RSPO Principles & Criteria Public Summary Report

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MQ III IBD Revisão 03.02.2015 GED/DOCUMENTOS/MODELOS E REFERENCIAS/2-SETOR DE INSPEÇÕES/2_2-RELATÓRIOS DE INSPEÇÃO/2_2_30_1_3_En – RSPO P&C Public Summary Report

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RSPO Principles & Criteria

Public Summary Report

Main Audit report. 09/03/2015.

Assessment Audit report. 22/06/2015

Palm Oil Mill:

Compañía Industrial Aceitera Coto Cincuenta y Cuatro S.A Secondary - Naranjo Mill

Country: Costa Rica.

Certificate number: CA6007/15

Report prepared by the lead auditor: David Ogg FICFor.

Certification decision date: 29/06/2015

Certification expiry date: 28/06/2020

IBD CERTIFICAÇÕES LTDA Rua Dr. Costa Leite, 1351 CEP: 18.602-110 Botucatu – SP – Brasil

Tel / fax: +55 14 3811-9800

www.ibd.com.br – [email protected]

http://www.ibd.com.br/

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Contents

Part 1. Scope of the Certification Audit

1.1 Normative references

1.2 Company and Contact Details

1.3 RSPO Membership Details

1.4 Audit type

1.5 Location of the Palm Oil Mill

1.6 Palm Oil Mill Output and Approximate Tonnages Certified

1.7 General Description of Supply Base

1.7.1 Location of the Supply Base

1.7.2 Statistics of the Supply Base and Estimated Tonnes of FFB produced per year

1.7.3 Biodiversity (Total Conservation & HCV Area for the respective Supply Bases)

1.7.4 Calculation of the Number of Production Units (N) to Sample for the Mill

1.8 Progress of associated Smallholders or Out-growers towards Compliance with relevant Standards

1.9 Location Map for this Certification Unit

Part 2. Partial Certification

2.1 Management Organization

2.2 Time-bound plan

2.3 Progress made on the time-bound plan

2.4 Non-conformities

Part 3. Audit Process

3.1 IBD - The Certification Body

3.2 Audit Team

3.3 Audit Methodology

3.3.1 Audit Agenda

3.3.2 List of stakeholders consulted prior to and during the audit.

3.3.3 Outline of how stakeholder consultation was managed.

3.3.4 Issues that arose during stakeholder consultation and company responses.

Part 4. Audit Findings

4.1 Summary of findings

4.2 Non conformity register

4.2.1 Verification of previous assessment non-compliances

4.2.2 New non-compliances raised at this audit

4.3 RSPO Principles & Criteria management of non-conformities.

4.4 Lead Auditor Recommendations for the RSPO Principles & Criteria certification.

4.5 Comments for next audit.

Part 5. Formal signing of audit findings

5.1 Acknowledgment of internal responsibility by the Client

5.2 Signing by the Lead Auditor.

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PART 1: SCOPE OF THE CERTIFICATION AUDIT

1.1 Normative references The Palm Oil Mill and the supply base was audited against the following documents: RSPO International Principles and Criteria (April, 2013 version) National Interpretation (approved version XX/20XX) Local indicators (approved version 08/2011 and updated by IBD according to 2013 version) Module D and E of RSPO Supply Chain Certification Standard 2014 version. New Planting Procedures (September, 2009 version)

1.2 Company and Contact Details Company name: Compañia Industrial Aceitera Coto Cincuenta y Cuatro S.A.

Business address: Guaycara, Golfito, Puntarenas, Costa Rica

Scope: The production and sale of RSPO Certified Sustainable Palm Oil and Palm Kernels through the Identity Preserved RSPO supply Chain Model.

Products: Crude Palm Oil and Palm Kernels

Contact person: Alfredo Villavicencio

Telephone: +506 2284 1320

E-mail: [email protected]

Web site: www.gruponumar.com

Other certifications held (ISO…) Global Gap. Version 4.1.

1.3 RSPO Membership Details RSPO membership number: -

Parent company as applicable: Compañia Industrial Aceitera Coto Cincuenta y Cuatro S.A. 1-0112-12-000-00. 12th January 2012.

1.4 Audit type Date of previous audit: n/a

Date of this audit: March 09th

2015 to March 13th

2015. (audited along with Latin America Agrialim mill)

Main or ASA (1 to 4): Main audit.

Date of next surveillance audit Within 12 months after date of certification.

1.5 Location of the Palm Oil Mill Palm Oil Mill (POM)

Location Address Mill Capacity GPS Reference

Name MT/Hour Longitude Latitude

Compañía Industrial Aceitera Coto 54 S.A -

Naranjo Mill

Naranjo, Aguirre, Puntarenas, Costa Rica 36mt/hr -84.085971 9.407190

1.6 Palm Oil Mill Output and Approximate Tonnages Certified The 12 month output is the average over any 12 month period and the actual production for the 12 months from the date of certification will be included in the annual summary. These figures exclude any output product from non-certified suppliers. For the 12 month period ending March 2015 the mill received 190.107 mt of FFB.

Projection for last 12 Months (MT) [State of IP or MB] (ASA audits).

Actual Production for last 12 months (MT) [State of IP or MB]

Production for next 12 Months (MT) Identity Preserved.

CPO PK PKO CPO/ PK/ PKO/ CPO/ PK/ PKO/IP

33.539 7.664 n/a

Notes: Whilst the POM produced PKO, it is not possible for them to sell PKO under the new RSPO rules for the supply chain

certification. The kernels are “transferred” to the internal kernel crushing plant and that plant is audited against the RSPO SCC and the PKO figures are applicable to that audit only.

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1.6.1 Location of the Supply Base

Oil Palm Plantation (OPP) Location Address

GPS Reference

Name Longitude Latitude

Palma Tica S.A. Naranjo Naranjo Region. Parrita. -84.214097 9.495192

Associated Growers. See maps.

AGRICOLA PILONA S.A. El Way y Cerritos

AGROPECUARIA CORROHORE S.A. Naranjito

ALICIA MARIA JIMENEZ JIMENEZ Portalon

ARNULFO RAMIREZ ZELEDON Portalon

ASDRUBAL UREÑA CHACON Portalon

BERNAL FELIPE SOLIS MONGE Pasito

CAMPO SOL S.A. Llamaron

CIA..CONSTRUCTORA QUEPOS S.A. Pasito

CIRO DEL PACIFICIO S.A. Maritima

COL.TEC.DE MATAPALO DE AGUIRRE Matapalo

COOPESILENCIO R.L. Silencio

COOPESILENCIO R.L. Silencio

FERDINANDO SEGURA MATA Barú

FORESTA GROUP INTERNATIONAL S.A. La Managua

GREIVIN JIMENEZ IRIAS Sabalo

JEFRY JIMENEZ PORTUGUEZ Portalon

JORGE GAMBOA ROJAS Villanueva

MARIBEL JIMENEZ JIMENEZ Portalon

RANCHO SAVEGRE Pasito



RIO NARANJO S.A. La Managua

ROBERTO ROMAN ALFARO Portalon

ROSE MARY JIMENEZ JIMENEZ Portalon

SIRO ADRIAN SOLIS MONGE Pasito

SWAZILAND TRADING S.A Naranjito/ Cerros

VESATREN R.L. Matapalo-Portalón

WALTER ROBLES VALVERDE Dos Bocas de Hatillo

1.6.2 Statistics of the Supply Base and Estimated Tonnes of FFB produced per year

Name Area of Oil Palm (Ha)

Estimated Tonnes FFB/Yr

Planting Years. Age of crop at time of

audit.*

Cycle (Years)

Palma Tica S.A Naranjo 4.407 113.012 34 38

Associated Growers

AGRICOLA PILONA S.A. 281 5.074 29

AGROPECUARIA CORROHORE S.A. 21 379 33

ALICIA MARIA JIMENEZ JIMENEZ 0,78 16 15

ARNULFO RAMIREZ ZELEDON 21 385 21

ASDRUBAL UREÑA CHACON 3 20 20

BERNAL FELIPE SOLIS MONGE 28 358 5

CAMPO SOL S.A. 290 4.568 33

CIA..CONSTRUCTORA QUEPOS S.A. 103,6 1.819 17

CIRO DEL PACIFICIO S.A. 150 2.679 22

COL.TEC.DE MATAPALO DE AGUIRRE 10 189 28

COOPESILENCIO R.L. 460 10.004 28

FERDINANDO SEGURA MATA 20 214 3

FORESTA GROUP INTERNATIONAL S.A. 20 271 25

GREIVIN JIMENEZ IRIAS 4,5 144 15

JEFRY JIMENEZ PORTUGUEZ 0,78 32 15

JORGE GAMBOA ROJAS 5 80 15

JUAN JIMENEZ MOLINA 7 112 15

MARIBEL JIMENEZ JIMENEZ 1,56 15 15

RANCHO SAVEGRE 158,7 2.169 8

RIO NARANJO S.A. 70 840 15

ROBERTO ROMAN ALFARO 18 306 21

ROSE MARY JIMENEZ JIMENEZ 8 15 14

SIRO ADRIAN SOLIS MONGE 30 384 5

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SWAZILAND TRADING S.A 58 783 21

VESATREN R.L. 39 578 11

WALTER ROBLES VALVERDE 15 276 3

Total for associated growers 1.823,92 31.717,90 -

TOTAL 6.230,92 144.729,90 -

*No new plantings after 2005, except when mentioned otherwise.

Considering then, the Total Oil Pam Areas and the Conservation Areas, the Total Certified Area is 6.629,92 ha.

1.6.3 Percentage (%) of Planted Oil Palm by different Age Ranges. 5

Name of Oil Palm Plantation

Planting and Re-planting Years by 5 year Ranges

Prior-1995 1996-2000 2001 -2005 2006 – 2010* 2011 – 2015* Palma Tica S.A. Naranjo. 19,98% 71,17% 3,68% 4,14% 1,03%

Associated Growers. All. 34,5% 6,9% 31,0% 3,4% 24,1%

*No new plantings after 2005, except when mentioned otherwise.

1.6.4 Biodiversity (Total Conservation & HCV Area for the respective Supply Bases)

Oil Palm Plantation Biodiversity.(Total Conservation & HCV Area) Hectares.

Name Conservation HCV Comments Palma Tica S.A. Naranjo. 46 0

Associated Growers. 353 0

1.7 General Description of Supply Base History of the company. Palma Tica S.A is the principal palm oil producer in Costa Rica and considered being the original motor of palm oil cultivation in Central America. Palma Tica is operating in the Central Pacific (Quepos and Parrita) and South Pacific (Coto, Golfito, Corredores) region. The company has always been known for its innovative character and benefits from that until today as not only modern techniques and best practices are used but also production rates are recognized all over the world. The company´s name exists since 1990 when the “Compañía Bananera de Costa Rica” (CBCR, subsidiary of the United Fruit Company in Costa Rica) decided to change names due to the total abandon of banana cultivation in the country in 1984. The first oil palms however were planted already in 1944 in Quepos division. In the beginning oil palms were cultivated for investigative purposes but when experiments and results turned out to be promising, palm oil cultivation took off and went hand in hand with the continuous abandon of banana cultivation. In 1996 Palma Tica, owned by Chiquita Brands Int., decided to sell its oil palm branch to the present owners of the company. Despite Palma Tica’s independence from banana business nowadays, it is sometimes still associated with the famous United Fruit Company and its paternalism. Therefore, the company has been working with a strong focus on sustainability and its certification in order to strengthen and reinforce positive impacts that the company stands for, now and in the past A supply base of 25 associated smallholders also provides the FFB to the mill. Although the company helps them with technical and management support, and they are considered as associated, these growers have autonomy to plant whatever crops they desire within their lands, however, concerning oil palm, they need to commit themselves with Palma Tica’s and RSPO’s requirements. The growers have a written contract to supply FFB, however the main intention is to include the requisites of RSPO, so Coto 54 - Naranjo’s supply base, especially the associated growers, would comply with RSPO requirements as well.

RSPO membership is Compañia Industrial Aceitera Coto Cincuenta y Cuatro S.A., which is also the company name under which all 3 mills operate.

Palma Tica S.A. An agricultural company responsible for the growing of all Oil Palm and for the Associated Growers. There are 3 regions for the management of Oil Palm.

Coto Division. (South Pacific Region). Quepos Division. (Central Pacific Region).

There are 3 Districts within the regions. Damas. There are 5 owned farms managed as one unit. The division into farms is for management

purposes with a supervisor responsible for each farm (Finca). 67 associated growers.

Naranjo. There are 7 owned farms, also managed as one unit. 28 associated growers. Caribbean. 2 owned farms, managed as one unit. 1 association of independent growers. 119 associated growers

who are not yet producing FFB. They will be brought into the certified supply base at such a time as they start producing FFB – anticipated in November 2015 – and will be included in the ASA 2016. This is in accordance with

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the audit procedure below for associated growers. All the farms, association and associated growers were included in a complete NPP and full HCV assessment in 2014. No HCV was identified.

Compania Industrial Aceitera Coto Cincuenta y Cuatro S.A. There are 3 mills (all of them going through certification):

CIA Coto 54 S.A. Main Mill. Located at Guaycara in the South Pacific Region of Costa Rica. CIA Coto 54 S.A Secondary - Naranjo Mill. Located at Quepos in the Central Pacific Region. Latin America Agrialim. Located at Parrita in the Central Pacific Region about 40 km from Naranjo Mill.

The Coto Division supply base comprises 3 Districts covering 14.743 ha of oil palm. Palmar. 6.381 ha total area. 9 farms. Coto North. 4.741 ha total area. 7 farms. Coto South. 3.621 ha total area. 7 Farms.

Palma Tica S.A. and Compañia Industrial Aceitera Coto Cincuenta y Cuatro S.A. are both companies owned by Numar Group, RSPO membership number 2-0403-13-000-00.

RSPO Management. The corporate manager is Alfredo Villavicencio and he has a team headed by Carlos Playa for the Quepos Division and Huascar Blanco for the Coto Divison. Each division has a team of 5 people covering health and safety, social management, environmental management and 2 field managers. Specific manuals have been prepared for RSPO covering:

The policies and their implementation. The corporate policies are prepared by Alfredo and the teams then make the plans for their dissemination and implementation. They are published in many locations around the farm.

Quality manuals including, SOPs, Records, External documents and management plans. The teams work with the agronomists of the company to prepare very practical and instructive SOPs, which include photographs and diagrams. The 2 field managers make field observations and report any areas of concern to the head of their team who then reports to Afredo and the General Manager of each division as appropriate. This work is complimentary to the supervision carried out by Palm Tica managers and supervisors.

Training of all workers and contractors. All the workers are trained and informed about the policies and SOPs as an induction and at least once a year. This is also in support of additional training by the Palma Tica managers – which is more intensive and over a longer period of time.

Regular internal audits for all working sites. The audit results are used to decide on future continual improvement (Principle 8). The financial and control department have an agronomist to do internal audits every 3 months. They audit both the sites and the work of the RSP teams.

Social plan. The housing is managed in accordance with legal requirements. i.e. Cleanliness, secure and safe structure, water-tight, windows, doors, concrete or wooden floor, running water, energy and sanitary services.

Summary of the findings regarding management and RSPO compliance of the Associated Growers. *The audit was conducted along with Latin America Agrialim mill’s audit, due to their similarity and shared processes (it shares part of supply base as well, Palma Tica S.A.), however, they are getting their own certification. Damas and Naranjo Districts. A random selection of a representative sample of the associated growers from the Damas and Naranjo Districts were selected by the lead auditor and arrangements were made for the audit team to meet with the owners and to conduct a compliance audit. They were audited using the methodology shown below. The SOPs and best practice demonstrated and used by Palm Tica are replicated and used for the Associated Growers. Caribbean District. There are two agronomist who are responsible for all the associated growers as well as the association. Rogelio Coto Castillo is in charge and he is assisted by Hector Ortega Coto. There is an office for all accounts and administrative work applicable. It was decided not to visit this area as the crop is only now coming into production and the NPP was fully implemented and concluded satisfactorily. However the applicable documents were reviewed as part of the Principle & audit and full compliance was found. Open Stakeholder meeting. 42 associated Growers attended the open stakeholder meeting on Tuesday 10

th March, representing 44% of the associated

growers of the Damas and Naranjo Districts. A summary of their comments can be seen in 3.3.2 below.

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Due to the management system of the Associations, it was possible to interview up to 20 individual owners at one time and to conduct reviews of documents common to many individuals and to carry out field inspections of contiguous oil palm under the management of a single association in a very efficient way. Interviews were conducted on the farms of all the associated growers selected and observations made of oil palm operations such as herbicide applications, harvesting and fertilising. It is worthy of note that, almost without exception, oil palm is just one of many agricultural crops grown with other crops on the farms. Black Pepper, Cattle grazing, Rice and other crops were evident and interviews revealed that oil palm is just considered to be another crop. Best practice is being demonstrably implemented at all farms included in the audit and there Is no reason to suspect that this is not repeated at all farms. Recycling. Palma Tica collect all empty chemical containers, empty fertiliser bags and other waste and arranges for legal disposal. Audit procedure. The following approach was used: The following was required of Palma Tica:

1. Demonstration of sufficient resources to ensure that all associated growers are managing their oil palm plantations in accordance with the applicable indicators of this local interpretation.

Findings: Palma Tica has a Manager responsible for the Associated Growers (Andres Quesada) based at Damas Head office.

He has a team of two agronomists (Ronald Calvo and Rogelio Coto) and one assistant for payments and fertiliser supplies and claims. For sustainable advice, there are two inspectors to visit each grower at least 4 times per year.

For the Caribbean District, there are two agronomist who are responsible for all the associated growers as well as the association.

The agronomists give advice on best practice, harvesting, fertilisers, pest controls and other agronomy as required to grow the oil palm as efficiently as possible in accordance with the SOPs that are provided.

The sustainable advisors have expertise in chemical use, health and safety, training, environmental management and produce a report for each visit to the grower and to Andres Quesada.

The team was interviewed and observed in the field and it is considered that the team is sufficient as the associated growers consider oil palm to be just another agricultural crop.

The relationship between the associated growers and the team was very positive.

2. A training matrix and training programme is in place for all Associated Growers. Findings:

There is a training matrix to ensure that all associated growers receive regular training. Each Associated Grower is given training for all aspects of best management practice, including RSPO

requirements, health and safety etc., Training is given in an annual basis but the agronomists always ensure that the growers are fully up to date with

best practice and they help to ensure that it is implemented in the plantations.

3. Records are kept of all training. Findings: Records are maintained of all training.

For example: Land preparation on 27th

August 2013. Attended by 22 growers. (This is considered to be a small attendance). Photographic records are also kept of on-site practical training, which is always attended by up to 80% of all growers.

Interviews confirmed that training takes place as indicated and growers were able to demonstrate an understanding of the RSPO requirements.

Each grower is given an A5 size laminated signs that illustrate environmental and social imperatives. (Principles 5 and 6).

4. Records of all visits to the Associated Growers with any advice given are maintained.

Findings: A report is prepared for each visit from the agronomic engineers or agricultural technicians. A carbon copy is

left with the grower. These were available for each associated grower visited.

5. Provide documents to Associated Growers to include as a minimum:

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Legal requirements and implementation.

SOPs for best management practice covering all applicable operations. Fertiliser and herbicide regimes. Integrated pest management. Water management. Health and safety. Environmental criteria. HCV and ERT species. Social criteria.

New planting procedures. Provide associated growers with copies of all relevant documents, policies and procedures.

Findings: A technical manual is given to all associated growers which includes all best practice (Principle 4) and applicable

laws (Principle 2). These were seen at all associated growers interviewed and include all the requirements.

6. Demonstrate that prior to accepting FFB as being RSPO certified, that Palma Tica has conducted training and on

site supervision and has verified and recorded that the Associated Grower is in compliance with the applicable indicators of the National Interpretation.

Findings: Palma Tica conduct full training prior to accepting the associated grower as a supplier of FFB.

7. Keep records of all Associated Growers that are included in the RSPO certified supply base and the dates that

they became part of that supply base. Findings:

All FFB purchased is recorded according to the farm of origin and associated growers have copies of weighbridge tickets.

It is possible to print out full records of FFB delivered by farmer.

8. Inform the Certification Body on at least a 3 monthly basis as to any increase in the RSPO supply base with details of the new Associated Growers.

Findings: The 119 associated growers in the Caribbean District will be included in the supply base when they start producing

FFB late in 2015. IBD will be informed at that time.

9. Provide agronomic support to all Associated Growers. Findings:

All associated growers are visited as explained above and agronomic advice is available at any time outside the normal planned cycle of visits.

It was explained by the associated growers that the agronomists and sustainability advisors often call in between the scheduled visits, and this is welcomed.

10. Ensure that there are records of any fertilisers, pesticides and herbicides that are applied.

Findings: Palma Tica gives a record book to record all use of fertilisers, pesticides and herbicides to all associated growers. Review of books on site confirmed their use. Fertiliser applications are made in accordance with the recommendations of the agronomist if the grower does

not arrange their own foliar analysis. About 5% of the associated growers do not use any herbicides or pesticides.

11. Have the authority to remove Associated Growers from the RSPO certified supply base if they do not comply with

the RSPO requirements. Findings:

Palma Tica have a signed and written agreement with the Associated Growers which includes the understanding that they must manage in accordance with the RSPO and the implication is that failure to do so, will result in FFB not being purchased.

Palm Tica acknowledges that the first action to correct any non-compliance is to conduct more training and to increase the supervision.

12. Take responsibility for ensuring that any conditions on which certification is dependent, including any corrective

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actions raised by the certification body are fully implemented. Findings. RSPO is of great importance to Palma Tica and they will ensure that any non-compliances raised will be

implemented.

*the audit was conducted along with Latin America Agrialim mill’s audit.

Associated Growers shall: 1. Have an agreement to manage their oil palm in accordance with the agronomic advice given by the Palm Oil Mill

and in accordance with the applicable indicators of the National or Local Interpretation. Findings:

All associated growers have a written contract for the supply of FFB and the management of their farms in accordance with best practice.

This includes all contact details and an agreement to manage:

In compliance with national legislation. To be a transparent and responsible grower.

To protect the environment.

To protect co-workers.

To implement best practices as given during training and in the hand book.

To keep a register of products used in the book provided.

To implement all technical recommendations as given by the agronomist to be an RSPO certified grower. I have read, I have understood, I have accepted and I agree to comply with the 7 pints stated above. Signed by the Associated Grower.

The agreement includes a summary of the farm and lot numbers with areas of oil palm.

2. Attend training as requested by Palma Tica. Findings:

All associated growers interviewed confirmed attendance of training and records show this has taken place.

3. Implement all requirements as directed by the Palm Oil Mill. Findings: A copy of each and every visit report is left with the partner and observations and interviews confirmed that

they all act on the advice given.

1.7.1 Calculation of the Number of Production Units (N) to Sample for the Mill

N = 0.8√Y, where “Y” is the number of units, with the result always to be rounded “up” to the next whole integer. Where only a sample of the supply base is assessed, units not previously assessed, or assessed earlier in the certification program, are to be preferred over those more recently assessed.

For the Mill, how many units make up the production base?

District Owned estates (Y)

N = 0,8√Y Associated Smallholders N = 0,8√Z

Damas 1 Sq rt of 3 = 1.73. (2) The fincas of Damas and Naranjo were visited.

67 Sq rt of 93*0,8 = 7,83 rounded up to 8. 13 were visited.

Naranjo 1 28

Caribbean 1 1

Explanation as to the selection of estates sampled

Whilst the sampling formulae shows 8 to be visited, the sampling was calculated for each district, giving a higher sample of 13. Associated growers were chosen at random and an audit was conducted on site at each location. It should be noted that at the open stake holding meeting, 42 associated growers were present and they all talked positively about the growing of oil palm and the work of the company. It was decided not to visit this Caribbean District as the crop is only now coming into production and the NPP was fully implemented and concluded satisfactorily. However the applicable documents were reviewed as part of the Principle & audit and full compliance was found.

1.8 Progress of associated Smallholders or Out-growers towards Compliance with relevant Standards – should be in accordance to the 3 year implementation plan

All smallholders were included within this very certification audit, and a sample was taken in accordance to RSPO standard.

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1.9 Location Map for this Certification Unit Note: Individual maps of the group members are available but it is not practical to reproduce them here. Each area of oil palm is individually managed as an integral part of a farm holding and the adjacent crops are all agricultural.

Over view map of the supply base showing the Quepos Division location in Costa Rica.

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Over view map of the supply base showing the location of the Damas and Naranjo Regions in Costa Rica.

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Map of the supply base for the mill. The squares show the Palm Tica Fincas and the dots relate to the Associated Growers. Damas and Naranjo Districts.

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Map of the supply base for the mill. The squares show the Palm Tica Fincas and the dots relate to the Associated Growers. Caribbean District.

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Map showing the neighbouring properties.

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PART 2: PARTIAL CERTIFICATION The rules for partial certification allow organizations that have a majority holding in and / or management control of more than one autonomous company growing oil palm to certify individual management units and / or subsidiary companies subject to certain rules.

2.1 Management Organization Item Criteria Description (if applicable) Compliance

(Yes/No)

2.1.1 Is the operation conducting a partial certification?

No.

2.2.2 Is any company of the group, member of the RSPO? Which one?

n/a

2.2.3

Is there a clear relationship between the companies, where one company has the majority ownership or the management control of others?

n/a

2.2.4 Is there a clear and achievable time-bound plan prepared and in place?

n/a

2.2.5 Does the plan include all subsidiaries?

n/a

2.2 Time-bound plan. n/a

2.3 Progress made on the time-bound plan

Please report upon adherence or deviation: n/a

2.4 Non-conformities

n/a

PART 3: AUDIT PROCESS

3.1 IBD - The Certification Body IBD takes pride in being the largest certifier in Latin America and the only Brazilian certifier of organic products with accreditation through IFOAM (international market), ISO Guide 65 (European market regulation CE 889/07), Demeter (international market), USDA/NOP (North-American market), COR (Canadian market) and INMETRO/MAPA (Brazilian market), making its certificate global. Located in Botucatu-SP, Brazil, IBD has been in operation since 1992. Initially focused exclusively on the certification of organic product, after 2004, IBD began including certification services in the social-environmental area through the EcoSocial, Integra, RSPO and UEBT (Union for Ethical BioTrade) programs. Today, IBD certifies over 5,000 producers, covering an area of approximately 520 thousand hectares in cultivation and 3 million hectares under wild harvest management, throughout 16 countries. For more information regarding IBD Certificações, access www.ibd.com.br. RSPO Membership No: 8-0090-08-000-00. RSPO accredited by ASI on November 4th, 2014, worldwide (accreditation code RSPO-ACC-020).

3.2 Audit Team

Lead auditor:

David Ogg FICFor.

Has more than 10 years of experience working in plantations and Good Agriculture Practices. Working with RSPO audits since 2009, Trained in similar programs like RSPO SCC, Globalgap, ISCC y GMP. (Local translator: Lara Pusch – a master student in sustainability economic from the University of Oldenburg. She was

present on all occasions as necessary and in particular when the lead auditor audited for RSPO SCC and criteria not

covered by other team members.)

Audit team:

Assistant Assessor: Ana Maria Uribe Has experience with quality system management under ISO 9000, internal quality audit, fertilizers and inputs for agriculture.

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Assistant Assessor: Cuauhtemoc Cedillo Has experience with management of natural resources, productive projects in rural areas, environmental laws and regulations. Assistant Assessor: Kurt Schneider Has 25 years of experience in programs management, human resources management and cooperation projects in Latin America. Expertise in Postharvest handling of grains. Proficiency in the use of conflict management instruments and gender equity. Expert: Ingrid Ayub Has experience as an auditor leader to the rules of the Sustainable Agriculture Network (SAN), auditor leader in Integrated Management Systems ISO 19011: 2011 certified inspector organic farms. CVs for all auditors are available at IBD.

3.3 Audit Methodology

3.3.1 Audit Agenda

Date Time Location Program Auditor(s)

9th

March 2015

0800 Damas District head office. Opening meeting All

9th March 0830 Damas District head office. Presentation by client detailing the oil palm production figures for the Damas, Naranajo and Caribbean Districts.

All

9th

March 1000 Finca Capital Lot 104. 69 ha.

1986 planting of oil palm. 26 harvesters. 5 oxen for

extraction of FFB to roadside. Diego Rojaas. Nafranjo District Manager. 22 mt FFB per ha per year. Harvesting inspected. PPE. Technique. Training. Worker interviews.

All

9th

March 1030 Finca Capital Lot 104.

Extraction of FFB. Single oxen and cart. Transfer of FFB into

14mt container that is lifted onto tractor pulled trailer for removal to Mill. Counting system for FFB by worker. Payment on output discussed. Worker interviews.

All

9th

March 1105 Composting site for Naranjo District.

2,800mt capacity over 30 days. Mesocarp Fibre from mill

mixed with up to 30% of the POME. 27,000mt per year. Closed waste water system. 4 lined ponds to treat 70% of POME. 60 days from input to discharge. Discussion on water management and legal parameters for discharge POME.

All

9th

March 1145 Finca Mona. Lot 134 Compost application. Dump trucks and back hoe. 30mt per ha. Spread on piles of palm fronds.

All

9th March 1230 Lunch 1230 to 1300. All

9th

March 1315 CIA Coto 54 mill.

Introduction by the Mill Manager. Built in 1966. Original capacity of 12mt FFB / hr. 1 press. 1987. 2 presses. 24mt FFB/hr. 2001. 3 presses. Running at 30mt GGB per hour. 2012. Improved boiler to allow full capacity of 36mt FFB per hour to be reached.

All

9th March 1400 CIA Coto 54 mill. Full mill and workshop tour. Weighbridge to CPO and PKO tanks. FB price clearly stated.

All

9th March 1530 CIA Coto 54 mill.

Health and Safety. RSPO SCC for kernel crush.

Principle 1 and 2. Principle 3 and 6 Principle 5 Principle 6

David.

Ingrid. Kurt. Cuahtemoc. Ana.

9th March 1800 CIA Coto 54 mill. Summary of day. All

10th March 0800 Stakeholder meeting Open stakeholder meeting. All.

10th

March 1115 Damas District head office. Interviews of individual stakeholders. Union representative. Review of management of associated growers.

Kurt, Ingrid, Ana and Cuahtemoc. David.

10th March 1215 Lunch 1215 to 1245 All

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10th

March 1245 Jonathan Rodriguez Morales

and family.

350ha of oil palm. Previous crop: rice.

140ha of pasture. All

10th

March 1400 Omar Quesada. 97ha oil palm. Family business. David and Ingrid.

10th

March 1500 Roran S.A. 130ha of oil palm. 160ha pineapple to be planted with oil palm. 55ha wetland. 600ha of shrubbery.

David and Ingrid.

10th March 1400 Juan Barbosa El Silencio Ana, Kurt and Cuahtemoc.

10th

March 1500 Walter Esteller Finca Zaregre Ana, Kurt and Cuahtemoc.

10th

March 1800 Guest house Team discussion on day’s events. All

11th March 0730 Clinic and Damas District

office.

Interviews with medical staff. Discussion of medical check-

ups and injuries. Principles 1, 2 and parts of 6. Ingrid.

11th

March 0730 Farm Cerros. Lot 57 Herbicide operations. Pre-mixing in 2,000l tank. MSDS leaflets in field. Well managed operation. Worker interviews.

David, Ana, Kurt and Cuahtemoc.

11th March 0820 Farm Cerros. Lot 65 Application of fibre. 30mt / ha. Discussion and explanation on IPM controls.

David and Cuahtemoc.

11th

March 0840 Farm Cerros. Lot 64 Planting of Saragund plant as beneficial for IPM. Review of

retained tree and shrub cover. David and Cuahtemoc.

11th

March 0855 Nursery. Young palms. David and Cuahtemoc.

11th March 0910 Finca Nicoya. Lot 23 Housing for workers. Recycling household waste. Fertiliser

application. Worker interview. IPM. David and Cuahtemoc.

11th March 0935 Finca Palo Seco. Lot 3. 4km bund to protect fragile soils from flooding. Protection area. Riparian zone management.


11th March 0945 Finca Palo Seco. River Parreto. Riparian zone management. David and Cuahtemoc.

11th March 1005 Palo Seco compost plant. Planting of Teak in riparian zone. Stable fly controls.


11th

March 1100 Damas District head office.

Preparation of audit report documents. Principle 4. Principles 1 and 2 and part 6. Principle 5. Principle 6.

David. Ana Ingrid Cuahtemoc. Kurt

11th March 1200 Lunch 1200 – 1300. All

11th

March 1330 Damas District head office.

Documents and assistance with team. Principle 4. Principles 1 and 2 and part 6. Principle 5. Principle 6.

David + transator Ana Ingrid Cuahtemoc. Kurt

12th March 0730 to 1030

CIA Coto 54 S.A Secondary (Naranjo) Mill Mill office.

RSPO SCC audit. David Ogg + translator.

12th March 1400 to 1700

Latin America Agrialim. Mill office.

RSPO SCC audit. David Ogg + translator.

12th March 0730 to

1230 Visits to associated growers. 13 associated growers visited.

Ana Ingrid

Cuahtemoc. Kurt

13th March 0745 Damas District head office. Final preparation of documents. All

13th March 1400 Damas District head office. Closing meeting. All

List of stakeholders consulted prior to and during the audit. Name Type of activity Site Date Interviewed by

Rafael Hernandez Castillo Cortador Field, Lote 104, 9.3.2015 Kurt & Cuhautemoc

Isaac Delgado Colillero Harvesting control Field, Lote 9.3.2015 Kurt & Cuhautemoc

Juan Carlos Hayes Machine operation Planta Coto 54 Naranjo 9.3.2015 Kurt

William Jimenez cocinador Planta Coto 54 Naranjo 9.3.2015 Kurt & Ana

David Chávez Fruta de repaso Planta Coto 54 Naranjo 9.3.2015 Kurt & Ana

Adrian Garita Fosero / Trapiche Planta Coto 54 Naranjo 9.3.2015 Kurt & Ana

Jashimir Villareal Rampla Planta Coto 54 Naranjo 9.3.2015 Kurt & Ana

Juan Carlos Hayes Operario maquinaria Planta Coto 54 Naranjo 9.3.2015 Kurt & Ana

Eduardo Villagra Cortador Lote 104 9.03.2015 Ana , Ingrid

Guillermo Rodriguez Productor Asociado Agricola Pilona 9.03.2015 Ana

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Mujer colillera Lote 136 9.03.2015 Ana

Juan Sandi Alvarado Trade Union Secretary Planta Coto 54 Naranjo 10.3.2015 Kurt & Ana

Jonathan Rodriguez Morales associated grower 10.3.2015 Kurt & Ana &

Cuahautemoc

Juan Barbosa associated grower COOPESILENCIO

El Silencio 10.3.2015 Kurt & Ana & Cuahautemoc

Walter Esteller Administrator / associated grower

Finca Zaregre 10.3.2015 Kurt & Ana & Cuahautemoc

Omar Quesada Productor Asociado Constructora Quepos S.A. / Saavegre.

10.03.2015 Ingrid Ayub David Ogg

Randolph Lutz (se entrevistó al administrador)

Productor Asociado Camposol S.A Saavegre.

10.03.2015 Ingrid Ayub David Ogg

Rudy Stancel Superviser Pesticid operations

Field: Lote 63, C85 11.3.2015 Kurt & Ana & Cuahautemoc

Rafael Parracampos Control Fruit Bunch

colection

Field 11.3.2015 Kurt & Cuhautemoc

Ester Picado Solis Health security Chemical store 11.3.2015 Kurt & Ana

Omar Hernandez Subcontractor Fruit picker Field: Lote 53, C19 11.3.2015 Kurt

Fabian Miranda Superviser Fruit pickers Field: Lote 53, C19 11.3.2015 Kurt

Santos Gabriel Fruit picker Field: Lote 53, C19 11.3.2015 Kurt

Roxana Gomez Fruit picker Field: Lote 53, C10 11.3.2015 Kurt

Luisa Carmen Brene Leiva Fruit picker Field: Lote 53, C15 11.3.2015 Kurt

Erwin Schmidt Superindenent Farm operation

Office 11.3.2015 Kurt

Arnoldo Batalla associated grower Farm, Parrita SA 12.3.2015 Kurt

Nelson Monjes Ortega Employee associated grower (Arnoldo Batalla)

Farm, Parrita SA 12.3.2015 Kurt

COOPECALIFORNIA: Fernando Arraya

associated grower Office COOPECALIFORNIA 12.3.2015 Kurt

Francisco Alfaro encargado Agroindustrial los Vikingos 12.03.2015 Ana

Joaquin Barquero Productor asociado Palmas la rosa 12.03.2015 Ana

Guillermo Salas Valverde Productor associated Valversan S.A. / Río Seco 12.03.2015 Ingrid Ayub

Byron Obando Productor associated Byron Obando / Damas 12.03.2015 Ingrid Ayub

Leonel Fernández Acuña Productor associated Las Vegas de Parrita Sandías

12.03.2015 Cuauhtémoc Cedillo

Rony Ramírez (administrador

de la finca Sandías de Parrita S.A. del Sr. Daniel del Río)

Productor associated Sandías

Parrita S.A.

12.03.2015 Cuauhtémoc Cedillo

3.3.2 Outline of how stakeholders consultation was managed. During the field audits, individual interviews were conducted of workers and managers. They were interviewed by the Spanish speaking members of the team with the lead auditor present to help with any queries. The Palma Tica managers present were kept at least 50m away from the interviewee. An open stakeholder meeting was held on Tuesday 10

th March. This was advertised and promoted by Palma Tica and 66

stakeholder attended. David Ogg (lead auditor) made an introduction to the meeting in English with immediate translation to Spanish by one of the auditors, in which the objective of the meeting was explained to the participants. Following, there was an invitation for the participants to openly comment their perception about Palma Tica company regarding any positive and / or negative impacts in social aspects, environmental aspects and health aspects. The participants started to comment on different aspects. The subjects raised are summarized below. After the meeting an individual interview were held with the Labor Union.

3.3.3 Issues that arose during stakeholder consultation and company responses. Subject raised Company response and proposed

action to be taken. Audit team findings

We are confused: There are so many names involved, Coto 54, Palma Tica etc.

An explanation will be given on the website.

No further action.

Trees were cut in LLorona due to waste water treatment system

There was a response within 10 days. No further action.

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repairs.(resident of LLorona communitie).

Positive Issues that arose during stakeholder consultation that require no company responses. Subject raised Type of stakeholder

Good communication between the company and the growers.

Advise to growers.

Source of jobs. Economic and familiar stability (before, with other crops, it was an

unstable income)

Very grateful.

Engineers to help the growers.

Associated Growers (various).

Development engine for the area.

The amount the company do not pay in taxes (free zone) is paid in excess in help for the communities (help with staff engineers, architects, heavy machinery, construct bridges, acantarillados, build schools, repair roads).

Municipalidad de Quepos

Company is the right hand of the ASADA (help with materials) N. 1 ally.

Help with water quality analysis

A permanent crop is better for the water cycle than non-permanent crops.

ASADA

Gave advice on how to protect water sources.

Before I had cattle and the terrain was eroded, oil palm came to improve the soil (less agrochemicals, less erosion).

We have received training in first aid response.

Associated Growers

The company has a good enterprise medical program.

Seems to have high number of accidents but is due to high number of workers.

Good job in health and safety. Very important help for the community providing teams to control,

dengue.

Big help recollecting residues/domestic trash in internal communities.

Waste waters comply.

Operating licenses up to date.

Good response to sanitary orders

Deficiency in sanitary infrastructure in some housing plots but they are repairing it.

People complaint about odours but mill emissions comply with requirements

Ministerio de Salud (directora)

We sign a collective labor agreement every three years

Big advantage with Sergio (the manager) as he likes to hear from us. Good captain of the ship

Salaries are way above the minimum

Union (SITRADIQUE)

Company has lent the house were the social security EBAIS operate. Donated a lot for the construction of a social security clinic (not

build yet)

Community members

PART 4 AUDIT FINDINGS 4.1 Summary of findings

Principle 1: Commitment to transparency. It was found through document review, interviews with different stakeholders and information compiled during a stakeholder meeting organized during the audit, that the Company provides relevant information to stakeholders and has documented and implemented procedures to receive complaints and request of information, analize these complaints/request of information, respond in a tiimely manner and store the cases in a way to have them available for

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consultation. Also, corrective actions are taken, if required. The company has a Código de Conducta Empresarial that rules the ethical company performance that every administrative worker has to understand and sign. Principle 2: Compliance with applicable laws and regulations It was found though document review, interviews and field observations that the 4 legal entities related with the two mills and plantation complies with national in force and pertinent legislation. The above includes, between others, land titles and land use, operational permits, licenses, labour law, environmental and social assesments and health and safety related aspects. Principle 3: The company has an actualised Business plan with a projection perod from 2014 to 2019. The plan covers: Production of fruits (mt), productivity (mt/ ha), area planted (ha), Industrial productivity (mt oil / ha), Oil production (mt), Operational costs: Agriculture (plantation), Mill and Administration. There is a comparative table analysing cost – benefit with different oil prices taking as reference the last 15 years. There is a replanting programme in place with a production projection of 38 years of production life per tree. The plan covers the period of 2015 to 2046 with a total of 9,284 of replanting. Principle 4: The company maximises the production capacity of plantations and mills whilst safeguarding the status of the resources required to maintain the fertility of soils, the quality of water and the safety of the workers by implementing best practices and so achieving economic viability. All mill and field operations are covered by SOPs and best practice is fully implemented and monitored. Soil fertility and structure is maintained with the use of compost and fertilise regime prepared by soil and foliar analysis. Water management is well organised and ensures the efficient use of water by calculating moisture deficits and targeting irrigation in scientific way. Pesticide use is minimised by IPM techniques and all pesticides are applied in a safe way with correct waste disposal. Health and safety is organised in an exemplary way. All operations are risk assessed and PPE is issued and used. Training is conducted and recorded and is seen to be effective. Principle 5: The company complies with Principle 5, which demonstrates its environmental responsibility and conservation of natural resources and biodiversity, under which: a) An Environmental and Social Impact Assessment, performed by a certified consultant for RSPO, which identifies the aspects related to the operation of the mills and plantation management, including the renovation, which have environmental impacts, have developed plans to mitigate negative impacts and promote the positive and prove the existence of continuous improvement processes. b) Have been identified and assessed the status of rare, threatened or in danger of extinction and other habitats of high conservation value within the own plantation and small associated producers who might be affected by crop management or of the processing plant and have established and developed measures to help ensure its preservation and / or improvement. c) They have a Waste Management Plan for each of its operating units that were successfully implemented to reduce waste, recycle, reuse and dispose of an environmentally and socially responsible manner. d) They have a plan and a monitoring system to improve efficiency in the use of fossil fuels and to optimize renewable energy. e) It prevents and prohibits the use of fire for land preparation or reseeding and have clear guidelines in this respect for all staff. Include brigades trained and equipped for fire-fighting if necessary. f) The company has developed plans, implemented measures and established a monitoring system to reduce pollution and emissions including greenhouse gases, both for its operations in the field and in the mills.

Principle 6: The Company realized a social Impact Assessment consulting main stakeholders in 2012 which was actualized in 2015 including an action plan covering community development, respect of legal aspects, Good relation with employees, producers and all stakeholders. A good communication to all stakeholders should be guaranteed. The company has an actualized internal as well as an external communication strategy with a person in charge for implementation and follow up. All communications are systematically registered and there is a completed list of the stakeholder actualized in Feb. 2015 and classified in 11 categories. A documented systems for depositing complaints is in place, made public and accessible for all affected parties. In the initial training the system is presented and explained. Public boxes are posted in the different departments. There is also a phone

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number for complaints. A procedure for identifying local rights is in place and was confirmed in a public consultation in Jan. 2015. There are no land disputes There is a contracting system in place respecting all International law (ILO) and national law. This is reinforced through Ethical codes containing: Freedom of association, Discrimination, Sexual harassment, child labor, reproductive rights, etc. Access to a housing program and access to medical checks are additional benefits. A detailed Human Resource policy and procedures sustain a fair recruitment and selection process respecting equal opportunities. Interviews confirm that people (employees, associated growers, communities, stakeholders in general) is informed about the policy, the rules and the activities of the company. They have access to public information of the company. Payment conditions are respected and completed in due time. associated farmers have a fair contract with a long term perspective. The company incentivize good quality of the products with additional benefits. Principle 7: There were no new plantings after 2005, only re-plantings. All planting is covered by SEIAs and is done in accordance with best practice. There are no land disputes and as the planting is being done by associated growers on their own land, there are no customary rights applicable. Land preparation is by cultivation only with no burning. No high carbon stocks are disturbed.

Principle 8: The ethos of the company is to implement best management practices and to be as efficient as possible. It is important to distinguish between improvements that are expected within the principles and improvements that can be included under principle 8. The company is demonstrably improving their performance in relation to reduction of herbicides and pesticides, improved recycling of all waste and green-house gas emissions. The approach of the company to social communities is commendable and the work they do with associated growers ensures that the supply base is fully optimized. RSPO Supply Chain Certification (according to 2014 version)

Supply Chain Module (D or E) Module D for Identity Preserved.

Description Processing of FFB and the production of CPO and PK.

Documented Procedures

The mill manager has the role or ensuring that RSPO SCC requirements are implemented in the Mill. MP-13-04-02-01. General SOP for supply chain. This SOP covers all aspects of the COC requirements.

Purchasing and goods in Only FFB from approved suppliers.

Record keeping Sales of CPO to Numar company, Inolasa, International exportation.

Processing In accordance with SOPs.

Non-conformities found Full compliance was found.

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4.2 Non conformity register. This section gives an over view of new or revised non-conformities raised during this assessment and of action taken to close out non-conformities raised during the previous assessments. Major non-conformities raised during a main assessment will prevent the certification body from making a positive certification decision for the concerned units/products. The NC number is comprised of 2 parts to include the year in which the NC is raised as well as a sequential number.

4.2.1 Verification of previous assessment non-compliances

Non-compliance: N/A

Date raised:

Major or Minor:

Correction at this audit Full: Partial: Not corrected:

4.2.2 New non-compliances raised at this audit

NC number: 2015/001

Date raised: 13th

March 2015

Major or Minor: Minor

Reference of standard: 4.6.9

Standard requirement: Maintenance of employee and associated smallholder knowledge and skills on pesticide handling shall be demonstrated, including provision of appropriate information materials (see Criterion 4.8).

Evidence of non-compliance: Associated growers were not fully aware of the active ingredients and were recording the commercial name of the pesticide only.

Date of closing:

Observations.

Date raised:

Date: 14th

March 2015

Number settled n/a

Number outstanding 1

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4.3 RSPO Principles & Criteria management of non-conformities.

Nonconformities were not found - the procedure can continue.

Nonconformities were found.

In case of Minor non-conformities:

In the next audit:

The final proof of the effectiveness of the corrections and corrective actions will be reviewed in the next regular audit.

In case of Major non-conformities*:

Follow-up Audit:

On-site review and evaluation of the introduction, implementation and effectiveness of guided correction and corrective

actions for previously identified non-conformities.

or

Action Plan:

The action plan is a scheduled plan of action with the serial number of the finding, root cause analysis, the corrections

(to stop the error), and corrective action (for retraction of the fault) to be submitted to the lead auditor and certification

body.

Verification of effectiveness:

On a Follow-up Audit:

By submission of documents:

Evidence of the effectiveness of correction and corrective action is to explain to the deadline set by the Audit Team

Leader submission of documents.

*Must be addressed within 60 days if it is a surveillance audit.

Auditor in Charge:

The audit team leader along with the certification body directs the non-conformities as needed for processing and closure.

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4.4 Lead Auditor Recommendations for the RSPO Principles & Criteria certification.

Grant/ Renewal/ Extension*

Maintenance*

Suspension

Refuse / Withdrawal Certificate

*) Grant / Renewal / Extension / Maintenance, in the case of open Minor nonconformities, assumes that the

nonconformities will be cleared as agreed

OBS: The final decision whether the company will be granted with the RSPO P&C certification or not, shall rely upon the

certification body, after reviewing the audit documentation and taking in account the lead auditor’s recommendation.

4.5 Comments for next audit.

In the next audit the corrective actions, findings and opportunities for improvement will be discussed again.

The interview a larger sample of stakeholders, especially communities.

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PART 5 FORMAL SIGNING OF AUDIT FINDINGS

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RSPO Principles & Criteria Public Summary Report

Documents

Transcript of RSPO Principles & Criteria Public Summary Report