CSR annual report Hoogesteger 2020
CSR annual report Hoogesteger 2020
CSR annual report Hoogesteger 2020
CSR annual report Hoogesteger 2020
Our founder, Bert Hoogesteger, believed that everyone should be able to enjoy fresh juice. Back in the 1990s, fresh juice in bottles was not available in supermarkets, due to its maximum shelf life of one day. Bert Hoogesteger developed his own technique, which made it possible to extend the shelf life of fresh orange juice. To this day, we continue to follow his vision.
Hoogesteger and CSR
With our mission of letting everyone enjoy fresh fruit and vegetable juices, we are close to nature. We therefore feel responsible for our impact on the environment. For example, we consider:
- the consequences of the transport of raw materials,
- the use of water to wash them,
- the manner of cooling the environment in which raw materials are pressed and stored,
- the packaging in which the juice is bottled.
We also make sure that we are aware of the insights of our suppliers. How do they deal with the environment, and—equally important—how do they treat their employees? Because we purchase raw materials from suppliers in various high-risk countries, we devote considerable attention to chain responsibility.
For 2017, we defined a baseline measurement with the goal of enhancing our understanding of our direct and indirect impact. This measurement has given us a better view of where we stand and which steps we can take next. To bring guidance and focus to our efforts, we subsequently formulated our CSR policy and associated objectives and measures. We also introduced a digital version of our CSR annual report so that everyone can continue to follow our plans and progress.
In many respects, 2020 has been an exceptional year. The COVID-19 pandemic clearly had an impact on business operations within Hoogesteger. The primary focus has been directed towards the safety of our employees and the continuity of deliveries to our customers. With that in mind, we have had to adopt a number of measures, including supplementary measures relating to protective clothing and disinfection, having many employees work from home and cancelling all international travel. Partly because of these measures, there has never been a single minute in which our continuity was in jeopardy, and we have been able to limit the number of COVID-19 infections within the company.
Above all, I am very proud of the zeal and enthusiasm with which the CSR team has started working on our CSR plans. Setting goals is one thing, but actually initiating their implementation is often another. The ultimate challenge is to recalibrate the goals and raise the bar each year. This new annual report is partial proof of the permanent place that has been assigned to CSR in the daily operations of Hoogesteger. With these efforts, we have since more than satisfied the increasing wishes and demands of our customers.
Edo Abels, Managing Director
ENERGY AND CLIMATE
Our carbon footprint
Our products are produced and stored in a refrigerated environment. This requires a relatively high level of energy usage. To provide an idea, our CO₂footprint in 2020 is equal to:
- The energy consumption (gas and electricity) of 510 households, or
- 1,377 round-trip flights to New York City.
In 2020, we took the following measures to reduce energy usage:
- Further shift to LED lighting (new fruit cell and Labelling Line 4)
- EED audit report prepared and submitted to the Netherlands Enterprise Agency (RVO)
- More efficient water purification due to a new soda lye dosing unit
- Final decision to transfer to Dutch green energy starting in 2021
Other measures to keep our energy usage as low as possible:
- Purchase of frequency-driven air compressors
- Purchase of a frequency-regulated labelling line equipped with LED lighting
- All areas are cooled using one of the latest cooling systems based on ammonia and CO₂
- All doors are designed to minimise the outflow of cold air
- The production location is equipped with LED and automatic lighting
Our CO₂ footprint for 2020 decreased by 6% relative to 2019. As a result of the COVID-19 pandemic, our production also decreased by 10%. In relative terms, our footprint has thus increased slightly. This is because some activities continued at the same pace, despite the drop in production (e.g. the cooling of our production location and the cleaning of the machines). Beginning in 2021, our CO₂ emissions will be substantially reduced, due to the transfer to green energy from the Netherlands. This will be reflected in our CO₂ footprint for 2021.
CO₂-footprint for Hoogesteger 2020
Total 2.386 tonnes CO2
Relative development of the CO₂ footprint
Emissions (in tonnes per million litres of juice produced)
A large share of our CO₂ emissions in the chain is caused by transport. To minimise these emissions, we use boat transport where possible. In addition, we adhere to the philosophy of ‘as close as possible and as far as necessary’. We source apples, pears and various kinds of vegetables in the Netherlands as much as possible. The fact remains that the raw materials for our daily fresh juices are sourced from all over the world, including from South Africa, Egypt and various countries in Central and South America. The source of our supply depends on where the quality of the harvest is highest at any given time.
For the majority (80%) of our raw materials, we calculate the annual volume of CO₂ emissions due to upstream transport (i.e. from the supplier to our production location). The following overview clearly demonstrates the relationship between emissions resulting from transport and the emissions from our own production location. These figures do not include road transport in the country of origin. We are currently working to chart the transfer of our packaging as well.
Our carbon footprint in relation to CO2 emissions from transport
- Footprint (Scopes 1 and 2) 2020: 2.386 tonnes 20% 20%
- Transport upstream (part of Scope 3) 2020: 9.049 tonnes 80% 80%
For transport from our production location to the customer, we work with transporters who operate as sustainably as possible. For example, our house transporter, Heinis Logistics, uses refrigerated vehicles equipped with Euro-5 and Euro-6 motors. We are also constantly working to achieve logistical improvements, so that we can deliver our juices to our customers as quickly and as freshly as possible, while making the fewest trips possible.
Increase in load factors
for transport to our logistical partner XPO
relative to base year 2017
Purchasing and transport
It goes without saying that we like to work with sustainable partners. We do not have the same amount of influence in all areas. Fortunately, we have also observed that our partners are achieving fine results each year. For example, our purchasing partner, FruitMasters, installed 7,000 solar panels last year, and our transporter, DailyCool, was able to reduce its CO2 emissions by more than 3,767 tonnes by converting its entire fleet to Neste My Renewable Diesel. What a great achievement!
Cold storage and logistics
Our storage facility in Velsen is largely self-sufficient, due to the use of solar and wind energy, and it is energy-efficient, due to the use of heat pumps, heat recovery, LED lighting and light sensors. This is a result of the sustainability policy of our partner Kloosterboer, from whom we rent our storage space. Kloosterboer received the EZK Energy Award, and it was the first cold storage facility to receive the Lean & Green award. They also received the highest BREEAM standard of ‘outstanding’ (five stars) for the new construction of 15,000m2 of additional cooling/freezing space. The programme for next year includes replacing chemical coolants with natural ammonia. In contrast to the chemical variant, this coolant emits no CO2. In addition, an additional 3,500 solar panels will be installed next year. They will generate 1,000,000Kwh per year, which will be sent directly to the company’s own users in the same manner.
Sustainability and CSR also take high priority in the company policy of our partner XPO Logistics in Nieuwegein. They are ISO 14001 certified, publish annual ‘sustainability reports’ and are officially committed to the basic principles of the UN Global Compact.
With the Raw Materials Agreement, the government aims to achieve a circular economy by 2050. For us, this will mean:
- Maximising the reuse of waste
- Minimising food waste
- Minimising plastic
Maximising the reuse of waste
Residual flows of fruit and vegetables in 2020 total 16,872 tonnes (in %)
Disaggregated by destination
Destination residual flows 2017 – 2020 (%)
Total waste 2020 1,450 tonnes,
excluding residual flows (in %)
Disaggregated by destination
- Last year, our total waste flow decreased by 30% as a result of a new pressing machine. Although such a reduction is difficult to maintain, our waste flow decreased slightly this year as well, but our production did as well.
- The percentage of the waste flows destined for livestock feed increased slightly (1%).
- This left slightly less than 4% to be converted to biogas through fermentation.
- Our industrial waste is separated and recycled as much as possible by an external party, Recycling.nl.
- Our total volume of waste increased by 4% relative to 2018, against a 7% increase in production.
- According to the Milieu Centraal foundation, it should be possible for households to have no more than 20% in residual waste left after waste separation. This share is currently around 45% for households. Even though we are a company, we are happy to report that we have managed to stay below this target of 20%, with a residual waste share of 19%.
- Part of our plastic waste has been used for high-calorie incinera.
- In 2020, 85% of our bottles were packed in recycled cardboard. Although this was a slight decline relative to 2019 (5%), it still amounts to an increase of 42% relative to 2018. We will continue to do our best to keep the percentage as high as possible
- See the section later in this report with regard to the use of R-PET for our bottles.
- The wooden crates in which our oranges arrive are either returned to the circuit or shredded for use as fuel.
Ladder of Moerman
The increasingly higher-quality use of our waste streams is a matter of constant attention. In 2019, we were able to take a major stride in this regard by purchasing our new pressing machine. These improvements have been achieved by reducing the total waste streams—thus leaving more for human consumption—as well as through the use of almost all remaining waste for livestock feed.
Minimising food waste
This year, we have consciously sought ways of reducing our waste. To this end, we assembled focus teams and worked together to develop a new system, ‘Supply Brain’, which has promising potential for the industry as a whole. Additional details about the results are included later in the report, under the heading of Innovation and Partnerships.
Juices that are no longer allowed to be sent to customers from the XPO storage facility are donated to the food bank whenever possible. The extent to which we manged to do this is presented in the figure below. After an increasing line since 2017, the share has unfortunately decreased again in the past two years. This was due to capacity problems at the Food Bank (this year, largely a result of the COVID-19 pandemic).
% failure XPO dontated to Food bank
In addition to converting as much of our waste flows as possible into animal feed, we prevent food waste in the following ways:
- Our juices are made primarily from Class 2 and 3 fruits and vegetables. These are known as ‘outsiders’, meaning that they do not meet the requirements to be displayed on the shelves of the supermarkets or greengrocers.
- The PEF and HPP technology that we use to treat some of our products ensures a longer shelf life while preserving taste and nutritional values.
- Bottles that are not suitable for delivery to our customers are offered to our employees. This is free during working hours, and at a discount if they wish to take the products home with them.
With plastic packaging, we are addressing an important CSR theme. Together with our customers, we are constantly looking for ways to increase the sustainability of our packaging.
In addition to recycled PET (R-PET), we are exploring possibilities for reduction. Whereas we were able to save 8% in 2018 by reducing the weight of our litre bottles by 3 grams, we addressed our 500ml and 250ml bottles in 2019. We were able to reduce the weight of these bottles by 3 grams and 1 gram, respectively, which translated into an additional plastic reduction of 7% plastic in 2019. In absolute figures, this amounted to 45,000kg less plastic. The weight of the bottles remained the same in 2020.
The number of recycled bottles in our assortment (4 of the total 17 bottles) also remained the same in 2020, resulting in 26% R-PET bottles. We will continue to discuss the possibility and advantages of this with our customers.
At the same time, we are encouraging our customers who deliver directly to consumers to use the label to promote the separation of waste. To this end, 90% of our customers use a logo or text on the label.
Deposits are being charged for our bottles in an increasing number of countries.
We use a vast amount of water to clean the raw materials and machinery. We have linked the amount of water used to the litres of juice produced, and the result is a lot to take in. It is therefore our goal to reduce water consumption where possible.
After managing to reduce our water consumption per litre of juice produced each year, our water consumption increased slightly this year. This was due to the COVID-19 pandemic, which led to a decline in production that was not accompanied by a commensurate decline in the cleaning of the machines. To date, we have taken the following measures to reduce water consumption as much as possible:
- Purchase of a new pressing machine, which does not require citrus fruits to be peeled before pressing, such that the machine uses less water.
- Making an agreement with our cleaning company listing the economical use of water as a KPI.
- Replacing reels and nozzles with more energy-efficient versions.
Water consumption per litre of juice produced
2020: 3.7 litres
2019: 3.4 litres
2018: 3.8 litres
2017: 3.9 litres
2016: 4.2 litres
Of all the water we use during the production process, 80% ends up as waste water. The first purification step takes place in our factory. The sludge released during this process is collected and converted into gas (1,600 tonnes per year) via fermentation. The purified waste water undergoes a second round of purification at the installations of the Dutch Water Board. This water is nutritious, as it contains sugar. The bacteria found in water that contains sugar are characterised by their ability to convert contaminated water into harmless substances. The waste water produced in our production process therefore helps the Water Board’s treatment plant to clean water.
CSR risks and influence within the chain
Our fruit and vegetables often come from high-risk areas in terms of CSR. Although certificates are important, they do not always offer the guarantee that we seek. For this reason, we visit our suppliers frequently. This year, we were able to do this to only a limited extent, due to the COVID-19 pandemic. In addition, all of our suppliers sign our Code of Conduct, which includes criteria relating to the environment and working conditions. Nevertheless, we still cannot offer full guarantees. Transparency in the chain remains a challenge. We cannot exercise much influence in this regard. This is related to two aspects that make us less interesting to separate suppliers. To reduce the risk of failed harvests, partly due to climate change, we are forced to work with many different suppliers. In addition, we buy Class 2 and 3 products, which are regarded as ‘outsiders’.
ICSR Food Products Covenant
Last year, our sector organisation (FNLI) signed the ICSR Food Products Covenant. This created the opportunity to address risks within the chain, with the cooperation and assistance of ICSR (international corporate social responsibility organisation). This year, we completed a self-assessment, which confirmed that we are already investing considerable effort in the area of ICSR. It also provided us with insight into the manner in which we can go even further in incorporating ICSR into our business operations. In response to this self-assessment, we have established an improvement plan. We will start by adjusting our purchasing policy and our purchasing documents. This will ensure that our policy also reflects our attention to ICSR. By including ICSR in our purchasing documents, we will be imposing supplementary requirements on our suppliers.
100% of our suppliers have been audited according to the code of the BSCI or similar
of our suppliers sign our Code of Conduct
We visited 7% of our suppliers for audits (as compared to 56% last year)
% suppliers certified
Global GAP 96%
Safety, personal development and good rewards
We ask a lot from our people, and we are happy to reward them well for their efforts. In addition, we do everything we can to provide our employees with a safe working environment. In 2020, this obviously also entailed ensuring a working environment that was safe in terms of COVID-19. By adopting appropriate measures for our office workers (e.g. adjusting ventilation and facilitating working from home), as well as for our production workers (e.g. plexiglass screens and face shields), we were able to keep the number of infections to a minimum, while ensuring that production could continue. We consider it important for our employees to feel at home and to have opportunities for personal development. This also applies to our temporary employees, for whom we have a good flow-through scheme. After six months, we make a joint assessment concerning whether the contract can be converted into employment. In addition, we consider it important for our employees to feel heard and that they reflect the composition of society as a whole. In 2020, elections were held for a new eight-member Works Council, which we were able to install at the end of the year. Starting at the time of installation, the new Works Council has been busy with training sessions on the Works Councils Act. In these sessions, they receive information about the duties and powers of the Works Council—the most important of which are the right to advise and the right of consent—as well as about how to advocate the interests of the employees.
- Lowest salary is 125% of the minimum wage
- 10% discount on collective health insurance
- Diversity among employees
- Annual performance reviews
- Annual appraisal interviews
- Training budget per employee
- Growth model for production workers
- Personal development plan for each employee
- Pregnancy policy with adapted tasks
- Whistle-blower policy
- Confidential Advisor
- Works Council
Vitality and sustainable employability
With regard to health and personal development, the ageing workforce is posing an increasing challenge. Our employees are getting older and are having to work longer, and their tasks are often physical. To date, we have succeeded in finding suitable alternatives for employees whose original jobs have become too physically demanding. Nevertheless, we do not know how this will work out in the future. We consider it important to be prepared for these developments and to ensure that our employees are prepared as well. We have therefore started to address this issue by including sustainable employability as one of the CSR pillars in our policy.
One of the options for offering more flexibility to our older employees involves ensuring a good age distribution throughout the entire workforce. In the coming year, we will also be working to develop a vitality policy, with the goal of raising awareness of a vital work and lifestyle amongst our employees.
Rudy, Hoogesteger’s most cheerful employee
Rudy Berrenstein showed up two and a half years ago. His current employer at that time had gone bankrupt, and he started working at Hoogesteger as part of a Phase II programme. Rudy Berrenstein started in the pressing department, and he has since made a smashing impression. In no time, he had earned a permanent contract.
First, he has an enormous desire to work. Rudy likes to work on Line 4, where he presses spinach or ginger. He also enjoys the crusher. All of these tasks require heavy physical labour, but Rudy does it with a smile—literally.
Optimism is in his DNA. With his infectious laughter, Rudy sets a cheerful tone with his co-workers. ‘I make them cheerful. They tell me, “Whenever you come in, the stress leaves”’.
He is very satisfied at Hoogesteger. ‘The atmosphere in the company is great! All of the employees are nice, and everyone helps each other. It is just a good, solid company. And you are appreciated here. They say, “Good job!” and you get a pat on the back when they are happy with you. Everything just goes great’.
Rudy ought to know. He has a rich employment history, starting as a 16-year-old strawberry picker, moving on to hanging wallpaper in bungalow parks, working at the cadastre, operating a forklift at Aldi and even cooking at a restaurant in Switzerland. He’s done it all. His food-service experience even brought him to the Carré theatre, where he cooked for the performing artists. His roti has been enjoyed by André van Duin. If they ask very nicely, Rudy will still make the most delectable roti for his co-workers—just one more way that he makes people happy.
Rocco follows the fun
A career plan? Not for Rocco Janssen. His career at Hoogesteger is built on a string of coincidences. When he walked into the company in 2016, he had no idea that he would now be the team leader for Filling and Labelling. He just wants to have fun in his work, and that is hard to plan.
Hoogesteger has actually been familiar territory for Rocco for 20 years. As a little boy, he would sometimes go to work with his mother, who managed the canteen. He could just see over the counter. Years later, he came into the company as a temporary employee. ‘What have I gotten myself into?’ he wondered. After his first week as a packer, he started wondering if there might be something more fun to do. He was able to become an operator in the labelling department. Piotr Tomala taught him the finer points of the job, and he has many fond memories of this to this very day. But even that soon became routine—until he was assigned to ‘Monster Line 1’: a machine with settings so sensitive that few people could handle it. Rocco could handle it.
He would later become an operator in Filling. That suited him well for two and a half years, after which it was no longer a challenge. He went on to the press, where he became a foreman. It would be an instructive eight months. Then he was asked to be a team leader. It was not the first time, but this time, he went for it. This position suits him quite well. He no longer has to wait for other people to complete certain tasks, and he can take a problem-solving approach to his work. ‘The only thing is that I sometimes have the feeling that it is difficult that I am younger than the people I’m supposed to manage.’
‘Am I ambitious? No. My goal is to enjoy life.’ Rocco manages that well in his role as team leader. ‘I have nice co-workers, even if there are a few troublemakers. Fortunately, however, there’s also room for laughing, whooping and hollering. That makes it worthwhile.’
Hoogesteger and society
As little inconvenience as possible, as much pleasure as possible
Our production location is situated in a residential area. It is important to us that the residents experience as little inconvenience as possible. To this end, we installed a noise barrier a few years ago, with which we have been able to minimise noise pollution. Around Christmas and Easter, when extra production takes place and transport is coming and going day and night, we provide juices to local residents.
To contribute to pleasure in the neighbourhood, we sponsor a variety of social activities each year. For example, we donate pallets for ‘Spijkerdorp’ (a hut-building event in Zwanenburg), we provide juice for the village breakfast in Halfweg and we sponsor an artist’s performance at the festive week in Zwanenburg. Unfortunately, the COVID-19 pandemic prevented all of these activities from taking place this year.
We suspect that our own employees and temps occasionally leave litter on the street, and we are not happy about that. It has to be cleaned up. Trash left by other people is also an eyesore. We have therefore decided to make a round of the neighbourhood once a week. Armed with a trash bag and a grabber tool, one office employee and one production worker walk around and pick up coffee cups, cigarette butts and other junk.
We started this initiative in November 2020, and we have seen nothing but advantages.
- Hoogesteger’s surroundings look a lot better.
- Positive reactions from the local residents. We are happy with that, because we want to be a good neighbour.
- The mutual bond between our employees is strengthened. People who don’t see each other every day come to know and appreciate each other.
We will thus keep doing this for the time being.
‘Bijen is Leven’ Foundation
To contribute to bio-diversity, we developed a new product line in which part of the returns of every product sold is donated to the Bijen is Leven (Bees Are Life) foundation. Each year, we donate at least €1,500 to this foundation, and they maintain three apiaries for us.
In addition to caring for the health and growth of the bee colonies, Bijen is Leven makes the public aware of the importance of bees. It also provides recommendations for vegetation and insect-friendly management (e.g. for a military airport).
Opportunities and knowledge development at Hoogesteger
As a recognised training company, we offer learning programmes for students from a variety of study programmes. In addition, we regularly work with interns. In 2020, we once again had two interns: one in the Quality Service department and one in the Product Development department.
We also try to deploy people who are at a distance from the labour market wherever possible. For example, one person we employed through the Disablement Assistance Act for Handicapped Young Persons has now been with us for more than 25 years.
Safety for the consumer
Food safety is of the utmost importance. All of our suppliers are Global Gap and GFSI certified. Food safety is paramount in these certification schemes, as well as in our audits of suppliers. Hoogesteger itself is certified at BRC A grade and IFS higher level, and we have volunteered for unannounced audits. This took place for the first time in 2019. The audit was held again in 2020, despite the COVID-19 pandemic, and we even achieved the BRC AA+ and the IFS higher level score again. This demonstrates that we produce our products at the highest level of food safety.
WORKING TOGETHER ON CSR
Innovation and sustainability go hand in hand. We are constantly in search of possibilities for innovation in our production techniques. By switching to a new technique for pressing citrus fruit, we have greatly expanded our waste flow of citrus peels, leaving nearly nothing to send for fermentation. Our R&D department is seeking innovations relating to new, healthy ingredients, like organic and vegan products. We are also constantly looking for new possibilities for extracting value from our waste flows. True breakthroughs are realised through collaboration. With regard to food safety, innovation and knowledge development, we work with a variety of parties, including Eurofins, Allergen Consultancy, I3 Food, Food Tech Brainport in Helmond and KTBA.
Extracting value from waste streams
Since 2019, we have been participating in a project, in collaboration with Wageningen Food & Biobased Research (WFBR) and a number of other companies. The objective of the project is to use pectin and chitin from waste streams to make functional, high-value ingredients for food, as well as for domestic purposes and personal care. This corresponds to our CSR objective of extracting the greatest possible value from our waste streams. In addition to making waste streams available to this project, we contribute €10,000 each year.
To stay abreast of specific developments in the area of CSR and to come into contact with other parties who are interested in continuing to invest in these efforts, we have joined MVO Nederland (CSR Netherlands).
Working together to prevent waste
The greatest challenge facing food producers involves the coordination of supply and demand. The IT specialist Orcado and the food industry expert Get Yessed were convinced that there was still a world to be won in this regard. They joined forces to develop the platform known as ‘Supply Brain‘.
We at Hoogesteger were happy to collaborate as a Living Lab. As a result, in 2020, we had 67.3% less waste than we had in 2019. Our distribution centre in Velsen was also able to achieve a substantial reduction in waste: from 7.2% at the beginning of 2020 to 56.1% starting with Week 30. It does not stop there. We have set a goal to reduce our waste by 50% again next year. We are quite pleased with this initiative, which will soon help other producers and suppliers to prevent waste as well.
Working together to facilitate re-use
In 2020, Bakker Barendrecht supplied a waste flow of pressing oranges to Hoogesteger for the production of juices. Although the appearance of the oranges did not meet the requirements to be displayed on the supermarket shelves, they were suitable for consumption. We are pleased to have found this partnership, which we have together brought into action. In this way, we have been able to convert 475,000 kilos of pressing oranges into approximately 225,000 litres of orange juice.
Our CSR team
Over time, CSR has become firmly embedded within our organisation. All departments contribute to these efforts, and good ideas are proposed by our employees. We are therefore very pleased with the results that we have achieved in 2020, and that we have presented in this, our fourth CSR annual report. We would like to thank everyone, both within and outside of Hoogesteger, for their involvement with and reading of this report. Questions, suggestions and ideas about this report or about CSR in general are always welcome. We would love to hear from you: email@example.com.
From left to right in the photo: Sanne van de Wiel – NFR Buyer, Frank Kooter – Sourcing Manager RM, Johan van der Veer – Supply Chain & Operations Director, Edo Abels – Managing Director, Nancy van der Louw – HR Manager, Renate Ludeking – SHEQA Manager
Information on the annual social report
This annual social report is based on the latest generation of guidelines in the Global Reporting Initiative (GRI). These guidelines have been applied at Core level. The report has been reviewed by the organisation itself, and it has not been verified by external parties. The GRI table is included as an appendix.
Scope of the report
This report covers the activities of Hoogesteger in the year 2020. No significant changes have taken place during the reporting period with regard to the size, structure or ownership of the organisation.
It is our intention to present a report annually.
If you have questions about this report, please contact Renate Ludeking, SHEQA Manager, firstname.lastname@example.org.