message from ceo and chair - sustainability reports · aiming to expand the product portfolio, a...

Dear stakeholders,

It is our great honor to welcome you to Durabilis’ brand newwebsite.

In 2013, Durabilis celebrates its 10th anniversary: 10 years ofidealism, hard work, opportunities, experiments, adventures andtangible results. Today, we are an international impactinvesting company, present in 9 countries, active in agrobusiness, directly employing more than 1,300 workers andimpacting the lives of about 3,000 families. What started as asmall project with four friends and the support of a believingfather, is now a solid enterprise full of enthusiasm and passionfor sustainable development.

Our vision and mission morestrongly defined and summarizedin new baselineOur recently more focused vision and mission still express thesame ambitions we had 10 years ago: as an impact investingcompany, we make sure all stakeholders share in the valuewe create. We, at Durabilis, are convinced that rural prosperity isthe right way to sustainable development. We want to linkpeople to formal economies by investing in and managingsustainable agro food businesses in low income countries. Bydoing so, we create valuable jobs and provide farmers and othersupply chain partners with a better income.

Our strategic business unitsToday, we operate through four strategic business units: Fair-Fruit, BaraJii, Terral, and Stevia One. Each one of them hasgrown along an exciting evolution path. Fair-Fruit keepsexpanding its product portfolio and is establishing supply chainswith major European and American retailers. At BaraJii, we lookforward to the imminent expansion of our new production plant,ready for a strong growth in all products and some great newlaunches ahead.Terral welcomes new shareholders and plansthe construction of its own milling factory. And DurabilisConsulting engaged in a strong relationship with our sistercompany Stevia One by concluding a management agreementand as such providing assistance in finance, technology,commercial and sustainability management. You can discover allthe details in our Durabilis Businesses section

Our new websiteOur new website is an important step in preparing for the nextyears. Durabilis always has had the ambition to excel insustainability reporting. Today, more than ever, we realizereporting is a learning journey.

Some of our commitments from the past have not yet beenrealized. From Peru over Guatemala all the way to Senegal ittakes longer than expected for our own and outsourcedproductions to meet sustainable agriculture standards, howeverin Peru both Stevia One and SID Peru are well on their way togetting Rainforest Alliance certification. Other achievementslargely exceed our expectations. Who would have thought wewould employ more than 1,300 people around the world? And inGuatemala and Peru we consistently pay our farmers at least25% above the average market price.

We have always done our utmost to give you the complete story,including our dilemmas, failures and successes. Stronglycommitted to the principles of accountability and transparency,we believe the merge of a Global Activity Report and a websiteprovides the ideal platform for a dynamic and focusedcommunication with our stakeholders. As no stakeholder is thesame, you can download your customized Global Activity Reportin pdf-format in the Download Basket and focus on your owninterests.

You will discover stories about passionate managers working inchallenging environments, about thousands of stakeholdersconnected over different continents. And most of all, about adream that has become reality: a dream of young entrepreneurssupported by an inspired and patient shareholder.

Today we are especially proud to have such great colleagues allaround the world. Different nationalities, different cultures, butone goal: making our stakeholders experience shared value.

Enjoy reading our website. We look forward to getting in touchwith you soon.��

Sincerely,

Marc and Sebastiaan Saverys��

Chairman and CEO of Durabilis�

Sebastiaan &Marc Saverys

CEO and Chairmanof DurabilisMessage from CEO and ChairMessage from CEO and Chair

Our promising resultsWe are proud to announce that our financial independence hasgrown stronger every year. Our results in the field have enabledus to attract several interesting institutional impact investors. Andeven more excitingly, we are on the edge of launching our first“sustainable bond”, testing the enthusiasm and idealism ofprivate impact investors. In this perspective, we engaged with atop level financial partner. You will hear more about thisimportant operation in the near future.

© 2013 DurabilisWebsite created by Comfi

Activity ReportDescription of our activities, risks and opportunities, evolutionsand outlook

Sustainability ReportImpact and Social Responsibility performance on issuesconsidered relevant by our stakeholders

Governance ReportStructures and systems to ensure oversight and control

Financial ReportBasic financial structure of Durabilis NV and key financial figuresof its businesses.

About this website/Global Activity ReportStrongly committed to the principles of accountability and transparency, we believe that this merge between a Global Activity Reportand a website provides the ideal platform for a dynamic and focused communication towards our stakeholders.

Integrated reportingThis website puts integrated reporting into practice. It includes 4 dimensions:

Reporting periodUnless mentioned otherwise the information on the website covers fiscal 2012 ended at December 31st

Reporting scope

Reporting

Activity Sustainability Governance Financial

Durabilis Yes Management approach Yes Basic financialstructure DurabilisNV

Key figures: consolidation of Durabilis’ fully and majorityowned mature businesses

Durabilis Consulting Yes Key figures No No

Durabilis Business in the

analysis, trial & design No No No No

(1) (2)

(3)

Our 2008-2009 Global Activity Report contained elaborate disclosure on GRI sustainability performance indicators. Wedecided to take a step back because of three reasons:

Difficulties to separate material from non-material information

The rapidly growing number of businesses combined with limited resources

Different stages of data management among the businesses

Data management remains a bottleneck in most of our businesses which can be explained partially by the early stage inwhich they find themselves, partially by the limited availability of helpful infrastructure and lower skills in the countrieswhere they operate.

Our aim is now to first invest in optimal data management, before resuming quantitative reporting in the Global ActivityReport.

(1)

In order to keep focus, we limit quantitative reporting mainly to our weakest and most important stakeholders: workers,smallholders and, where relevant, other supply chain partners. However we aim to extend towards other stakeholders inthe future.

(2)

For more information about the financials, please contact Stefan Jamar ([email protected])(3)

phase

start-up phase Yes Narrative No No

mature phase (minorityowned)

Yes Narrative No Key figures

mature phase (fully ormajority owned)

Yes Management approach No Key figures

Key figures

Download Excel


Durabilis’ origin goes back to 2003 in San Juan Del Obispo, asmall colonial town in Guatemala, where Sebastiaan Saverysand Evert Wulfrank, representing Engineers Without Fronteers,joined efforts with a group of loquat farmers to improve theirquality and productivity, and sell to high-end export markets. Together they created the agricultural cooperative COOINCOM.

That same year, SWEC was founded in Belgium to sellCOOINCOM’s loquats. Its Guatemalan counterpart CEIS startedas a home-office based loquat exporter but became one of themain pillars of Durabilis’ activities as Grupo CEIS.

The farmers improved their loquat production considerably butinternational quality requirements were too demanding. In 2011the farmers decided to continue with the local market butstopped their export activities. We keep good contact with themand still have high expectations of the 6000 newly planted treeswhich already produce delicious loquats.

Marc Saverys took the initiative in setting up Durabilis PrivateFoundation in 2005 in order to help enterprises and businessopportunities in their development. In 2008 Durabilis PrivateFoundation grouped both the Fair-Fruit and Pure Water activitiesthrough its operating company Durabilis NVSO, a LimitedCompany with Social Objective.

Ambitious in its growth Durabilis NVSO went through a largeoverhaul in 2011, in order to attract external investors. From nowon, Durabilis businesses receive management and technicalsupport by Durabilis Consulting. With a new positioning asDurabilis NV, an Impact Investing Company, the philosophy ofsustainable development is strengthened by combining thedynamism of an investment approach with the effectiveness of arigorous and sustainable management.

The Guatemalan vast but faltering peas and beans productionshowed huge market potential in Europe. In 2006 Grupo CEISbuilt its facility near Antigua, where vegetables from small-scalefarmers are shipped to the US and Europe.

On the importing side, Fair-Fruit was born. Conscious of theneed to scale up, Fair-Fruit started sourcing more products frommore countries. Aiming to expand the product portfolio, aPeruvian partnership called Waimanalo Fair-Fruit wasestablished in 2007. When terminating the partnership becauseof quality issues, Fair-Fruit acquired the mango nucleus farmthrough SID Peru.

Fair-Fruit started Fair-Fruit International in 2011. The commercialplatform has become one of the key players in the specialtiesfresh fruit and vegetables sector and triggered many exportinitiatives that today belong to the Durabilis Group.

Visit the Fair-Fruit page

In 2005, Durabilis Private Foundation became a partner in thePure Water Project in Burkina Faso, which supplied pure water inlittle plastic bags in Africa under the BaraJii brand. The conceptwas so successful in Burkina Faso that it was soon copied toKenya, Senegal and the DRC.

In Burkina Faso the product was a hit, but in the DRC inflationmade the continuation of the activities impossible, in Senegalinformal competition undermined the financial feasibility and inKenya water quality issues arose.

In 2011, BaraJii moved to a brand new site just outsideOuagadougou. While pure water became more easily availablein Burkina Faso, new drinks were developed. Today BaraJii isincreasingly oriented towards locally sourced, processed drinks.

Visit the BaraJii page

AdrianaEnjoying fresh loquats

HistoryHistory

The Loquat storyThe Loquat story The Durabilis storyThe Durabilis story

The Fair-Fruit storyThe Fair-Fruit story The BaraJii storyThe BaraJii story

In 2009 Sebastiaan Saverys met Dr. Raul Urbina and theylaunched the R&D of a high-tech, integrated and sustainablestevia production.

Durabilis is intimately involved in the development andmanagement of Stevia One, which today is a direct Saverco NVinvestment. For more information about Stevia One we refer tothe Stevia One website.

Visit the Stevia One page

Studying different options to diversify the activities of theSenegalese BaraJii firm, local rice showed to be an excellentsynergy between business opportunity, food security andeconomic development. In 2011, the company acquired around200 tonnes of paddy (unprocessed) rice which was sold underthe brand Terral. Backed by an attractive branding andmarketing strategy, demand by far surpassed the quantitiesTerral was able to supply.

Since 2012, Terral has been integrating more with its producersand their coops, establishing a head-of-class example of ademand driven, inclusive and self-sustained value chain.

Visit the Terral page

Timeline

2013Durabilis NV prepares the emission of a sustainable,

corporate bond for future growth

2011Fair-Fruit FLP International is launched

BaraJii moves to its new factory

First trials with rice in Senegal

Durabilis NVSO acquires SGTF, a mango exportingcompany in Burkina Faso

2009Termination of BaraJii in Kenya

Start of Stevia One

2012Durabilis NV prepares itself to welcome new investors

First trials with peas and beans from Peru and Ethiopia

Launch of Terral

2010Start construction of new BaraJii factory

Termination of water activities in Senegal and DRC

First trials with Mangoes from West-Africa

2008Durabilis Private Foundation acquires a nucleus mango

The Stevia One storyThe Stevia One story The Terral storyThe Terral story

2007Partnership Waimanalo Fair-Fruit

Start of SECCO in DRC

2005Creation of Durabilis Private Foundation

Durabilis Private Foundation becomes partner in BaraJii inBurkina Faso

BaraJii expands to Senegal and Kenya

2003First Loquat activities in Guatemala

Creation of SWEC

farm in Peru and starts collaboration with exporter FLPdel Peru

Waimanalo Fair-Fruit partnership terminated

Durabilis NVSO takes form

2006CEIS (today Fair-Fruit Guatemala) builds its packing hallin Guatemala and starts exporting peas and beans

2004Creation of CEIS (later Fair-Fruit Guatemala)


DurabilisDurabilis is a Belgian based ImpactInvesting Company. We invest in andmanage agribusiness value chains withthe aim to stimulate sustainabledevelopment in low income countries.

Durabilis ConsultingDurabilis Consulting bundlesmanagement and technical know-howwithin the company and provides differenttypes of remunerated services to theDurabilis Businesses. Our team alsooffers consulting services to externalparties in the agro and impact investmentsector.

Durabilis BusinessesDurabilis businesses combine production,processing and distribution activities offood products for local or exportmarkets. Our businesses fill gaps incertain value chains, in order to supportviable agri-business clusters andsustainable development.

DurabilisHolding activities for Durabilis

Businesses

Enabling sustainablebusiness through Durabilis

Consulting

Durabilis BusinessesFresh Fruit & Vegetables Export

Chains

Stevia Export Chain

Bottom of the Pyramid LocalChains

Durabilis ConsultingEnabling sustainable businesses

by increasing technical,operational, financial, commercial

and impact performance

Consutling services to externalparties in the agro and impact

investment sector

GuatemalanHighlands

StructureStructure


Marc SaverysChairmanMarc Saverys, Chairman of Durabilis, is Doctorin Law. He has a longstanding expertise asCEO of listed companies as an internationalentrepreneur.

Philippe VlerickVice-ChairmanPhilippe Vlerick is director in various renownedorganizations and CEO of several family ownedcompanies. He holds a Bachelor in Philosophy,and a Master in Law, in Management and inBusiness Administration.

Sebastiaan SaverysDirector - Chief Executive OfficerSebastiaan Saverys holds a master degree inMechanical Engineering. As co-founder ofSWEC and CEO of Durabilis he has experiencein managing agro-investments in developingcountries. He currently lives in Peru.

Paul Jacquet de HaveskerckeSecretary - Chief Strategic officerWith his economic background, Paul Jacquetde Haveskercke has gained crisis managementexperience for more than 15 years, in both forprofit and non-profit environments. He has builta large expertise in governance. With animportant national and international network inthe field, he is today dedicated to strategicadvice for Durabilis.

Stefan JamarChief Financial OfficerStefan Jamar holds a master degree ineconomics and corporate finance. With a broadbackground in financial audit services he hasdeveloped Durabilis corporate finance & serviceadministration.

Carl WulfrankChief Commercial OfficerCarl Wulfrank holds a master degree in lawsciences and business administration. AsDirector of Fair-Fruit International, he overseesdirectly all sales in fresh fruits and vegetables,and stevia.

Evert WulfrankChief Operating OfficerEvert Wulfrank holds a master degree inEconomics and Business Administration. Asfounder and CEO of SWEC and Grupo CEIShe obtained a broad experience in operationalfield process management and smallholderinclusion management.

Bert SercuSustainability OfficerBert Sercu holds a master bio-engineer in soiland water management and a master ininternational business. After having gained athree year field experience with smallholderinclusion in Guatemala, he is now dedicated tothe social responsibility of the entire

Company structure

Board of Directors and Executive committee

Board - Non-executive directors

Board - Executive directors

Executive Committee

Ethiopian shepherdBahir Dar, Ethiopia

GovernanceGovernance

organization.

Principles of organizational governanceWe adopt the following guidelines for organizational governanceand reporting:

the Recommendations for the governance of social profitorganizations, issued by the King Baudouin Foundation

the Corporate Governance guidelines, issued by the ReportLeadership Initiative

the ISO 26000:2010 guidelines on Social ResponsibilityRead more on our Social Responsibility page

the Global Reporting Initiative (GRI) Guidelines forSustainability ReportingRead more on our Sustainability Management page

the Impact Reporting and Investment Standards (IRIS),issued by the Global Impact Investment Network (the GIIN)Read more on our Sustainability Management page

Governance CharterOur Governance Charter establishes a governance structureand defines key organizational elements. The Charter describes,beyond legal requirements, how Durabilis is governed in order toensure that the decision making process is effective, responsibleand in line with the company’s mission statement.

For more information about the Governance Charter pleasecontact Bert Sercu.

Our Governance Charter is therefore complemented with

our Impact Charter

our Code of Conduct

our Sustainability Management

The Impact Charter, Code of Conduct and SustainabilityManagement are applicable to:

all Durabilis NV employees

every business where Durabilis holds a shares majority

Governance Charter

Impact, Social Responsibility and SustainabilitySince Durabilis positions itself as an Impact Investing Company, we take up the challenge to make a really good job of controlling ourImpact, Social Responsibility and Sustainability.

General Assembly

Board of directors

Executive committee

Corporate support

Durabilis consulting Durabilis businesses

every business where Durabilis has management control

Governance Charter overview

GovernanceCharter Comment Commitment Status Due Date Links

Structure

GeneralAssembly

BoD DurabilisNV

Board of Directors andExecutive Committee

ExecutiveCommittee &SteeringCommitees

EXCO overview all SteeringCommittees that closely follow-uptheir respective businesses

Evaluate and formalizefunctioning of SteeringCommittees

End 2013 Board of Directors andExecutive Committee

DurabilisBusinesses

The responsibilities of thegovernance bodies at businesslevel will be defined more into detail

Develop authorizationtable based on RACIprinciples for everybusiness

End 2014

DurabilisConsulting

Durabilis Consulting

Impact, SocialResponsibility,Sustainability

Systems of (non-)economicincentives for performance onSocial Responsibility are graduallyimplemented in the businesses

Include sustainability inthe balanced scorecard ofevery business

End 2014 Impact, Social Responsibilityand Sustainability

Evaluation ofgovernanceperformance

In trial phase Explore efficient ways tobring evaluation ofgovernance performanceinto practice

End 2013

Conflicts of interest

Risk management Risk management systems evolvewith new insights

Annual review of riskmanagement systems

As from2012

Reporting Stricter reporting directions defined,implementation in trial phase

Evaluate reportingtogether with SteeringCommittees

End 2013

Auditing Auditing procedures have beenformalized

Have all units auditedaccording to the agreedupon auditing procedures

End 2013

Work in ProgressReconsideredNewAchieved


WorldAll

Peas &Beans

Mangoes

RareExotics

Stevia

BoPdrinks

Rice

Fair-FruitFrom production to export, marketing and sales

Stevia OneProduction, marketing, sales

Bara JiiProcessing, marketing, distribution

40 M litersVolumes

€5,4 MSales

235Workers

10Smallholders

TerralProduction, processing, marketing, distribution

626 tonnesVolumes

€ 0,268 MSales

25Workers

700Smallholders

Commitment tracker

Commitment Due Date Status Comment New Due Date Links

INVESTOREnsuring that DurabilisPrivate Foundationevaluates Durabilis NV’sgovernance, sustainabilityand impact investmentcriteria

2012 Durabilis Private Foundation isrepresented in the BoD and EXCO

Supervision procedures to bedocumented in Governance Charter

End 2013 Governance

Annual review of KeyStakeholders and ImpactTopics

2012 Key Stakeholders and Impact Topicsare more relevant at business levelgovernance

Sustainability Management

Impact Due Diligence forevery newly developedproject

2011 Consequently applied in greenfieldbusiness development and largeinvestment projects

Sustainability Management

Optimizing SustainabilityData Management in alloperational businesses

2011 Intervention in SBFA took place in 2012

Planned intervention in Grupo CEIS for

End 2014 Sustainability Management


BaraJii WorkersBurkina Faso

Key figuresKey figures

operational businesses2013

Postponed intervention in SID Peru,SGTF and Terral

Annual SustainabilityPerformance Review of alloperational businesses

2011 Depends on data management status End 2014 Sustainability Management

Durabilis Business Units

Aligning boardcomposition with goodgovernance practices

2012 Governance

Installing systems toassess the board’sperformance, to avoidconflicts of interest and ofeconomic and non-economic incentivesrelated to managementperformance on SocialResponsibility

2013 Addressed through the GovernanceCharter

Implementation in trial phase

End 2013 Governance

Further reinforcing riskmanagement strategy


Implementation ongoing

Annual review of risk managementsystems

End 2013 Governance

Establishing formalstakeholder engagementsystems and grievancemechanisms


Implementation ongoing


Reviewing and validatingMission Statement andImpact ManagementSystem with stakeholders

2012 In collaboration with VlerickManagement School impact indicatorsare being explored


Issuing a Code ofConduct

2012 First version is finished Social Responsibility


Rural prosperity as a way tosustainable development

By 2050, we will have to nourish 9 billion people

We urgently need to protect and rehabilitate the earth’sinjured ecosystem

Close to a billion people still live in poverty

Our generation is charged with the obligation and daunting taskto give shape to a society that bridges the gap between the richand the poor and respects the limits of our planet and itsecosystems. We need to find ways to meet the needs of ourgeneration, without compromising the ability to meet the needsof future generations.

And we believe that these issues come together in thesustainable development of rural economies.

Although the 20th century has been characterized by a strongurbanization and the industrialization of food production, ruralprosperity will be crucial in both the economic development oflow-income countries as well as in meeting the challenge to feedthe growing world population.

Rural prosperity means that people can make a living forthemselves and their families, be it as a farmer who sells hisproduce in the market or as an employee in a rural company.It means seeing a future for yourself and for your children inthe rural economy and its spinoffs.

The challenges are numerous:

The depletion of natural resources and widespreadenvironmental pollution cry for a more sustainable agriculturalproduction

In order for agriculture to be a viable economic activity,improvements must be achieved in productivity, access tomarkets and fair trading practices

We create good jobs and we providefarmers and other supply chainpartners with a better income

Work and trade alone do not necessarily lead to povertyreduction

Creating employment and stimulating trade have been heraldedas drivers for economic development. However, it is important torecognize that low-income countries abound as well in examplesof how poor working conditions and wages, or exploitation of themost vulnerable actors in a supply chain can create situation inwhich work and trade exist but hardly provide a way out ofpoverty.

This paradox forces us to rethink our relationship with ourworkers and supply chain partners. Economic value is aprerequisite for sustainable development, but we need to thinkin terms of ‘shared value’ to actually guarantee that work andtrade have a positive impact on all people involved in aneconomic activity.

To put our mission statement in practice, we have set ourselvesconcrete strategic objectives that allow us to focus our activitiesand to evaluate our performance as an impact investingcompany:

Creating good jobs

Providing farmers and other supply chain partners with abetter income

Our approach leads to professional opportunities for our workersand supply chain partners (mostly farmers) and indirectly to widerpersonal and community development.

Consider it our theory of change in a nutshell.

Our impact charter describes how we aim to generate positive impact on our key stakeholders: employees, farmers and other supplychain partners

Pacaya volcanoGuatemalaImpactImpact

Impact is our reason of existenceImpact is our reason of existence

VisionVision Strategic ObjectivesStrategic Objectives

An agricultural economy also requires a processing industryand supply chain optimization

Smallholders are indispensable actors in current and future foodproduction, but we also believe in the importance of economiesof scale and agricultural innovation, both of which may be bestserved by medium-scale commercial farms.

In summary, very different activities may contribute and mustcome together in order to achieve our vision of rural prosperity.

We link people to formal economies byinvesting in and managing sustainableagro & food businesses in low incomecountries

Economic development requires a combination of creatingopportunities and creating stability by managing the risksinherent in any economic activity.

Both entrepreneurship and employment are important, buteconomic development must be environmentally sustainableas well in order to last

We attach the highest importance to our relationship with ouremployees and supply chain partners. Respecting their rightsand interests requires a formal, pro-poor economy that not onlycreates work and trade, but also respects contracts, creates safeworking conditions and guarantees the payment of fair wagesand prices.

By creating the right conditions for production, work and trade,we believe we can make a difference for the people that matterthe most.

Notwithstanding our global vision onimpact, each Strategic Business Unit hasits own particularitiesAlthough Durabilis adopted the aforementioned global impactobjectives, some variation exists in how each of the threeStrategic Business Units (SBUs) contributes to these objectives.In addition, it is common for our businesses to have additionalimpact objectives that are relevant on a local scale, rather thanDurabilis wide.

Find out more about impact in the respective SBU sections

Fair-Fruit

Stevia One

Sustainableeconomic

development

Increasehousehold

income

FORMAL ECONOMY

(Long term) shared value

Create good jobs Create opportunitiesfor farmers and othersupply chain partners

Empowerment

Invest inand

managecompanies

in lowincome

countries

Manageand

optimizesupplychains

Linkfarmers

to formalmarkets

Invest intraining

andcertification

Be socially and environmentally responsible in everythingyou do

Mission statementMission statement

Impact per strategicImpact per strategicbusiness unitbusiness unit

Bara Jii

Terral

Unleashing entrepreneurshipCreating opportunities for the localcommunity by building formal value chainsand transferring entrepreneurial,management, commercial and technicalknow-how

Generating spillover effects from economicgrowth

Value added and local returnAiming at the highest value possiblethrough innovation, competitiveness andprofessionalism

Local sourcing and recruitment, and faircompensations to workers, smallholders andother local suppliers

Helping farmers to improve quality, foodsafety, social compliance and sustainableproduction

Inclusive value chainsTargeting smallholders, middle sized farmersand other promising small growingbusinesses in the Bottom of the Pyramid

Contract farming combined with knowledgetransfer

Responsible productsHealthy products that are free of anycontamination

Strict quality control of own and suppliers’production, processing and distributionprocesses

Investment in agribusinessStrengthening the agricultural sector bystrategically and locally investing inproduction and processing chains

Demand drivenCoordinating procurement, production anddistribution in streamlined chains thatrespond to pull-forces from both local andglobal markets

Sustainable productionProducing, processing and distributing in asocially and ecologically sustainable way

Implementing sustainable procurementpolicies and practices

Respecting food security

7 Value Chain Principles

How do we manage these themes in the context of investing in and managing new orexisting businesses?We use 7 Value Chain Principles as a reference to guide us in that process. These principles combine our strategic objectives withthe notion of Impact and Social Responsibility and a certain level of pragmatism.

For example: if a business is not demand driven, it’s very difficult to have a business at all, no matter how well intended.

Match with our Value Chain Principles

Strategic Business Unit Business

Fair-Fruit Fair-Fruit Guatemala

Fair-Fruit Qualipack

notnot (yet)partiallyyesnot

majority

owned

Fair-Fruit SID Peru

Fair-Fruit SGTF

Fair-Fruit FLP del Peru

Fair-Fruit FLP Colombia

Fair-Fruit FLP Ecuador

Fair-Fruit Fair-Fruit Belgium

Stevia One Stevia One Peru

Stevia One Stevia One Europe

Bara Jii SBFA

Terral SFA


Social Responsibility, an absolutecondition for doing businessOur Strategic Impact Objectives are complemented with acompany-wide approach to Social Responsibility.

While our impact objectives provide focus, the notion of SocialResponsibility provides us with a framework to manage ourrelations with our key stakeholders, including the naturalenvironment, permeating all activities and considering a broadrange of issues.

Without carefully managing these themes, all other efforts toachieve Impact would lose their legitimacy and credibility. ForDurabilis, Social Responsibility is an absolute condition for doingbusiness.

Social Responsibility andSustainabilityAccording to ISO 26000 the overarching goal of SocialResponsibility is to maximize the contribution to SustainableDevelopment, respecting the needs and interests of all relevantstakeholders. This point of view implicates a strong link betweenImpact, Social Responsibility and Sustainability.

ISO 26000Durabilis is adopting the ISO 26000(http://www.iso.org/iso/home/standards/iso26000.htm) guidelineson Social Responsibility. This implies our commitment to theprinciples of

accountability

transparency

ethical behaviour

respect for stakeholder interests

respect for the rule of law

respect for international norms of behaviour and respect forhuman rights.

Social Responsibility according to ISO26000Responsibility of an organization for the impacts of its decisionsand activities on society and the environment, throughtransparent and ethical behavior that

contributes to sustainable development, including health andthe welfare of society;

takes into account the expectations of stakeholders;

is in compliance with applicable law and consistent withinternational norms of behaviour; and

is integrated throughout the organization and practiced in itsrelationships

Our Code of Conduct covers a broad range of issues, and defines a minimum level of Social Responsibility within Durabilis and eachof its businesses

Refreshing BaraJiiBurkina Faso

Commitment to social responsibilityCommitment to social responsibilityWe aim to be socially and environmentally responsible in everything weWe aim to be socially and environmentally responsible in everything wedodo


Due DiligenceEvery new business project is subject to a holistic Due Diligence.We evaluate the project against our investment principles andscreen it on sustainability issues.

If the project is free from deal breakers, we identify action pointsand further steps to ensure that positive impact is maximizedwhile negative impact is minimized or eliminated.

Stakeholder EngagementThe due diligence process includes stakeholder identificationand consultation. Stakeholders’ comments on the potentialpositive and negative impacts are taken into account during theproject design. The process continues for existing businesses inboth formal and informal ways. The results are included in thebusinesses’ performance reviews.

In addition to stakeholder consultation, we feel strongly aboutan evidence-based approach and do everything possible toactualize our knowledge on sustainability.

Policies, Plans andResponsibilitiesBased on the findings regarding stakeholders and theirconcerns, each business establishes the necessary policies andplans, and assigns responsibilities.

Certifications and other voluntaryinitiativesWe consider certifications to be a useful addition to, but noreplacement of, our wider commitment to Impact and SocialResponsibility targets. For each business it is individuallyevaluated which certification schemes add value.

Stakeholder MappingIn order to identify whichsustainability issues are relevantand should be priority,stakeholders are mapped in asimple graph. Key stakeholdersare those groups that are highly exposed to our activities and/orhave a large power to influence us.

Materiality MappingPlotting issues’ importance for usagainst their importance to thekey stakeholders allowsprioritizing them for thoughtfulmanagement. The most important ones are linked to a KeyPerformance Indicator (KPI).

Performance Review &Sustainability ReportingDuring the annual performance review we interviewstakeholders, gather data, calculate KPIs and evaluate to whatextent the business has implemented best sustainabilitypractices. The performance review results in a progress report ofKPIs and recommendations to be implemented by thebusinesses’ management. We aim at an annual performancereview of every business. The performance reviews deliver all theinformation needed for Sustainability Reporting.

Every business is expected to comply with the Impact Charter and Code of Conduct through the implementation of a functionalSustainability Management system

Implementation status of our businesses notnot (yet)partiallyyesnot

majority

Young shepherdEthiopiaSustainability ManagementSustainability Management

We do everything to ensure continuous improvementWe do everything to ensure continuous improvement

StrategicBusiness Unit Business

Fair-Fruit Fair-FruitGuatemala

Fair-Fruit SID Peru

Fair-Fruit SGTF

Fair-Fruit Fair-FruitInternational

Stevia One Stevia One Peru

Stevia One Stevia OneEurope

Bara Jii SBFA

Terral SFA

DueDiligence

StakeholderMapping

StakeholderEngagement

MaterialityMapping

Policies, Plans&

ResponsibilitiesPerformance

Review

Certificationsand othervoluntaryinitiatives


Durabilis businesses combine production, processing and distribution activities offood products for local or export markets. They are organized in 4 StrategicBusiness Units. Our businesses fill gaps in certain value chains, in order to supportviable agri-business clusters and sustainable development.

Fair-Fruit creates access to bettermarkets for small scale farmers

Stevia One is the world’s leadingproducer of natural, non-caloric steviasweeteners for the global food andbeverage industry. Its mainshareholder is Saverco NV. SteviaOne is closely linked to Durabilisthrough its management contract withDurabilis Consulting.

BaraJii provides high-quality, healthyand affordable drinks to over 2.000small shops and over 50 wholesalesin West Africa

Terral brings rice, locally produced bysmallholders, to the urban WestAfrican market which is traditionallysupplied by Asia

Durabilis Consulting bundlesmanagement and technical know-howwithin the company and providesdifferent types of remuneratedservices to the Durabilis Businesses.Our team also offers consultingservices to external parties in the agroand impact investment sector.

Guatemalan FarmersLeveling out their field

ActivitiesActivities

Durabilis Businesses

Fair-Fruit Stevia One

BaraJii Terral

Durabilis Consulting

World

Peas & Beans value chain

Mangoes value chain

All

Peas &Beans

Mangoes

RareExotics

Stevia

BoPdrinks

Rice

Fresh vegetables and mangoes are interestingcash crops with high added value. By optimizingsupply chains we enable a stable environment forsmall scale farmers

Fair-Fruit

Stevia One generates employment and offers ahealthy alternative for sugar. The value created islargely funneled towards its employees and localsuppliers

Stevia One

In Burkina Faso BaraJii offers one-coin qualitydrinks in sachets for the BoP. Drinks from locallysourced raw materials form a new strategic priority

Bara Jii

We contribute to food security and offercommercial opportunties for smallholders bycompeting with imported rice

Terral

Woman sorting rice huskRoss Béthio, Senegal

Durabilis Business UnitsDurabilis Business Units

Rare exotics value chain

Stevia value chain

BoP drinks value chain

Local Rice value chain


Fair-Fruit creates access to bettermarkets for small scale farmers

Fair-Fruit exports fresh fruit and vegetables from differentcountries to markets in Europe and the US. By negotiatingsales programs with fixed prices and volumes, risk and pricevolatility for these highly perishable products have beenstrongly reduced

We see opportunities for smallholdersSmallholder farmers play a key role in agricultural economies but their role assuppliers in international supply chains is increasingly under pressure. Many facedifficulties in complying with the increasingly strict requirements on product qualityand traceability of formal export markets. In addition, they often have littlenegotiating power in commercial relations with their clients. This typically leads tosituations in which they receive a poor payment for their produce, while beingexposed to high risks of market volatility and production failures.

While we recognize these challenges for smallholders, we also see opportunities.Smallholders have a competitive advantage when it comes to labour intensivecrops and high quality niche markets. At the same time, agriculture is a primarysource of income for many of the world’s rural poor and farmer organizations arean excellent stepping stone for new rural enterprises. Fair Fruit believes thatproviding the right technical assistance and fair trading conditions for smallholderfarmers may unlock an enormous potential for sustainable rural economicdevelopment.

We optimize supply chains to enable astable environmentFair-Fruit links farmers to formal markets by investing in and managing sustainableagro & food businesses in low income countries. We optimize supply chains toenable stable trade relations, create added value and look for an equitabledistribution of risk. We invest in our workers and suppliers by creating goodworking conditions, paying fair wages and prices and by investing in training andcertification.

Main marketsEurope

US

Global impactobjectives

Increase income of smallholders

Increase income of our workers

Local impactobjectives

Increase regional food security (inthe case of Ethiopia)

From production to export, marketing andsales

Burkina Faso, Ethiopia, Colombia, Ecuador,Peru, Guatemala, Belgium

Mango sortersSGTF, Burkina Faso

Fair-FruitFair-Fruit

Vegetables and mangoes are excellentcrops for value creationFresh vegetables and mangoes are interesting cash crops for small scale farmersbecause of their demand in high end markets in Europe and the US. Fair-Fruitcompanies invest in technical assistance, training and certification to createaccess to better markets, and to be able to negotiate higher prices. For example,we have introduced Fairtrade certification for fresh vegetables from CentralAmerica to increase prices paid to farmers, and sell ‘ready-to-eat’ ripenedmangoes at a premium price. By negotiating sales programs with fixed prices andvolumes, risk and price volatility for these highly perishable products have beenstrongly reduced.

Fair Fruit value chainsFair Fruit is currently active in three main value chains, in seven countries in Latin America and Africa. Every value chain presents itsown opportunities and challenges, as does every country. An important strategic consideration in our global presence is the desire tooffer a year-round supply to our clients. In practice this means that the combination of several production locations withcomplementary windows provides us with a competitive advantage and improves market access for our smallholders.

Peas & Beans value chainFair-Fruit vegetables is a cluster of companies that grow, pack and export fresh vegetables for the European and North Americanmarket. Our main crops are snow peas (‘mangetout’), sugar snaps and green beans. The production and harvest of these crops israther labour intensive and subject to strict quality requirements, but also generates a high value per hectare. This nature of freshvegetables creates a competitive advantage for small scale farmers that can oversee product quality on small production units thatare small enough to be managed by a farmer family and at the same time generate enough value to be an interesting source ofincome.

Mangoes value chainFair-Fruit works with a group of companies in South America and West Africa that grow and/or source mangoes from small producersfor export to the European market. We specialize in ready-to-eat mangoes that are ripened upon arrival to produce a very highquality mango for the consumer, and fetch a premium price for our producers.

Rare exotics value chainFair-Fruit Exotics is a group of companies in South America that sources exotic fruits such as physalis, passion fruit, baby bananaand pitahaya for export to the European market. These fruits are traded in small quantities for relatively small but interesting nichemarkets.


Qualipack adds value by providingcustomers with maximum flexibility inretail packaging

2012Approximately half of the exported product from Fair FruitGuatemala has been processed in Qualipack

Qualipack is essentially an automated washing, gradingand packing machine in which product in bulk packaging isbeing processed and repacked into retail packs. Qualipackis located in Belgium and is a joint venture of Durabilis andSpecial Fruit, a Belgian importer of fresh fruits andvegetables.

By packing the product just-in-time and offering flexible bagsize in function of promotions, an optimal service is assuredto the retail clients while waste and costs are minimized. Allthese gains result in better contracts for our producingcompanies and their smallholders.

Description


Sorting, packaging

BelgiumBelgium

Sorting and packing lineMeer, Belgium

QualipackQualipack

EvolutionsThe facility became operational in September 2011. FromDecember 2011 onwards, approximately half of theexported product from Fair Fruit Guatemala has beenprocessed in Qualipack.

OutlookDepending on how market demand for bags will evolveover the coming years, Qualipack should be able toincrease the volumes repacked into retail bags.

Risks and opportunitiesStatus Explanation

INVESTORS

Qualipack provides an innovative way of combining low cost and environmentally friendly sea freight with just-in-timepackaging in retail bags that provide maximum flexibility for clients.

Qualipack is intended as a service provider and not as a profit centre. The added value is created in terms ofcustomer service, which translates to better sales opportunities for Fair Fruit exporting companies.

SMALLHOLDERS

Better customer service should lead to better market access for producing companies and hence for theirsmallholders.

Red flagGreen flag

Commitment tracker

Commitment Due Date Status Comment New Due Date

INVESTORImprove profitability 2013 Qualipack is not yet fully meeting the projected volumes required to

guarantee financial stability. 2013

Perform an impact review 2012 An impact review should allow setting relevant goals to maximizepositive and reduce negative impact

2013



SGTF processes andexports mangoes ofsmall Burkinabefarmers to high valuemarkets

2012In 2012, SGTF managed to export6 containers of high quality, locallysourced mangoes to Europe. Astrong focus on GLOBALG.A.P.and BSCI certification led to asignificant improvement insustainability performance

€ 0,183M

CurrentInvestment

127tonnes

Volumes

€ 0,087M

Sales

NA (test)EBITDA

25Workers

60Smallholders

In Burkina Faso, Fair-Fruit operates through the packingand exporting company SGTF (“Société de Gestion deTerminaux Fruitiers”). Its activities include the sourcing,processing and export of high quality mangoes fromsmallholders in the Bobo-Dioulasso region.

The packing station has a capacity to process over 15containers of mangoes per week. Smallholders receiveassistance to ensure productivity, quality and compliancewith market requirements (GLOBALG.A.P. and BSCI).

Volume Sales

Description

Packaging, export

Burkina FasoBurkina Faso

Kent mangoesBobo-Dioulasso, Burkina

Faso

SGTFSGTF

Tonnesmangoes

Year

350

300

250

200

150

100

50

02011

317

2012

127

M €

Year

0.090.080.070.060.050.040.030.020.01

02011

0.036

2012

0.087

Number of workers

Lowest salary in thecompany

Workers

Number of farmers

Average revenue perfarmer per season

Smallholders

Mangoes value chain


INVESTORS

The West-African supply forms the perfect complementary window to the South-American supply of mangoes toEuropean markets

Due to the absence of a national harbour, logistics is sometimes problematic

WORKERS

There is a large need for labour in the region

Working conditions in the sector do not meet requirements of the social standards wanted by European clients

The seasonality of the business causes employment to be mainly restricted to the harvesting period

SMALLHOLDERS

The total production area of smallholders in the region has a potential to yield more than x tonnes exportablemangoes

Access to high end export markets increases revenue for smallholders

Farmers lack technical know-how, resulting in low productivity and poor quality; technical assistance is needed

Due to illiteracy and lack of training, farmers do not meet the requirements of international standards; training isneeded

ENVIRONMENT

Mango farms in the region are quasi pesticide free

Red flagGreen flag

Number

Low.sal.(€/month)

Year

100908070605040302010

0

60

50

40

30

20

10

02011 2012 2013

Number

Av.rev.(€/season)

Year

140

120

100

8060

40

20

0

500

400

300

200

100

02011 2012 2013

Evolutions

ProcessingBecause quality of the mangoes was seriously affectedduring transport to Europe in 2011, SGTF worked hard toimprove the post-harvest and transport protocols. In 2012the company managed to export 6 containers high qualitymangoes to Europe, despite problems caused by rains andlogistics. In the processing plant quality control wasoptimized, resulting in higher quality of the mangoes atarrival and thus happier customers. In addition, stricterprocedures for hygiene and traceability were set up, thestaff was trained in GLOBALG.A.P. and BSCI, and betterworker safety measures were implemented. SGTF achieveda much better overall management of the processes in thepacking plant while at the same time meeting importantcustomer, consumer and workers.

Smallholder management and technicalassistanceIn order to have better control over our supply, SGTF'steam located and mapped out the fields of the farmers andset up a robust traceability system. Fifty farmers werehonoured to obtain the GLOBALG.A.P. certificate. Formalcontracts were established with the certified farmers,ensuring transparency and defining clear accountability.Training programs for farmers as well as harvesters tookplace in order to implement better farming techniques,integrated pest management and quality management. Aformal farmer consultation and feedback round after theharvest takes place annually.

Outlook

Scaling up and diversifyingThe processing plant has a large capacity, which iscurrently not fully exploited. The coming years, we aim atexporting more volumes, as well as providing packingservices to other exporting companies. In order to reducerisks, we will investigate opportunities for productdiversification, such as other mango varieties andprocessed mango.

Empowering more smallholdersAt the supply side, SGTF managment hopes to includemore farmers and further strengthen the capacity building,increasing our impact and contributing to Durabilis’ mission.

Absence of fertilizer applications may result in poor soil fertility at the long term

CONSUMERS

Traditionally, farmers are not aware of food safety requirements so training and control is a priority

COMMUNITY

Employment and contract farming increase income in the surrounding community

GOVERNMENT

Sustainability commitment tracker


INVESTORSImproving data registersto facilitate reporting

2012 DC performed a data training session in April 2012, but registers stillrequire extra attention

2014

WORKERSReducing employmentseasonality

2013 Recruitment of temporary SGTF workers by the BaraJii company(SBFA) in the low season turned out to be complex.Our new ambition is to change the temporary contract of at least fiveworkers into a permanent contract for SGTF

2014


BSCI compliance 2012 We did not manage to comply with BSCI in 2013. We aim at resolvingat least 75% of the non-compliances by next year.

2014

SUPPLIERSGLOBALG.A.P.certification

2012 Fifty farmers obtained the GLOBALG.A.P. certificate, giving themaccess to high-end export markets

Fair contracts 2012 Formal contracts are established between farmer and SGTF, ensuringtransparency and accountability. Yet, volumes of contracted farmersare still complemented with volumes of other farmers.

2014

Set up a learning farm 2015 Smallholders still have little technical know-how with low productivity asa result. Our goal is to set up an own small farm that serves as alearning centre and proof of concept.

ENVIRONMENTSoil fertility improvement 2015 Smallholders have never applied fertilizers, which may in the long-term

result in lower soil fertility.

Conduct an environmentalaudit

2014 An audit will be planned in order to evaluate the environmentalperformance of the packing plant

CUSTOMERSBSCI audit 2013 A BSCI audit has been conducted in April 2013.

Tesco Nurture audit 2014 A Tesco Nurture audit is required by our British customers. Auditplanned May 2014.

CONSUMERSIncrease number ofGLOBALG.A.P. certifiedfarmers

2014 GLOBALG.A.P. is a measure to guarantee food safety. We aim atcertifying an additional 50 farmers by next year.


SID Peru runs the124 ha Farm Auréliewhere best qualitymangoes areproduced for exportmarkets

20122012-2013 was a good season forSID Peru. Ambitioning to obtain theRainforest Alliance certificate,significant steps were made inorder to improve environmental andsocial performance.

€ 1,145M

CurrentInvestment

615tonnes

Volumes

€ 0,264M

Sales

Published

soonEBITDA

53Workers

00Smallholders

In Peru, Fair-Fruit operates through the mango productioncompany SID Peru, located in the Piura province. The fruitis sold to the packing and exporting company FLP delPeru.

Farm Aurélie has a capacity to produce over 1500 tonnesof exportable mangoes per year.

Volume Sales

Workers Smallholders

Description

Production

PeruPeru

Farm AuréliePiura, Peru

SID PeruSID Peru

Tonnesmangoes

Year

2000

1500

1000

500

02011

1856

2012

615

M €

Year

1

0.5

02011

0.44

2012

0.24

Number of workers


Number of farmers

Average revenue perfarmer per season

Mangoes value chain


INVESTORS

Productivity and quality in a high tech mango plantation are high, resulting in large exportable volumes

Agricultural production is highly dependent on climate, which inherently forms a risk for every farm

WORKERS

There is a large need for labour in the region

The seasonality of the business causes employment to be mainly restricted to the harvesting period

ENVIRONMENT

Strict control on pesticide use by European customers limits the use of harmful substances in production

The dry forests in the Piura region are under significant pressure of deforestation and habitat defragmentation, oneof the causes being agriculture

Misuse of the water resources has resulted in shortage and salinization and thus productivity decrease in manyparts of the region

CUSTOMERS AND CONSUMERS

In professional plantations, management systems are in place to guarantee food safety

Professional plantations are able to comply with internationally required standards with little assistance

COMMUNITY

Employment increases income in the surrounding community

GOVERNMENT

Red flagGreen flag

Number

Low.sal.(€/month)

Year

100

80

60

40

20

0

300

200

100

02011 2012 2013 2014

Number

Av.rev.(€/season)

Year

100

80

60

40

20

0

300

200

100

02011 2012 2013 2014

EvolutionsWith an average exportable yield of 20 tonnes per ha,2012-2013 was a good season for SID Peru. In 2012 thepumping schedule for irrigation was restructured, resultingin significant electricity and water savings. Integrated pestmanagement became high on the agenda, with trainingsand implementing non-chemical control measures.

OutlookSID Peru is focusing on the growth of the newly Kent-grafted hectares. the team is working hard to put in placethe Sustainable Agriculture Network standards in order toobtain the Rainforest Alliance certificate.

Sustainability commitment tracker


INVESTORSImprove data registers tofacilitate reporting

2012 We continue the work on digitalizing registers which will enable betterquantitative reporting on operational as well as sustainabilityperformance

WORKERSFine tune socialresponsibility procedures

2012 Grievance mechanisms were establishedThe BSCI Code of Conduct was communicated to all workers

Improve worker facilities 2011 On demand of both local managers and workers, eating facilities stillremain to be improved and lockers to be installed for workers to safelystore their belongings

2014

ENVIRONMENTSoil conservation andintegrated pestmanagement

2011 Workers were trained in integrated pest managementA non-chemical control measure for fruit fly was implemented

2014

Minimize waterconsumption

2013 Opportunities to save water will be determined by starting to measurethe water demand of the trees

2014

Improve safety of fuelstorage area and area forwashing agrochemicalapplication equipment

2013 Infrastructure will be improved so that soil contamination by spills orwashing water is prevented

CUSTOMERS AND CONSUMERSGLOBALG.A.P. re-certification

every year Without GLOBALG.A.P. certification, SID Peru cannot enter the high-end market. In collaboration with exporter FLP del Peru the goodagricultural practices are implemented to the finest detail

Tesco Nurture re-certification

every year The certificate proves that SID Peru complies with supermarket Tesco’srequirements for good agricultural practices, environment andemployee health, safety and wellbeing

BSCI re-audit every year Due to the high risk for reputation damage, social compliance hasbecome a major must in the fruit and vegetable sector, BSCI being oneof the most popular initiatives at the moment. The very good auditresult was a satisfying reward for the efforts that were made last year.

Rainforest Alliance audit every year The little green frog seal assures that the mangoes come from farmswhere workers and their families enjoy dignified, safe conditions, andwhere wildlife and habitats are protected. An audit is planned October2013

COMMUNITYOrganize anenvironmental educationday for the school

2014 Environmental protection starts with good education. Farm Aurélie isone of the best examples in the region on how farming andenvironmental care can go together. That is why we want to invite thechildren of the neighbouring school on the farm for an environmentaleducation day.


In Peru, Ecuador and Colombia FLPHolding clusters three companiesthat source and export mangoes andother exotics from local farmers

A long term partnershipA long term FLP Holding operates in collaboration with Fair-Fruit Belgium, taking advantage of its supplier members’multinational presence, market leadership, strong expertiseand solid client base

FLP Holding is dedicated to the development, marketingand trading of top quality perishable specialties, bringingsatisfaction to customers, stability to employees andsuppliers, profitability to shareholders and protection to theenvironment from where the products originate.

Building on operational excellence, high quality and perfectcustomer service, the group is a genuinely reliable partnerfor its clients and for its suppliers. FLP Holding is fullycommitted to complying with the BSCI Code of Conduct forsocial compliance. Together with Durabilis Consultingimportant steps have been taken in this direction.

Description

Mangoes value chain

Rare exotics value chain

Processing, marketing, sales

Peru, Equador, ColombiaPeru, Equador, Colombia

Avocadoesfrom Peru

FLP HoldingFLP Holding

FLP del PeruFLP del Peru sources mangoes fromSID Peru and local smallholders forexport to Europe and the US,particularly for the ready-to-eatmango market. Focusing on qualityrather than quantity, the companyexports around 350 containers perseason. With the technicalassistance of its agricultural team, itssuppliers obtain yields up to 25tonnes/ha.

In 2012 the company startedexporting avocado as well and plansto expand its avocado activitiesduring the coming years.

FLP EcuadorFLP Ecuador is specialized inexporting exotic specialties sourcedfrom local smallholders. Its productportfolio includes baby banana,pitahaya, physalis, rambutan,passion fruit and many more.

FLP ColombiaSince 2011, FLP Colombia is activein Ocaña, sourcing and exportingpassion fruit and physalis from localfarmers. As from November 2013they will start with avocado.


Fair-Fruit International is acommercial cost center for globalsourcing of fresh fruits andvegetables, pursuing year-roundsupply to worldwide markets

2012Fair-Fruit International obtained its budgeted sales of $ 25M in2012, representing peas and beans from Guatemala andPeru, mangoes from Peru, Burkina Faso and Mali, babybananas from Ecuador and many more rare exotics from allover the world

Fair-Fruit International operates as a facilitator for optimaland transparent sourcing of fresh produce for exportmarkets and retailers. It functions as a global sourcing andmarketing cost center that aims at enabling a sustainable12 month supply to worldwide markets. Fair-FruitInternational strives to optimize fresh fruit and vegetablevalue chains by contributing to their efficiency,transparency, sustainability and reliability.

To achieve this, it has endeavoured to anticipate markettrends and to understand de fresh fruit and vegetablesretail market in its finest details. The organization builds onstrong strategic relations with its key customers, includingretailers.

Description


Marketing, sales

BelgiumBelgium

Mango flowersPiura, Peru

Fair-Fruit InternationalFair-Fruit International

EvolutionsFair-Fruit International obtained its budgeted $ 25M in2012, representing peas and beans from Guatemala andPeru, mangoes from Peru, Burkina Faso and Mali, babybananas from Ecuador and many more rare exotics from allover the world. Almost every kilogram sold through Fair-FruitInternational had a trustworthy market house prior toharvest, with guaranteed returns in long term contracts.The latter allow taking the value chains out of the weeklypricing negotiations, and achieving a consistent year-roundprice. Because of its multinational and integrated presenceat source and diversified product portfolio, a strongerbargaining position can be demonstrated towards clients,avoiding unfair distributions of profits and risks that affectthe producer the most.

OutlookWith the experience and network that Fair-FruitInternational has built during the past years, it feels thatmore emphasis on branding will become important in thenear future, not only B2B but also B2C. Direct or semi-direct contacts with the retail will certainly be intensified.Considering Fair-Fruit International's success, an additionaloffice will be opened soon in the UK.

Mangoes value chain


INVESTORS

Fair-Fruit International stands close to Durabilis' exporters and is well positioned to defend its suppliers's and owninterests as well as to optimize the exchange of knowledge and technology

SMALLHOLDERS

Supermarkets’ excessive buying power allows them to pass risks and losses to the lowest echelons of the chain:the producers. The latter receive little incentive to think long term, let alone invest in the sustainability of theiroperations

Consignment sales, a common practice in the perishables sector, cause an imbalance between supply and demandand result in high price volatility

High price volatility makes it very difficult for suppliers to react timely to market signals

Direct sourcing exposes the supplier even more to disproportionate buying power, with potential disasters as aresult if the relationships are not well balanced.

CONSUMER

Increasing food safety and other social and environmental requirements demand more competence from suppliers

Fair-Fruit Belgium forms a direct link between suppliers and retailers, offering excellent sourcing services to retailerswhile addressing the suppliers’ needs for a stable business environment that allows long-term investments in qualityand sustainability

Red flagGreen flag

Commitment tracker


MEMBER COMPANIESSustainable procurementstrategy

2012 Social responsibility will be taken into account in the commission paidby the members: members that improve their performance on socialresponsibility will be rewarded with a discount proportional to theorganization’s achievements

2014



Stevia One's main shareholder isSaverco. The organization is closelylinked to us through its managementcontract with Durabilis Consulting.Durabilis Consulting providesassistance in finance, technology,commercial and sustainabilitymanagement

Stevia One is the world’s leadingproducer of natural, non-caloricstevia sweeteners for the global foodand beverage industry

Stevia One and Durabilis Consulting

Stevia helps the community, theenvironment and the consumerThe World Health Organization (WHO) estimates that in 2030, obesity will be theprimary cause of human illness and mortality. Stevia, a natural non-caloricsweetener, is expected to play a major role in the control of obesity relatedproblems such as diabetes and heart diseases. A large-scale stevia farm is animportant source of employment, which is considered one of the largest drivers fordevelopment in rural Peru.In addition, one hectare of stevia is equivalent to 60 to90 hectares of sugar in terms of sweetness. As a result, the use of steviapromotes the smart use of land and water.

Zero poor employeesWith the development of a state-of-the-art plantation and processing factory,Stevia One aims to link the opportunity of stevia in the market to the developmentof rural areas in Peru by fostering entrepreneurship and creating employment.Stevia One puts pride in the education level of its employees and ambitions tohave zero poor employees.

Integrated strategyBeing the world’s largest stevia producer, Stevia One offers delicious natural non-caloric stevia sweeteners for the global food and beverage industry. Stevia Oneintegrates agricultural production, industrial processing and marketing. Products

Main marketsAmerican and European food andbeverage companies

Distribution of own brand in Latin-America


Increase income of workers

Produce healthy products


Create opportunities for the localeconomy

Production, marketing, sales

Peru, Belgium

Stevia OneAssortment

Stevia oneStevia one

are highly customized to the customer’s needs. Scale, innovative technology andcontinuous research result in cost-effectiveness and the highest quality and purityin the market.

Stevia value chain

Stevia One PeruFounded in 2009, Stevia One Peru operates its threestevia farms in the subtropical region of San Martin, withideal growing conditions in terms of precipitation, sunlight,temperature, and soil. Thanks to innovative agriculture andpatented genetically superior varieties, yields andsweetener output are higher than anywhere in the world.

EvolutionsAfter a preparation phase in which land was bought,infrastructure built and the biolab and nursery established,2011 was the first year in which Stevia One Peru enteredinto production.

During 2012, Stevia One Peru improved significantly itsproduction protocols through intensive research anddevelopment. The 10 tonnes/ha leaf yields obtained in2012 were unseen in the industry and are extremelypromising for the years to come. The Naranjos farm, by farthe largest of the three, was brought into production. Plansfor the processing factory were started. The foundations fora comprehensive sustainability management system werelaid, paving the way for BSCI and Rainforest Alliancecertification. Since 2012, Stevia One Europe reinforces thecompany’s presence in the European and Americanmarket.

OutlookThe entire team is working hard on the implementation ofthe social and environmental requirements of the BSCI andRainforest Alliance standards, to be audited in June 2013.By 2015, Stevia One Peru aims to have expanded its farmsto up to 500 ha. The start of the construction of aconcentration plant is planned for mid 2013. End of 2014the concentration plant will be complemented with arefinery plant, to be fully operational as well in 2015.

Stevia One EuropeStevia One Europe is Stevia One’s commercial andtechnical platform. Its head office is located in Belgium andfacilitates direct contact with the largest players around theglobe. Together with its partners it acts as R&D center forindustrial end application solutions.

EvolutionsStevia One Europe was founded in 2012. The year markedStevia One’s first sales of Reb-A in Europe.

OutlookIn the near future Stevia One Europe plans to open anoffice in the US in order to better serve the Americanmarket.


BaraJii provides high-quality, healthy andaffordable drinks toover 2.000 smallshops and over 50wholesales in WestAfrica

2012After a tough year in 2011 BaraJiibroke all records in 2012. Thefactory is now running at fullcapacity and a new small factorystarted operating in Bobo-Dioulasso. The new, moreagriculture based products havebeen well received in the market

€3,331M

CurrentInvestment

40 M litersVolumes

€5,4 MSales

€1,1MEBITDA

235Workers

10Smallholders

Formal employment and businessopportunities in Burkina FasoFulfilment of basic needs such as fresh water supply and nutritious food is a keyneed in many African countries. The high degree of infectious diseases is for alarge part caused by food or waterborne pathogens. Food safety is thus crucial toimprove the health situation of the Burkinabe people. Linking this need to the growth of formal activities creates opportunities toimprove incomes not only by creating decent jobs with decent salaries, but also toprovide business opportunities for many more small businesses, includingsmallscale farmers.

Added value from local productsEfficient and innovative, BaraJii is the reference for mineral or flavoured waterand natural juices in Burkina Faso. Our brand stands for high-quality, 100% safe,value-added drinks from the BoP for the BoP.

One-coin affordable drinksBy introducing a highly popular one-coin product to the local market, we createdirect and indirect employment for the community. Maintaining a close relationshipwith the distributors and retailers and providing assistance in stock management,sales and margins, we contribute to the livelihoods of many. New to the BaraJii

Main marketsWest-African ‘Bottom of the Pyramid’market


Increase income of workers



Create opportunities for distributorsand shopkeepers

Make local healthy drinks available tothe BoP

Create export opportunities for drinksand keep value added in the country

Processing, marketing,distribution

Burkina FasoBurkina Faso

Refreshing BaraJiiBurkina Faso

BaraJiiBaraJii

strategy is the development of new products from locally sourced agriculturalproducts, providing farmers access to local and international markets and givingBoP people all year round access to their own country’s agricultural wealth.

Volume Sales EBITDA

Number of workers


Workers Smallholders

BoP drinks value chain

SBFA

SBFA produces and sells BaraJii mineral and flavoured water sachets and natural drinks in Burkina Faso and its neighbouringcountries.

DescriptionSBFA runs a mineral and flavoured water factory in Ouagadougou. A small production unit in Bobo-Dioulasso complementsproduction for this isolated market. The company has developed a large distribution channel with mainly small-scale boutiques thattake the bulk of the added value. Small-scale boutiques account for more than half of the sales, the remaining sales passing through

M liters

Year

70

60

50

40

30

20

10

02011

38

2012

40

M €

Year

109876543210

2011

3,84

2012

5,40

M €

Year

2

1.5

1

0.5

02011

0.4

2012

1.1

Number

Lowestsalary(€/month)

Year

500

450

400

350

300

100

80

60

40

20

02011 2012 2013

Number

Year

20

15

10

5

02011

02012

5

2013

10

2014

15

EvolutionsIn order to realize diversification and growth strategies,SBFA moved to a new, company-owned factory inOuagadougou in 2011. The total investment ofapproximately € 3M was financed partly by a local bank(BOA), partly by Durabilis and partly by the company’s cashflow. The deadline for having the factory running before thehigh season (March-June) was not reached, partly due tothe civil war in Ivory Coast causing late arrivals ofequipment. This limited production to the capacity of theborehole at the old premises. Moreover, the factory wasclosed for two weeks due to military unrest and mutinies.On start-up of the new factory, SBFA was still faced withsome quality problems, that in the end meant an excellentlesson-learned for the whole organization and resulted inan unprecedented quality of both pure and flavouredwater.

The inauguration of the new plant and the launch of thenatural hibiscus juice in 2011 marked the start of a strongdiversification and expansion strategy, launching at leasttwo new products a year and privileging the integration oflocal agricultural products and the creation of inclusive

OutlookBarajii is looking for opportunities to export to neighbouringcountries, as well as to establish new production hubs inthese countries. Initial explorations are meant to evolvetowards formal partnerships. Commercial collaborationswere set up for distribution to Togo and Ivory Coast, andSBFA is planning to set up a small-scale local productionunit with local partners. In Mali and Niger this possibility isbeing investigated as well.

Pursuing our strategy to have more value-added productsof local origin, we realised that more advanced packagingand conservation techniques will be necessary to meet therequired quality and shelf life objectives. Consequently,additional investments in a PET bottling line and advancedpasteurisation techniques are on the agenda. Higher valueproducts will continue to be produced in Ouagadougou.Lower value products (flavoured water in pouches) howeverwill be produced closer to the consumer market in order toreduce transportation costs.

The higher value products require a more hygienic andaseptic production environment. All employees will have to

larger local distributors. Some distributors end up selling as far as Mali, Niger, Ivory Coast, Ghana and Togo.


INVESTORS

The formal private sector is still small but suppliers and distributors can make an important contribution todevelopment

The market for qualitative BoP drinks is huge

Competition from copycat low-cost low-quality mineral water sachets is fierce

Stabilization/conservation of natural drinks present particular challenges

WORKERS

Employment in Burkina Faso is scarce, the establishment of formal employment means a lot to the community

National employment conditions are not in line with the law or international laws of behaviour so special attention isneeded

SMALLHOLDERS

New products based on locally sourced agricultural outputs could mean an additional source of income forsmallholders

ENVIRONMENT

The process of pasteurization is energy intensive

Wastewater treatment know-how is lacking in the country

CONSUMERS

At the BoP, people lack access to low cost/high quality food products

Customers demand a lot of sugar in their drinks, which might affect their health

GOVERNMENT

BaraJii is a large, formal tax payer, allowing the government to make crucial investments

Red flagGreen flag

value chains from local smallholder to local andinternational consumers.

As from 2012, SBFA achieved record sales and was ableto fully exploit the potential of the new factory. Anexpansion to Bobo-Dioulasso soon imposed itself to reducethe load on the Ouagadougou plant. Because SBFA wasalready at the top of its production capacity, exportation toneighbouring countries was tested but not launched on fullscale yet. At the end of 2012 SBFA obtained its UEMOAaccreditation, an important milestone in the run-up toregional export at lower customs charges. 2012 was alsomarked by a management change and the assessmentand full implementation of a social responsibility andsustainability strategy across the entire organisation.

In the beginning of 2013, an additional investment allowedaugmenting the production capacity with 20%, in order tofulfil the 2013 high season’s demand. Additional flavourswere added to the product gamma, such as the flavouredcitrus drink and a local very popular natural tamarind juice.A total rebranding resulted in an important regain of marketshare in the suffering pure water category, and allowedSBFA to regain the strong quality image of Barajii. Smaller30cl bags were introduced to keep ahead of the informal,low-quality competition in the pure water segment.

go through an extensive quality management training inorder to prepare them for these upcoming challenges.

Some concrete objectives in the sustainability strategyentail an effective health assurance policy for all employeesand the investment in solar energy.

Commitment tracker


WORKERSReduce proportion oftemporary workers

2011 A reduction from 38% in 2010 to 27% in 2011 has been achieved

Implement a health andsafety managementsystem

2011 Although a formal system has not been implemented so far, severalinitiatives have been taken, such as installation of warning signs forhealth and safety hazards

Further reduce proportionof temporary workers

2012

Further improve workerfacilities

2012 A restaurant has been installed as well as lockers for the workers

Increase trainings for dailyworkers

2012 More trainings will be organized on operating and health and safetyprocedures

Enforce control on healthand safety measures

2012 A quality manager will be hired to ensure better follow-up of health andsafety measures

Improve communicationbetween workers andsuperiors

2012

ENVIRONMENTPerform environmentalimpact assessment fornew manufacturing site inOuagadougou

2011 Before moving to the new site, a pump test has been performed toinvestigate the capacity of the borehole. However, other importantissues such as effluent water treatment and discharge have not beeninvestigated

Investigate potential forusing renewable energysources

2011 The first analyses have been made for producing renewable energywith solar water heaters and solar panels

Find options for recyclingor biodegradation of oxo-biodegradable film

2011 An informal partnership has been set up with “Association Nerkieta”, anassociation based in Koudougou that transforms the waste plastic intoart and other objects

Find a solution for effluentwater in the new factory inOuagadougou

2012 Water effluents need to be treated and disposed properly


Ouagadougou

Find a solution for largefossil fuel consumption forproduct transport

2013 New production units will be installed in neighbouring countries toreduce transport

CUSTOMERSDeploy performancemanagement system forsales persons

2012 This system will ensure higher supply frequency and improve customersatisfaction

SUPPLIERSDevelop inclusive valuechains for sourcingagricultural products

2011 The product diversification process towards more agricultural products(hibiscus juice, tamarind juice, horchata, mango juice) is delayed

Look for local supplier ofoxo-biodegradable plastic

2012 To increase local return, focus on local sourcing is a must

CONSUMERSImprove product foodsafety

2011 A high tech water treatment equipment (ozone, UV and micro filters)has been installed in the new factory

The introduction of pasteurization has greatly improved food safety offlavoured water

Increase product shelf life 2011 Thanks to pasteurization, shelf life of flavoured water pouches hastripled

Introduce more nutritiousproducts on the market

2012

Find healthier alternativefor sugar

2012

INVESTORSImprove quality ofregisters to enable impactKPI reporting

2011 Durabilis Consulting has developed and implemented registers forbetter data management, but the follow-up is not yet secured


Terral brings rice,locally produced bysmallholders, to theurban West Africanmarket which istraditionally suppliedby the global market

2012After a 200 tonnes spot market trialin 2011 with a subcontracted miller,Terral successfully tested theproduction, processing andcommercialization of 626 tonnes ofwhite rice from 760 contractfarmers in 2012. The learning curvehas been steep and 2012, the yearof SFA’s launch, is considered anoverall success

€0,6 MCurrent

Investment

626tonnes

Volumes

€ 0,268M

Sales

NA (test)EBITDA

25Workers

700Smallholders

Substituting imported rice by local riceBy facilitating access to finance, eliminating value chain inefficiencies andintroducing innovation and technology, local rice can compete with massivelyimported products, enhancing food security and generating value locally andrurally.

Contribution to food securityThe rice sector is a strategic sector for food security in Senegal. With ourexperience in smallholder management, processing and BoP marketing, weshape Terral as a profitable business with win-win situations for its stakeholders.

Commercial opportunities for smallholdersMost of the rice consumed in Senegal is imported, while a huge potential fordomestic production is left unexploited. We work with smallholders that producerice which we process and distribute in Dakar. We provide the farmers withtechnical assistance and financing, allowing them to improve their productivity.This way we create opportunities for farmers to improve their income, while at thesame time replacing imported rice with a locally grown high-quality alternative.

Main marketsDakar and urban West-Africa




National food security

Production, processing,marketing, distribution

SenegalSenegal

Rice MillRoss Béthio, Senegal

TerralTerral

Volume Sales

Number of workers


Workers

Number of farmers

Average revenue perfarmer per year

Smallholders

Local Rice value chain

SFATerral in Senegal operates through the company SFA, which sources and processes rice from the Senegal Valley and distributes it tothe urban consumer of Dakar.

DescriptionSFA forms the missing supply chain link for the 35,000 small farmers active in the Senegal Valley. It provides the farmers withtechnical assistance and financing, allowing them to improve their productivity. Innovative post-harvesting practices and a marketoriented approach ensure that the rice finds its way to the urban consumer.

Challenges and opportunities

Status Explanation

Red flagGreen flag

Tonneswhite

rice

Year

1000

800

600

400

200

02011

160

2012

626

M€

Year

0.5

0.4

0.3

0.2

0.1

02011

0.075

2012

0.268

Number

Low.sal.(€/month)

Year

50

40

30

20

10

0

140

120

100

8060

40

20

02011 2012 2013 2014

Number

Av.rev.(€/year)

Year

800

600

400

200

0

10009008007006005004003002001000

2011 2012 2013 2014

Evolutions

Smallholder productionFor both 2012 seasons Terral closed production contractswith around 450 farmers. This ambitious program was madepossible through a partnership with Root Capital for a shortterm loan of 375K€ and tripartite agreements betweenTerral, local banks and farmer coops. The banks financethe largest part of the production, while Terral organizesplanting, follow-up and reimbursement.

The experience of late planting combined with an early coldspell resulting in a difficult second season, has sharpenedthe attention to a strict production and follow-up program.

Nucleus farmSmall-scale trials on a rented farm provided the agriculturaland managerial insights, needed for the establishment of amedium-scale own nucleus farm in the near future. TwoPeruvian experts have been guiding the trials and trainingour local managers.

Outlook

Scaling upSince both the market and the farmers have reactedenthusiastically to Terral’s presence, the largest bottleneckfor upscaling is in milling capacity. As a result, researchstarted to build an own mill.

In addition, Terral is investigating an own 150 to 250haproduction. A nucleus farm should complement thesmallholder production, securing the volumes and thequality needed for a larger mill while forming a testing areaand proof of concept for surrounding smallholders.

Finally, the situation in neighbouring countries seems to beapt for a similar model. Several possibilities are beingexplored.

DiversificationTerral and the GAIN foundation are working on productdiversification with various partners. Different strategies are

INVESTORS

Senegalese annual consumption is 1M tonnes, only 400K tonnes are produced locally. This means a largepotential for growth

Rice is a BoP market commodity and operational margins are limited. Scale-up is indispensable in order to build awell-performing organization. Correspondingly, social impact will only be significant on larger scales

Opportunities for higher margin products are explored

The experience in Senegal led to the hypothesis that similar patterns of production, transformation, consumptionand import could exist in neighbouring countries. Although the situation is slightly different, opportunities areprevalent

WORKERS

Rice sector could be a huge source of employment

National employment conditions can be precarious, so attention is needed

SMALLHOLDERS

Smallholders receive higher prices in a formal and well-structured supply chain

Farmers produce mainly in function of their own needs. The challenge to align them with a commercial strategy mustbe addressed through a solid smallholder management approach

Senegalese climate conditions are excellent for rice and water is abundantly available

ENVIRONMENT

Irrigated rice is traditionally an input-intensive crop: water, fertilizer and agro-chemical consumption are high. Thereis still a lot of room for improvement in protecting the environment

CONSUMERS

Price volatility inherent to rice import is mitigated with local rice

COMMUNITY

Independence from rice imports contributes to the country’s food sovereignty

A local agro-cluster benefits the local economy

GOVERNMENT

Formal economy activities contribute to government budget through the payment taxes

Milling operationsA year of experience with the rented mill has taught thelocal management a lot about the particularities of theprocess. Currently the mill is turning at maximum capacity,forming the most important bottleneck for more volumes.

under examination: adding value by upgrading sideproducts (infant flour, biomass-based energy), orenhancing margins by adding value to the end-product(fortification, aromatization, whole-grain rice), always beingaware of creating healthy, responsible products.

Commitment tracker


INVESTORSDeveloping otheropportunities in the BoPmarket (fortification,aromatization, infant flour)

2012 Remains an important objective, however focus is first on thedevelopment of white rice

2014

Improving the availabilityof a strongly desiredproduct in the market

2012 Large growth in 2012, further growth planned for coming years

Planning construction ofown mill

2013 Depends on land & investment capital

WORKERSScreening and optimizingemployment conditions

2013 Both for mill and nucleus farm

SUPPLIERSScouting new producergroups

2012 Terral has worked with over 15 groups in 2012. More groups arewaiting to enter the program as soon as processing capacity expands

Gaining experience onthe nucleus plantation

2012 Experiments have been running for three seasons in a row. Deficientinfrastructure has limited potential results. Trials will continue on asmaller scale in collaboration with the farmers

2013

Closing partnerships withexperienced, local andinternational experts andinstitutions

2012 Good collaboration with Pamecas as third party micro-financer, withAfricaRice for research, with GAIN for diversification

Experimenting withtechnical assistance

2012 Technical assistance programs & farmer field schools will beestablished after a successful production program has been set up

2014

Setting up formalcontracts

2011 The contracting process has been fully formalized and has proved itsfunctionality in 2012

Own limited financing 2011 Terral has been financing part of the production cost, while relying onthird party lenders for the rest of the amount

Partnerships for additional3rd party financing

2012 Tripartite agreements have been established, tested and have provedtheir functionality

ENVIRONMENTDeveloping a sustainableproduction plan forsmallholders

2015 Exploring environmentally friendly practices on the nucleus plantation,in order to implement them in smallholder production through technicalassistance programs & farmer field schools

Finding ways to valorizewaste from milling

2013 Energy from husk forms part of the terms of reference of an own mill

CUSTOMERSIncluding smallentrepreneurs

2011 Small partnership with local women organizations for sales andmarketing did not succeed.New opportunities are explored

2014

CONSUMERSFurther examiningpossibilities for introducingnew innovative productssuch as baby-food, whole-

2012 Remains an important objective, however focus is first on thedevelopment of white rice

2015


grain rice or fortified rice


Durabilis ConsultingDurabilis Consulting is a Durabilis spin-off that concentrates 10 years of experience in setting up and managing value chains indeveloping countries and building relationships with supply chain partners. We have learned from our own successes and failuresand offer our expertise to other organizations in order to promote fair distribution of profit and risks and sustainable resource use.Our know-how is especially focused on the agribusiness sector, from harvest, to production, transformation, selling and exportingfresh and transformed products.

Our approach

Our ServicesOur services align with the typical life-cycle of a business. Durabilis Consulting service packages can be categorized in 4 mainservice categories:

We aim to offer a one-stop shop for your sustainablevalue chain endeavors, ranging from business planningto management, technical assistance and sustainabilityassessments

We work in line with Durabilis’ principles and values

We believe in building partnerships and collaborations torespond optimally to your needs

We take your endeavors as serious as we take our own

We harness the problem solving capacities of local staff inorder to promote their participation and ownership ofsolutions

Our ultimate goal is to leave in place locally managedsustainable businesses integrated into the internationalbusiness community

(Interim)ManagementConsultancyImproving and managingcore, support andreporting processes in newand existing businesses

Finance andaccounting

Performancemeasurement andreporting

Research and

SocialResponsibility /SustainabilityManagementSocial Responsibilityassessments,implementations,monitoring and evaluationprocesses

Hot spot analysis

Social Responsibilitystrategy andimplementation

AgrichainTechnicalAssistanceAssistance in the completevalue chain from technicalassistance to processingand export

Smallholdermanagement andtraining

Smallholder certification

Sustainable growingand farm management

Greenfield ValueChainDevelopmentAnalysing businessopportunities frombusiness plan to launch

Business ModelCanvas

Quick assessments

Financial andoperational duediligence

Feasibility tests

Kevin RoquelFood Safety Trainer

Durabilis ConsultingDurabilis Consulting

Our strengths

Our tools

Development

Trade, sales andmarketing assistance

Production andoperationsmanagement

Purchasing, supplychain managementand distribution

Human ResourceManagement

ICT management

Social Responsibilitymanagementdashboard

Certificateimplementation

Health and Safetyguidance

Plant engineering anddesign

Food processingtechnologies

Renewable energysolutions

Feasibility tests

Business Plan orImpact Invest Plan

Fundraising

10 years of on-the-ground experience in setting-up valuechains in low income countries with different productionand market structures

Private-sector mindset

Experience with the same daily operational challengesand hurdles that you are facing

Access to a worldwide source of expertise from over 1300employees and a global network of partners

Highly dedicated consultants with a commitment to showconcrete results

People that worked and lived in developing countries fora long time and have developed a good understandingof culture and context sensitive working methods

Experts in sustainability assessments andimplementations

Engagements in both rural and urban areas

Impact measurement, monitoring andevaluation

When aiming to create impact, strategic objectives arechosen that will orient efforts to have a meaningful impact onsustainable economic development over the coming years. Akey element in the impact strategy is a set of core metrics (orindicators) that will allow investors, NGO’s, institutes tomeasure and evaluate their impact, and to communicateabout her impact strategy and results. Defining the rightmetrics to measure and communicate about impact is achallenge that must take into account the relevance of thesemetrics for the strategic objectives, their clarity and appeal forcommunication purposes, and the feasibility to measurethese metrics in all activities worldwide on a regular basis.Other elements to take into account are how to have metricsthat can be benchmarked to industry or national averages,and how to have metrics that describe the width of impact(‘how many people did we reach’) as well as the depth ofimpact (‘in what way are these people better off thanbefore’).

Geomapping and sales reporting

Based on our experience with BOP marketing and smallshopkeeper distribution, Durabilis knows the importance ofsolid reporting and flexible business intelligence. Durabiliscan help you to extract your data from virtually any sourceand turn it into a valuable decision making tool.

Durabilis Horizon

It has been clear for some time now that sustainability ismoving from the periphery toward the centre of manycompanies’ strategies. More and more sustainability is movedonto the business radar and into mainstream businessthinking. As your business grows, so do your responsibilitiesfor tracking, analysing, reporting on and managing SocialResponsibility (SR). Over two thirds of the world’s largestcompanies report on their impact on different stakeholders,such as environment, employees, investors, community etc.

We can help you make your SR metrics work with thefollowing services:

SR data mapping and gap analysis: we find out whichdata are already present in your current data sources andwhich data are still missing for calculating yoursustainability performance indicators.

SR data collection: we aggregate, validate andtransform disparate quantitative and qualitative data fromyour existing data systems and from your business-process owners and contributors, and load them into arobust data warehouse system.

KPI calculation and visualization: with a data-rich, yeteasy-to-use dashboarding tool you can follow up SR in asimilar way you are following up financial information. Wecustomize KPI dashboards with insightful graphicaldisplays that let you get the most from your data. Withthe help of advanced analytics you can view high levelresults and identify trends. You will uncover performance

Working for usHave a look here if you're looking for an internship or a job at Durabilis Consulting

Carbon footprinting

Turn your operational data into valuable environmentalimpact data, using recognized calculating methods combinedwith the latest environmental impact parameters.

PAS 2050

Bilan Carbone

Greenhouse gas Management Institute

IPCC

gaps and your potential for improving sustainabilityperformance.

SR reporting: the dashboarding tool enables compilingautomated reports customized to each of yourstakeholders’ needs or following standard guidelines suchas the Global Reporting Initiative (GRI).


Phone: +32(0)9 238 19 78Fax: +32(0)9 228 29 [email protected]

Kortrijksesteenweg 930,9000 Gent

CMBDe Gerlachekaai 20,2000 Antwerpen

VOCATIOAlbertinaplein 2,1000 Brussel

Contact usIf you would like to contact us:

General Management

General operations

Finance and administration

Sustainability and Impact

Phone: +51 989 190 117

Email: [email protected]

9am - 5pm

Timezone: GMT-5

Dutch, English, French, Spanish

Sebastiaan Saverys, Chief Executive Officer

Phone: +32(0)473 39 67 16


9am - 5pm

Timezone: GMT+1


Evert Wulfrank, Chief Operations Officer

Phone: +32(0)477 64 22 25


9am - 5pm

Timezone: GMT+1

Dutch, English, French

Stefan Jamar, Chief Finance Officer

Phone: +32(0)472 68 92 30


9am - 5pm

Timezone: GMT+1

Dutch, English, French, Spanish, Portuguese

Bert Sercu, Chief Sustainability Officer

Durabilis NVDurabilis NVMeeting roomMeeting roomAntwerpenAntwerpen

Meeting roomMeeting roomBrusselBrussel

Investor relationships

Fair-Fruit International

Phone: +32(0)478 22 14 06


9am - 5pm

Timezone: GMT+1

Dutch, English, French, German

Paul Jacquet, Chief Strategic Officer

Phone: +32(0)478 39 22 18


9am - 5pm

Timezone: GMT+1


Carl Wulfrank, Chief Commercial Officer


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