CHALLENGES
In recent years non organic waste handling technology have improved. Larger quantities, and different waste fractions, are today being material recovered or reused compared to a decade ago. There still is however a long way to go before waste handling on a local, and global scale can be considered circular.
Waste that is outside of a circular handling loop can pollute our oceans, and is one of the greater threats to marine life and biodiversity. Since our primary operations are mainly located in the fjords of Norway, ensuring that our wastes are collected, treated and disposed of in a safe and sustainable manner is therefore important to us.
Our production operations are located in several countries in Europa, making it difficult to standardise how we sort, handle and dispose of our own generated non organic wastes. It is also difficult to go into dialogue with local authorities and waste handling companies regarding this, because the infrastructure and legislation in the different countries is different.
Our ambitions in this area
All our non organic waste is re-used or material recovered.
What action has been taken
How we measure our impact
All companies in the group report all generated waste by fraction and disposal method on a monthly basis. This enables us to calculate our CO2e emissions from generated wastes in the group. It also enables us to keep track of, and implement actions to increase our share of recirculation.
Results:
Our dedicated long time work in the group to increase awareness for sustainable solutions, and our focus on data quality in reporting is beginning given a positive return compared to 2020. In addition our companies have in 2021 been in dialogue with our waste suppliers on how we together can increase the share of recycled waste. We have reduced our share of recirculation by 0,49 % in 2021.
Targets per KPI and Results per KPI
|
|
Target |
2021 |
2020 |
2019 |
|
Increase share of Non organic waste which is reused or Material recovered |
+ 5% |
-0,49 |
-6,99 |
NA* |
*Not sufficient data for 2019
CHALLANGES
Water withdrawal from Ground -and Surface water sources has become a global topic of concern in line with the growing concern for global warming. Our Freshwater sources are precious, highly influenced by global warming and therefore we need to manage them in a sustainable way. Freshwater is a major resource in fish farming, both in the land production phase (freshwater) and Sea phase (Seawater).
Our operations mainly withdraw freshwater from surface water sources, and contributes to about 98 % of our freshwater usage. In a long term perspective freshwater availability for our operations is essential. Our water intensive operations is located in Norway where the availability of fresh water is good. The availability and source of water is also regulated via long term permits from Local authorities and are usually given to one company per source location.
Even if the water availability and water quality is deemed good in Norway, there have been short time drought in areas where we have smolt production.
Our ambitions in this area
Lerøy aims to Manage, operate and monitor all our sources of freshwater and our withdrawals in a sustainable manner, making sure that we do not influence negatively wildlife, fauna, flora and humans ability to have access to fresh clean drinking water. In addition we aim to make sure as much as possible of the withdrawn water is not being consumed, but release back into the environment, as clean as possible.
What action has been taken
How we measure our impact
All operational units in Lerøy report water withdrawals per source and water discharge (effluents) by destination monthly through reporting tools in Cemasys. Our operations also measure and monitor different organic compounds in our waste water in accordance with requirements. Registered Non-conformities are reported to relevant stakeholders and corrective actions taken.
Results:
Targets per KPI and Results per KPI
The Group managed to meet its expectation of a 5 % reduction of fresh water usage in 2020, but did not manage to meet this target in 2021. The result for 2021 was a reduction of 1,9 %, while the 2020 reduction was 5,09 %. Lerøy did not open any new RAS facilities in 2021. This explaines the lower reduction in use compared to 2020 where several was opened and replaced Flow-through systems. Lerøy have however had a high focus on good water managment and investments in equipment which helps reduce water usage 2021.
|
|
Target |
2021 |
2020 |
2019 |
|
Freshwater usage |
-5 % |
-1,9 % |
-5,09% |
NA* |
*Insufficient data for 2018
The Group has developed Occupational Health and Safety policy which, on high level, outlines the long-term direction for the Group to support and continually improve its health and safety performance providing an overall sense of direction, as well as framework for setting health and safety objectives.
The policy sets out requirements for the Group’s own health and safety work as well as states that the same strict requirements apply to its business partners. The Group’s business partners have to confirm that they acknowledge and will follow the principles stated in the Group’s Code of Conduct.
The Group aims to have zero injuries in the workplace and prevent all occupational illness. This is achieved through robust health and safety management which is detrimental for succeeding with identifying, preventing and mitigating significant negative occupational health and safety impacts.
HEALTH AND SAFETY CULTURE
The Group is continuously working on developing a strong safety culture which further develops the defined health and safety direction of the Group. Safety culture in the Group is supported by the Group’s values, managerial practices, patterns of activities and competencies – core elements for ensuring and maintaining sustainable health and safety culture.
The top management in the Group has the ultimate responsibility for an adequate health and safety management in the Group. Each company within the Group has identified specific health and safety roles and responsibilities assigned to one or several individuals to ensure sound and consistent health and safety management locally.
HEALTH AND SAFETY MANAGEMENT
The Group has implemented a Quality Management System which is available to all companies in the Group as well as employees1 and workers2 and the system contains universal documentation regarding health and safety management.
If relevant, the group’s companies also have their own local health and safety management documentation libraries which include description of work processes, procedures and other company specific relevant documentation to ensure that all operations are carried out in a safe manner. All employees and workers are covered by relevant health and safety management system.
The scope and nature of the health and safety management work is defined by relevant own, client and legal requirements. The Group has integrated risk management into its organizational activities, including health and safety management, and view it as an integral part of its governance, strategy and operations.
QUALITY MANAGEMENT
The Group has a system (an integral part of Quality Management System) for reporting of safety observations, near-misses, incidents, non-conformances and proposals for improvement. This ensures that all types of safety observations, near-misses, incidents, non-conformances and proposals for improvement are registered in a single system helping the Group to gain an overview of the types of cases registered, trends and identify areas for improvement. In 2021 the Group initiated a project where the current system was reviewed and areas of improvement were identified. HSE-case registration form will be updated in order to make it more user-friendly as well as improve case analytics.
INCIDENT REPORTING AND RISK MANAGEMENT
All work-related incidents, be they a near miss or an actual incident, are to be reported in the Group’s incident and improvement proposal reporting system where they are analyzed and handled by employees who have the competency to evaluate, and the authority make necessary changes to the existing practices to improve the overall health and safety performance of the organization. All companies have mapped out their work processes as well as identified process risks, hazards and their mitigating actions.
If relevant and necessary, for example in case of an extraordinary or new work activity to be carried out, a Safe Job Analysis (SJA) is performed prior to execution of the activity in question to ensure that potential risks are identified and there are barriers in place to address these risks. If the SJA concludes that there is a necessity to update or change the current processes or procedure, the change proposal gets submitted to the responsible process/procedure owner who evaluates the proposal and, if appropriate, makes the necessary changes.
100% (5475 employees) of the Group’s management systems are internally and externally audited via various certifications schemes the Group is part of.
All employees and workers (5475) have received necessary training on how to identify risks and carry out risk assessment. They also received both generic training regarding the organization, its processes and procedures as well as specific training depending on their position and the type of work they carry out. Review of specific, work related hazards, hazardous activities and the appropriate procedures to address these is included in the training.
In 2021 the Group has developed a general HSE training which will be launched in Q1 2022. The online training is available on the Group’s digital training platform Motimate and covers such issues as:
Occupational Health and Safety Management in Lerøy:
Quality Management in Lerøy
Recordable work-related injuries
Emergency Preparedness and Risk Management
Working environment and External Environment
Occupational Health and Safety Follow-up and Continuous Improvement
COMPLIANCE
All companies in the Group are compliant with the existing occupational health safety legislation in the countries they operate in as well as follow the principles laid out ISO 45001: 2018 standard Occupational Health and Safety: Basic Principles.
OCCUPATIONAL HEALTH AND PROMOTION OF EMPLOYEES' AND WORKERS' HEALTH
All companies within the Group that have employees and workers have established cooperation with an Occupational Health and Safety service provider. Occupational health service providers are involved in risk identification processes as well as serve as advisory body regrading various health and safety issues.
The Group uses only authorized occupational health and safety services as well as performs due diligence prior to contracting an occupational health and safety service provider.
The Group is working on promoting employees’ and workers’ health by offering voluntary health promotion services, such as inhouse training and voluntary training groups which the employees and workers can join. Some of the companies offer a yearly physician check-up to evaluate the health condition of the person in question and suggest treatment if necessary. Information regarding employee and worker health promotion is published on and communicated via the company’s intranet which is available to all employees and workers.
EMPLOYEE AND WORKER PARTICIPATION
The Group has four core values – Honest, Open, Responsible and Creative. These are incorporated in all our activities and shall define our behaviors at work. All employees and workers are encouraged to provide feedback thus influencing and developing a transparent two-way communication, consultation and participation practice.
Employees and workers are enabled to contribute and comment on health and safety practices and it is ensured that all employees and workers have an opportunity to report hazardous situations, so that preventative measures can be put into place and necessary corrective action taken. The Group views consultation and participation of employees and workers as a detrimental success factor for the organization.
83% of all companies in the group have a formal joint management-worker health and safety committee the aim of which is to enable a two-way communication and exchange of information as well as give informed feedback to be considered by the organization before implementing a change or making a decision.
Employee representatives, which represent both employees and workers, are a central part of the joint management-worker health and safety committee. The committees meet at least four times a year, extra meetings can be held if necessary.
The committees are handling issues such as occupational health and safety services, safety representatives, training, organizational changes, corrective and preventative measures, risk evaluation as well as other working environment related issues. The Group aims to be a learning organization and is inviting feedback regarding improving its safe work practices.
EMPLOYEES' AND WORKERS' RIGHT TO REMOVE THEMSELVES FROM HAZARDOUS WORK SITUATIONS
The Group’s Code of Conduct, which all employees of the group must acknowledge and follow, states that health and safety is the number one priority of the Group and that no compromises shall be made when it comes to the employee’s and worker’s safety. All employees and workers have the right to remove themselves from work situations that they believe could cause an injury or ill health.
WHISTLEBLOWING
The Group has established an anonymous whistleblowing channel to ensure that there is a low-threshold reporting arena for those reluctant to speak up. The Group guarantees that the reporting person can remain anonymous, and that all data is processed and stored in an encrypted way and that the employee or worker is protected against reprisals.
The reported whistleblowing cases are handled by an independent third party – consulting firm Ernst & Young. All employees reporting concerns shall receive feedback regarding their report no later than 14 days after submitting the whistleblower report.
The Group is monitoring and measuring the following health and safety performance indicators with results (2021):
KPI Targets
These indicators are measured quarterly and are an effective tool to indicate the Group’s progress and performance regarding health and safety. The results of these measurements serve as building blocks for the Group’s health and safety priority planning.
1 Individuals who are in an employment relationship with the organization, according to national law or its application. Employees have an employment contract directly with the organization.
2 Persons who perform work for a certain period of time (for example, seasonal workers) and who are hired via a manning agency. Workers have a written employment contract with manning agency.
Challenges
Salmon and trout farming entails a relatively higher level of host density compared to in the wild. Infection pressure of wild salmon stocks with sea lice from farmed salmon is one of the main challenges in terms of environmentally sustainable aquaculture.
Due to the host density in farming, Lerøy attempts to keep average numbers of mature female sea lice as low as possible throughout production. Combatting sea lice entails higher costs and have the highest priority in Lerøy.
Our ambitions in this area
Our ambition is to avoid lice by means of a successful IPM (Integrated Pest Management) system. The key parts of an IPM strategy are prevention, monitoring and control. As such, several measures complement each other and overlap in the efforts to keep salmon lice at a low level.
How we work in the area
We take targeted measures to reduce the number of lice by reducing exposure in the sea. To do so, we produce larger smolt using RAS technology so we can have shorter production periods in the sea. Biological delousing using our own produced cleaner fish is also a major target area for Lerøy.
Since 2010, Lerøy Seafood Group ASA (LSG) has developed technology for semi-closed facilities. This technology takes water from depths of 20-30 metres and transports this via a laminar flow in a tube. Water from these depths helps reduce infection exposure for the fish in the facility as the majority of lice larvae are found in the upper water layers, down to depths of 10 metres.
Requirements from the authorities provide a definition, at any given time, of the upper maximum limits for fully grown female lice. Lerøy has also established their own limit values to provide guidelines for when to implement preventive and active measures to combat salmon lice.
The average values for lice in the facilities shall be reduced by more than 50% during the period from April to June when compared with the rest of the year. This is when wild salmon migrate as smolt from the rivers to the sea.
How we measure our impact
Counts and registration are carried out minimum every seven days for all cages in each facility, by catching the fish in a landing net or other net. The fish are anaesthetised in tanks and studied individually. A representative selection of fish is taken from each cage. Lice shall be counted in the following categories in terms of stages:
1) Adult female (with and without egg strings).
2) Moving (large and small).
3) Attached.
An average figure is calculated by totalling the number of all lice from all fish (plus lice in the tank for counting) and dividing this number by the total number of fish studied. The average for the farm is calculated by adding up all the average values for each cage and dividing this number by the total number of cages studied.
Infestation of wild fish by lice from Norwegian fish farms is calculated regionally by the Institute of Marine Research, by counting lice on wild salmon and using modelling. To read the Institute's report for 2021, use the following link: https://www.hi.no/hi/nettrapporter/rapport-fra-havforskningen-2021-8#sec-3.
Targets per KPI and Results per KPI
Target 2021: Average level of adult female lice not to exceed 0.11 lice per fish
Result
2019: 0,15
2020: 0.16
2021: 0.18
Limits for levels of adult female lice per fish set by the authorities varies throughout the year and differ depending on region. This is described in detail in the Group´s Policy for control of sea lice.
Action taken due to results per KPI
Lerøy’s efforts to control salmon sea lice shall continue to follow the principles of an IPM strategy to control salmon sea lice and keep the numbers at a low level in the long term. The goal is to reduce the negative impact on the environment and the need for active interventions. Below is a description of the overall principles underlying this control strategy.
Preventive measures: Prevention is the first line of defence, aiming to control the levels of salmon sea lice by making use of passive control mechanisms. The methods utilised depend on local prerequisites, and entail use of one or more of the following measures: Structural measures relating to use of locality, zone collaboration, fallow periods in between production cycles, smolt quality and physical barriers.
Biological control: Cleaner fish represent a method for treatment prevention, and the goal is to reduce the need for active measures.
Non-medicinal methods: These methods are based on different types of measures that do not include the use of medicines. Lerøy makes use of methods within the categories for fresh water, flushing and temperate water.
Medicinal methods: These methods are based on the use of medicines. In cases where medicines are utilised, these shall be 1) prescribed by authorised fish health personnel and 2) evaluated with a view to the risk for fish welfare, food safety, environment and resistance, and 3) where only medicines approved by Norwegian medicines authorities can be used.
Greenhouse Gas Emissions
CHALLENGES
The United Nations Panel on Climate Change (IPCC) estimates that human activity has led to global warming of about 1 degree, compared to pre-industrial times. According to the climate panel, there is a probable range of between 0.8 and 1.2 degrees.
In recent decades, the world has experienced the following climate changes:
Emissions and CO2 uptake (1750-2011)
MAN-MADE EMISSIONS
70% from the combustion of fossil fuels and cement production
30% from deforestation and area changes
TAKEN UP AND ACCUMULATED IN NATURE
43% accumulated in the atmosphere
29% taken up in ecosystems
28% taken up in the ocean
It is the man-made greenhouse gases that accumulate in the atmosphere that amplify the greenhouse effect.
Source: UN's Climate Panel (IPCC)/Environmental status
OUR AMBITIONS IN THIS AREA
Lerøy is committed to take its share of responsibility for greenhouse gas emissions which arise through our value chain. Both own emissions and emissions that come as a consequence of the production of goods that are part of our value chain.
HOW WE WORK IN THE AREA
Lerøy has committed to science-based targets (SBTs) . This commitment has initiated various projects regarding significant greenhouse gas emissions in the following areas:
HOW WE MEASURE OUR IMPACT
We measure the development for Scope 1 and scope 2 every quarter and the development for scope 3 every year.
Targets per KPI and Results per KPI
Scienc-based targets:
46% reduction in Scope 1, 2 and 3 by 2030
Results
| 2021 | 2020 | 2019 | |
| Scope 1, direct greenhouse (GHG) emissions that occur from sources that are controlled or owned by an organization (tCO2e) | 141 523 | 127 810 | 118 785 |
| Scope 2, Indirect Emissions from electricity purchased and used by the organization (tCO2e) | 9 581 | 9936 | 7 033 |
| Scope 3, Scope 3 emissions are the result of activities from assets not owned or controlled by the reporting organization, (t CO2e) | 1 157 173 | 1 284 641 | 1 292 739 |
| Total S 1+2+3 (t CO2e) | 1 308 277 | 1 422 387 | 1 418 557 |
FUTURE ACTIONS
We will continue to work on this subject by:
Certification is proof that an independent third party has validated the company's compliance with the requirements in a specific standard. A company’s choice of standards is based on the company strategy and customer requirements.
Without certification, the company has no third-party independent documentation of compliance with requirements, which in turn delimits access to the market and may restrict value creation, development and compliance.
Our ambitions in this area
Lerøy has obtained certification according to the world's most stringent standards for seafood. We shall operate all our farming localities in accordance with ASC requirements, and adapt the number of ASC certified localities according to market demand. 100% of Lerøy's processing facilities that produce RTE (ready-to-eat) products or are subject to customer requirements for such certification shall have GFSI certification.
How we work in the area
For several years, Lerøy has accumulated strategic certification in line with our target to be the most efficient and sustainable supplier of high-quality seafood. The Wild Catch segment has MSC certification. The Farming segment has the following certification; Global GAP, ASC, Lerøy SalmonTM and organic salmon (Debio), and the VAP, Sales and Distribution segment has the following certification; GFSI food safety standards such as IFS, BRC and FSSC 22000.
In 2021, Lerøy certified additional locations according to ASC and processing plants according GFSI and Lerøy SalmonTM
How we measure our impact
The Group has signed a framework agreement with DNV comprising clear expectations for synergies between different certifications and companies. The framework agreement is monitored centrally, with central follow-up of audits, nonconformances and certification status for all companies, and identification of synergies between these. This means that the group centrally monitors that the audit is carried out within the deadline and that all deviations are closed within the deadline.
Any deviations from a plant are distributed to the remaining plants so that deviations are not repeated, so we ensure effective improvement work across the group's companies.
Action taken due to results per KPI
Lerøy Seafood Group continuously seeks improvements that can help us reduce our environmental impact and sustain our culture for food safety. One essential part of the verification process for Lerøy is to sustain our certifications and to increase the level of certification within ASC and GFSI.
Targets per KPI and Results per KPI
In 2021, two more processing locations where certified GFSI (BRC, FSSC 22000), in 2022 addititional two processing station are planned GFSI certified (FSSC). Additional three farms have had initial ASC audit and are planned ASC certified in 2022.
|
|
Target |
2021 |
2020 |
2019 |
|
Share of wild caught fish with MSC certification |
93% |
93% |
86% |
91% |
|
Share of localities with GGAP or ASC certification |
100% |
100% |
100% |
100% |
|
Processing plants with GFSI certification |
100% |
88% |
85% |
73% |
Challenges
Farmed salmon in Norway is the result of around 15 generations of targeted breeding, and is classified as partly domesticated and adapted to a life in cages. If salmon escape from the cages, there is a risk that they will spawn together with wild salmon, and this could result in genetic changes in the wild salmon stocks.
Our ambitions in this area
Lerøy Seafood Group has a vision of zero escapees.
How we work in the area / What action we have taken
Significant measures have been implemented to prevent escape at LSG's farming localities. The Group has invested heavily in both technology, control systems and development of new routines to prevent escape.
All escapees and suspected escapees are reported consecutively to the Norwegian Directorate of Fisheries and published on the following website https://www.fiskeridir.no/Akvakultur/Tall-og-analyse/Roemmingsstatistikk.
All Lerøy's facilities comply with technical standard NS 9415:2009 Marine fish farms. These requirements are specified in the NYTEK regulation that governs marine fish farms, all main components, structural elements for mooring and extra equipment.
How we measure our impact
The Group controls the number of fish in cages at each facility. The number of fish released to each sea cage from the smolt facility is counted according to the number of vaccinations minus dead fish prior to release. All fish that is taken out of the cage after release are logged daily. When an unknown number of fish escape from the cage, a well boat is used to count the remaining fish, and by comparing the well boat count with the marine farm's own figures an estimate of the number of escapees is made.
The national impact of escape of farmed salmon in watercourses is measured by the following project: Nasjonalt overvåkingsprogram for rømt oppdrettslaks i vassdrag (national monitoring programme for farmed salmon escapees in watercourses).
Targets per KPI and Results per KPI
Target 2021: Zero escape
In 2021, Lerøy Seafood Group reported 4 escapees from their fish farms.
|
2021 |
||||
|
Date |
Company |
Figures for escape |
Species |
Escape in connection with: |
|
30.01.2021 |
Lerøy Sjøtroll |
2 |
Rainbow trout |
Counting sea lice |
|
10.09.2021 |
Lerøy Midt |
1 |
Salmon |
Delousing operation |
|
16.11.2021 |
Lerøy Aurora |
1 |
Salmon |
Delousing operation |
Escapees in 2020 totalled up to 208 fish
Escapees in 2019 totalled up to 85 fish
Target 2022: Zero escapes
Action taken due to results per KPI
Improvements have been made to secure use of safety measures when capturing fish for delousing and when returning fish to the cage after counting sea lice, to minimise possible escape.
Lerøy has collaborated with other businesses to establish a new company, Sporbarhet AS. The aim is to ensure efficient traceability services for salmon in order to prevent escapees with no known origin. The tracking services currently being developed are based on genotyping of all male fish used for breeding and further element analyses to distinguish between fish with the same genetic origins.
Challenges
There is a wide variety of raw materials that can be used in fish feed. These are produced worldwide and are purchased on various raw material markets internationally. The raw materials used in fish feed are also used in other types of feed for pigs, chickens, cattle etc.
A number of businesses are involved in the production of raw materials, as in other industries, and Lerøy aims to ensure that these all comply with our requirements laid down in our Code of Conduct, that they utilise a monitoring system so that all production information can be traced back to them and measured, and that the raw materials are safe for both the fish and the people who eat the fish.
It is also essential to ensure that the raw materials do not contain substances that can harm the marine environment during production at sea. Some raw materials are subject to sustainability certification and some are not. Some raw materials have a larger carbon footprint than others. Some species are caught properly according to prevailing quotas and regulations, while other species are not.
Lerøy's ambitions in this area
Action taken by Lerøy in the area
How we measure our impact in this area
We measure our impact by means of in-house audits, third-party audits, traceability data, ASC audits and dialogue and partnership.
Target
Results
Lerøy fulfils all their ambitions, with the exception of:
Lerøy has made active decisions:
Efforts going forward
We will continue to work in this area by means of:
Challenges
Excessive use of antibiotics can result in antibiotic resistance in some areas, a major risk factor for health and for fighting diseases, particularly for humans.
In general, food production from animals require the use of medicines to treat diseases, not least with a view to animal welfare. If not controlled, the use of antibiotics and other medicines in conventional fish farms could contribute to an undesired and negative affect on humans and the environment.
Our ambitions in this area
Lerøy aims to avoid unnecessary use of antimicrobial agents and other medicines. The use of antimicrobial agents is seen as a last line of defence and only applied in situations where deemed necessary to protect fish welfare, and when factors relating to food safety, the environment, resistance and effect have been clarified. Lerøy emphasises the importance of a preventive operating practice, aiming to reduce the number of incidences of disease, thereby reducing the need to medicate fish.
How we work in the area
All medicines used must be prescribed by authorised fish health personnel. Before starting medication, a risk analysis is carried out to assess measures not involving medicines, and the impact on any vulnerable habitats and species close to the facility.
How we measure our impact
All use of medicines is logged in our own production management system. Details such as the name of the person who prescribed the medicine, approved assistant, active substances, quantity, treatment period and retention period for the fish are all registered each time treatment is administered.
Environmental surveys are conducted at least once a year in the zone surrounding each facility. These surveys are conducted by an independent company. The analyses are in three parts: fauna, chemical and sensory. The analyses result in a score from 1 to 4, where 1 is the best result. If the score is 3 or 4, action must be taken to improve conditions at the facility. Similar and more extensive surveys are conducted outside the immediate surroundings at least every five years.
Targets per KPI and Results per KPI
Target 2021: Annual use of antibiotics in the Group: 0 kg
Result 2021: 0 kg
Result 2020: 18,99 kg One treatment with 18.99 kilo total, which is 0,08mg Florfenikol/kg produced fish.
This was treatment administered to small, newly released fish, for a bacterial infection, Tenacibaculum sp. and Moritella viscosa.
Result 2019: 0 kg
Target 2022: Zero use of antibiotics
Action taken due to results per KPI
Lerøy avoids unnecessary use of antimicrobial agents. To achieve this, a number of different preventive measures are implemented and are part of a preventive operating practice including vaccination, risk management, disease control, structural measures, early diagnoses etc. A number of preventive projects have been initiated to prevent future use of antibiotics. These include:
Challenges
A total 7% of global emissions are caused by food waste, and 38% of total energy consumption within global food production can be attributed to food lost from the value chain or thrown away. Every kilogram of food thrown away creates greenhouse gas emissions of 2 kg CO2 and almost 33% of all food produced worldwide is discarded.
Food waste is one of our greatest challenges in modern times, not just because of our carbon footprint, but also because food is lost that could be used to feed the global population, also resulting in loss of value creation. The UN’s Sustainable Development Goals include a goal to reduce food waste by 50% by 2030.
Our ambitions in this area
100 kg fish = 100 kg product for consumers
How we take action / What action has been taken
Through our 50/50 project we have implemented sub-target to reduce current food waste and food loss by 50% from 2019 to 2024.
All the Group companies will be working together to achieve this goal.
The Farming segment has introduced targeted measures to reduce food loss by minimising fish mortality. This involves the release to sea of larger smolt, a high Omega 3 content in our feed to make our fish more robust, and investments in boats with slaughtering facilities so that fish can be slaughtered directly at the edge of the cage.
The Wild Catch segment aims to reduce food loss by preserving residual raw materials, producing meal, oil and ensilage that can be returned to Lerøy's value chain. This process involves optimising production of meal, oil and ensilage on board the Group's trawlers, and investing in new buildings such as Kongsfjord, a boat commissioned in 2019.
The VAP Sales & Distribution segment is taking action to reduce food waste by reducing the number of fish that fall on the floor, using the entire fish with their new concept, “we use it all”, reducing the number of unsold products and non-utilised input factors in production, and optimising the shelf life of our products.
How we measure our impact
All companies in the group report their results every quarter through the reporting tool Teams SR. The impact is visualized both at group and company level through reports in PowerBI and evaluated quarterly. If the performance trend deviates from the target (0 or negative), the cause must be identified and specific measures implemented, the effect of the measures evaluated and possibly adjusted towards the next quarterly measurement.
Results:
Targets per KPI and Results per KPI
Target: Reduce current food waste by 50% from 2019 to 2024, increase share for human consumption
Regarding result on survival in sea more information available here.
On wildcatch - production of meal, oil and ensilage volume have increased from 2 669 tonnes in 2019 to 5 439 tonnes in 2021.The increase is mainly cause of the new vessel Kongsfjord producing silage and optimalization of oil and meal production on other vessels. Volumes in 2022 will not have such significant increase, increase will mainly be in optimizing meal, oil & silage production.
It has been challenging finding a good reporting solution for Industry/VAP facilities in reporting floor fish and unsold product total for the Group. We therefor do not have sufficient data from 2019 to compare with. Level of floor fish and unsold products was in 2020 around 176 868 kg and in 2021 ;167 383 kg total in the group (-5%). All facilities are working according the action plan to reduce floor fish and unsold products.
|
|
Target 2024 |
2021 |
2020 |
2019 |
|
Farming – survival in sea |
94% |
92.5% |
92,2% |
93,4% |
|
Wild Catch – production of meal, oil and ensilage |
50% |
|
5 022 947 | 2 668 779 |
|
Industry (kg fish on floor and unsold products)* |
-50% |
167 478 |
176 868 |
-* |
* The data base 2019 is deficient or not complete. Base years must therefore be evaluated from the year 2020.
Challenges
Farming fish entails responsibility for ensuring that the fish have the best possible conditions. The challenge is to provide for the best possible way to protect and ensure fish health and welfare. The most significant difficulties in recent years have been Sea lice, bacterial wounds, injuries from handling, CMS, loss of circulation and gill disease
Our ambitions in this area
We want the fish in our cages to thrive, and aim to protect them as much as possible against unnecessary impact and stress. We care about our fish, and willingly accept the ethical responsibilities inherent in farming fish. Our ambitions are also to make use of procedures to standardise the processes to which the fish are subjected, and to update these as soon as we gain and implement new knowledge. As such, the entire organisation has rapid and efficient access to new knowledge.
How we work in the area
We work with fish health and fish welfare in a number of areas throughout the farming value chain. Lerøy works on the following initiatives in this area:
Lerøy works continuously with welfare indicators by adapting all parts of production in order to ensure optimal fish welfare. As part of our ongoing improvement measures, we make use of several international standards relating to fish welfare and biosafety.
The welfare indicators registered daily are temperature, oxygen, growth, density and category for cause of death. The welfare indicators we measure at regular intervals are lice, gases, salinity, visibility, current, vaccine side-effects, outer blemishes, cataracts, gill status, algae, jellyfish, agents and sedimentation under the facility.
The different welfare indicators have provided us with the opportunity to objectively measure and compare what the different parameters indicate about overall fish welfare. This allows us to make interventions in production in order to prevent factors that impair fish welfare.
All facilities are monitored every month with control/visits by authorised fish health personnel. The purpose of these controls is to identify any room for improvement. Extraordinary controls are also performed, with follow-up and sampling when mortality is higher than normal at the facilities.
Efforts are always made to minimise the amount of time the fish are out of the water for vaccination and sorting. Vaccination procedures include strict limits on how long the fish are on the vaccination table, based on air temperature. The injection point and amount injected are controlled regularly during vaccination to ensure that the vaccination is correctly administered. This is important with a view to reducing the risk of negative consequences for the fish later in life caused by side effects from the vaccine.
We calculate a fish welfare score before and after treatment for all non-medicinal delousing. This provides us with documentation of the scope of the impact, and whether we have to take action to reduce the negative consequences.
The fish are monitored throughout every part of the slaughter process by personnel who have received the obligatory training in fish welfare. All fish are anaesthetised before slaughter, either by electric shock or a blow to the head. The system and method for slaughter require the follow-up of the Norwegian Food Safety Authority. Every day before starting slaughter procedures, the fish are checked and logged to verify a sufficient level of anaesthetisation.
How we measure our impact
On a daily basis, all facilities electronically register the number of dead fish and the cause of death.
Targets per KPI and Results per KPI
Target 2021: Survival in sea, last 12 months according to GSI: 94,5%
Result 2021:92,5 %
This is mainly due to challenges involving stress and injury of treatment/handling, tenacibaculum infections, viral disease and wounds.
Results, past 3 years:
|
|
2021 |
2020 |
2019 |
|
Survival in sea (%) |
92,5 |
92,2 |
93,4 |
|
Survival on land (%) |
88,8 |
93,5 |
91,5 |
TARGET 2022: Survival of groups after completed production cycle: 89%
Number of outbreaks of disease
The list specifies dead fish by number and by biomass for the six major categories of mortality.
2019
|
Cause |
Number of dead fish |
Dead fish, in tonnes |
|
Treatments |
1,469,380 |
3,790 |
|
CMS |
1,200,800 |
4,848 |
|
PD |
244,454 |
686 |
|
HSMB |
225,454 |
621 |
|
Bacterial Wounds |
367,196 |
788 |
|
Maturity |
158,122 |
615 |
2020
|
Cause |
Number of dead fish |
Dead fish, in tonnes |
|
Bacterial wounds |
1,300,982 |
1,990 |
|
Treatment |
1,182,357 |
3,373 |
|
CMS |
1,142,944 |
4,543 |
|
Mechanical injuries |
719,586 |
1,818 |
|
Loss of circulation |
646,599 |
1,678 |
|
Gill disease |
601,334 |
1,440 |
2021
|
Cause |
Number of dead fish |
Dead fish, in tonnes |
|
|
Treatment |
1,033,443 |
2,929 |
|
|
Tenacibaculum |
968,396 |
229 |
|
|
CMS |
936,414 |
3,653 |
|
|
Bacterial wounds |
897,660 |
1,923 |
|
|
687,088 |
1,504 |
|
|
Loss of circulation |
661,509 |
1,664 |
What action has been taken
We make use of procedures as governance tools for production. These procedures help us standardise the processes to which the fish are subjected, and they are updated as soon as we obtain new knowledge that has to be taken into account. As such, the entire organisation has rapid and efficient access to new knowledge.
Juvenile fish
Pumps, pipes, sorting equipment, vaccination equipment and hoses are checked at regular intervals, and any faults or defects are rectified before the equipment is used.
For major operations such as vaccination and sorting, the fish are inspected for any damage at regular intervals in order to detect faults in the equipment.
All components used for release of fish are inspected regularly. If we detect an increase in mechanical damage, we stop deliveries until we have discovered and, if necessary, rectified the cause of the damage.
Ongrowing
When releasing smolt into the sea cages, dead fish are inspected for mechanical damage that may have occurred during transport. If we uncover an increased volume of mechanical damage to fish, the delivery process will be subjected to review.
If the different forms of handling fish involve crowding, we follow a procedure describing how to carry out such activities.
We calculate a fish welfare score before and after treatment for all non-medicinal delousing. This provides us with documentation of the scope of the impact, and whether we have to take action to reduce the negative consequences.
A number of projects have been implemented to improve fish health and fish welfare. These include:
Oxygenation in sea cages project: Det er ønskelig å undersøke om det er mulig å stabilisere oksygenverdiene i en merd ved å tilsette oksygen. Vi ønsker og å undersøke om mer stabilt oksygennivå i en merd gir bedre fôrutnyttelse og bedre helsestatus på fisken.
Fôringrediens og motstandsdyktighet mot CMS: Status score 4. Det er ønskelig å undersøke om endret fôrresept kan gi økt overlevelse og bedre tilvekst ved CMS påvisning.
Lerøy internal wound projects: Different projects that aims to reduce prevalence of bacterial wound-infections. In 2020, a project was implemented to identify risk factors for wound development on large fish and fish recently released to sea.
Vaccine trials: Contribute to development of new/more effective vaccines.
R & D license and Prolaks project: Aims to map effect of post smolt size on health, welfare and performance.
FHF 901736 – Knowledge base of biological relevant welfare indicators for salmon in aquaculture (BIORELEVANS): Aims to provide necessary biological knowledge for establishing health- and welfare data from automatic scanning. Establish limits for when different indicators reflect a normal situation.
FHF 901434 - Tenacibaculum spp. Project: Aims to increase knowledge of tenacibaculosis, identify risk factors of disease, describe toxin production and perform trials with use of toxins as antigens in vaccines.
Lerøy internal robust smolt project: Aims to find the causes of some smolts developing poorly and after sea transfer.
FHF 901680 Pasteurellosis in norwegian salmon: Characterizing, epidemiology and dynamics of pathogen transmission.
Prevention of salmon associated Pasteurella project: Aims to find effective preventive treatment against Pasteurella.
Pathogen project: Aims to map infection pressure of a number of pathogens during the production cycle, including finding risk levels for transmission of disease by vectors.
Welfare project: Aims to map fish welfare related to different “non-medicinal” treatments.
Lerøy internal project: Aims to increase survival rate and robustness of fish in smolt production.
Lerøy internal project: Aims to increase survival rate and growth in sea.
Lerøy internal project: Aims to find measures to reduce risk for mechanical injuries to fish.
Challenges
The world’s growing population will need an ever-increasing amount of food to survive. Our different types of food production will always leave a footprint on the environment, and salmon production will also leave a footprint as it has an impact on the seabed under fish farms.
Lerøy’s ambitions in this area
Our ambition is to create the world’s most efficient and sustainable value chain for seafood by 2025. We aim to produce food without negatively affecting biodiversity and the areas surrounding our farms, such as the seabed and littoral zones. In other words, we aim to achieve scores from environmental surveys of “very good” or “good” environmental conditions for all facilities.
We aim to identify solutions that allow us to minimise our carbon footprint, secure our future as fish farmers and take responsibility for feeding a growing population.
How we work in the area
Part of our efforts to minimise infection pressure and environmental impact is to have a period of minimum two months every second year during which an individual facility is fallow, cleaned and disinfected. The facilities are divided into zones to allow for coordination of fallow periods. In 2021, each facility was in fallow for 142 days on average.
Feed control is a major part of the efforts to prevent overload. Each cage is fitted with two cameras to monitor the feeding process, so that feeding is stopped when the fish are no longer eating. Dedicated and specialised operators monitor this process continuously. Operators also monitor the number of fish, growth and feed factor to ensure full knowledge at all times of how much the fish in a cage are expected to consume.
How we measure our impact
All fish farms in use are regularly monitored using regular monitoring programs. MOM B and / or MOM C environmental surveys are carried out at least annually in the near zone at each fish farm in connection with biomass peaks / maximum production capacity. These surveys are carried out by independent companies in accordance with NS 9410 and are based on the Aquaculture Operations Regulations.
The MOM B analyses are investigations of grab samples that are collected evenly distributed under the bottom of the fish farm. The surveys are divided into three parts; fauna, chemical and sensory review. Scoring is given from 1- 4 on each parameter on each grab scoop, where 1 is the best result. The total score is the average value of all parameters and grab scoops. If the score is 3 or 4, measures must be taken to improve the condition of the facility.
In addition to B surveys, MOM C surveys are also conducted. The C-survey is a trend monitoring of the bottom conditions in the transition zones from the farming zone and outwards in the recipient. This study is based on mapping of fauna on soft bottoms, which is carried out in accordance with relevant ISO standards. In addition, hydrographic, geological and chemical support parameters are included. These extended trend monitoring outside the local areas is done at a frequency that may increase based on the condition from each survey.
Targets per KPI 2021
Max. average MOM B score: 1.5 (average score all surveys in calendar year for locations in operation that year)
Share of facilities in coordinated fallow zone: 100%
Result: All the facilities are included in the coordination zones for fish health and fallow periods.
Average number of days fallow per facility: Minimum 60 days
Targets per KPI 2022
MOM B score within 1 or 2 for all locations
Share of facilities in coordinated fallow zone: 100%
Result per KPI
|
Year |
Share of facilities in fallow zone |
Average MOM B |
Average days fallow |
|
2019 |
100 % |
1,55 |
140 |
|
2020 |
100 % |
1,37 |
138 |
|
2021 |
100 % |
1,49 |
142 |
Action taken due to results per KPI
On the basis of results from the MOM B surveys, measures are implemented where this is necessary. There may be reduced production for a period, fallowing, relocation of a site, etc.
A pilot project has been initiated at a marine locality with commercial operations for collection of mud. The objective with this project is to minimise the carbon footprint on the seabed under the facility. This is the first trial involving collection of mud from commercial, full-scale marine facilities.
The project has the potential to contribute to development of new technology for collection in traditional facilities with an open cage system. The project is being conducted in collaboration with STIM, and is partly financed by Innovation Norway.
The Group carries out targeted efforts to shorten production time in the sea by producing large smolt using RAS technology.
In 2013, Ocean Forest was founded together with the environmental organisation, Bellona. Ocean Forest follows a strategy to achieve more efficient recycling of the unexploited resources in the environments surrounding fish farms. This involves utilisation of waste products from fish production to produce species at a lower level in the food chain.
Macroalgae and microalgae require nutrient salts to grow, and nutrient salts are a waste product from e.g., fish farming. Shells live off microalgae and other particles in the sea. This allows for more efficient recycling of unexploited resources in the environments surrounding fish farms while at the same time increasing our marine biomass production without having to add more feed or fertiliser and while keeping our seas cleaner.
One of the goals is to study the opportunities for use of mussels or mussel meal as ingredients in feed. Another focus point is to capture nitrogen phosphorous and CO2 from seaweed production. In 2021, around 300 tonnes were harvested from Lerøy’s localities.
Challenges
It is estimated that at least one third of forest areas worldwide have been destroyed. The most significant deforestation is currently found in the tropical areas. When a forest disappears, both the landscape and climate undergo major changes. We see a reduction in evaporation and air humidity, resulting in changes to the climate and water cycle not just in the local area but, in some cases, also at some distance from the deforested areas.
Deforestation leads to the release of organically bound carbon. There is also the loss of or significant reduction in CO2 capture by the trees for photosynthesis in these areas. As a result, more carbon is emitted to the atmosphere as carbon dioxide, and this can substantially increase the greenhouse effect.
Soy is a raw material used to produce animal feed and is also used in feed for redfish. We have a requirement that all raw materials used in our fish feed shall be GMO-free. Very few countries produce GMO-free soy, but Brazil has large-scale production. The challenges represented by soy produced in Brazil can be that it is produced in deforested areas. This is not prohibited by Brazilian legislation, but is negative for the climate.
Lerøy only makes use of Pro Terra soy, certified as originating from areas that have not been deforested. Nonetheless, as a major purchaser in this area, we are very much aware of our responsibility to continue to work in alliances and with partners to prevent soy production in areas cleared by means of deforestation.
Lerøy ambitions in this area
Lerøy aims to contribute towards stopping global deforestation to the greatest extent possible. Lerøy shall not make use of raw materials cultivated in areas cleared via deforestation. Deforestation is mainly related to raw materials for fish feed in our aquaculture business, but may also be relevant in connection with the purchase of packaging materials.
Action taken by Lerøy in the area
How we measure our impact in this area
We measure our impact via close dialogue and follow-up, in addition to third-party audits and use of our traceability system.
KPI/Targets
Results
Lerøy has high expectations of its suppliers and are engaging with Cargill as they work to transform the food supply chain to be more sustainable. Our engagement with Cargill extends beyond the aqua nutrition business and is focused on making meaningful progress toward addressing climate change and eliminating deforestation from their supply chains in the shortest time possible.
“Lerøy is an important and valued customer of Cargill, and we have worked together to find innovative solutions which provide high-quality aquafeed produced in the most sustainable way. Our engagement and work with Lerøy is driving meaningful change in our approach – especially in accelerating our progress on protecting forests in Brazil – and this is critical in building a more sustainable path forward to transform the food supply chain.” Dave MacLennan, Cargill Chairman and Chief Executive Officer.
Efforts going forward
Lerøy aims to continue to contribute towards ensuring that raw materials used in fish feed do not originate from deforested areas. We will continue to work in this area by means of:
Traceability is an essential requirement to be able to recall products that are not safe to eat or have non-conformaties that affect the product’s properties. Rapid product recall and sharing information are crucial if we are to prevent or minimise an outbreak of illness caused by a product.
A product recall is when a product that does not conform to food safety standards has reached the end consumer and need to be removed from the market. A product withdrawal is when a product with the same characteristics is removed from the supply chain before it reaches the end consumer.
Our ambitions in this area
The Group’s ambitions are to take preventive action and have zero product recalls.
How we take action / What action has been taken
Lerøy has established product recall procedures that specify in detail what to do if a non-conformity is detected in a product once it has left the company. Product recalls are defined according to the type of non-conformity and the risk category. Lerøy has also established both central and local emergency preparedness groups to manage product withdrawals. This allows us to develop the routines and competencies required for efficient product withdrawals.
KPI: Traceability
In recent years, Lerøy has invested in technology to receive analysis results for products more rapidly. With this new technology, the results of analyses are sent directly to a system from the lab, providing us with immediate notification of any non-conformities in analysis results.
Such technology, combined with our accumulated experience of food safety and preventive action, are important in our efforts to achieve our goal of zero product recalls. Another important point is follow-up of suppliers, established routines to ensure that all input factors and ingredients are in accordance with specification and do not contaminate our products.
KPI: Supplier evaluation
Policy: Food safety
Every year, we conduct fictional product recall drills to verify that our systems work, are efficient, that we have access to essential information, internal and external competencies and that all parties receive satisfactory information. Measures to prevent this from happening again and finding the root cause must also be described
Lerøy have the capacity to obtain information allowing us to withdraw or recall any product from the market within four hours. In 2021, the Group recorded five recalls of Lerøy products
All 5 incidents are related to small local batches where Listeria Monocytogenes was detected on Ready to eat products, the racalls had negligible effect on the marked. The recalls where performed as a precaution measure since the risk of Listeria Monocytogenes exceeding 100 CFU/g was present.Corrective action have been carried out. The products have now either reduced shelf life ensuring that Listeria does not exceed 100 CFU, or are have “positive release”, meaning the products are on stock until listeria analysis is documented negative before product reach the marked.
How to measure our impact
All product recalls and withdrawals are recorded in the company’s quality system, LQMS, by all Group companies, and statistics are monitored centrally. If any recall occur an action plan finding the rout cause and actions to eliminate it must be described and followed up in the system.
We have a target of 0 recalls since this has the highest impact on the market, no target has been set for the number of withdrawals as these are products that have not reached the market and are proof that our tracking routines and control work.
Lerøy will always perform recalls if our product does not meet our foodsafety requirements, either as a precautionary or an corrective action.
Lerøy has not identified any non-concompliance with regulations and/or voluntary codes in 2021.
Action taken due to results per KPI
Lerøy is constantly on the lookout for new technology and ways to improve existing working routines to avoid having to recall products from the market. Product recalls have a negative impact on consumer confidence in our brand.
Over the years to come, Lerøy will work on the development of a production information system (PIM/PLM) to digitalise a large volume of the information to be managed for a product recall. With this system, all the information regarding a product can be identified with one press of a key on the keyboard, without having to rely on manual operations in different systems.
Targets per KPI and Results per KPI
|
|
Target |
2021 |
2020 |
2019 |
|
Number of product recalls: |
0 |
5 |
0 |
0 |
Challenges
Supplier evaluation is essential in ensuring that suppliers comply with Lerøy's requirements over time and contribute to the development of the Group's products, operations and services. Suppliers have an impact on the Group's reputation, production and profitability.
Our ambitions in this area
The Group shall at all times collaborate with the suppliers to generate profitable, ethical, sustainable high-quality products and services.
Action taken by Lerøy in the area
Lerøy has several thousand suppliers, a number of which we have worked with for many years and where both parties are very aware of requirements and expectations. At the same time, Lerøy is constantly developing and has a constant need for new suppliers. Collaboration with our suppliers is essential if we are to ensure mutual development that will with time result in sustainable collaboration.
Lerøy carries out audits of suppliers as part of our quality assurance. The areas that are being revised include sustainability, food safety, compliance with regulations and ethical guidelines. Previously, audits of suppliers have been followed up locally.
Lerøy sees great advantages in centralizing parts of supplier follow-up in order to make expectations visible and closer cooperation. Lerøy has therefore developed a supplier avaluation systemt gives us more structure in the follow-up.
How we measure our impact
The Group has organised its supply chain by establishing a centralised purchasing department that collaborates closely with the purchasing departments in the subsidiaries. The Group's supply chain is based on the Group's value chain. Due to the value chain's complexity, different needs are identified for the three main segments; Farming, Wild Catch and VAP, Sales & Distribution. Farming contributes to the largest share of purchases.
The supply chain mainly comprises Norwegian suppliers but, with the inclusion of subcontractors, has a global reach. The Group has more than 6,000 direct suppliers worldwide. The suppliers are diversified between suppliers to farming; feed ingredients, nets, boats, machines and equipment for salmon and trout farming, for wild catch; Boats, machinery and equipment for catching cod, haddock, saithe and shrimp and for VAP, Sales and Distribution; machines, equipment, packaging and input factors for the production of products for the market. It is estimated that the Group's procurements total approx. NOK 16 billion per year.
The Group aims to make major contributions to local communities, and makes use of local suppliers in the areas where we have operations. In Norway, which is Lerøy's most important operating location, 80% of purchases are made locally. By supporting local suppliers, we contribute to the economic development of the local community.
Results
Lerøy has established a supplier evaluation system for implementation throughout the Group in 2021. Lerøy has also signed a number of framework agreements with strategic suppliers in 2021. The Group shall develop its strategic suppliers by entering into strategic collaboration/framework agreements at Group level, in order to ensure continuous improvement and optimisation of the supply chain over time.
Strategic collaboration requires both Lerøy and the suppliers to increase their level of collaboration and follow up areas where synergies, increased efficiency and improvements are key.
Target
The goal is for all new suppliers to be evaluated, defined in the group supplier evaluation procedure. We send out inquiries to suppliers with questions about various topics that must be answered.
Based on answers and documentation, risk scores are calculated on the suppliers within technical certifications, legal requirements, food safety, environmental criteria (sustainability strategy, climate footprint, reporting recognized standards/initiatives), social criteria (ethical guidelines / duty of care) and delivery ability. Further follow-up and measures will be based on the supplier's risk score (green, yellow and red). The number of new suppliers considered is measured in the system.
In 2021 all new suppliers received a request from the system, the response rate was 11,5%. We are working on increasing the responsrate, among other things by informing the receipients in advance so they do not believe its a spam mail
|
|
Target |
2021 |
2020 |
2019 |
|
Evaluation of environmental criteria on new suppliers (%) |
100% |
11,5 |
New |
New |
|
Evaluation of social criteria on new suppliers (%) |
100% |
11,5 |
New |
New |
Challenges
If there is a fault in a product without traceability, we will not be able to identify the cause of the nonconformance, take action or be able to trace where the product has been sold for efficient recall from the market. If a situation occurs when people get sick because of a product and we cannot trace it efficiently, this represents a direct risk for food safety.
Today's consumers are conscientious; they want to know a product's origins and how it has been handled. This requirement would be impossible to meet without a well-developed traceability system.
Our ambitions in this area
Lerøy shall be the foremost seafood company in terms of tracking and extended tracking technology.
How we work in the area
Lerøy now has full traceability for all products, input factors for products and raw materials for salmon and trout feed.
Lerøy’s in-house developed tracking system, Fishtrack, provides all customers with access to online tracking information for a product, all the way from parent fish to processing. In essence, the customer has a CV for the fish they have purchased, including information on broodstock fish, juvenile fish, sea farm location, feed, treatments, quality analyses etc. We achieve this by linking the Farming segment’s traceability system with the ERP system used by our Sales Department. One unique code follows the fish throughout the value chain, with related traceability information.
Lerøy can now track and block any product on the market within four hours, along with associated raw material batches and batches of finished goods.
Policy: Food safety
How to measure our impact?
The Group carries out traceability tests/recall drills every year to ensure that our system is efficient and robust.
The product withdrawal procedure comprises, but is not limited to, the following phases:
The traceability tests verify the correct and efficient functioning of the traceability and recall system. Our recall procedure can be initiated and applied at any time. It is important to ensure that the employees are trained and that our emergency preparedness procedures are improved in order to ensure an efficient product recall in the event of an actual incident.
An emergency preparedness test is a fabricated incident involving food safety, and includes: Processing facility, slaughter facility, farming including juvenile fish, feed supplier, subcontractors, authorities and customers. All parties must submit correct, documented information. The test also comprises checking whether relevant key contact persons/contact information outside of opening hours have been updated and are correct.
Subsequent to a recall test, a summary is prepared and improvements identified and implemented. A product recall has a maximum time limit of four hours.
42 traceability tests were carried out in 2021. No serious nonconformances where detected
KPI: Product recall
Targets per KPI and Results per KPI
|
|
Target: |
2021 |
2020 |
2019 |
|
Traceability tests conducted for production facilities |
100% |
100% |
100% |
100% |
|
Develop the Group to be the foremost seafood company in the world in terms of traceability and extended tracking technology |
||||
Result
Lerøy was one of the first companies to establish a traceability portal with direct access for consumers in Norway, with the “gladlaks” concept. Consumers can use a code on the packaging to gain full traceability information specific to the salmon they have bought, and more detailed information on the concept and on Lerøy’s fish farming methods.
We have now made further developments to the concept and can offer traceability information to BlockChain systems for several European customers. Products have now been launched on the market with a QR code providing consumers with full traceability information on the product, where it was farmed and processed along with related information.
The customers have access to a map where they can see the location of the juvenile fish facility, the farming location or the slaughter facility where the product has been farmed or processed. This boosts confidence in the product and in all parts of the value chain.
Lerøy is constantly seeking opportunities within tracking technology to remain the foremost seafood producer in terms of traceability. Lerøy can offer a comprehensive seafood tracking portal for our customers.
Challenges
Every year, more than eight million tonnes of plastic end up in the sea, and more than 90 percent of all seabirds have plastic in their stomachs. In 2050, there will be more plastic in the sea than fish. Plastic in itself becomes a problem when it is carelessly disposed of, represents a threat to animal life and ends up as microplastic in the sea. Microplastics accumulate in the food chain, bringing with them environmental toxins that negatively affect food safety in the food we eat.
Half of all the plastic manufactured is only used once and then thrown away. The carbon footprint for every kilogram of plastic manufactured and disposed of after single use is 5 kg CO2.
Our ambitions in this area
Our ambition is to prevent inappropriate disposal of plastic. We shall achieve this by reducing our use of plastic and introducing routines that ensure plastic is disposed of properly.
How we take action / What action has been taken
As part of the 50/50-5 project, Lerøy has introduced sub-projects throughout the value chain to reduce general plastic consumption and consumption of non-recyclable plastic by 50% within 2024. Each segment is measured in terms of development, and initiatives are shared across the Group. For Farming segment; Purchased feeding tube & ropes are measured, for wildcatch and the VAPS&D segment purchased vacuum film, single use plastic and EPS are measured.
Lerøy is also taking part in a number of measures to reduce plastic consumption and to clear up plastic in the environment. Lerøy takes part in the Fishing for Litter (FFL) project, via Lerøy Havfisk. This is an initiative to combat marine littering in Norway, managed by the Norwegian Environment Agency. Lerøy contributes by picking up any plastic and other waste they find at sea. The waste they collect is disposed of at the closest Fishing for Litter facility. To date, 734 tonnes have been removed from the ocean.
Lerøy is also an active participant in the beach cleaning day. This national annual event for beach cleaning is organised by Hold Norge Rent. On this day, people in Norway are encouraged to clear the beaches and coastal areas of plastic. Lerøy provides working boats in areas of rugged ground to pick up the plastic collected by people cleaning the beaches and coast. Lerøy also supports local organisations and schools to encourage more people to take part, providing transport and food for children and young people and covering other costs that may be required when they are out picking up plastic.
Over the past two years, Lerøy has also deposited more than 930 tonnes of nets from cages for recycling via the Norwegian company Nofir. Nofir works on collecting discarded equipment from fisheries and fish farming in Norway and Europe, and recycling these to produce clothing, furniture etc. This prevents discarded tools from ending up in the sea, and boosts recycling in the form of new products.
Policy: Plastic
How we measure our impact
All companies report their results every quarter via the Cemasys reporting tool. Impact is illustrated both at Group and company level with the PowerBI analysis tool. If the performance trend deviates from the target (0 or negative), the cause must be identified and specific measures implemented, the effect of the measures evaluated and possibly adjusted towards the next quarterly measurement.
Action taken due to results per KPI
Targets per KPI and Results per KPI
For 2021 the group used 6 029 351 kg of plastic within the identified areas, about the same level as 2020. We believe that better reporting quality of plastic use in the organization is the reason why volume do not decrease.
| Target 2024 | 2021 | 2020 | 2019 | |
| 50/50-5 Volume plastic purchased (Kg)* | - 50% | 6 029 351 | 6 009 237 | - |
* data from 2019 is deficient or not complete. Base years must therefore be evaluated from the year 2020.