (environmental, social, governance) and ASG is used in Spanish.
- The incorporation of these principles is essential to innovate, create long-term value opportunities and ensure responsible and sustainable investments, in addition to being efforts consistent with the Sustainable Development Goals.
Extended Producer Responsibility (EPR):
- It is a principle that promotes improvements in the designs and in the life cycle of the products, maintaining the responsibility of the producers on the environmental, social and economic impacts of their products, focused mainly on the recovery and final disposal of materials.
GRI Standards:
- The GRI Standards (divided into universal, sectoral and thematic standards) are a common language that serve to improve the accountability and transparency of organizations on reporting ESG issues. The GRI Standards have a global scope that allow material issues, their impacts, and their management to be communicated in such a way that results can be understood and compared between other organizations.
Impact evaluation:
- Impact evaluations are a component of the cycle of projects and policies created to solve a specific problem. There are different types of impact evaluations, however they all seek to assess how the intervention project or policy corrected the problem it was intended to address, looking particularly at the effects that said intervention had.
Interest groups:
- They are those groups that have the capacity to affect or be affected by our direct and indirect operation. Also known as stakeholders, they can be diverse, and the organization has a commitment of responsibility towards them, as well as a commitment to their participation in the identification of important issues for our operation.
Involvement:
- Part of the participation process of interest groups in organizations and sustainable management is essential. The involvement of different actors and interest groups makes it possible to identify, understand and respond to relevant sustainability issues and concerns, as well as to establish objectives, make decisions, communicate progress and measure the impact of our operation.
Leadership School:
- We seek the development of today's leaders and talents that support the future growth of the organization, promoting awareness and strengthening of soft skills, promoting the characteristics of the Alianza Team culture model, contributing to the transformation that we seek in the organization with a group and individual accompaniment in the face of the new reality that we are experiencing in order to fulfill our higher purpose in everything we do. Our corporate ally in this initiative is Origen Red de Liderazgo
Materiality Analysis / Material Issues:
- Material issues help define the content to be reported in sustainability reports for organizations, according to the importance of each topic. There are two dimensions to materiality used for identifying issues:
- 1) Economic, environmental and social impacts.
- 2) Influence on the decisions of interest groups.
- There are different methodologies to apply this concept, such as the Global Reporting Initiative (GRI), the International Integrated Reporting Council (IIRC) and the Sustainability Accounting Standards Board (SASB). At Alianza Team we use the GRI Standards.
Responsible Sourcing Strategy:
- At Alianza Team, the Responsible Sourcing Strategy is the roadmap for compliance with our environmental and social commitments declared in our Policy Guidelines in our operations and throughout the supply chain, addressing challenges and opportunities to work together with our allies.
- Alianza Team's Responsible Sourcing Strategy has three work fronts: 1) Monitoring and Verification System in the chain, 2) Supplier Engagement Plan, 3) Corporate Volunteering School of Allies. Learn more in our CH 1 - WE ARE ALLIES IN MAKING THE DIFFERENCE - alianzateam
Science-Based Targets (SBTi):
- Ambitious objectives that drive the transition to a low carbon economy where GHG emissions are managed and reduced in the long term and globally, so that we can limit the increase in global temperature to 1.5°C compared to pre-industrial temperatures.
Strategic relationships:
- Knowing and understanding the needs and expectations of our stakeholders is essential to meet the objectives in the short, medium and long term in the economic, environmental and social dimensions of sustainability. It allows us to anticipate future trends and changes, proactively managing risks and capitalizing on opportunities that arise to protect and strengthen corporate reputation. To learn more about the guidelines of the Corporate Engagement Protocol, consult our Policy Guidelines here.
Strategic Supplier:
- It is that provider that directly contributes to competitive advantage and business continuity, critical for integrated management systems, with commercial relevance and potential risks of ESG impacts.
Supply chains:
- Supply chains are dynamic structures of production and cross-border trade that are necessary for the production of goods or services, from the beginning of their production, until they reach consumers. Supply chains help create opportunities for employment and dialogue, as well as economic and social development.
Sustainable Development Goals (SDGs):
- They set the global development agenda promoted by the United Nations in 17 goals to solve the major problems we face. There are more than 169 specific goals, some for nations and others for entities/organizations of all kinds. For more information, see Sustainable Development Goals | United Nations Development Program.
Traceability:
- Set of systems that facilitate the monitoring of operations, and are used to verify that the raw material is from sustainable and legal sources, which is achieved by gathering all the information on the journey of the respective raw material to the final consumer. Traceability helps ensure compliance of standards for raw materials.
Vision 30|30:
- A group that works on different strategic axes to build an information system that helps determine the amount of packaging and container materials that are placed in the Colombian national market. It seeks to generate a culture of sustainable living habits, promoting innovation and achieving cost-effectiveness in the collection and use of packaging. At the moment it is made up of more than 300 companies representing 27 sectors in the country.
Frequently Asked Questions (FAQs)
What is the difference between a fat and a lipid?
Lipids are a large group of nutrients. Together with Carbohydrates and Proteins they form the three main groups of macronutrients.
Among the lipids we find many nutrients such as:
- Sterols (cholesterol, phytosterols)
- Fats (omega-6, omega-3, omega-9)
- Fat-soluble vitamins (Vitamin D, Vitamin A, Vitamin E)
- Waxes (Wax wax, fruit wax)
- Phospholipids
- Antioxidants
Why are lipids essential for the nutrition and development of the body?
Lipids are an essential nutrient for human development. At the cellular level, our body is composed of* 60% Water, 15% Lipids, 18% Proteins and 6% Minerals. Some lipids, such as omega 3 and 6, fat-soluble vitamins, and antioxidants, are nutrients that the body cannot produce and must be supplied through the diet. Scientific evidence has shown that adequate levels of these lipids are related to the proper functioning of the immune system, cardiovascular system, metabolism, among others.
What are the different types of fats and where are they found?
We could say that there are 3 large families of fats and a main representative of each family:
- Saturated fats: MCTs (Medium Chain Triglycerides)
We find them mainly in: cheeses, coconut oil, meats, butter, palm oil, chocolate.
- Monounsaturated Fats: Omega-9
They are mainly found in: olive oil, avocado, nuts.
- Polyunsaturated Fats: Omega-3, Omega-6, DHA and EPA
Mainly in: fish, flaxseed oil, nuts, chia oil.
What are saturated fats? Are they bad?
The name given to saturated fats has to do with their molecules. Saturated fats are found naturally in cheese, coconut, breast milk, and many other foods. Like any other nutrient, they should be consumed in moderation.
Are there good and bad fats?
There are compounds that could contribute to the incorrect functioning of the body. One of them is trans fats. The World Health Organization (WHO) and the Pan American Health Organization (PAHO) recommend the elimination of industrially produced trans fatty acids (TIFA-PI) to prevent non-communicable diseases.
On the other hand, scientific evidence has shown that the consumption of good fats such as monounsaturated (omega-9) and polyunsaturated (omega-3, DHA) are related to a lower risk of cardiovascular disease, obesity and diabetes. These good fats are found in foods such as avocado, fish, nuts, seeds, olives, etc.
How are we executing our commitment in health and nutrition?
We are interested in impacting the nutritional status of our direct and indirect consumers, which is why we are looking to:
- Evaluate the nutritional profiles of the Colombian population and their state of health (COPEN studies which collect a wide range of information regarding health and lifestyle data with statistical significance and representativeness. The relationship between nutritional profiles and some non-communicable diseases (diabetes, overweight,etc) is evaluated in COPEN).
- Educate the different actors that impact nutrition in the world: Food industries, Academia, Medical centers and associations, etc.
- Innovate with products that increase the nutritional quality for humanity.
- Build and disseminate knowledge on nutrition and health so that it can be used to positively impact people’s lives.
Why are the containers mainly plastic?
Specifically, PET as a packaging material offers very relevant benefits for food by ensuring the quality, safety, security and competitiveness of food products. Plastic as a material in itself is not bad; the bad thing is not to dispose of it correctly, increasing the possibility that it ends up in a river, sea or land improperly.
Have returnability alternatives for oil containers been explored?
Yes, and it has been discarded at the moment for three main reasons that generate a greater environmental impact:
- In Colombia, the reuse of oil containers for human consumption is legally prohibited.
- The most suitable substitute material available to achieve returnability is glass, and due to its characteristics it would generate higher emissions in distribution due to its weight and volume together with the possibility of compromising the integrity of the container and safety for the consumer.
- The process of washing the containers necessary to ensure their safety conditions and innocuousness required technology that is not widely available.
What are Alianza Team's main businesses?
Visit our website www.alianzateam.com and click on Our Businesses section.
How should used cooking oil be properly disposed of?
Let it cool, pour it into a plastic bottle, and when it is full, take it to the nearest Manos Verdes collection point. Visit www.manosverdes.co for more information about the movement of which you can also be a part. Join us!
Is there a channel or grievance mechanism for complaints and/or claims?
Yes! We have the Alianza Team Integrity Line, available 24/7 to anyone anywhere in the world who would like to ask, report or denounce any situation that violates compliance with our Policy Guidelines. It is a completely anonymous channel that has a structured internal process that ensures the proper reception, review, investigation and response of each case without risk of retaliation or reprisals.
How do we understand and work to avoid deforestation?
As an organization we are committed to the protection and conservation of forests, which are home to more than 70% of the world’s terrestrial biodiversity according to the Food and Agriculture Organization of the United Nations. This is why we implemented traceability to origin, to verify our commitment to zero deforestation through Starling, with the support of Earthworm Foundation.
Through the periodic monitoring of alerts associated with deforestation and permanent work with our palm oil suppliers, we work to ensure zero deforestation in our agricultural supply chains by 2030.
What is Extended Producer Responsibility and what does it look for?
It is a principle that seeks that producers manage the impacts of their products throughout their life cycle, including management after their sale and consumption. In the case of packaging, this means that producers are jointly responsible for the collection, recycling and disposal of packaging waste, guaranteeing the closure of the cycle.
