4

Corporate background

The good numbers of Buencafé

TO BE BETTER

PROSPERITY IN THE
COFFEE WORLD

COMMUNITIES
DEVELOPED

Our strategy

RELEVANCE IN
A NEW WORLD

FOR A
VITAL PLANET

Our sustainability governance processes

The FNC’s highest governing body, he National Coffee Growers Congress, analyzes the coffee farming priorities and proposes measures to manage objectives.

It also approves initiatives and budgets to improve performance of branches and the organization as a whole.

With the priorities set, the Congress delegates authority to the different branches and companies for designing strategies and performing activities that lead to achieve the approved objectives.

At Buencafé, this work is done by our Group of Directors through regular meetings, where strategic planning is addressed, and the proposed objectives and goals are monitored.

Since it is a team that includes all parts of the process, all the factory’s areas can contribute to planning with proposals that have a triple approach to results: economic, environmental, and social.

Buencafé’s processes are documented, with our responsibilities, scope, and level of authority for each position being clear.
GRI 102-19

Aware of the need to be constantly learning about sustainability, primary and shared responsibilities are assigned by the Group of Directors to improve knowledge in the three sustainability dimensions, being aware that one depends on the other. GRI 102-20.

The Group of Directors also defines the company’s strategic plan: vision, mission, purpose, competencies, objectives, goals, indicators, and strategies. It also establishes and approves the budget to achieve these objectives and goals. GRI 102-26.

This is achieved through a training plan that considers the changes of external or internal origin that require developing new skills and competencies so that the leaders can fulfill the responsibilities of their position.
GRI 102-27

Quarterly self-assessing how the strategic plan objectives are met is the tool we use at Buencafé to analyze the Group of Directors’performance in managing environmental, social and economic aspects.
GRI 102-28, GRI 102-31.

The Code of Ethics, which we share with all our stakeholders, includes the procedures for declaring a conflict of interest. However, to date there are no declarations of conflict of interest by them. GRI 102-25

Congress delegates authority to the different branches and companies for designing strategies and performing activities that lead to achieve the approved objectives.

Our ethical framework of values and principles

To strengthen union governance and ethical behavior, both internally and externally, we have a Code of Ethics and Good Governance that specifes the principles and values that govern the actions, relationships and behavior patterns of the FNC, the federated coffee growers, the union representatives, and other stakeholders.

It is built around the following principles and values of the FNC:

Transparency: Disclose information in a
clear, timely and correct manner, without
revealing industrial secrets, and sensitive,
reserved or privileged information.
Respect: Seek individual and collective
respect among people and their rights, as
well as for the institution, its assets, values,
and norms.
Integrity: Act correctly, in accordance with
ethical and social standards.
Search for common good: Work for coffee
growers’ well-being and for promoting and
building the public interest.
Probity: Act in a fair, upright and honest
manner.
Morality: Act consistently with precepts of
the established and accepted morality, as
well as aware of which actions are right or
good and which are not.

Commitment: Commit to the organization’s
purposes, mission, vision, objectives, and
image, with a clear focus on service for the
benefit of coffee growers.
Equity: Promote the value of people
regardless of cultural, social or gender
differences.
Good faith and loyalty: Act with honesty,
fidelity, honor, and truthful conviction.
Responsibility: Assume and fulfll
responsibilities with diligence and care, make
decisions to mitigate risks, and implement
effective and austere administrative measures.
GRI 102-16d their rights, as
well as for the institution, its assets, values,
and norms.

Buencafé has added its own corporate values to this ethical framework:

Optimism: It is a transforming force to create sustainable value in the world of coffee, to overcome adversity with innovation, understanding that the essence of work is aimed at inspiring others, bringing well-being to Colombian coffee growers, and multiplying the impact of our actions in everything we do.
Sustainable Value: Being aware that actions must always be aimed at positive impacts on the environment to leave a vital planet for future generations.

This framework of action also incorporates anti-corruption policies and procedures, which are shared with all our workers through brochures and institutional messages.

On the other hand, our contract inspectors have received annual training on contracting policies and the anti-corruption statute, which we apply to all contracting processes and resource management.
GRI 205-2GRI 205-2

Respect for natural resources is expressed in our superior purpose, “To live optimism as a transforming force to add sustainable value in the world of coffee,” which allows strategic planning in accordance with this corporate value. GRI 102-11

Precautionary approach

The FNC’s Integrated Management System tool, of which Buencafé is also a user as Authorized Economic Operator (AEO), and the company’s own methodology allow identifying risks and their possible impacts.

The developed methodology is used in strategic planning, in such a way that, in case of doubts about the irreversible impacts of a decision, at Buencafé we will refrain from making it.

How we communicate our ethical concerns

The frst mechanism at Buencafé is to have an open-door government to give advice on any concern or worry related to ethics. The main tool is the Code of Ethics and Good Governance, which provides us with the behavioral guidelines that we share with all the people in the company during induction.

Throughout the year, the communications coordination team shares information by email on topics regarding the Code of Ethics.
GRI 102-17.

In addition, through the following communication channels, we provide safe and reliable mechanisms to ask for  advice on ethical behaviors:

– Confdential mailbox: All workers can report
situations of any kind that they consider to be
outside our framework of action.

– Ethics hotline: It allows to communicate anonymously or disclosed all those sensitive situations of ethical risk.
GRI 102-33

The information provided through these channels is documented, processed and communicated through an information system.

Each case received generates an action plan, which can be monitored by the staff on the platform until a solution is found. In cases where the communication is confdential, a code is generated so that interested workers can follow up on it.

Nature and total number of critical concerns

In 2021, Buencafé did not have notifcations that could be considered critical. GRI 102-34.

Our main impacts, challenges and opportunities

Identifcation and management of risks and opportunities and the role of the Group of Directors

The structure of Buencafé, as a company of the FNC, facilitates the engagement of the Group of Directors, both in strategic planning and in daily processes of the organization. Based on the defnition of the main economic, environmental and social topics, the Group of Directors develops management tools to identify risks, opportunities and possible impacts in the three sustainability dimensions.
GRI 102-29

For this work, the Group of Directors of Buencafé collects the information that is shared in the different relevant interaction scenarios.GRI 102-29

The economic, social and environmental chapters detail the risks identifed and report on how our human talent turned them into opportunities.

Fole of the Group of Directors in evaluating the effectiveness of risk management processes in economic, environmental and social matters

The Group of Directors comprehensively analyzes the risk matrix. Each director is responsible for their processes because they are aware of the importance for the entire organization of avoiding their materialization.

To this end, the Group of Directors meets fortnightly and reviews the behavior of the processes and results. Together, decisions are made, and responsibilities of all the areas involved and the work methodologies are defined.

Tools to improve risk management

We have a risk management system based on international standards. With this methodology, each risk inherent to each of the processes is identifed and managed.

The risk matrix also allows us to identify causes, effects, probability of occurrence, residual risk and the control mechanisms to be applied.
GRI 102-30

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