THE JOURNEY MATTERS · prides itself on its personal approach. The founders are committed to building long-term relationships with suppliers, customers and employees. Our products

Belazu Ingredient Company

THE JOURNEY MATTERS

2019/20

The Journey Matters | 2

Belazu Ingredient Company

Step by step we want to work towards an economical, ethical and sustainable business model.

Belazu Ingredient Company is a forward-thinking organisation and is one of the founders behind the Mediterranean food revolution in the UK. The business has a strong heritage and is renowned for producing and sourcing authentic ingredients and delivering them to passionate chefs and home cooks since 1991. Belazu is still run by founders and friends; George, Adam and Charlie, and prides itself on its personal approach. The founders are committed to building long-term relationships with suppliers, customers and employees.

Our products come from around the Mediterranean and the Middle East; and we know all our 151 suppliers. Some grow their own produce, but most source from local farmers.

We supply a customer base of over 1,800 which includes restaurants, retail outlets, food manufacturers and caterers. The product range includes olives, pestos, pastes, antipasti, olive oils, vinegars, nuts and cupboard essentials.

We currently employ a diverse workforce of 159 people which includes over 30 different nationalities.

We are committed to do everything we can to lower the environmental impact of our products and operations while maximising our social impact, and all without compromising on taste, innovation or customer service.

Our Corporate Social Responsibility initiative launched in the spring of 2015 to provide fresh, goal-driven focus to our sustainability efforts. The initiative is based on three core pillars: Product, Planet and People, and promotes positive change through sustainability and social engagement. These values have been embedded in all the processes and communication for the past 28 years. To accomplish this, we work with our suppliers, customers and employees to achieve our people, product and planet goals.

Furthermore, we established the Belazu Foundation in 2003 and formalised the Foundation as a registered charity in 2012. The primary aim of the charity is to support food educational projects for children and young people in UK and the Mediterranean.

Although we are conscious there is still a long road ahead and many ways to improve, step by step we want to work towards an economical, ethical and sustainable business model.

This report will talk about some of our achievements so far and our objectives for the future.

3 | The Journey Matters

THE JOURNEY MATTERS

SUPPLYCHAIN

WATER, WASTE, & RECYCLING

TRANSPORT& ENERGY

EMPLOYEES &CUSTOMERS

COMMUNITY& FOUNDATION

PRODUCT

PEOPLE

PRODUCT

PLA

NET



CONTENTS

Belazu Ingredient Company _____________________________________________________

The Journey Matters _____________________________________________________________

Introduction _____________________________________________________________________

People ___________________________________________________________________________

Employee Welfare & Development __________________________________________

Employee Engagement _____________________________________________________

Charitable Donations _______________________________________________________

Consumer Care _____________________________________________________________

Product __________________________________________________________________________

Supplier Engagement ______________________________________________________

Product ____________________________________________________________________

Plant _____________________________________________________________________________

Recycling ___________________________________________________________________

Waste ______________________________________________________________________

Energy _____________________________________________________________________

Water ______________________________________________________________________

Transport ___________________________________________________________________

Overview _________________________________________________________________________

People ______________________________________________________________________

Product _____________________________________________________________________

Planet ______________________________________________________________________

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7 | Programme Pillar

Through investing in our people, local community and the Belazu Foundation, we will maximise our social impact

PEOPLE

Employee Welfare and Development

In 2018 we achieved an Investors in People Gold accreditation

Working at Belazu should be more than just hitting targets. To make sure our employees have the possibility to develop, are protected and feel recognised, we:

• Have certified management training, which 90% of our managers and supervisors have completed so far. We aim to have 100% completion in 2019.

• Organise supplier visits and tastings for employees to develop understanding of the product, culture and origin.

• Have an innovative performance management system embedded across the business with KPIs, behavioural and development targets for all.

• Have a comprehensive induction programme in place for every new employee, from working a day in production, following one of our drivers to going out with the sales team and meeting our customers.

Not only do we recognise our employees through our employee benefit platform, Golden Olive awards and annual staff achievement awards, we have also been recognised for our employee support. In 2018 we achieved an Investors in People Gold accreditation and have been awarded a two-star rating from the Best Companies, making the list of 75 best small companies to work for in London.


Working at Belazu should be more than justhitting targets.

9 | People

In 2019 we aim to have 100% of people working at Belazu have all four of sections completed

Enhances the

understanding of the different roles in the company

Case Study — Personal Development Plan

Case Study — Induction

During one-to-one meetings with their line manager every employee works on an individual “Personal Development Plan”. The plan is broken down into 4 sections; firstly, training to enhance their professional competency, secondly, work experience in another department in the company to foster interdepartmental understanding and harmony, thirdly, a “foodie” experience to support our dedication to food quality and knowledge and, lastly, getting involved in one of the company’s charitable or sustainability projects.

In 2019 we aim to have 100% of people working at Belazu have all four of sections completed.

To make sure each new employee understands every part of the business and to improve interaction across the business, the first month at Belazu is focused on in-depth introductions. Some departments such as sales, production, warehouse and distribution have a whole day where new starters can experience what it is like to be on the road, work in high care food environments and work with the Belazu products.

This enhances the understanding of the different roles in the company, why certain processes are in place and it increases cross departmental communication.

During the trip the group visits ... a school in the Atlas Mountains, a project The Belazu Foundation

Case Study — Trip to Morocco

Once a year Belazu organises a trip to Morocco. This unique event is attended by up to 20 employees from across the entire organisation. We make sure that, by rotation, every employee has the chance to go, and that there is a mix of different teams to improve interaction across departments. During the trip the group visits: one of Belazu’s longterm olive suppliers, and a school in the Atlas Mountain which is a project

The Belazu Foundation supports in collaboration with the Zakoura Foundation. We feel this trip enhances the understanding of what Belazu stands for - creating opportunities for social interactions and having shared experiences that improve respect towards each other.


EmployeeEngagement

Engaging our employees in all the social activities Belazu is involved in, enables them to connect with each other.

Engaging our employees in all the social activities Belazu is involved in, enables them to connect with each other and with the communities we support through the Belazu Foundation. There are multiple possibilities:

• Employees were encouraged to volunteer one day per year.

• Employees could volunteer for different charitable activities or fundraising activities. In 2018 2 out of 3 employees took up this offer, and together they volunteered 747 hours. In 2019 we will offer all employees up to two days of volunteering and want to achieve 1,650 volunteering hours.

In 2018 2 out of 3 employees took up this offer, and together they volunteered 747 hours.

11 | People

“The biggest achievement was not only being able to transition within a year of it being released but seeing the embedded culture we had been tring to achieve, come to life.”

This year’s competition had 76 different ideas entered from the business.

Case Study — IS045001

Case Study — Staff Innovation Competition

ISO 45001 was released in March 2018, being the first international standard for Health & Safety replacing the British Standard OHSAS 18001.

“The transition from the British standard which we already had achieved was a great shared vision on cascading the importance of health & safety to all staff, not only managers ensuring the importance is followed from the top down, but by everyone working and visiting Belazu.”

“The biggest achievement of this standard was not only being able to transition within a year of it being released but seeing the embedded culture we had been trying to achieve, come to life.”

— Amy Lipscombe, Operations Compliance Manager

The company asks all employees for new ideas to improve the way Belazu does things or positive solutions to work frustrations. This is open to all employees and there are financial rewards for those whose ideas are implemented. They cover: • Cost — saves the company cost whether it be physical cash or labour

• Efficiency — improves a departmental process to make them more efficient in what they are already doing saving time • Quality — improves the quality of our product or surroundings

• Environment — an idea that is thinking about being green and looking after the environment

• Wellbeing — looking after our people, including employees and visitors alike

• Health & Safety — ensuring people’ts safety is thought about and improves current processes or just a new idea

• Or just a good idea! — anything that does not fall into the categories above. This year’s competition had 76 different ideas entered from the business.


• During our yearly innovation competition, employees are rewarded if their idea is implemented. As a result of a recent competition we now have two Belazu beehives and are in the process of setting up a mentoring scheme. In 2019 we want to implement 50% of the shortlisted ideas.

• Our multi-award winning Ready Steady Green Team achieved zero waste to landfill and 70% recycling on site.

• Our Staff Entertainment Committee was put in place to involve employees in decision making about internal events, internal communication, training and development, charitable events, staff benefits, and interdepartmental socialising.

• As the focus on the use of plastic has become an important part of every environmental program, we have put together a team that will investigate the business’ use of plastics and its application. The team will investigate four different work streams in the business and its aim is to review the entire use of plastics throughout the Belazu supply chain.

We do not only encourage our employees to get involved but also to act and initiate improvements.

13 | People


EmployeeEngagement


We believe our community should benefit from having Belazu in it. This means working together with residents and local charities.

• Through communication we put together a voluntary code of conduct that controls activities to certain times of the day and days of the week as a sensitivity to residents

• In 2019 we aim to benefit 1000 children and their families through our collaboration with the Belazu Foundation and charitable partners.

• As a member of Plan Zheroes, a food donation platform that connects businesses with local charities, we have donated 18,757 meals in 2018.

In 2018 we achieved an Investors in People Gold accreditation and have been awarded a two-star rating from the Best Companies

15 | People

The project shows Ealing students possible careers in the food industry

Case Study — Fresh EnterpriseHaving realised the need within the food industry to find new talent, combined with the high unemployment rate in Ealing amongst young people, the Belazu Foundation and School Food Matters launched Fresh Enterprise. The project shows Ealing students possible careers in the food industry. The students came to Belazu for a factory tour, business workshops and learnt how to create a product from inception to execution. At the end of the project, the students created a recipe that fits within Belazu’s range of Mediterranean pastes.

The pastes are now for sale with 100% of the proceeds supporting Fresh Enterprise 2019.

Before the programme only 16% of students had considered a career in food, increasing to 43% after the project. As a student from Greenford High School explained: “I loved learning about all the different jobs in making a product because it helps me choose what I want to do in the future.”


Charitable Donations

Every year we donate 3% of our pre-tax profits to the Belazu Foundation.

Every year we donate 3% of our pre-tax profits to the Belazu Foundation, a separate charity founded by Belazu’s founders Adam, George and Charlie. On top of this donation funds are raised through employee and customer facing fundraising activities. Since 2013 the Belazu Foundation received £410,000.

By 2025 we aim to have donated a total of 1,500,000 to the Belazu Foundation.

Since 2013 the Belazu Foundation received £410,000

1

17 | People

“Being BRC certified means that the company adheres to very tough Food Safety standards.”

Case Study — BRC AA+

“BRC standards are part of the Global Food Safety Initiative Scheme (GFSI). Being BRC certified means that the company adheres to very tough Food Safety standards. It means that everything we do is with Food safety, Legality, Quality and Authenticity in mind.

We are very proud that this year Belazu obtained the highest possible grade of the standard, Grade AA+. This is a very rewarding recognition which allow us to demonstrate to our customers the care we put into manufacturing the products we supply to them.”

— Ainhoa Astobieta, Technical Director

Consumer Care


Our consumers are at the heart of the business and by adhering to a range of ethical practices for food care, public health and advertising standards we aim to take care of our consumers. In 2018 we received BRC AA+, the highest global food safety standard, and we have a full nutritional database for all our products.

In 2018 we received BRC AA+, the highest global food safety standard.


19 | Product

Working with our suppliers, we aim to reduce the environmental impact of our products and commit to ethical sourcing.

Product

Supplier Engagement

Some of our suppliers have been with us since the beginning of Belazu in 1991.

Some of our suppliers have been with us since the beginning of Belazu in 1991. Knowledge about sustainability and practices have changed since 1991 and our strategy is to work together with our suppliers and support them to make improvements. We involve our suppliers in our sustainability initiative to make sure they understand the programme’s mutually beneficial outcomes and are motivated to help achieve its goals.

• In 2015 we published a Supplier Code of Conduct which formed part of our Ethical and Sustainable Procurement Policy. This Code of Conduct sets out the minimum standards and requirements for our suppliers in relation to workers’ safety and human rights, employment and working conditions. To date, 90% of our direct suppliers have signed the Code of Conduct. By 2020 we want to achieve 100% of our direct suppliers signed up.

• In 2017 we undertook a Life Cycle Assessment on the products that we purchase. One key insight from this study was that we discovered the biggest change we can make to our environmental impact is on a farming level. Engaging our suppliers and their farmers to improve their environmental impact is a long-term goal. The first step was to map what our 151 suppliers were already doing. Since 2017 we have conducted 60 general email questionnaires and 10 in depth supplier interviews with the aim to highlight and share the best environmental and ethical practices.

• We are part of the Supplier Ethical Data Exchange (Sedex), a not-for-profit membership organisation for businesses committed to the continuous improvement of ethical performance within their supply chains. By encouraging our suppliers, we aim to have 100% of them signed up for Sedex (or equivalent) by 2020.


21 | Product

Reducing the energy needed for growing and bringing superior flavour

Case Study — Supplier Good PracticesA lot of our suppliers implement sustainable and ethical practices in their business. We started mapping them by conducting questionnaires and asking our suppliers about the practices that make them stand out.

Like Eduard Pons, one of Belazu’s first olive oil suppliers. He sells his pomace waste (what is left after the first pressing) on to a pomace company. After extracting the leftover oil (sold as pomace oil), they convert the leftover food waste into pellets which are then used to burn for heating the factory or used on the land for fertiliser.

Another olive supplier has beneficial insects to control crop-damaging pests in their olive groves, thereby avoiding the need to use pesticides. Our semi dried tomatoes come from Turkey. They don’t use greenhouse grown tomatoes, reducing the energy needed for the growing and having the superior taste of tomatoes grown under the sun. Their employees mostly come from the local community and they provide free transport to and from the factory. Some provide a free lunch.

Product


In 2017 we conducted a Life Cycle Assessment of our raw materials, products, ingredients and packaging.

Putting initiatives in place to improve our carbon footprint

In 2017 we conducted a Life Cycle Assessment of our raw materials, products, ingredients and packaging. This gave us a base to start putting initiatives in place to improve our carbon footprint. Since then we have:

• Reduced the plastic weight of our 1 litre buckets by 13%, saving 4.7 tonnes of plastic.

• Switched our basil paste supply from plastic buckets to plastic bags, saving 20 tons of CO2e.

• Purchased 100% FSC certified cardboard and stationery.

• Switched three inbound flows from road transport to inter-modal transport saving 56 tons CO2e, equal to circling 2700 times on the M25 in a Ford Fiesta.

23 | Product

Case Study — Plastic ProjectWe have launched a plastic reduce, Re-use, Recycle project to ensure that 100% of our finished product packaging and transit packaging is widely recyclable by 2025.

To achieve this, we have set up dedicated teams with the following objectives

1. To reduce single use plastic across the business

2. Increase the recyclability and reusability of plastics within our supply chain

3. Transition from traditional plastics / multi-layer polymers into more environmentally friendly materials

The different teams have finished their plastic audit and by September we will start implementing the improvements.

We are conscious that there is no bad material, only inappropriate application. This project was set in place to make sure that we are doing the right thing for people, product and planet.


25 | Planet

By focusing on our waste, energy, water, recycling and transport, we aim to reduce the environmental impact of our operations in the UK.

Planet

Recycling

At Belazu we work with a colour system, resulting in 12 different waste streams

Since 2013 we are a zero waste to landfill company. This means that all waste that leaves our site is recycled, recovered or goes to a material recycling facility to be converted into renewable energy. At Belazu we work with a colour system, resulting in 12 different waste streams. To be able to manage all these different collections and train our employees, we work together with Veris Strategies.

In 2019 we achieved:

• 71% on site recycling

• 12% energy from waste

• 88% complete recovery

• 25% recycled via materials recycling facility

By 2020 we want to achieve:

• 75% on site recycling

• 9% energy from waste

• 90% complete recovery

• 16% recycled via materials recycling facility


Since 2013 we are a zero waste to landfill company.

Treatment Breakdown 2017-18

Waste Breakdown 2017-18

36%

22%

22%

7%

5%

47%

Waste Breakdown 2018-19

29%

23%27%

4%

4%

16%

Treatment Breakdown 2018-19

41.6%

Recycled

Anaerobic Digestion

Material Recycling Facility

Energt From Waste

General Waste

Oil

Food

Other*

Card

Plastic

*Other contains the following materials: glass, donation, buckets, DMR, hazards, white paper & scrap.

27 | Planet

Case Study — Belazu recyclesWe now have 70% direct recycling, a decrease of 7.22% of our general waste, and have more than doubled our donations since 2017.These achievements are the result of monthly recycling trainings, employee engagement days and a dedicated recycling and

hygiene team.

Each year we reward our recycling heroes, as they are the people who lead by example and encourage others to do the same!

70% direct recycling

Waste

Over 80tn of caron have been saved this year alone through the supply chain.

By segregating waste streams, general waste has been reduced by 25%. All consumable food is redistributed through Plan Zheroes, all non-consumable food waste is recycled into bioenergy. Over 80tn of carbon have been saved this year alone through the supply chain. Through various recycling and waste management workshops in collaboration with Veris, employee engagement was insured.

By 2020 we want to achieve

• Reduce our food waste per tonne of sales by 10% versus 2018 baseline

• Reduce waste by a further 10% per tonne of product versus 2018 baseline

• Reduce use of paper in the business by 10% (PL, SL, HR) through new systems e.g. Compliant, Curtis Fitch

• Reduce 10% of product packaging (weight) employed within the business20% water reduction

• Reduce 15% of carbon footprint on our outbound transport

By segregating waste streams, general waste has been reduced by 25%.


Food waste was and still is one of our main focusses

Case Study — Food WasteAs a food company we deal with food waste, from damaged or rejected goods delivered to us by our suppliers, to food waste during the production process, and damaged products during transport to our customers. Food waste was and still is one of our main focusses. Along the line from field to fork we identified and implemented initiatives to reduce the amount of food being wasted and increase the donations of edible food to local charities.

The platform is easy to use and connects us with a wide group of charities.

Fight hunger by collecting surplus food from all over London

Case Study — Plan Zheroes

Case Study — City Harvest

We work with Plan Zheroes, an online food donation platform that connects businesses with local charities. The platform is easy to use and connects us with a wide group of charities. Several members of different teams have access to the company’s account on the platform and therefore everyone involved knows what food donations have been posted, which charities are coming to collect and when.supply chain. To engage employees, we ran a number of recycling and waste management workshops in collaboration with Veris.

What we have achieved so far

• 13231kg Total food saved

• 119 donations

• 31503 Meals have been provided

• 52.93tns CO2 reduced

City Harvest wants to end waste and fight hunger by collecting surplus food from all over London and redistribute it to organisation that support the hungry. In 2014 the Food Rescue Partnership was launched, City Harvest teamed up with the Sustainable Restaurant Association and Belazu (when it was still The Fresh Olive Company). Belazu helped by donating equipment and doing food drives with the Belazu vans and drivers.

We are still supporting City Harvest and many more charities, but through our Plan Zheroes account.

29 | Planet

Energy

• Installed energy saving refrigeration installations

• Installed LED and low energy bulbs across both our site at Fairway Drive and Long Drive

• Installed a heat recovery process from our plant room to heat our warehouse

• Replaced old electric steam boilers with new more efficient gas boilers


Since 2016, we have been able to reduce our electricity usage by 35%, our water usage by 8.1% and our gas consumption by 28.8% - all per manufactured unit. This is the result of the following range of initiatives across our production site, warehouse and office space.

Water

• Improve our water treatments to reduce organic pollutants released, from 15,000 to 2,500mg/litre and solids from 270 to 30 mg/litre.

• Maintain the level of salt in our sewage system since 2016

• Drill a borehole on our site

31 | Planet

Not only have we reduced our water usage by 8.1% by manufactured unit since 2016, we have also dealt with highly polluted water from the food and oil that get mixed up with our wastewater. To prevent this from going into the sewage system, we have put in place different measurements in our innovative water plant that uses rainwater harvesting to help dilute the salt levels in our wastewater. This has helped us to:

Testing everything again and at the end, releasing the highly cleaned wastewater into the sewage system

Case Study — Water Plant

Case Study — Borehole Water

Our water plant is one of the Planet achievements we are highly proud of. It includes harvesting rainwater via our roof, skimming of oil, sorting out food waste, testing salt levels and the PH value of the wastewater, diluting our wastewater, testing everything again and at the end, releasing the highly cleaned wastewater into the sewage system.

In 2018 we drilled a borehole 100m deep at the Greenford site. This was drilled through 40m of London clay and surface layers and 60m into the chalk aquifer below. Our intention was to source enough water to supply all our site requirements and completely replace the supply from the ‘town mains’.

The borehole proved to be very productive but, when analysed, the water was shown to be very hard and to contain high levels of some minerals. The water would have to be treated before it could be used for factory production. The necessary treatment would include reverse osmosis and softening. Reverse osmosis has a high capital cost and high ongoing energy consumption. We have concluded that this would not be cost effective.

Whilst we cannot use borehole water for all our requirements, there are some uses for which the water doesn’t need to be treated. We are currently investigating and developing a scheme to use the borehole water for these peripheral uses. We plan to reduce our consumption of water from the ‘town mains’ by around 50%.

Transport

Our director’s team and sales’ team are encouraged to use electrical vehicles.

To encourage our employees to use alternative ways to come to work, we offer a cycle to work scheme and a discount for the Commuter Club as part of our employee benefit scheme. By 2020 we want to reduce employees driving to work by 10%.

Our director’s team and sales’ team are encourage to use electrical vehicles. This resulted in having six...


We are proud parents of two busy honeybee colonies

Case Study — Belazu BeesHere, at Belazu, we are proud parents of two busy honeybee colonies. Why bees though? The bee population worldwide has taken a big hit over the last 15 years and the pollination service they supply is valued at £120 billion in Europe (some £690 million in the UK alone). They have struggled due to climate change, pesticide use, varroa mite and a combination of all three. The aim of keeping them is to educate as many of us as possible here at Belazu, about the importance and plight of bee populations to humanity itself. We also hope to get some honey eventually.

We offer a cycle- to-work scheme and a discount for Commuter Club

To offer you a structured overview of what we have achieved and what we are aiming to achieve by 2020 and 2025, we have included our complete CSR strategy. A document that was set up together with our Managing Director, Creative Director, Marketing Director, Operations Director, and Purchasing Director; the CSR steering group. Through different work groups we make sure to involve everyone at Belazu, bottom up. The objectives are implemented in the business strategy and are part of Belazu’s identity.

Overview


People

Through investing in our people, local community and the Belazu foundation, we will maximise our social impact.


Employee Welfare & Development

Maximise protection and development of our workforce

ProtectionLondon Living Wage

employer since 2013

OHSAS-accredited

Health & Safety

structure

DevelopmentCertificated bespoke

management training

(ILM accredited)

completed for 90%

managers and

supervisors

Key Supplier visits

for employees to

develop understanding

of product culture

and origin

Canteen & bi-monthly

staff demonstrations

with in-house chef

Performance

management system

embedded across

the business with

KPI, behavioural and

development targets

for all

Annual Diversity

training for managers

Comprehensive

induction programme

in place for every new

employee

RecognitionInvestors in People Gold

Standard since2018

Best Companies 2-star

accreditation since 2018

Annual staff welfare

and feedback surveys

Basket of employee

benefits (cycle to work,

subsidised canteen,

health insurance,

discount vouchers)

Protection1. Achieve ISO

45001 accreditation

2. Issue a statement

on compliance to the

Modern Slavery Act 2015

Development3. Complete and refresh

management training

for 100% of managers

4. Provide 100% of

employees with a

Personal Development

Plan including

foodie exposure,

interdepartmental

training, charitable

support and personal

career development

Recognition5. Improve outcome of

the annual staff survey

by 3% on the following

areas: Employee benefits,

People’s potential,

Recognition and

showing appreciation,

Internal communication,

Involvement in decision

making, Dealing with

pressure at work

Area Objective Achievements to Date By April 2020 By April 2025

Achieve 85% satisfaction

rate on all areas of the

annual staff survey

People

Employee Engagement Enable people to connect with each other and the Foundation’s charitable activities

Empower employees to take action and initiate improvements

“Employee of the

quarter” and “Annual

staff achievement

awards” embedded

Moroccan charity school

visit for 20 employees/

year to witness impact

of charitable activity

4,600 volunteering

hours delivered since

2013 (1,500 in 2017)

Employee involvement

in charitable activities

(Iffley Fun Day,

#CookforSyria, Make

Lunch, School Food

Matters, the Zakoura

Foundation)

Employee involvement

in fundraising activities

(Bake Off, Pub Quiz,

Sweepstake, pop

restaurants, canteen

national cook days, …)

Involvement of the

drivers in collection and

delivery of food waste

for City Harvest, Best

Before Project

Yearly internal

innovation competition

with rewards for every

idea implemented

Multi award-winning

Ready Steady Green

Team to achieve zero

waste to landfill and

70% on site recycling

Staff entertainment

committee put in place

to involve employees

in decision making

Yearly Recycling Heroes

reward for employees

that lead by example

or encourage others

to recycle correctly

6. Achieve 1,650

employee

volunteering hours

7. Engage 20% of all

employees with the

charitable activities of

the Employee Benefit

Trust from the William

Jackson Food Company

8. Engage 70%

of employees in

interdepartmental

socialising

9. Implement 50% of

the initial shortlisted

innovation ideas brought

up during the innovation

competition of the

previous years

10. Involve all 16

departments in the

different CSR projects


Achieve 90% of

staff involvement in

employee volunteering

or interdepartmental

socialising

Engage 100% of

employees to take

action by being part of

an employee workgroup,

suggest innovative

improvements or lead

by example

35 | People

People


Community Engagement

Charitable Donations

Consumer Care

Engage as a business with our local community

Raise funds to donate to relevant charities

Adhere to a range of ethical practices for food care, public health and advertising standards

Voluntary code of

conduct that controls

activities to certain

times of the day and

days of the week as

a sensitivity to

residents Collaboration

with School Food

Matters resulting in

different projects:

• Fresh Enterprise, to show

local students the scoop

of roles within the food

industry

• Fun and Food club, to

provide healthy meals

and activities to students

entitled to free school meals

during the school holidays

Involvement in Holiday

Hunger programs with

Make Lunch

Yearly contribution of

3% pre-tax profit to the

Belazu Foundation

£410,000 donated to the

Belazu Foundation since

2013 (£101,000 in 2018)

Funding the building

and staffing of

Moroccan Schools in

rural villages since 2003

Collaboration with Plan

Zheroes to distribute

surplus food to local

charities, since 2017

donated an equivalent

of 30,000 meals

Organisation of the

Iffley Fun Day since

2014 and installation

of the school kitchen

BRC AA* Grade

since 2018

Full nutritional database

exists for all products

11. Benefit 1500

children and their

families by partnering

with charitable and

local partners

12. Establish clear

work experience

and apprenticeship

programme at different

levels by involving 2

local schools

13. Fundraise £120,000

through the Belazu

Ingredient Company

donations, customer,

consumer and employee

facing activities

13. Accredit 100%

of vegan and

vegetarian products


Benefit 10000 children

and their families

by partnering with

charitable and

local partners

Donate a total of

£1,500,000 to the

Belazu Foundation

Have 100% of our

products accredited

to standards with

information to help

our consumers make

healthier and more

sustainable choices

Product

Supplier Engagement

Product

Engage with suppliers to identify sustainable and ethical opportunities

Reduce environmental impact of Belazu products

Published a Belazu

Ingredient Company

Ethical & Sustainable

Procurement Policy

90% of our direct

suppliers have signed

up to our Belazu

Supplier Code of

Conduct in relation to

Ethical & Sustainable

Procurement

Documentation

of supplier ethical

and sustainable

achievements

and actions

Technical assessment

of suppliers (BRC, Risk

Assessments, Audits)

Life cycle analysis

(LCA) of raw materials,

products, ingredients

and packaging

13% plastic weight

reduction in 1 litre

buckets saving 4.7

tonnes of plastic in 2018

25% reduction in glass

bottle weights for our

balsamic vinegar range

Completed business

case study for bulk olive

transportation

Switch basil paste

supply out of plastic

buckets to bags saving

20 tons CO2e

100% FSC for purchased

corrugated, carton

board and stationery in

the business

Switch 3 inbound flows

from road transport to

inter-modal transport

saving 56 tons CO2e

1. Achieve 100% of

suppliers signed up to

Belazu code of conduct

2. Document ethical

and sustainable

transparency in our

supply chains covering

75% of total direct spend

3. 100% of our

direct suppliers to

be SEDEX members

4. Reduce carbon

footprint of Belazu

products across our

entire supply chain

5. Make 90% or our

finished product

packaging and

transit packaging

widely recyclable


Undertake Resource

Efficiency Reviews

covering 80% of our

total spend

All suppliers to be

SEDEX members

Make 100% of our

finished product

packaging and

transit packaging

widely recyclable

37 | Product

Working with our suppliers and farmers, we will develop our commitment to ethical and environmental sourcing, as well as reducing the environmental impact of our products throughout the supply chain.

Planet

We will reduce the environmental impact of our operations in the UK by focusing on reductions in waste and the use of energy and water and maximising the efficiency of our recycling programmes


Policy

Recycling

Waste

Energy

Achieve meaningful and relevant Environmental Policy Statements

Maintain zero waste to landfill and minimise use of incinerators and maximise recycling opportunities

Contribute to a circular economy

Minimise our use of energy relative to production output

Published an

environmental

policy statement

Zero waste to landfill

since 2013

70% on site recycling

18% energy from waste

88% complete recovery

100% PEFC

standard stationery

25% recycled

via materials

recycling facility

Reduction of waste from

10% to 7.5% per tonne of

manufactured product

equating to a 25tonnes

effective reduction

Reduction of paper

purchasing by

introducing centralised,

password protected

printers and a paperless

QA system

Energy saving

refrigeration

installations

LED and low energy

bulbs installed across

both sites

Reduced electricity

consumption per

manufactured

unit by 35% versus

2016 baseline

1. Achieve ISO14001

and ESOS

2. Achieve 75% on

site recycling

3. Achieve 9% energy

from waste

4. Achieve 90%

complete recovery

5. 16% recycled via

materials

recycling facility

6. Move to 100% FSC

paper and carton board

across the business

7. Reduce waste by

a further 10% per

tonne of product

versus 2018 baseline

8. Reduce use of paper

in the business by 10%

(PL, SL, HR) through new

systems e.g. Compliant,

Curtis Fitch

9. Reduce 10% of

product packaging

(weight) employed

within the business

10. Reduce 10% of

food waste vs tonne

of product

11. Achieve 10%

energy saving per

manufactured unit

12. Achieve 10%

gas saving per

manufactured unit


Reduce 30% of food

waste vs tonne of

product

Have 100% of our

edible surplus food to

be diverted for human

consumption

Reduce the amount of

packaging waste within

the business by 25%

Purchase 100%

renewable electricity

for operations, offices

and warehouses

Reduce our emissions,

water usage and waste

generation by tonne

of product by 25%

Planet

Water

Transport

Minimise water use relative to production output

Minimise the impact of transport

Reduced gas

consumption per

manufactured unit

by 28.8% versus

2016 baseline

Heat recovery

process from plant

room in place to

pre-heat warehouse

Replacement of old

electric steam boilers

with new more

efficient gas boilers

Water treatment

improvements have

reduced COD release

from 15,000 to 2,500 mg/

litre and solids from

270 to 30 mg/litre

Rainwater Harvesting

for salt dilution

in effluent

Levels of salt in effluent

maintained consent

since 2016

Installation of a

water metering

Reduced water

consumption per

manufactured

unit by 8.1% versus

2016 baseline

Internal fleet of

6 electric cars

13. Reduce water

usage by 20% per

manufactured product

14. Reduce 15%

outbound

carbon footprint

15. Increase the use

of alternative ways

of coming to work

and reduce employees

driving to work

by 10%


39 | Planet

BelazuIngredientCo Belazu_Co belazu_co

CONTACT NUM BER EMAI L020 8838 1912 [email protected]

WEBSITE www.belazu.com

ADDRESSBelazu Ingredient Company 74 Long Drive Greenford, Middlesex UB6 8LZ

The Fresh Olive Company Ltd t/a Belazu Ingredient Company Registered in England No.6856765 VAT No. GB 166860044Registered Address: The Riverside Building, Livingstone Road, Hessle, HU13 0DZ

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THE JOURNEY MATTERS · prides itself on its personal approach. The founders are committed to building long-term relationships with suppliers, customers and employees. Our products