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6 Development Quality Without Compromise Now that HAVI Logistics has taken over salad distribution in Spain, it is delivering the entire range of goods for McDonald’s restaurants safely and reliably in this country, too. A McDonald’s restaurant uses up to 8 different types of salad leaves – romaine, iceberg, batavia, frisee, spinach, rocket, Lollo Rosso and tatsoi (which originated in Asia) – and all of them are grown under controlled conditions that are carefully monitored. In Spain McDonald’s uses salad leaves and tomatoes grown in fi elds in the Spanish provinces Navarre, Málaga and Canary Islands. Just like all other locations of McDonald’s around the world, these sites are subject to strict quality controls – from cultivation and harvesting of the leaves, all the way to their use in one of the 428 Spanish McDonald’s restaurants. And supplying these extremely sensitive products requires safe and reliable logistics. HAVI Logistics in Spain assumed responsibility for this complex process in June of this year. Working in collaboration with STI Freight Management, it ensures smooth transportation of all salad items. If the greens are stored and transported at the optimum temperature, they can be kept for at least 7 to 13 days. During this period they are harvested, packaged and transported to the suppliers’ warehouses, and taken from there by STI to our Spanish DCs. Here they are stored, picked and dispatched to the McDonald’s restaurants, where they are freshly prepared for the customers – a tour de force of logistical organization that gives McDonald’s complete confi dence in our promise of quality. Controlling the supply chain to the McDonald’s stores on the Canary Islands is an additional challenge. Some salad products can be kept for a minimum of only seven days. To guarantee 100 percent quality and freshness for the goods, we had to adapt the weekly delivery schedule for those restaurants. Now the salad products reach all the 30 McDonald’s stores on Gran Canaria and Tenerife just one day after they are harvested. The customer service team receives orders for salad from Monday through Friday. Our employees work out the quantities they have to order from the three different factories. On average, they pass on about eight orders a day to the producers. On Fridays there are often up to 20 orders since the quantities for the weekend have to be added. Each McDonald’s restaurant receives two to four salad deliveries per week. Over a year this amounts to around 6,000 tons of tomatoes, green leaves and fresh fruits. “Using our HAVI Logistics standards, we have been able to familiarize ourselves without any problem with the new workfl ows needed,” says Managing Director Pedro de Bernardo. “Now we supply the whole range of goods to all restaurants. McDonald’s had confi dence in our promise to always deliver 100 percent quality and food safety – without making any compromises.” Controlled quality at McDonald’s When the freshly harvested goods are received, their quality and temperature are checked. During processing the most varied factors are monitored, such as temperature, quality of the cut, cleanliness, composition and humidity. When the goods are packaged, there is another check for temperature, metal inclusions, appearance and tightness of the seal. Every day the company’s own lab conducts sensory tests and rapid microbial tests (for E. coli). Only if the results are absolutely faultless are the products allowed to be delivered to the McDonald’s restaurants. Retained samples are taken several times a day. As an extra safety measure, external laboratories regularly examine microbiological status and test for pesticides.
You Can’t Buy Compliance In business, compliance means conforming to relevant laws, rules, specifi cations or policies – both internal and external. Compliance is not an invention of smart lawyers but a basic principle of applicable law; a company’s longterm business success depends on following the rules. Now, what does compliance mean for HAVI Logistics and how do we ensure a holistic approach to compliance? With ever more regulations and the need for operational transparency, organizations are increasingly adopting consolidated and harmonized compliance measures. This ensures that all necessary governance requirements can be met without duplicating work unnecessarily. 100% compliance – no exceptions! HAVI Logistics has implemented many compliance tools, the most important of which is our strong compliance culture. Ever since the company was established in 1981, we have abided by our statements that “we uphold the laws of the land” and “law and order are social values we hold in the highest esteem” in our corporate culture and have always expected all our employees to be role models concerning these principles. In 2008, we stated that violations of these principles would not be tolerated, in our “Code of Ethical Business Conduct.” As a consequence, we established a whistleblower hotline and the Compliance Committee, which investigates potential violations of the applicable rules and initiates appropriate action. Throughout our corporate history, we have also issued a variety of guidelines and internal controls to guide our employees. Of course, this may seem like a lot. Yet our continuous growth brings new challenges. Different countries have different legal requirements, new customers have new needs regarding food quality and safety, and new employees might not always be aware of our cultural heritage. Given this development, it is apparent that we need to do more to ensure that we know what compliance means and can act compliantly. In particular, we need a more holistic and structured approach to compliance management. The HAVI Logistics Compliance Committee has assigned the task of successively optimizing our existing compliance management system to Petra Luzar, Director Corporate Legal Department. The international consultancy fi rm KPMG has helped us hold several workshops. We would now like to familiarize you with the status of the task and the next planned steps. First of all, the Compliance Committee reaffi rmed that compliance is recognized as a key success factor at HAVI Logistics. Petra Luzar, Director Corporate Legal Department “We formulated the misson statement: Compliance Management at HAVI Logistics should foster the established culture of complete (100%) adherence to legal requirements and internal policies and standards while proactively addressing corporate risks in light of continuous growth.” In several reiterations, many of our internal specialists from different areas of expertise including Operations, Finance, HR and IT then helped identify our biggest compliance risks. They identifi ed worst case scenarios, supposing that we had not even implemented the existing mitigating measures (e.g. guidelines, internal controls) and evaluated which of these would harm HAVI Logistics most – either fi nancially, or indirectly as a result of harming our customers. The gross risks will now form the basis for a thorough gap analysis, i.e. we will again apply our internal expertise to identify which mitigating measures we have implemented in relation to which risk, and whether these measures are appropriate and suffi cient to reduce said risk – preferably until it vanishes. The results of the gap analysis will be used to determine the optimum measures to close the gaps. These will probably include revising existing guidelines to increase their comprehensibility, and providing appropriate training for people expected to follow the guidelines. This will enable us, over the mid-term, to ensure that we have a structured and holistic compliance management system that enables people within our organization to access and understand the relevant rules easily and also enables HAVI Logistics to check and document for audit purposes that these rules have been followed. Yet the fact that we are optimizing our existing compliance management system does not mean we can now relax and wait for implementation. All of us must be aware that we are in charge of compliance and can be held responsible. We all need to be role models and to live our values and our culture. We need to know and apply all the relevant rules and should always ask ourselves whether what we’re doing is correct. Furthermore, we should seize the opportunity to address any questions we may have about compliance to the Compliance Committee, which will be able to provide guidance on all compliance matters. Any questions can be addressed to the Compliance Committee compliance@havilog.com, or call Petra Luzar at +49 2065 695695. alphabet I AUGUST 2012 7
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