Bama Gruppen

ama’sculturecorporategovernanceBAMA has constantly striven to cut itssickness absence rate since 2009. Thanksto preventative measures and effectivecommunication, we achieved our best-everresults in 2010.As part of our drive to permanently cut the sicknessabsence rate, we continued our management traininginitiatives in this area in 2010. This involved ongoinghighlighting of issues relating to sickness absence workand preventative measures, and facilitation of betterdialogue between managers and staff.Preventative HSE measures included a deliberate focus oncorrect lifting techniques and employees’ responsibilityfor looking after their own health. The company has alsofocused on encouraging employees signed off as ill to workreduced hours, wherever such is feasible. Experience showsthat employees return to full-time work more quickly – anaim shared by both parties – under such circumstances.Follow-up of sickness absence has now been incorporatedinto managers’ daily routines, resulting in record-lowsickness absence in 2010 of 6 per cent, compared with7.6 per cent in 2009. This extremely pleasing result, whichis attributable to efficient personnel management, hasalso generated significant cost reductions.Inclusive Working Life (IA) business in 2010High sickness absence has also been a problem in the pastat BAMA Industrier AS’s salad factory. However, mapping ofsickness absence together with the adoption of ambitioustargets has made it possible to implement systematic andinclusive measures at all levels in the factory. A consultantfrom the Norwegian Labour and Welfare Service (NAV)assisted in the process, which also involved the HR departmentand the occupational health service. In 2010 the saladfactory was awarded the IA prize from NAV Arbeidsliv inBuskerud for its work in this area with the following citation:“Few businesses focus more strongly on IA; both thecommitment and results are impressive.”Improving health with BAMA PlussPreventative employee-targeted health initiatives haveplayed an important role in keeping sickness absence atgenerally low levels for a number of years. BAMA Pluss isan employee-orientated concept focusing on diet, physicalactivity and mental health. The concept is intended toestablish healthy fundamental attitudes throughout theorganisation. Specific measures implemented include theprovision of a ready supply of fruit, vegetables and waterduring working hours, discounted personal purchases,healthy lunches, annual health checks and facilitation ofparticipation in physical activities.Consistently high levels of job satisfactionSatisfaction surveys are conducted each year throughoutthe organisation. The results reveal high levels of employeesatisfaction. BAMA has a long-standing culture of taking careof its employees. With major ethnic and cultural diversityamong our staff, we are keen to create an inclusive workinglife for everyone. BAMA shall be a safe and attractive workplace.This goal, which requires a mutual focus on respect,trust and dialogue, is embraced by the entire organisation.Effective collaboration with employee representative bodieswill be pivotal for BAMA’s future performance.Sickness absence8.4%Industry7.5% 7.6% 7.9%NorwayIndustry6.8%Norway2009 20106%BAMA Gruppen AS is a leading company and a trendsettingsocial player within fresh and freshly processedfruit and vegetables, and flowers in Norway. The companyoperates in a global market, which entails a significantresponsibility in terms of food safety and corporate socialresponsibility. Effective business management shall contributeto increased growth, value creation and a goodreputation.Corporate governanceIn accordance with the Norwegian Limited LiabilityCompanies Act, the company’s board is responsible forensuring that the company’s business and administrationare properly organised. BAMA Gruppen is run as anautono mous and independent company. It has a groupstructure whereby the respective business areas are constitutedas independent limited companies, with ownboards with corresponding responsibility for the individualcompanies.Core valuesBAMA Gruppen AS demands honesty, integrity and fairnessin all matters relating to our business activities. Intheir conduct, all staff and representatives in all companiesin the Group shall promote the company’s core values,comply with applicable regulations and legislation at alltimes and perform their work in accordance with goodbusiness practice. BAMA Gruppen’s ethical guidelines canbe viewed at www.bama.no.The businessBAMA Gruppen’s Articles of Association establish that thecompany’s objects comprise performing trading, industrialand investment business and other related activities,including participating in other companies.BAMA Gruppen’s vision is to make Norway fresher andhealthier. The main objectives are for the company to beperceived as the best supplier and partner for its customersand to be a growth driver in the Norwegian market. Theannual value growth shall be at least 8 per cent and thevolume growth shall equate to at least 4 per cent.Share capital and dividendsAt the end of 2010 the Group’s equity totalled MNOK 742.8and was thus in line with the board’s target of an equityratio of at least 25 per cent. The board adopts dividendsthat are in line with the provisions contained in the shareholderagreement, and involve a market-based return oninvested capital for the shareholders.ShareholdersBAMA Gruppen has three shareholders: NorgesGruppenASA (46%), AS Banan (34%) and Rema Industrier AS (20%).There is one share category and each share carries one vote.The guidelines are established by the company’s owners.TradabilityThe company’s Articles of Association and shareholderagreement contain provisions on the tradability of theshares.General meetingThe annual general meeting is held once a year by theend of June. Notice of the general meeting, the notice’scontents and publication of the agenda documents complywith the requirements laid down by the NorwegianLimited Liability Companies Act and the rules of procedurefor general meetings.The boardThe board comprises nine members. The general meetingelects the board chairman. There are three employeerepresentatives on the board. No representatives ofthe general management team sit on the board. Theowners exercise their influence through the board andin the general meeting. The board’s tasks and duties areregulated in the adopted rules of procedure for the board,including handling matters of a competition-sensitivenature relating to the company’s customers.BAMA Gruppen has no corporate assembly.Risk management and internal controlsRisks are actively managed. The various risk areas identifiedin the Group are followed up by the administration.Appropriate measures are implemented where required.Corporate governance is otherwise based on theNorwegian Code of Practice for Corporate Governancefrom October 2010.30 BAMA annual report 2010BAMA annual report 2010 31