SUSTAINABILITY LIBRARY 2021
KPI's
KPI's

KPI Non Organic Waste

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

  • Local initiatives with waste handling companies to increase recycling share of waste.
  • Group initiative to find one waste handling company for our Norwegian operations (finished 2022).
  • Beach cleaning initiative (Approx: 2000 tons in Norway)
  • Fishing for litter (208 tons - 2020)
  • LSG project to reduce the use of plastic with 50 % within 5 years (2019 base year)

 

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

KPI's

KPI Freshwater

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

  • Investment in RAS technology
  • Commitments to ensure good management and surveillance of the water source, its wildlife, flora and fauna.
  • Routines to ensure that we fulfil all requirements regarding discharge of waste water.
  • Investments in water purification equipment and technology
  • Investments in water saving equipment
  • Increased dialogue with local authorities regarding both water withdrawals and water discharge.
  • Transport of wastewater to biogas production.
  • Implementation of strict internal requirements on ingoing and outgoing water to ensure safe food production, good animal welfare and fulfilment of hygiene standards.
  • Increased focus on reporting water related data thorough our environmental reporting system.

 

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:

  • 80 % of salmon smolt production with RAS technology
  • Long term permits and agreements for usage of water sources
  • Routines for good management and surveillance of the water source, its wildlife, flora and fauna have been implemented.
  • None of the sources we use for our high water intensive operations are used as water reservoirs for drinking water.
  • Continuation of seeking opportunities for alternative wastewater applications (e.g biogas production)
  • Strict internal requirements to ingoing and outgoing water to ensure safe food production, good animal welfare and fulfilment of hygiene standards.
  • Reporting and data quality on water withdrawals and wastewater discharge have improved significantly.

 

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

 

KPI's

KPI Occupational health and safety

Lerøy Seafood Group (the Group) is committed to providing safe and healthy workplaces, by preventing work-related injuries and ill-health, as well as proactively improving its health and safety performance, fulfilling legal and other relevant requirements and working towards achieving defined health and safety objectives.

HEALTH AND SAFETY POLICY

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:

  • Legal Requirements
  • Occupational Health and Safety Management system
  • Occupational Health and Safety Policy and Targets
  • Occupational Health and Safety related Roles in the Organization

Quality Management in Lerøy

  • Lerøy Quality Management System
  • Reporting of Non-conformances and Incidents – Definitions and Case handling
  • Reporting and Whistleblowing

Recordable work-related injuries

  • Trends and Statistics
  • Risk-reducing Measures

Emergency Preparedness and Risk Management

  • Emergency Preparedness
  • Risk Assessment, Action Plans and Safe Job Analysis
  • Training

Working environment and External Environment

  • Internal and External Environment
  • Working Environment and its key Features

Occupational Health and Safety Follow-up and Continuous Improvement

  • Occupational Health and Safety Follow-up
  • Continuous Improvement and Occupational Health and Safety Yearly Plan

 

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):

  • Lost time injury (LTI) frequency (H1 value): 15,33
  • Leave of absence due to illness (total): 5,85 %
  • Leave of absence due to illness (short-term): 2,44 %
  • Leave of absence due to illness (long-term): 3,42 %
  • Work-related injuries with absence: 123
  • Number of work-related injuries without absence: 144
  • Number of near-misses: 680 
  • Number of safety observations: 3 273
  • Number of fatalities: 1
  • % of companies having working environment committee which includes an employee representative: 83 %

KPI Targets

  • 10% reduction from 2019 to 2022 in H1 value/ Lost Time Injury (LTI) frequency
  • 10% reduction from 2019 to 2022 in Total Injury Rate (TIR)
  • Total number of near-misses and safety observations 2021: 3 per person-years
  • Leave of absence due to illness  -  2% reduction from 2019 to 2025

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.

KPI's

KPI Sea lice

Sea lice

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

 

Target 2022: No exceedances of limits set by the authorities 

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.

KPI's

KPI Emissions of greenhouse gases

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:

  • The temperature has increased
  • Precipitation patterns have changed
  • Melting snow and ice have affected both water quality and water supply in several places
  • Permafrost has thawed
  • The sea has become warmer, sea levels have risen and the sea has become more acidic
  • Extreme weather events have also been observed since 1950, and we have experienced several episodes of extreme temperatures, extreme rainfall and extreme sea levels

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:

  • Fish feed
  • Transportation

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

  • Base year 2019
  • Absolute emissions
  • 1.5 degrees C

Results

  2021 2020 2019
Scope 1, direct greenhouse (GHG) emissions that occur from sources that are controlled or owned by an organization (tCO2e)   141 427,5 127 810,5 119 349
Scope 2, Indirect Emissions from electricity purchased and used by the organization (tCO2e)  9 613,8 9 936,8 7 476
Scope 3, Scope 3 emissions are the result of activities from assets not owned or controlled by the reporting organization, (t CO2e)  1 469 332,7 1 331 250,6 1 364 762

 

FUTURE ACTIONS

We will continue to work on this subject by: 

  • R&D projects
  • Close collaboration with suppliers and other partners
  • Technology development
  • Collaboration with customers and authorities
  • Collaboration with NGOs
  • Collaboration with different stakeholders

 

KPI's

KPI Certification

Challenges

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

Our certifications

Lerøy Salmon

 

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% 

KPI's

KPI Escapes

Escapes

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.

 

KPI's

KPI Raw materials fish feed

Raw materials in fish feed

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

  • Marine raw materials shall originate from responsibly regulated fisheries, with individual species governed in accordance with the regulations laid down by national and international authorities and quotas specified on the basis of scientific recommendations.
  • We do not accept species in our feed that are on the UN’s list of endangered species (the CITES Convention on International Trade in Endangered Species of Wild Fauna and Flora) or classified as critically endangered or endangered on the IUCN Red List of Threatened Species.
  • All raw materials utilised shall meet the requirements in the ASC standard.
  • Lerøy aims to increase the share of MSC certified marine raw materials in feed from year to year.
  • Terrestrial raw materials shall originate from land-based production in areas sustainably obtained for such production.
  • Raw materials from areas acquired by deforestation shall not be used in the feed
  • All raw materials used shall be certified in accordance with a sustainability standard
  • The raw materials in feed shall have the lowest possible carbon footprint
  • The raw materials shall be competitively priced
  • The raw materials shall have a positive impact on fish health and growth
  • The raw materials shall be safe for both fish and people, and for marine life
  • Feed suppliers and their subcontractors shall comply with our Code of Conduct
  • Full traceability for all raw materials all the way back to land/farm/waters

 

Action taken by Lerøy in the area

  • Lerøy has close follow-up and collaboration with its own feed suppliers through regular dialogues and meetings. We have regular quarterly meetings but also a number of different meetings in addition.
  • Lerøy has made active choices in relation to raw material choices by implementing new raw materials such as insect meal and microalgae in the feed. We have also chosen to take out various raw materials that we do not want as part of our feed. Examples of this are palm oil, Ethoxyquin, salmon oil, GMO raw materials and flour and bones from land animals. Lerøy carries out R&D focusing on new raw materials for feed.
  • Lerøy conducts R&D activities with a focus on new feed raw materials such as kelp and mussel flour.
  • Lerøy compiles their own feed specifications.
  • Lerøy has together with our feed producers and the independent research institute Sintef, completed a raw material climate risk analysis. We have looked into availability, CO2, pricing, climate risk, water usage etc. This tool is to be continuously updated with new raw materials, to facilitate a factual and holistic decision making tool

 

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

  • To fulfil our ambitions in this area

Results

Lerøy fulfils all their ambitions, with the exception of:

  • The share of MSC certified raw materials in feed has seen a decline since 2020, as certain species, such as blue whiting, no longer have MSC certification
  • We have a lot of room for improvement in finding alternative raw materials with a smaller carbon footprint

Lerøy has made active decisions:

  • To use:
    • Microalgae
    • Camelina oil
    • Insect meal
  • To NOT use:
    • Salmon oil
    • Ethoxyquin
    • Palm oil
    • Chitin inhibitors
    • Blood and bonemeal

 

Efforts going forward

 We will continue to work in this area by means of:

  • reducing climate footprint
  • Partnerships and organisations
  • Increased use of residual raw materials from own fisheries
  • Various R&D projects
  • Increased competencies
  • Efforts to increase certification
  • Dialogue with feed companies
  • Various NGOs
  • other

 

KPI's

KPI Use of medication

Control of medicines 

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:

  1. Tenacibaculum spp. as the cause of atypical winter wounds on Norwegian farmed salmon – Norwegian Seafood Research Fund (FHF) project: https://www.fhf.no/prosjekter/prosjektbasen/901434/ Project period: 01.10.2017-30.09.2021. The aim of the project is to identify risk factors for the outbreak of Tenacibaculosis and to characterise toxin production in Tenacibaculosis spp. The project also aims to test “proof of principle” for the use of toxins as antigens in vaccines.
  1. Limit the effect of tenacibaculosis in Norwegian fish farming (LimiT) – Norwegian Seafood Research Fund (FHF) project: https://www.fhf.no/prosjekter/prosjektbasen/901433/ Start/finish: 10.10.2017 – 15.12.2020. The goal with this project has been to gain a better understanding of how a disease or illness progresses, and to identify virulence factors in the bacteria. Trials involving infection have shown that the skin on smolt that have been kept in waters with lower salinity (26 per thousand) than normal sea water prior to release to sea may be better able to combat infection. Comparisons over time in the infection model demonstrate that the skin is in significant development, and that this most likely affects the outcome of the infection. This implies e.g., that the outcome of exposure to skin pathogens will largely be affected by the post-smolt phase of the skin. The results indicate that the industry may be able to reduce the consequences of tenacibaculosis by exposing the smolt to lower salinities during a period prior to release to sea.
  2. 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.
  3. Vaccine trials: To contribute to development of new/more effective vaccines.
KPI's

KPI Food waste

Food waste

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:

  • Participation in the following projects: Charting food waste in the seafood industry, managed by Sintef
  • Pilot test of new sustainable method for extraction of protein (pH Shift) from residual raw materials so we can make use of the whole fish
  • Investment in factory for exploitation of residual raw materials from own factories to produce different types of processed fish (fish cakes, fish pudding)
  • 24% increase in shelf life of consumer packages by making use of new Co2 emitters in consumer packages. A longer shelf life provides improved predictability and less waste.
  • Further development of the “we use it all” project by offering customers different products made from residual raw materials
  • Exploiting residual raw materials from the Wild Catch segment in feed for the Farming segment. This may involve increasing the content of marine raw materials in the feed, which in turn makes the salmon more robust and increases survival rates, or further reductions in the amount of wild caught fish from commercial fisheries in our feed.
  • Initiation of a new packaging method for whole salmon and fillets. This involves using new technology allowing for transport of fresh fish by boat over longer distances, where the shelf life starts when the package is opened. This allows for more control over time and shelf life of raw materials used in production

 

 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%

       
         5 438 972                                   

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.

KPI's

KPI Fish health and fish welfare

Fish health and fish welfare

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:

  • Fish welfare training courses for all employees who handle fish
  • Lice counts, weighing for average weights and individual control only performed on anaesthetised fish
  • Optimised nutrition
  • Optimised breeding programme
  • Optimised environmental conditions
  • Optimised cleaner fish farming, handling and feeding
  • Identify solutions for improved handling of fish
  • Screening for known pathogens when moving fish
  • Biosecurity protocols and Veterinary health plans for all sites, which are followed up, at least with a routine based monthly health control by authorized fish health personnel
  • Controlled processes for handling the fish through the harvest process (including electric or percussion anaesthesia prior to bleeding, and no use of CO2

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

Mechanical injuries

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.

KPI's

KPI Biodiversity

Seabed conditions and biodiversity 

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.

KPI's

KPI Deforestation

Deforestation

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

  • Lerøy only purchases Pro Terra certified soy from Brazil. This standard guarantees that soy production is deforestation-free.
  • Lerøy is also a Statement of Support signatory for the Cerrado Manifesto, thus working with our feed suppliers to bring an end to deforestation in the Cerrado in Brazil.
  • Lerøy is an active partner in alliances promoting a ban on deforestation.
  • The Group has requested information on their feed suppliers’ total exposure in terms of deforestation throughout the value chain, and has clearly communicated that raw materials from areas cleared via deforestation are not acceptable.

 

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 

  • Zero input to our value chain of materials produced in areas cleared by means of deforestation
  • Exploit our position to encourage feed producers to focus on the subject, also for raw materials not delivered to Lerøy

Results

  • All soy delivered to Lerøy has been deforestation-free for many years.
  • By taking part in “the Aquaculture Dialogue on Sustainable Soy Sourcing in Brazil”, Lerøy has been instrumental in ensuring that the three suppliers of soy protein concentrate are now 100% free of deforestation and land alteration activities (DCF).
  • The three suppliers have implemented a monitoring, reporting and verification system (MRV) to ensure full traceability throughout the value chain.
  • Feed suppliers who continue to sell soy from deforested areas have been notified that we expect them to change their operations in Brazil. “Business as usual” is unacceptable. These expectations have been discussed on numerous occasions with the executive management in the companies in question, and we expect to see change in this area in the near future.
  • Examples of our efforts to prevent deforestation:

 

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:

  • Partnerships and organisations
  • Dialogue with feed companies
  • Dialogue with customers
  • Various NGOs
KPI's

KPI Product recall

Challenges

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.

 

Link

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.

 

Link

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

 

KPI's

KPI Supplier evaluation

Supplier evaluation

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. 

Link Code of Conduct

 

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

         
KPI's

KPI Traceability

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.

Link

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:

  1. Written explanation of nonconformances
  2. Classification:
    1. Class I: Information requirement
    2. Class II: Other faults / nonconformances with the product
    3. Class III: Products that represent a health risk
  3. Notify the producer and management / emergency preparedness team
  4. Track product and other relevant batches
  5. Verify nonconformance and confer with external expertise (i.e lab)
  6. Notify customers and authorities
  7. Provide written statement of what is to be recalled
  8. Prepare plan and manage logistics
  9. Prepare plan for management of further use/destruction
  10. Corrective action to prevent repetition

 

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

Link

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.

 

KPI's

KPI Plastic

Plastic

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. 

 

Link

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

  • Lerøy has taken part in a project together with NORCE to investigate the amount of microplastic in fish fillets and organs in farmed salmon – SalmoDetect.
  • By reducing a chamber previously used to label products in plastlink, we were able to reduce our plastic consumption by 10,000 kg. Labels are now placed directly on the foil.
  • By reducing the thickness of vacuum film for certain products, we have been able to substantially reduce our plastic consumption without having an impact on the technical properties of the film.
  • By collaborating with our customers, we have increased the percentage of filling for our products so that we use less plastic in kg per kg of product.
  • Lerøy shall have an overview of plastic purchased throughout the entire Group. Lerøy shall also assess waste management and recycling of these types of plastic to determine the level of sustainability across national borders.
  • We shall limit the use of plastic when other sustainable materials meet the technical requirements. We shall play an active role in the development of alternative packaging materials for consumer packages and distribution packages.

 

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.