Mission

Biovegetal’s  mission is to be a reference of excellence in all the sectors in which it operates, to achieve and maintain the most demanding standards of Quality, in all its processes and areas of activity, creating value for its shareholders, satisfying the needs of its customers. and providing its employees with the development of skills, knowledge, creativity and innovation.

Values

  • Excellence

    • Constant demand on your work standards and the jobs you receive
    • Continuous search to improve results through the unconditional adoption of Kaizen Methodologies

  • Change

    • Be a Catalyst of Change
    • Be assertive and aligned with company expectations
    • Focus on achieving objectives, tasks, responsibilities

  • Accountability

    • Be responsible for the development of your work
    • Seek proactive resolution of situations

  • Transversality

    • Fostering Team Spirit – Transversality / eliminating “Quintas”
    • Work as a team in an organized way and make clear decisions for all team members
    • Ensuring everyone’s contribution

  • Transparency

    • Be transparent in the relationship you have with all colleagues
    • To be transparent is to be Open, Sincere, Coherent, Ethical and Integrity

Risk management

Corporate Risk Management, which encompasses a set of practices for identifying, measuring, treating and reporting the main risks, is an integral part of the focus defined by Iberol’s corporate bodies for all its employees, in line with the good governance practices of the risk, striving in each period of its activity to comply with legal and regulatory requirements related to the expectations and demands of its different stakeholders.

Biovegetal has implemented an internal control system for risk management based on a risk assessment that is based on the identification of potential risks, impact assessment, frequency of their occurrence and mechanisms of detection prior to the potential event. The objective is the creation of controls to monitor critical risks, as well as potential risk mitigation actions. This system is applied to commercial management, maintenance, operations, etc., and its mission is to optimize the level of global risk.

Operational risk, which results from daily operations in the various sectors of the company, is monitored through a set of daily control mechanisms supported by the KaiZen methodology. For each operational area, critical KPIs and daily observation are defined with reference metrics that allow identifying deviations in short periods of time and taking corrective actions. The company has evolved so that the capture and structuring of information is automated, thus reducing the necessary reaction and programming times. Of the practices implemented, the improvement of most operational indicators stands out, with a direct impact on the financial statements, energy efficiency, legal compliance and operating conditions in safety and the well-being of employees.

In terms of compliance, Biovegetal has defined a policy of control and follow-up in which all services rendered and supplies of products, which are materially relevant, must be scrutinized and contracted, with validation by the legal area, in this case subcontracted to a law firm. , of which there are sustained opinions. The company also implemented a “know your supplier” process that allows the assessment of supplier compliance risk, namely in litigation and tax obligations.

With regard to compliance risks originating in operational areas, the company has, in its Quality, Safety and Environment area, a permanent monitoring of process, quality and environmental risks, the latter having been reinforced by the new framework required by ISO certification. 14001. The Quality Committee is responsible for monitoring compliance with these risks.

Biovegetal is exposed to a number of risks such as exchange rates, interest rates and credit, so the company’s policy is to seek to minimize possible adverse effects arising from uncertainties in these areas, namely:

  • the exchange rate risk management policy is characterized by mitigating the occurrence of negative financial impacts resulting from adverse movements in exchange rates
  • in the risk of changes in interest rates
  • in terms of credit risk, it is associated with accounts receivable arising from its commercial activity. This risk is mitigated by the fact that Biovegetal monitors the market risk of its customers, taking into account their consumption profiles, their history and their ability to pay, choosing the company to work with entities with high credit and reputational quality “Know Your Customer”

Historic Evolution

2022

Biovegetal starts producing biofuels from advanced residues feedstocks (listed in Annex 9 A of RED II)

Extension of authorization for the commercialization of UCOME in the French market, as well as approval for the commercialization of biofuels produced from advanced residues

2021

Reorganization of the Iberol / Biovegetal Group with the concentration of all biofuels activity in Biovegetal

2019

Biovegetal obtains a quota to market UCOME in France

2016

Construction of a pre-treatment unit for used cooking oil

2014

Biovegetal acquires 16.66% of the capital of Iberol

2012

ECS Capital, through the Recovery Fund, acquires the entire capital of Biovegetal

2008

Biovegetal is selected by EARTHRACE CHALLENGE for the exclusive supply of biodiesel for the vessel that sets a new world record for circumnavigating the Globe’ with a motorboat, using renewable fuels.

2007

Construction of two biodiesel production units and start of production in June

2006

Investment in R&D in the production of alternative energy crops (algae and microorganisms) and jatropha plantation in Mozambique.

2005

Acquisition by the SGC Group

2002

Change of name to BIOVEGETAL – Combustíveis Biológicos e Vegetais, S.A., with a view to the production and marketing of biofuels, in particular, biodiesel

1997

Constitution of NUTRÓLEO – Farinha e Óleos, S.A.