Corporate
Governance

The integration implied a revision of the decision-making processes and of the administration, and helped give Sustainability a greater presence in Bunge Brasil's overall operations

With four business areas working in synergy, it is vital that Corporate Governance set down clear operating rules and procedures for aligning the company’s strategies and targets. The Sustainability targets guide Bunge’s strategic objectives and are associated with its areas of business, integrating local strategy for directors and managers. This management model allows for corporate alignment in such a way as to maintain a model of excellence that expresses the Company’s way of being, thinking and acting in its relationship with its many different stakeholders. The Company’s organizational culture is directed at the challenge of transforming it into Brazil’s best agribusiness, food and energy company .2.3

The integration sought efficiency

Consolidated in 2011, the integration policy combined three companies (Bunge Alimentos, Bunge Fertilizantes and Fertimport) into a single one, disseminating Bunge’s values to all its employees in order to set the new form of governance in stone. The new model gave the Company a huge advantage in a highly competitive market. While decentralization allows the different divisions to act locally with greater speed and freedom, thus guaranteeing a greater receptiveness amonggrowers, customers and consumers, the alignment of initiatives encourages an integration of all divisions around one single objective .2.3

In this process of integration, the company’s Vision and Mission have also been defined. The great legacy of the integration developed is the spread of this new culture into business, in such a way as to extend the reach of sustainability into the company’s initiatives and processes, including its governance. This process was referred to as “expanded sustainability” and aimed at increasing the integration and synergy between the different Bunge businesses in Brazil, as well as the efficiency of corporate management.

Governance Structure

Bunge employees, in their day-to-day work, take the complex state of the world into account in their management decisions. For this reason, they know that traditional management methods, which tend to isolate business decisions from geopolitical, social and cultural contexts, are not sufficiently adequate to guarantee the continuity and the progress of their business.  Thus, a collegiate body is maintained that seeks the best decisions for the business, as well coordinating the development of initiatives by different areas of the company. 4.1

Bunge believes that the absence of scientific certainty should not be used as a justification to prevent the threat of serious or irreversible damages to the environment or human health. This precautionary principle is observed in the stages of development, design, manufacture and products distribution. 4.11

Advisory Board

The Advisory Board is Bunge Brasil’s highest authority on governance. It is responsible for aligning strategic planning, and is made up of the CEO of Bunge Limited, and six others recognized in the market for their administrative abilities and experience in a wide variety of areas. The process to determine the qualification and knowledge of the members of the company’s highest authority of governance for defining its strategy in relation to economic, environmental and social issues is done by selection, and is based on experience in promoting sustainable development.

BOARD MEETS ONCE EVERY SIX MONTHS
Board Member Status Career and Achievements
Alberto Weisser Executive member Chairman of the Board and CEO of Bunge Limited.
Alysson Paolinelli Executive member Agricultural engineer, former acting Minister of Agriculture, President of BEMGE, President of the CNA (National Confederation of Agriculture) and a Federal Deputy. He is Professor Emeritus at the Federal University of Lavras.
Eliezer Batista da Silva Executive member Chemical engineer, former Minister of Mines and Energy and head of the SAE (Secretariat for Strategic Affairs), as well as having been one of the founders of CEBDS (Brazilian Business Council for Sustainable Development), FBDS (Brazilian Foundation for Sustainable Development) and I-Bio (Bio Atlantic Institute).  
Mário Alves Barbosa Neto Executive member Production engineer, has vast experience in the country’s fertilizer sector, having worked for some of its largest companies. Headed Bunge Fertilizantes until 2010.
Oscar de Paula
Bernardes Neto
Executive member Chemical engineer and business administrator, sits on the boards of a number of companies in Brazil, including Companhia Suzano de Papel e Celulose and Gerdau S.A, and abroad, Delphi Corporation, in the United States, and Johnson Electric, in Hong Kong.
Sérgio Roberto Waldrich Executive member Chemical engineer, career in agribusiness companies, with extensive knowledge of the grains, food and ingredients sectors. Head of Bunge Alimentos until 2010.  
Pedro Malan Executive member Former Finance Minister and former President of the Central Bank. 

Its new Mission and Values have consolidated the Bunge Culture in the company's businesses in Brazil, and extended the reach of Sustainability into the organization at every level.

The Advisory Board meets once every four months into order to align the company’s strategic planning. The President and CEO of Bunge Brasil, as the main representative of the Executive Committee, does not take part in the Advisory Board. He reports directly to the Chairman and CEO of Bunge Limited and also coordinates the whole process of managing and applying the Company’s Sustainability Policy. 4.1, 4.2, 4.3 and 4.7

Executive Committee

Bunge’s Executive Committee is led by the CEO. It is the highest authority responsible for decision-making within the new integrated structure at Bunge Brasil. The Committee is a collegiate body that meets once a week and is entrusted with approving, on a consensual basis, all initiatives that have or might have a direct impact on the company’s business, with the casting vote, when necessary, lying with the Company’s principle executive, the president and CEO of Bunge Brasil. It defines business strategies, governance and management, as well as subjects relating to sustainability at Bunge Brasil, including projects, policies, targets and objectives of Sustainability.  

Bunge Sustainability Management: Shared Decisions in the Executive Committee and the Actions Development throughout different areas in the Company.

The Executive Committee includes representatives of all the vice-presidents of Bunge in Brazil.

Its sustainability targets define Bunge’s strategic objectives and establish the criteria of remuneration for employees, including members of the Executive Committee.

In accordance with the President and CEO of Bunge Brasil, the Executive Committee establishes those targets indicated by the Board at the group’s headquarters in White Plains, USA, that incorporate sustainable development matters. Present in all areas of the company, sustainability is shared and aligned with Bunge’s operational routines. 4.1

The remuneration of employees, including members of the Executive Committee, is governed by the best practices of Human Resources, and by those practiced in the marketplace. Regular audits are carried out, at industrial units and at national and regional offices, to ensure the reliability of information provided regarding economic, environmental and social performance.





Internal Controls Code of Ethics and Conduct Global Policy of Sustainability Bunge Brasil's Sustainability Policy Sustainability Policy of the Sugar & Bioenergy Business Environmental Policy Policy on Biodiversity and Land Use Policy of Supplier Relationships

The Precautionary Principle

The whole life cycle of Bunge products, from their development and conception to their manufacture and distribution, follows the Precautionary Principle, which recommends that the lack of scientific certainty should not be used as a justification for preventing the threat of serious or irreversible damage to the environment or the health of mankind. This principle was developed during the United Nations Conference on Environment and Development, known as Rio 92.

Commitments HR6 and HR7

Bunge Brasil applies certain public commitments to its activities and relationships that act in support of its Sustainability Policy. These include:

  • Being a signatory to the Amazon Soy Moratorium;
  • Being a signatory to the Pact for Eradicating Modern Slave Labor in Brazil;
  • Being a signatory to the Federal Government’s Social Pact for Improving the Working Conditions on Sugarcane Plantations;
  • Refusing to purchase agricultural produce originating in areas that have been embargoed by Ibama, the Brazilian Institute of the Environment and Renewable Natural Resources. This is an independent federal agency reporting to the Ministry of the Environment (MMA) and responsible for implementing the PNMA (National Environment Policy), controlling and monitoring the use of natural resources (water, fauna, flora, soil etc.) and the concession of environmental licenses;
  • Contributing to compliance with the United Nation’s Millennium Development Goals;
  • Being active in the dissemination, training, verification and recognition of Sustainable practices adopted by its suppliers within the chain of production. 4.12

Transparency and Interactivity

Issues relating to Sustainability are dealt with in an open and transparent way in all of Bunge’s areas, and this includes those issues linked to the Sustainability of the business. In such cases where an intermediate authority is unable to reach an agreement over some issue or other, then it is referred to the Executive Committee and to the collegiate body.

In such case where an issue has the potential to impact operations outside Brazil, then it is discussed in conjunction with Bunge Limited. Bunge’s structure itself, integrated and decentralized at the same time, facilitates the process of decision making locally, and offers a greater freedom of action, thereby guaranteeing a greater receptivity among local producers, customers and consumers. Similarly, the alignment of activities guarantees that everyone works with the same goal in mind, which reinforces the importance of business integration.  

The performance of initiatives and practices of Sustainability is constantly being assessed and exacted by the highest authority on governance, so as to achieve pre-defined goals through a sharing of responsibility and rapid decision-making.   

The quality and profitability gained from a reduction in the use of raw materials and products and their reuse and recycling at all the stages of the value chain, are also part of daily good practices. Bunge Brasil’s stakeholders are encouraged to interact regularly with the Company, the result of a culture that seeks dialogue with all the links in this chain.1.2

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Commitment to Brazil. Field to table.
Bunge Brasil's Sustainability Icons
Represent the Social, Environmental and Economic dimensions of the actions and projects of the company in the Country. Learn more about Bunge Brasil Sustainability Platform in
www.bunge.com.br/sustentabilidade.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Sustainable Agriculture Bunge is committed to raise awareness and train farmers to produce in order to reduce environmental impacts and maximize the use of finite natural resources.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Climate Change Climate Change can bring significant impacts to food production worldwide. Therefore, Bunge believes it is a key factor in sustainability analyzes.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Healthy Diets Offering safe and beneficial products to health. Bunge works to identify customer needs and provide the best food ever in the market.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Waste Reduction Development of mechanisms and processes for the reduction of waste in industrial processes and expansion of the rational use of water and other non-renewable resources in the management of operational efficiency.