GRI Navigator

Use this index to navigate through the Cermaq Sustainability Report 2010.

1.1.Statement from the most senior decision-maker of the organization.
CEO's Statement
Full
1.2.Description of key impacts, risks, and opportunities.
Risks and oppurtunities Corporate Governance: Risk management and internal control
Full

2. Organizational Profile (+)

2.1.Name of the organization
Cermaq ASA Full
2.2.Primary brands, products, and/or services.
EWOS Mainstream
Full
2.3.Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.
EWOS Mainstream
Full
2.4.Location of organization's headquarters.
Grev Wedels Plass 5, P.O. Box 144 Sentrum, 0102 Oslo, Norway Full
2.5.Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
Our world
Full
2.6.Nature of ownership and legal form.
Shareholder Information
Cermaq ASA is a public company listed on the Oslo Stock Exchange. The Norwegian State is the principal shareholder in Cermaq ASA with a shareholding of 43,5 percent. Full
2.7.Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
EWOS Mainstream
Full
2.8.Scale of the reporting organization.
Key figures 2006-2010 Annual accounts 2010 (Note 3, page 75)
Full
2.9.Significant changes during the reporting period regarding size, structure, or ownership.
Highlights 2010 Annual accounts 2010 (Note 4, page 76)
Full
2.10.Awards received in the reporting period.
Highlights 2010
Full

3. Report Parameters (+)

3.1.Reporting period (e.g., fiscal/calendar year) for information provided.
Cermaq's reporting period follows the calender year 2010 Full
3.2.Date of most recent previous report (if any).
The previous GRI report is included in Cermaq's Annual Report 2009 published in April 2010. Full
3.3.Reporting cycle (annual, biennial, etc.)
Cermaq's GRI reporting cycle is annual Full
3.4.Contact point for questions regarding the report or its contents.
Please contact: Lise Bergan, Director Corporate Affairs. Email: cermaq@cermaq.com Full
3.5.Process for defining report content.
GRI Section 3.5
Full
3.6.Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.
GRI Section 3.6
Full
3.7.State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).
We consider the boundary for our sustainability reporting (see 3.6) to be sufficient to comply with the GRI completeness principle. Full
3.8.Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
Cermaq has not reported sustainability information for any joint ventures, subsidiaries, leased facilities, or outsourced operations in 2010 Full
3.9.Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols.
GRI Section 3.9
Full
3.10.Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).
In August 2010, Cermaq disposed of its fish farming operation Mainstream Scotland to Morpol ASA. For this reason, we have adjusted historical sustainability performance data given in this report to exclude Mainstream Scotland. The purpose of this adjustment is to ensure comparability with performance data presented for the full year 2010. Full
3.11.Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
The most significant change in Cermaq's sustaianbility reporting for 2010 is that we have shifted from a Level C report to a Level B report. Therefore, we include a broader presentation of our reporting profile; we include a description of management approach for each of the 6 GRI categories; and we have increased the number of GRI performance indicators from 10 to 20. Full
3.12.Table identifying the location of the Standard Disclosures in the report.
The location of standard disclosures is made clear through the links and content in this GRI index. Full
3.13.Policy and current practice with regard to seeking external assurance for the report.
Auditor’s Review on Cermaq Sustainability Report 2010
Cermaq seeks limited external assurance for its 2010 sustainability reporting. The assurance is carried out in adherence to both AA1000AS and ISAE3000. Full

4. Governance, Commitments and Engagements (+)

4.1. Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
Corporate Governance: Corporate assembly and BoD composition and independence ( p. 48 )
Full
4.2. Indicate whether the Chair of the highest governance body is also an executive officer.
The Chairman of the Board of Directors is not also an executive officer of Cermaq ASA. Full
4.3.For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
Corporate Governance: Corporate assembly and BoD composition and independence ( p. 48 )
Full
4.4.Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
Corporate Governance: General meetings ( p. 47 )
Full
4.5.Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance).
Corporate Governance: Remuneration of BoD and Remuneration of the Executive Management ( p.48 )
Full
4.6.Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Corporate Governance: Equal treatment of shareholders and transactions with close associates ( p. 46 )Cermaq ethical guidelines
Full
4.7.Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics.
Corporate Governance: The work of the BoD ( p. 48 )
Full
4.8.Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
Cermaq sustainability principles Ethical and social responsibility guidelines Whistle blowing guidelines
The following codes and guidelines have been fully implemented and widely distributed throughout the Cermaq group and are available at Cermaq.com. Full
4.9. Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
See section 3.9 See section 1.2
As an output to the internal sustainability reporting cycle (see 3.9), Cermaq's executive management receive a quarterly sustainability report outlining social and environmental performance for the preceding period and highlighting any emerging issues or concerns. This report is also issued to the Board of Directors on a semi-annual basis. In addition, Cermaq's quarterly risk analysis framework periodically includes an assessment of sustainability risk (see 1.2) for the attention of the Board of Directors. Full
4.10. Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.
Corporate Governance: The work of the BoD ( p. 48 )
Full
4.11. Explanation of whether and how the precautionary approach or principle is addressed by the organization.
See section 1.2
Cermaq follows a precautionary approach to the management of all risk areas (including sustainability) through its routine risk assessment and reporting model. The model allocates responsibility for risk mitigating activities connected with any identified critical or significant risks (see 1.2). Furthermore, the companies guidelines for ethical conduct explicitly states that "In case of doubt as to whether an activity is legal or ethically defensible, an immediate superior or legal expertise, where applicable, shall be consulted in advance to the extent this is practically possible." Full
4.12. Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
Board of Directors’ Report
Cermaq does not presently subscribe to any externally developed sustainability charter. However, all Cermaq business units are working towards certification under International standards for quality management, environmental management, occupational health and safety and food safety management. An overview of the status in presented in the [Board of Directors Annual Report - Printed report]. In addition, Cermaq has itself voluntarily developed a set of internal Sustainability Principles that are widely distributed both internally and externally to the organisation. Full
4.13. Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic.
Norwegian Seafood Federation (FHL) ; Salmon of the Americas (SotA); Salmon Chile; British Columbia Salmon Farmers Association (BCSFA) ; Canadian Aquaculture Industry Alliance (CAIA) : Scottish Salmon Producers' Organisation SSPO; International Fishmeal and Fish Oil Organisation (IFFO) ; European Feed Manufacturers' Federation FEFAC etc. Full
4.14. List of stakeholder groups engaged by the organization.
OUR APPROACH: Stakeholders
Full
4.15. Basis for identification and selection of stakeholders with whom to engage.
OUR APPROACH: Stakeholders
Full
4.16. Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
OUR APPROACH: Stakeholders
Full
4.17. Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
Sustainability (materiality matrix)
More specifically, Cermaq has responded to the following key concerns during 2010: Section 4-17 Full

> Disclosure on Management approach (+)

Management approach
Link

Economic (+)

EC1. Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments
Link
Full
EC2. Financial implications and other risks and opportunities for the organization's activities due to climate change.
N/A Not
EC3. Coverage of the organization's defined benefit plan obligations.
Link Pension costs and obligations (Note 8, page 82)
Full
EC4. Significant financial assistance received from government.
Link
Full
EC5. Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.
Link
Limited to Mainstream Chile. Full
EC6. Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
N/A Not
EC7. Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.
Link
Full
EC8. Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
N/A Not
EC9. Understanding and describing significant indirect economic impacts, including the extent of impacts.
N/A Not

Environmental (+)

EN1. Materials used by weight or volume.
Link
Full
EN2. Percentage of materials used that are recycled input materials.
N/A Not
EN3. Direct energy consumption by primary energy source.
Link
Full
EN4. Indirect energy consumption by primary source.
Link
Full
EN5. Energy saved due to conservation and efficiency improvements.
Link
Full
EN6. Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.
N/A Not
EN7. Initiatives to reduce indirect energy consumption and reductions achieved.
N/A Not
EN8. Total water withdrawal by source.
N/A Not
EN9. Water sources significantly affected by withdrawal of water.
N/A Not
EN10. Percentage and total volume of water recycled and reused.
N/A Not
EN11. Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
N/A Not
EN12. Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.
Link
Full
EN13. Habitats protected or restored.
N/A Not
EN14. Strategies, current actions, and future plans for managing impacts on biodiversity.
N/A Not
EN15. Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
N/A Not
EN16. Total direct and indirect greenhouse gas emissions by weight.
Link
Full
EN17. Other relevant indirect greenhouse gas emissions by weight.
N/A Not
EN18. Initiatives to reduce greenhouse gas emissions and reductions achieved.
N/A Not
EN19. Emissions of ozone-depleting substances by weight.
N/A Not
EN20. NOx, SOx, and other significant air emissions by type and weight.
N/A Not
EN21. Total water discharge by quality and destination.
N/A Not
EN22. Total weight of waste by type and disposal method.
N/A Not
EN23. Total number and volume of significant spills.
N/A Not
EN24. Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
N/A Not
EN25. Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff.
N/A Not
EN26. Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
Link
Full
EN27. Percentage of products sold and their packaging materials that are reclaimed by category.
N/A Not
EN28. Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.
Link
Full
EN29. Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.
N/A Not
EN30. Total environmental protection expenditures and investments by type.
N/A Not

Social: Labor Practices and Decent Work (+)

LA1.Total workforce by employment type, employment contract, and region.
Link
Full
LA2.Total number and rate of employee turnover by age group, gender, and region.
N/A Not
LA3.Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.
N/A Not
LA4.Percentage of employees covered by collective bargaining agreements.
Link
Full
LA5.Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.
N/A Not
LA6.Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
N/A Not
LA7.Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.
Link
Full
LA8.Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
N/A Not
LA9.Health and safety topics covered in formal agreements with trade unions.
N/A Not
LA10.Average hours of training per year per employee by employee category.
Link
Full
LA11.Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
N/A Not
LA12.Percentage of employees receiving regular performance and career development reviews.
N/A Not
LA13.Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
N/A Not
LA14.Ratio of basic salary of men to women by employee category.
N/A Not

Social: Human rights (+)

HR1.Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.
N/A Not
HR2.Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.
N/A Not
HR3.Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
N/A Not
HR4.Total number of incidents of discrimination and actions taken.
N/A Not
HR5.Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.
N/A Not
HR6.Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.
Link
Full
HR7.Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.
N/A Not
HR8.Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations.
N/A Not
HR9.Total number of incidents of violations involving rights of indigenous people and actions taken.
Link
Full

Social: Society (+)

SO1.Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.
N/A Not
SO2.Percentage and total number of business units analyzed for risks related to corruption.
N/A Not
SO3.Percentage of employees trained in organization's anti-corruption policies and procedures.
Link
Full
SO4.Actions taken in response to incidents of corruption.
N/A Not
SO5.Public policy positions and participation in public policy development and lobbying.
N/A Not
SO6.Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.
N/A Not
SO7.Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.
N/A Not
SO8.Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.
Link
Full

Social: Product Responsibility (+)

PR1.Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.
N/A Not
PR2.Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.
Link
Full
PR3.Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.
N/A Not
PR4.Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
N/A Not
PR5.Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.
N/A Not
PR6.Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.
N/A Not
PR7.Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.
N/A Not
PR8.Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.
N/A Not
PR9.Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.
Link
Full

Cermaq

På norsk

Integrated annual and sustainability report 2010

Cermaq creates value for its shareholders through engaging in sustainable aquaculture. We recognise that the key to achieving improved business performance is to demonstrate our respect for each other, the consumer, and the communities and environment in which we operate. Navigate among the financial or sustainability key figures.

Our results 2010

Operating revenues by business area

2010 was the best year in Cermaq's history. The year was characterised by strong operational results in all parts of the business and high salmon prices in all markets.

GRI Navigator

Cermaq indicators (+)

GRI indicators (+)

1. Strategy and Analysis (+)

2. Organizational Profile (+)

3. Report Parameters (+)

4. Governance, Commitments and Engagements (+)

> Disclosure on Management approach (+)

Economic (+)

Environmental (+)

Social: Labor Practices and Decent Work (+)

Social: Human rights (+)

Social: Society (+)

Social: Product Responsibility (+)

Integrated annual and sustainability report 2010

Our results 2010

Operating revenues by business area

CEO GEIR ISAKSEN

CEO message

Sustainability Report 2010

Sustainability

Management approach

Performance

Reporting profile

Cermaq ASA. Grev Wedels plass 5, P.O. Box 144, Sentrum, N-0102 OSLO. Phone: +47 23 68 50 00, Fax: +47 23 68 50 99