Report Annual

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Report Annual
Annual
Report
2013
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Annual
Report2013
6
26
32 5262
30
Highlights
2013
Corporate
Governance
Our
DNA
8
Economic
Context
Inflation and the
Exchange Market
Board of Directors
Chief Executives
34
40
GDP and the
Domestic Market
The Non-alcoholic
Beverage Market
54
56
58
The Evolution
of our
Company
Our Sales
Strategic Marketing
Secondary Distribution
64
66
70
7282 8898
Industrial
Strength
Talent
Management
Sustainability
Management
2020 Vision
Production Capacity
Infrastructure
and Logistics
74
79
Achievements and
Valuable Initiatives
The Structure of
our Team
85
87
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Sustainability Policies
Social Responsibility
Programs
90
91
94
Company
Profile
Proximity
A connection forged in the course
of more than one hundred years
of common history. These are the
ties that bind us to our clients and
consumers: it is a relationship
based on trust, one in which we
fulfill our promise of value, giving
the very best of ourselves in the
name of customer satisfaction and
well-being.
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Both our history and our forward-looking
innovations ensure that we Peruvians can
savor every moment of our lives.
I
A
Promise
of Value
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t is said that time is our most valuable resource. But knowing how to reach continually higher heights as time passes is just as
valuable. It is how we give true meaning to
both our work and our definition of ourselves. Here at Corporación Lindley, over time
we have built a living history full of achievements that fill us with pride, and position us
as leaders in the international market. For 103
years, we have been building our business on
a foundation of constant improvement, dedicating ourselves to each new task with genuine passion. This is what allows us to blaze
ever bolder paths; this is what has forged our
identity over time.
And just as time flows ever onward, the
Corporación Lindley is perpetually evolving.
We are constantly searching for new ways
to improve, and to continue providing excellent service while reaching ever more consumers worldwide. Such goals, of course, can’t
be reached by coasting along on autopilot:
they can only be reached through a given
organization’s culture of innovation. In this
sense we here at Lindley are living in a very
special time, because as part of the global
system of The Coca-Cola Company, we are
consolidating our operations in accordance
with 2020 Vision, a policy of integrated actions
and goals whose ultimate objective is to solidify our path toward sustained development in
the coming years.
The 2020 Vision policy helps us to visualize where we want to be as of the year 2020,
and who we want to be when we get there. It
challenges us to reach a series of strategic objectives in various operational areas, while focusing on several key stakeholders. It emphasizes the importance of a future with greater
opportunities in which, through our products,
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we will be able to continue to generate experiences of value, and, more generally, set
ourselves apart from the competition.
We are proud of the many titles we have
won: we have created the most powerful,
most representative soft drink brand in the
country, and are partners with the most important brand in the world. A small business
created by a family of English immigrants has
become a world-class business that thinks
and acts as such. Thus has been our path,
and along the way we have kept our creativity
and energy levels high. In recent years, the investments we have made and the projects we
have undertaken, intended to maximize our
production capacity, together demonstrate
that we aim ever higher, and that today we are
energized by the same spirit of initiative that
has propelled us forward for the past century.
That said, it’s natural that things change
here at Corporación Lindley, much as they do
elsewhere in our lives. Various generations of
employees have made their way through our
factories and offices, and each of them has
known the importance of staying alert to the
conditions of the market so as to respond forcefully to each change. We have been careful
to adapt when necessary, to rise to the challenges unique to each era. Modern times are
more demanding than ever, and thus we are
constantly modernizing our technology and
processes, and we salute the young executives who have brought new life to our Board,
strengthening it with their inventiveness and
audacity, encouraging us all to compete at the
highest, most challenging levels.
The renown Corporación Lindley has won is
based on our ability to fulfill one basic promise: to give only the best to our clients, to our
millions of customers. The innovations that we
bring to bear allow us to assure them not only
that we will always be there for them, contemplating the future with high expectations, but
also that they are going to savor each moment
of their lives. That, more than anything else, is
what motivates us as a company.
Johnny Lindley Suárez
Chief Executive Officer and General Manager
Verónica Bonifaz Masias
Director of Public Affairs and Communications
Cristina Choussy Boet
Director of Marketing
Juan Carlos Ivankovich Soto
Commercial Director
Declaration of Responsibility
This document contains accurate and sufficient information
regarding the business performance of Corporación Lindley S.A.
Without prejudice to the liability of the issuer, the undersigned,
as the corporation’s chief executives, are answerable for the
contents of this document in accordance with all applicable laws
and regulations.
Fernando Luiz Gomes
Director of Administration, Finance and Systems
César Luza Elías
Director of Corporate Governance
Germán Ortiz Espinosa
Director of Strategy
Marcela Páez Zalazar
Director of Distribution
Augusto Rey Recavarren
Director of Infrastructure Development
Alexander Rosinger Blanz
Industrial Director
Carlos Vivar Ardiles
Director of Human Resources
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Letter from the Chief Executive Officer
Dear Shareholders:
For your consideration, we hereby present the audited
2013 Financial Statements and Management Report of
the Corporation and its Subsidiary as of 31 December
2013. There are a number of business aspects, both
internal and external, worth noting from the year 2013.
As regards the national economy, its recovery was
moderate due to the lingering effects of the global crisis. Gross domestic product (GDP) grew at a rate of
5.1%, somewhat below the 6.3% growth registered in
2012. Meanwhile, inflation stayed within the parameters
foreseen by the Central Reserve Bank: Peruvian currency closed the year at S/. 2.80 to the dollar, having lost
9.72% of its value in the course of 2013; this represents
a reversal of the inflationary tendencies shown over the
previous four years. Additionally, 2013 was a year marked by concerns regarding the reductions in the monetary stimulus implemented by the Federal Reserve Bank
of the United States; those concerns affected the cost of
productive inputs for all companies that are part of the
national market.
The growth in GDP pertaining to industries dedicated to the sale of products of mass consumption was
slower than that of the country as a whole: those industries’ sales grew approximately 2.5% on the year, in
a context of slower growth in both the job market and
consumer income. Sales were also affected by a rise in
the prices of some goods in the market basket, which
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“We are continuing in our efforts to
transform Corporación Lindley into a
world-class business, in terms of all
areas of management, and in
terms of modernizing our
production facilities.”
caused greater difficulties in accessing capital originally designated to cover the costs of education, health,
technology, and the payment of previous loans. These
factors, added to the fact that the weather was colder
than in previous years, had strong repercussions in the
non-alcoholic beverage industry—the industry of which
we form a part—which contracted by 1.7% according to
the estimates of Apoyo Consultoría.
In spite of this generalized decline, Corporación Lindley
managed sales of 274 million cases, a number similar to
that of the previous year, bringing in a total of S/. 2.116
million, which was 3.2% higher than in 2012. This achievement, the result mainly of strategies adopted to improve average prices and the variety of products sold,
resulted in operating profits of S/. 155.1 million—approximately 0.5% below that of the previous year. Finally, our
net losses amounted to S/. 72.4 million, due, above all, to
the currency exchange effect mentioned above.
While these results came in below the target numbers we had set for ourselves, the year 2013 gave us a
valuable opportunity to make necessary changes and
adjustments to the company’s management system,
with the goal of propelling the company’s development
forward in accordance with the long-term objectives laid
out in our Strategic Plan.
We redoubled our efforts to turn Corporación Lindley
into a world-class company, focusing on every management sector, and on modernizing our production facilities through a series of tremendously important projects.
One was such project was the recent completion of the
finished product warehouse at our Trujillo Plant, which is
now totally automatized. Another was breaking ground
on our Pucusana Megaplant, designed to cover future
demand in Lima and other cities in the central region of
Peru; construction and machinery installation proceed
apace, with the plant opening projected for late 2014.
These infrastructure initiatives will be complemented
by the three Megawarehouse projects planned for the
northern, southern, and eastern sectors of the nation’s
capital. Two of the three plots have already been purchased, and construction will begin at all three sites in 2014.
In the area of human capital management, in accordance with the strategic imperative of converting
Corporación Lindley into a sought-after destination for
committed talent, we have developed a number of projects, including those at Lindley University, which focus
on training up our staff at all levels, and in attracting top
talent. Of particular note is the fact that as of the end
of 2013, we have filled our executive staff with professionals boasting academic credentials from the most
prestigious institutions, and corporate experience at
both the local and international levels. Moreover, we
paid particular attention to meeting goals we had set
in terms of gender- and age-based diversity, so as to
ensure management continuity and development over
the long term.
Turning our attention to financial matters, in April 2013
we successfully completed our second issuance of corporate 144A/REG S bonds in the international market,
for a sum of $260 million, with placement at a 4.625%
interest rate over 10 years (soft bullet). The offering created a demand on the part of international investors that
measured 9.4 times the total amount of the issue.
Meanwhile, we continue to prioritize sustainability,
which is without a doubt one of our company’s central strategic pillars. A clear demonstration of this occurred when we approved the new Sustainability Policy,
which will guide all actions regarding interactions with
our stakeholders. Thanks to this type of initiative, we
were honored with the Socially Responsible Company
distinction awarded by Asociación Perú 2021. Likewise,
for the second consecutive year our corporate reputation placed us among the top twenty companies in
the country, according to the prestigious firm Monitor
Empresarial de Reputación Corporativa (Merco); and in
the categories of Social Responsibility and Corporate
Governance we rose from 32nd to 20th.
Speaking of corporate governance, on 26 March
2013, the Annual Shareholders Meeting approved the
creation of the position of Vice Chairman of the Board.
Two new independent directors were elected, raising
the proportion of independent directors to a third of the
Board as a whole. Meanwhile, on 15 November 2013,
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at the Extraordinary General Shareholders Meeting it
was agreed to establish the title of Honorary Chairman
of the Board of Directors for Johnny Lindley Taboada,
who had served as Chairman of the Board for more
than twenty-five years; likewise at that meeting the position of Chief Executive Officer was created, and I was
chosen to fill it.
Not long after that, the company suffered an irreparable loss, with the passing of its Honorary Chairman
of the Board of Directors, Johnny Lindley Taboada.
Mr. Lindley, a passionate supporter and promoter of
the company, architect of its growth and its path for the
future, had dedicated his life, his passion and his conviction to converting Corporación Lindley into Peru’s
industry-leading non-alcoholic beverage producer.
In response to his passing, the Board, staff, and shareholders of Corporación Lindley gave a heartfelt homage to his memory, in recognition of all his achievements. 2013 was certainly a year of historic importance
for Corporación Lindley, not only for having witnessed
the groundwork laid for the company’s future development in terms of factory infrastructure, commercial development and relationships with its stakeholders, but
also, and above all, for the consolidation and cohesion
of its team, which will enable us to reach the goals we
have established together.
Corporación Lindley has established itself worldwide
as a landmark company in its business class. This is
the result not of some favorable coincidence or circumstance, but of a process planned and executed
by a team built of shareholders, directors, employees,
suppliers, clients and consumers. Together we will
build our future, transforming ourselves into the true
creators of our business destiny.
JOHNNY LINDLEY SUÁREZ
Chief Executive Officer and General Manager
Remembering Johnny Lindley Taboada
A Man and
A Pioneer
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To speak of Johnny Lindley Taboada
is to speak of Inca Kola. Together
they made their way up the long
path of history, and today, decades
later, we are witnesses to the results
of the close relationship between
them. It is an emotion-filled story,
one with hints of the epic, which began many years ago when Johnny
was just a schoolboy, albeit one who
showed an uncommon curiosity regarding the company then known
as Fábrica de Aguas Gaseosas La
Santa Rosa de José R. Lindley e Hijos.
Each day when school ended,
Johnny would grab up his things and
make his way to the factory. There,
taking his place alongside the few
employees the plant had in those
days, he helped with various tasks
and learned each step of the production process. As a result of this
burgeoning interest, no one found it
odd when, at only eighteen years of
age, he formally joined the factory
workforce so as to help his father,
Isaac R. Lindley, in developing and
strengthening the family business.
In the daring years that followed,
it was Johnny Lindley Taboada’s vision and leadership that made the
biggest difference in terms of the
business venture’s success. Not
only was he the one who devised
and created the Inca Kola logo; he was also the one who
transformed it into an iconic Peruvian image, one that
strengthened our national identity at critical moments
in the country’s history. Powerful slogans that included
“The national flavor,” “It’s ours,” “The taste of happiness,” and “The strength of what’s ours” (this lattermost concept emerging in the 1980s, in the very midst
of growing subversive violence) helped raise the profile
of the brand ever higher by celebrating our love of country.
A drink for Peru, a drink for the world
Under the leadership of Johnny Lindley Taboada,
Inca Kola found its way into every corner of Peru.
He achieved this in part by expanding production,
particularly in the provinces, whether by building his
own factories or by granting franchise rights to third
parties. Inca Kola soon had a total of eighteen bottling plants spread across the country, and beginning
in the 1970s, Johnny Lindley Taboada achieved the
long-awaited internationalization of the brand, with
production beginning in Ecuador, Bolivia, Puerto Rico
and the United States. The U.S. plants exported the
drink to Europe and Asia with a new slogan: Inca Kola,
the Golden Kola.
When his father Isaac R. Lindley passed away in
1989, Johnny Lindley Taboada was immediately
named Chairman of the Board of Directors; he worked
tirelessly to ensure the continued growth of the company. In his early years in the post, he initiated a muchneeded restructuring, beginning by uniting many of the
business group’s operations, thereby raising synergy
and reducing operating and logistical costs. This was
one of the many decisive steps he took to optimize
processes and modernize the company as a whole.
Johnny Lindley Taboada
was awarded, among many other
honors, the Gran Cruz Order of Merit for
Distinguished Service by the Peruvian
government, the Medal of Honor by the
Peruvian congress, and the Medal of Lima
by the City of Lima.
In 1999, one of the most important
events in the history of the company
took place: a strategic association
was established with the most important beverage company in the
world, The Coca-Cola Company.
This crucial alliance was cemented
in 2004 with the acquisition of
Embotelladora Latinoamericana,
confirming Corporación Lindley’s
role as the exclusive bottling company for The Coca-Cola Company
in Peru.
A century’s worth of history
The company celebrated its centenary with Johnny Lindley Taboada
at the helm. Rather than basking in
the congratulations of other, he often
commented to friends that reaching
such a milestone was only possible
thanks to the unity of the family and
the many generations of employees
who formed part of the company. On
such occasions he always quoted
his father’s favorite maxim: “Do your
job well, behave yourself, and treat
people with love.”
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Nearly eight years ago, Johnny Lindley Taboada began
addressing the issue of the company’s future leadership by bringing on his son, Johnny Lindley Suárez, first
as an executive, then within General Management. In
November of 2013, Lindley Taboada stepped down as
Chairman of the Board, and his son was chosen to replace him. In so doing, Lindley Taboada sought both to
encourage continuity within the company, and to make
way for a younger generation of leaders to face the
challenges of the future. His actions also demonstrated
two of his characteristic traits: good judgement, and
fair treatment of others. Despite being one of the great
pioneers of the mass consumption industry in Peru, he
always kept a low profile, and showed genuine interest
in the well-being of those around him.
Today, Corporación Lindley is well on its way to becoming a world-class company. This would have been
almost inconceivable without the contributions of
Johnny Lindley Taboada. He was the one who took
tenacious hold of the company’s reins and led it to become ever more efficient, and ever more competitive at
the highest levels; he was the one who took personally
the notion that the company had to be able to satisfy the
demands of all its clients and consumers. In the end, it
was the timid young boy in his school uniform, fascinated by the workings of his father’s factory, who taught
us all the meaning of passionate engagement with one’s
work, and raised the company’s name on high.
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A Socially
Responsible
Company
We were named a Socially
Responsible Company by
Perú 2021, the organization
responsible for such
designations nationwide.
Making a Difference
Highlights
2013
O
ur corporate culture is what
has enabled us to truly make
a difference, and to become
a world-class Peruvian company forever at the service of its clients and
consumers. While 2013 was an unfavorable year for the mass consumption industry in general, we found
ways to keep pushing forward, to
achieve goals and honors that fill us
with pride and clearly demonstrate
the company’s dedication to sustainable development.
21%
Our income from the export
sales of fruit pulp grew by 21%.
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4.6%
Our market share in the
soft drinks category grew
by 1.3%. In the hydrotonic
and isotonic beverage
categories, our growth
was even stronger,
reaching 4.6%.
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According to the corporate
reputation ranking created
by Merco, we came in 15th
of the top 100 companies in
the country. The Chairman
of our Board of Directors,
Johnny Lindley Suárez,
was ranked among the top
20 national leaders in the
same category.
Inventing
New
Formats
4.3%
Our sales income grew
by 4.37% thanks to our
deft management of price
increases and our
product portfolio.
Thanks to a number of
recent product launches,
we have invigorated our
market share growth in
several different sectors
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1-60VR
A project at our Arequipa
plant entitled “Reducing
incidences of low
carbonation in the 1-60VR
line” was honored in the
field of Improvement
Project Management,
Production Category, by
the Sociedad Nacional
de Industrias.
Mission
Throughout our history, our values have strengthened us. We want to
continue this tradition while at the same time welcoming modernity
and innovation. This is our philosophy, our raison d’être.
Our Raison d’être
Our
To pursue excellence in all aspects
of our work, so as to be the
preferred option for clients and
consumers, achieving profitable,
sustainable growth, and creating
value for our stakeholders.
DNA
Our century-long existence is not
a matter of luck. From the very
start, the pursuit of excellence was
foremost in our minds, together
with a great deal of dedication and
hard work. As the years passed, we
worked to perfect our understanding
of excellence, affirming our roots as
a family business, building on our
strengths so as to be able to face
global challenges head-on.
Vision
Our destiny
To be a world-class Peruvian
company that leads the market in
non-alcoholic beverages.
in all that I think, say, and do
to my work, my team, and my company
that is thorough and friendly
for all people without exception
The means for reaching our destiny
Using our strengths to consolidate
our position as market leader
Committed talent
Modern infrastructure
Productivity
Meeting market needs efficiently
Sustainability
Focus on the client and consumer
Results-oriented
Management Excellence
Team Spirit Reliability Visionary leadership
Corporate
Governance
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The Company's
Board of Directors
2013 was the year in which we completed the process of
restructuring our management—a huge step forward along
the path of innovation.
Name
Position
Johnny Lindley Taboada (Peruvian)
Johnny Robinson Lindley Suárez (Peruvian)
CEO (as of Nov. 2013)
& General Manager
César Emilio Rodríguez Larraín Salinas (Peruvian)
Independent Director
Luis Alfredo Arredondo Lindley (Peruvian)
For Corporación Lindley, it is essential to make the right decisions, ones
that add value to our investments
over the long term. It is also necessary to facilitate and strengthen clear
and dinamic communication channels between board members, and
between the Board and each of our
shareholders.
These best practices for corporate
governance define our way of being,
and strengthen relationships within
the company, heightening our expectations for the company as we progress into the future.
On 26 March 2013, the Annual Shareholders Meeting established that
there would be nine (9) titular directors, and three (3) alternate directors,
who would replace the directors chosen by Class A Shareholders. Bear in
mind that the Board of the company
can consist of anywhere from seven
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to nine members, who are chosen once a year at the
Annual Shareholders Meeting.
At that same meeting on 26 March, the decision was
made to raise to three the number of independent members chosen by the company; those three were elected on
the basis of their achievements, character and independence. It was also agreed that the Statues be modified,
expanding the first paragraph of Article 36 to create the
post of Vice Chairman of the Board; with powers identical
to the Chairman’s, the Vice Chairman can fill in whenever
the Chairman is absent.
At the Extraordinary General Shareholders Meeting of
8 April 2013, the financial operations necessary to raise
$260 million on the international capital market were approved, said sum destined for capital investments and
other corporate necessities.
One of our most important good governance initiatives took place at the Extraordinary General Shareholders
Meeting of 15 November 2013, when the positions of
CEO and Honorary Chairman of the Board were created.
The former fell to Johnny Lindley Suárez, while the latter went to his father Johnny Lindley Taboada. The new
Board of Directors was thus composed as follows:
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Honorary Chairman
Director
Leslie Pierce Diez Canseco (Peruvian)
Independent Director
Luis Carranza Ugarte (Peruvian)
Independent Director
John Murphy (Irish)
Director
Alfredo Rivera García (Honduran)
Director
Xiemar Zarazúa López (Mexican)
Director
Francisco Crespo Benítez (Mexican)
Director (until 26 March 2013)
José Luis Carmona (Mexican)
Director (until 26 March 2013)
Martín Franzini Acosta (Argentine)
Alternate Director
Gerardo Beramendi Rosconi (Uruguayan)
Alternate Director
Roberto Chávez Teuber (Chilean)
Alternate Director
Not long after that meeting, the
company suffered the passing of
Johnny Lindley Taboada, its Honorary Chairman of the Board of Directors, who had served as Chairman
of the Board for more than twenty-five years, and was
the architect of the development of the Inca Kola brand
and the continuous growth of the company, eventually
turning it into one of the nation’s strongest and fastestgrowing companies in the Food and Beverage industry.
Luis Carranza Ugarte
A Ph.D. in Economics from the University of Minnesota
in the United States, he has held various managerial positions for a number of international organizations. Most
prominently, he served as Peru’s Minister of Economics
and Finance from 2006 to 2009.
Leslie Pierce Diez Canseco
He has served as Director for a number of national and
international companies. Previously, he was the General
Manager of the multinational food corporation Alicorp. He
has also served as Vice Minister of Commerce for Peru.
Johnny Lindley Suárez
In March 2004, he began serving as Director for Class B
and C shares; he has also served as General Manager since January 2007, and as CEO since November 2013. He
has a B.S. in Business Administration with a concentration
in Marketing from Bentley College, in the United States.
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John Murphy
He is the President of the Latin American Division of
The Coca-Cola Company. He has also served as inhouse auditor, and was the division’s Vice President
for Strategy.
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Xiemar Zarazúa López
He is currently President of Coca-Cola Brazil. His B.S. in
Business Administration and his MBA are both from the
University of Chicago, in the United States.
Alfredo Rivera García
He has served The Coca-Cola Company for eighteen
years, and since September 2006 he has been the General Manager of Coca-Cola México. Before joining the
company, he worked at independent bottlers in Honduras
and El Salvador for thirteen years.
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Luis Alfredo Arredondo Lindley
He began serving as an advisor to the company in January 2001, and as Director for Class B and C shares in
March 2005. His B.A. is from St. Mary’s University, in the
United States.
César Emilio Rodríguez Larraín Salinas
His law degree is from Pontificia Universidad Católica del
Perú. In 1997, he began serving as Director for Class B
and C shares. He is a prominent businessman who serves on the boards of several national and international
companies.
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Chief
Executives
With a changing of the guard and an increase in gender
diversity as our two coordinate axes, we have made a
number of key changes at the level of our chief executives
so as to solidify our path toward greater development.
Name
Johnny Lindley Suárez
Verónica Bonifaz
Well aware that in order to reach
our goals we need both a company
philosophy that matches our beliefs,
and an immediate, efficient means
of putting those beliefs into practice, we here at Corporación Lindley
decided that the restructuring of our
Board of Directors needed to go
hand-in-hand with the naming of a
new executive team whose generational shift and gender diversity will
be the keys to its future success.
The year 2013 thus witnessed the
conclusion of the process of redefining our organizational structure at
the chief executive level, thanks to
the implementation of recommendations made the previous year by the
consulting firm Bain & Company. Our
objective was clear: a transformation
of Corporación Lindley, beginning at
the levels where our business strategies are built.
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As part of this strengthening of our executive structure, we went all out to bring in professionals with the
highest academic credentials and vast experience in
the world of business. Their combination of theoretical
knowledge and practical experience is precisely what
will guarantee optimal results in the course of all our
business dealings.
The restructuring process also included, among other
steps, the creation of the Directorate of Distribution,
with the goal of strengthening our strategy and management within the marketplace, with special attention
to points of sale and marketing channels.
We also decided to expand the role of the Directorate
of Institutional Affairs, and to rename it the Directorate of Public Affairs and Communications. Likewise,
the Directorate of Strategic Planning was renamed the
Directorate of Strategy.
The revamping of our executive team also involved
hiring foreign professionals of particular renown, including Marcela Páez (Argentina), Cristina Choussy
(El Salvador), and Alexander Rosinger (Venezuela). With
that, the team took shape as follows:
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Role
CEO and General Manager
Director of Public Affairs and
Communications
Juan Carlos Ivankovich
Commercial Director
Fernando Luis Gomes
Director of Administration,
Finance and Systems
Marcela Páez
Director of Distribution
Augusto Rey
Director of Infrastructure Development
Cristina Choussy
Director of Marketing
César Luza
Director of Corporate Governance
Carlos Vivar
Director of Human Resources
Germán Ortiz
Alexander Rosinger
We would like to take this opportunity to mention the early passing
of our former Director of Marketing,
Hugo Fuentes Liendo, who passed
away while still in the fullness of his
Director of Strategy
Industrial Director
career. Corporación Lindley lauds the effort, dedication and devotion that he showed to the company in
the course of his years with us, and is proud to honor
him here both as an esteemed professional and as a
remarkable human being.
Fernando Luiz Gomes
Director of Administration,
Finance and Systems
Brazilian, and the father of two children. He has
worked for The Coca-Cola Company for twenty years. He has been a standout employee at
Corporación Lindley for the past four years.
Verónica Bonifaz
Director of Public Affairs
and Communications
Peruvian, and the mother of one daughter. She
has a law degree from Universidad de Lima,
and a Master’s in Corporate Social Responsibility from London Metropolitan University, in
England. She joined our company in July of
2013, after four years at Talisman Energy and
eight at Estudio Olaechea.
Juan Carlos Ivankovich
Commercial Director
Peruvian, and the father of two children. He
has a B.S. in Business Administration from
Universidad Católica de Arequipa, an MBA
from The Garvin School of International
Management in the United States, and
another MBA from Instituto Tecnológico de
Estudios Superiores, in Mexico. He spent six
years working for The Coca-Cola Company,
and ten for SABMiller. He began working for
our company in November 2013.
Johnny Lindley Suárez
Chief Executive Officer
and General Manager
Peruvian. He has a B.S. in Business Administration with a concentration in Marketing from
Bentley College, in the United States. Since
March 2004, he has served as a Director for
Corporación Lindley; he has also served as
General Manager since 2007.
42
Caña sección
Augusto Rey
Director of Infrastructure Development
Peruvian, and the father of three children. He
has a B.S. in Electro-mechanical Engineering
from Universidad Nacional de Ingeniería, and
is also a graduate of the PAD Management
Program in Manufacturing at Universidad de
Piura. He has worked at Corporación Lindley
for twenty-one years.
Cristina Choussy
Director of Marketing
Salvadoran, and the mother of three children.
An economist, her MBA is from Georgetown
University in the United States. She worked
for six years at The Coca-Cola Company, and
four years at Unilever. She joined our company in September 2013.
Marcela Páez
Director of Distribution
Argentine. She has a B.S. in Industrial Engineering from Universidad Nacional de Cuyo,
in Argentina, and an MBA from Universidad
Argentina de la Empresa. She worked for
Femsa for fifteen years. She began working
at Corporación Lindley in August 2013.
44
César Luza
Director of Corporate Governance
Peruvian, and the father of three children. He
has a degree in Industrial Relations from the
Universidad del Pacífico. He has worked at
Corporación Lindley for thirty-eight years.
Caña sección
A diverse company
Director of Strategy
Germán Ortiz
Peruvian, and the father of two children. He
has a B.S. in Business Administration from
Universidad del Pacífico, and his MBA is
from the University of Virginia, in the United
States. He also worked for one year at
McKinsey & Co, and for six years at A.T.
Kearney. He joined our company in August 2012.
Industrial Director
Alexander Rosinger
Venezuelan, and the father of three children. His degree in Beverage Technology
Engineering is from Technische Universität
München, in Germany. He worked for four
years at Heineken, and for three years at Femsa.
He joined our company in January 2013.
Director of Human Resources
Carlos Vivar
Peruvian. He has a degree in Industrial Relations from the Universidad de San Martín de
Porres, and an MBA from Gerens. He worked
at Frito Lay for nine years. He has spent the
past ten years serving our company.
46
Caña sección
Here at Corporación Lindley, 2013 was the Year of
Diversity. We have made enormous strides in that
regard, bringing on more young executives, more
women, and a wider array of foreign nationals
with a correspondingly ample spectrum of worldclass experience in bottling systems. In our 103
years of history as a bottling company we had
never had a woman serve as a chief executive,
which is why we decided to make diversity
management a focus of the decisions we made
this past year, beginning with our restructuring of
management from the bottom up.
Promoting diversity involves adopting a new
mentality, and welcoming opportunities to learn
new things. It has allowed us to incorporate a
series of new perspectives that will help us to
find new answers to old challenges.
For Corporación Lindley, diversity is a source
not of conflict, but of innovation. To this end,
we have redesigned our business structure,
seeking a more horizontal organization with
fewer layers between the top and the bottom of
our organization chart.
Our ability to promote diversity sets us
apart as a company, allowing us to try new
approaches that bring greater creativity
and innovation to bear on our products and
processes. Moreover, it provides us with a more
ample vision of our surroundings, and a clearer
understanding of trends in the business world.
Diversity management enables us to
position ourselves better as regards future
changes, to be open to different approaches,
to better understand the needs of our clients
and suppliers, to strengthen the empathy
that binds us to our colleagues, and to better
maintain the level of service excellence that we
have long prided ourselves on providing to our
clients and consumers.
JOHNNY LINDLEY SUÁREZ
Prologue to the book Turbulencia generacional, by
Paula Molinari. Published as part of the Management
Society Collection.
Inca Kola appears on
the market for the very
first time, in celebration
of the 400th anniversary
of the founding of the
city of Lima.
1935
Making
History
Our company has been around for more
than a hundred years, and we are very
proud of its history. We have evolved year by
year, finding better and better ways to reach
the hearts of millions of Peruvian who, day
after day, have chosen us to be a part of
their traditions, their dreams, their greatest
joys. This is our history.
1886
Coca-Cola is created by
a pharmacist named
John Pemberton in the
city of Atlanta, in the
United States.
48
Caña sección
1910
1945
In the Rimac district of
Lima, production lines
open at the soft drink
company known as
La Santa Rosa de
J.R. Lindley e Hijos.
Isaac Lindley assumes
the positions of President
and General Manager of
José R. Lindley e Hijos.
In all, he will found more
than twenty related
companies in Peru.
1999
Under the stewardship of
Johnny Lindley Taboada,
José R. Lindley e Hijos joins
forces in Peru with
The Coca-Cola Company.
50
We acquire Embotelladora
Latinoamericana S.A.
(ELSA), the former bottling
plant of Coca-Cola in Peru.
We open the Industrial
Megaplant of Trujillo,
which represents one
of biggest non-alcoholic
beverage investments in
the history of the region.
2004
2012
2010
With our new corporate
identity firmly in place,
the centenary of
Corporación Lindley
is celebrated with
Johnny Lindley Taboada
and Johnny Lindley Suárez
at the helm.
Caña sección
2011
With the slogan
“Sharing Happiness” (in
Spanish, “Destapando
la felicidad,”) Coca-Cola
celebrates 125 years of
sharing happy moments
with the world.
2013
Johnny Lindley Suárez
takes over as CEO of
Corporación Lindley.
Demand
In spite of the complexities of our
current economic context, our
management team has been
able to maintain focus within the
operational hierarchy of a model
business that brings some of the
world’s most popular beverages to
Peruvian families.
Economic
Context
A panorama marked by two powerful tendencies:
diminished growth in local production, and the slow
recovery of the global economy.
I
n 2013, the company’s operations
made headway within an economic context that was, generally
speaking, positive, in spite of the deceleration in national production and
the slow recovery of global economic
powers. In the mass consumption
industry, most consumer spending
occurred in categories such as Food
and Clothing; nonetheless, the Nonalcoholic Beverage category was
able to meet the challenge of consolidating the growth it had experienced the previous year.
Inflation and the Exchange Market
In 2013, inflation rose to 2.7%, 0.1
points higher than the previous year,
and well within the predicted parameters of 1-3% as estimated by the
Banco Central de Reserva del Perú
(BCRP). Some cities in the provinces
54
Economic Context
saw higher annual inflation than that of Lima, including
Cusco at 5.96%, Arequipa at 5%, and Puno at 4.03%,
respectively. It is believed that in 2014, inflation will drop
to the 2% mark, as projected by the BCRP.
In terms of exchange rates, Peruvian currency closed
out 2013 at S/. 2.80 to the dollar, a loss in value of 9.72%,
the first such loss in the past four years. This drop occurred in the context of heightened concerns regarding the
beginning of cuts in the monetary stimulus effected by the
Federal Reserve Bank of the United States. The devaluation had an impact on the economic results achieved by
the company, given that company expenses, company
debt, and 51% of our production costs are affected by
exchange rate fluctuations.
Corporación Lindley estimates that in 2014, the average
exchange rate will be S/. 2.88 to the dollar. We plan to obtain the necessary coverage to avoid exposure to higher
rates and thus balance out our financial expenditures.
GDP and the Domestic Market
In 2013, national production grew by almost 5.1%. While
this rate was one of the highest in South America, it was
Changes in GDP growth in Peru
GDP per capita in the Region
Source: BCRP
Source: the World Bank
7.7
8.9
9.8
0.9
8.8
6.9
6.3
5.1
6
2006
2007
2008
2009
2010
2011
2012
2013
2014
still somewhat lower than the 6.3%
growth of 2012. This deceleration in
GDP growth is explained by diminished growth in the amounts of private
investment in the Agriculture and Livestock, Construction, and Business
market sectors.
On the other hand, the BCRP estimates that in 2014, the GDP will
grow at a rate of 6%, due to a national economic context of diminished
uncertainty, higher export volume,
and the coming on line of several
mining projects.
Both institutions, the BCRP and the
International Monetary Fund, project
that Peru’s investment ratio—the percentage that investment represents
56
Economic Context
within the national economy as a whole—was the highest
in the region in 2013.
It is estimated that total investment as a percentage
of GDP reached 27.8% in Peru, as opposed to 25.7% in
Chile, 24.2% in Mexico, 23.7% in Colombia, and 19.2%
in Brazil.
In terms of GDP per capita PPP, Peru’s growth has led
the region over the past twelve years; between 2006 and
2013, it grew from $6,410 to $11,149.
As demonstrated by graphs showing the distribution of
the population by socioeconomic level, living conditions
in Peru are improving. More than half (55.1%) of the 3.8
million households located in Peruvian cities of 200,000
inhabitants or more are now considered middle- or upperclass. Moreover, as several statistical indications of underdevelopment have dropped over the past six years,
the percentage of Peruvian households in poverty has
likewise dropped sharply, from 49.1% to 25.8%.
6,410
7,120
7,960
8,040
8,690
9,310
10,090
11,149
2006
2007
2008
2009
2010
2011
2012
2013
As their financial capital has grown,
the consumers of Lima have used
their additional income to broaden
the range of products and services they consume, especially in the
Clothing, Food, and Education sectors. It is worth noting that while 59%
of consumers have increased their
spending on Food, only 13% of their
consumption falls within the category
of Non-alcoholic Beverages.
The Non-Alcoholic Beverage Market
According to a market study of the
mass consumption industry conducted by Apoyo Consultoría, the nonalcoholic beverage wholesale market
brought in nearly $1.4 billion in 2013.
Poverty Index in Peru (%)
Sources: the World Bank and the Instituto Nacional de Estadística e Informática (INEI)
2006
49.1%
2007
42.4%
2008
37.3%
2009
33.5%
2010
30.8%
2011
27.8%
2012
25.8%
2013
23.9%
Additional Income Use Distribution (%)
Spending in the Food Sector (%)
Source: Consumidor tradicional vs cambio económico 2013, CCR
Source: Consumidor tradicional vs cambio económico 2013, CCR
Clothing/footwear
60
Chicken/Meat/Fish
82
Improved diet
59
Dry/Canned Goods
80
Improved education
49
Fruits/Vegetables
71
Savings/investment
29
Dairy Products
65
Personal items
23
Cleaning products
42
Personal/hygiene products
39
Leisure/entertainment
19
Processed meats
36
Health/hygiene
18
Credit services
10
Non-alcoholic beverages
13
Snacks/Candy
6
Alcoholic beverages
3
Other
The main categories listed by the
study are soft drinks (which represent almost 60% of total production),
bottled water (21%), packaged juice
(13%), and sports drinks (5%).
Currently, the two product lines
with the greatest market penetration
are soft drinks and non-carbonated
bottled water. In Lima, three out of
every four households consume soft
drinks at least once a month, and two
out of every three consume non-carbonated bottled water. The product
lines with the least market penetration are packaged juice and sports
drinks. In the capital, fewer than half
58
Economic Context
8
of all households consume sports drinks at least once a
month, and only slightly more than half drink packaged
juices at least once a month. In spite of this, both the
packaged juice and the sports drink product lines show
the greatest middle-term potential for growth, given the
latest consumer trends and their room for growth in other
market sectors. That said, these categories tend to show
more extreme trending patterns than others.
The situation is different with soft drinks, a category
which, despite its high market penetration, still has a great
deal of room for growth. At the national level, per capita
consumption of these beverages stands at nearly 60 liters
per year, far below consumption levels in other countries,
including Argentina (131 liters) and Chile (121 liters). In the
provinces of Peru, per capita consumption is even lower
than the national average, at around 40 liters per year.
And what of the international
context?
The world economy has recovered at a
moderate pace. For 2013 the BCRP has
projected a growth of 2.9%, and foresees
3.6% growth for 2014, at which point the
financial markets will undergo a correction
in response to a reduction in the monetary
stimulus of the Federal Reserve Bank of the
United States, with emerging economies
showing continued growth similar to that
of 2013.
$1.4 billion
Sales income from nonalcoholic drinks in 2013
Production of Non-alcoholic beverages (%)
Source: Consumidor tradicional vs cambio económico 2013, CCR
15.9
9.1
7.1
7.8
4.2
2008
2009
2010
2011
2012
Factors that affect production:
climate and sugar
In colder weather, beverage consumption
drops considerably. The weather of 2013
was thus a negative influence on industry
sales. In Lima, the average annual temperature was 19.2° C, rather lower than that
of 2012 (20.3º C) and, generally speaking,
lower than in most recent years. The weather
in the provinces was likewise affected: the
northern region registered an average temperature of 18.7° C (1.7º C lower than in
2012), while the southern region averaged
60
Economic Context
-1.7
2013
13.9° C (1º C lower than in the previous year).
Our projections indicate that in 2014, temperatures will return to their normal levels,
which will undoubtedly improve sales in the
mass consumption industry.
Meanwhile, sugar represents one-fourth of
the variable costs of our company. In 2013,
price levels for this ingredient decreased due
to an increase in worldwide production. It is
estimated that in the period 2013-14, there
will be a production surplus of 4 to 5 million
tons, which could create a downward pricing
trend due to greater supply in several countries including Brazil, Thailand and India.
Dynamic
We aim to keep our company in
a state of continuous evolution,
capitalizing on our production
capabilities and the support of
millions of consumers in Peru,
the Americas, and the world.
Continuous
evolution
Soft drinks continue to be our most
important category, but sales of
hydrotonic and isotonic products grew
8.8% as a percentage of our portfolio.
Despite adverse circumstances in 2013, we kept
our sales levels high and maintained our focus on
sustainable development.
74.8%
2012
Our best sales performance took
place in Lima Moderna. The other end
of the scale was found in northern
Peru, where sales fell by 3.6%.
300 M
0%
250 M
200 M
19.3%
64
The Evolution of our Company
Lima mod.
2013
2012
274 274
7.7%
50 M
RCO
2013
2.4%
South
73.9%
-3.6%
North
227 236 258
1%
100 M
Lima trad.
While 2013 may have been a rather
quiet year for the mass consumption
industry as a whole, sales levels at
Corporación Lindley held firm. Employment levels and the number of new
consumers entering the market decreased from previous years, causing
the category of non-alcoholic beverages to compete with basic necessities like education and health within
Peruvian households. Moreover, the
weather, with an average temperature somewhat lower than the previous
year, was not at all propitious for the
consumption of said beverages.
In spite of these negative factors, our sales stayed strong due
to our marketing policies, particularly our consolidation of the brand
in specific market segments, and
the launch of new beverages which
diversified our product portfolio.
The most noteworthy results were
as follows:
Our sales levels as measured in millions
of cases of non-alcoholic beverages
were similar to those of 2012.
-1.8%
150 M
National
Our Sales
4% 1.6%
0.3% 0.1%
20.2%
4% 1.7%
0.3% 0.1%
soft drinks
bottled water
juice
isotonic
2009
2010
2011
2012
2013
energetic
hydrotonic
“Our sales kept pace
due to the efficiency of
our marketing policies in
specific market segments.”
“Another noteworthy and important statistic is
that of Inca Kola export sales, which reached
$1.4 billion, similar to the results of the previous
year. This beverage thus ranks second in its category
in export sales, with a 27% market share.”
Strategic Marketing
Maintaining our position as market
leader, managing the risks inherent
in the market, and setting a standard
of continuous development: these
are the main goals of our marketing
plans. In 2013, these strategies had
the following immediate goals:
Strengthening our market-leading position in soft drinks: we
sought greater market penetration
in several market sectors. Moreover,
we increased our usage of returnable
bottles, and are studying proposals
for multi-serve formats for our leading brands.
Development of new beverages:
new packaging for San Luis bottled
water, innovative new packaging and
flavors of Frugos juice, and greater market share for Powerade and
Aquarius.
Growth in personal-serving packaging: increasing transactions via a
greater number of formats in different
regions of the country. We were also
able to improve coverage of our halfliter packaging.
66
The Evolution of our Company
71%
Company market share
in Lima.
Streamlining the architecture of our product portfolio: improvement of technological and productivity
tools so as to fine-tune our distribution by segment.
Investment in infrastructure: strengthening the company brand at point of sale by providing branded stands
and refrigerators, as well as a stock of returnable bottles.
Results by category:
Soft drinks
Our market share grew 1.3 percentage points. This was
the result of several nationwide policies adopted by
Corporación Lindley as detailed below.
Year
2012
2013
Total (country)
68.3%
69.6%
Lima
69.8%
71.0%
69.8%
71.0%
61.9%
63.1%
Lima
North
Piura
50.1%
51.8%
Chiclayo
51.5%
55.6%
Trujillo
74.3%
74.9%
62.7%
64.4%
Arequipa
61.7%
62.4%
Cusco
65.5%
66.3%
Ica
61.3%
66.8%
South
Names
This campaign was initiated following
the successful results achieved in other
countries by Coca-Cola (see graph on
page 70). The 144 most common first
names in Peru (as determined through
the analysis of data from Reniec) were
printed on our 500 ml PET bottles. The
result: an emotional connection to the
public as demonstrated by a 20% increase in sales.
Wild Weeks
A national campaign that encouraged consumers to collect three
yellow bottle caps from returnable
Coca-Cola bottles and use them to
enter our weekly drawing. The campaign lasted from May to August.
The Launch of Fanta Kola Inglesa
This new, more youth-oriented version of Fanta expanded the number
of flavor options in our portfolio. Sales were 22% higher than those registered for the traditional flavor in a
similar time span in 2012.
Plant Bottle
The Coca-Cola Company, together
with its strategic partners, develo-
ped a new 500 ml PET bottle made of 30% plant material. In sum: ecologically friendly packaging for the most
important beverage in the world.
New formats
The launch of 192 ml, 400 ml, and 1.5 l GRB bottles for
our Coca-Cola, Inca Kola, Sprite and Fanta products.
Juices and nectars
Various marketing activities, especially the development
of new packaging and flavors, led to a 2.3% growth in
this category. The following graph shows the progress
made nationwide:
Year
2012
2013
Total (country)
49.5%
52.1%
Lima
51.0%
54.9%
51.0%
54.9%
North
28.4%
28.5%
Piura
28.3%
26.5%
Chiclayo
39.1%
36.6%
Trujillo
22.1%
24.6%
65.2%
51.7%
Arequipa
63.9%
36.7%
Cusco
60.9%
58.6%
Ica
74.8%
66.7%
Lima
South
“The launch of the new Fanta Kola Inglesa
expanded the number of flavor options in
our portfolio. Sales were 22% higher than
those registered for the traditional flavor.”
Homemade Lemonade Frugos
This new flavor allowed us to stand
out from all other juice brands, thanks
to its homemade characteristics and
the addition of chunks of fruit flesh
and pulp during the production process, which created a sense of emotional closeness among consumers.
Bottled Water
Our San Luis brand solidified its leading position in this category, with a
country-wide 0.6% growth in market
share. The following graph gives further details:
2013
Total (country)
22.3%
26.9%
Lima
20.3%
25.2%
20.3%
23.8%
19.8%
23.8%
Piura
10.8%
14.1%
43.3%
Chiclayo
24.2%
29.2%
48.1%
52.4%
Trujillo
22.8%
27.7%
42.5%
41.8%
52.6%
51.1%
Arequipa
48.1%
49.1%
Arequipa
65.9%
54.9%
Cusco
49.9%
43.8%
Cusco
44.6%
49.0%
Ica
21.4%
25.6%
Ica
52.4%
51.6%
2012
2013
Total (country)
40.5%
41.0%
Lima
40.2%
40.6%
40.2%
40.6%
41.1%
44.4%
Piura
32.5%
35.6%
Chiclayo
38.0%
Trujillo
Lima
North
South
68
Isotonic and Hydrotonic Beverages
Both Powerade and On increased their market share.
The new Powerade 500 package, with its new formula,
new bottle and new graphics, was launched in January
2014. We held firm regarding our strategy for the Burn
line in the Energy Drink category. The following graph
shows the market share of this product in Peru:
2012
Year
The Evolution of our Company
Our factory processes are highly automated, thanks to the help of modern technology.
The Zeller Cap on San Luis 750 ml Bottles
750 ml bottles of San Luis bottled water featuring the
Zeller cap (or sport cap) was the new product line from
San Luis. This innovation added value to the product
while keeping its price competitive.
Year
Lima
North
South
Export Sales
of Fruit Pulp ($M)
3,174
2009
4,143
2010
5,698
2011
5,834
2012
7,530
2013
Our operations abroad continue
on their upward trend. Our export
sales of fruit pulp brought in $7.53
billion (21% higher than the previous year). Within this category,
our exports of mango pulp grew
by 130%, and we ranked third in
the world for passion fruit pulp.
Inca Kola: International Business
Inca Kola’s export sales reached $1.4 billion,
similar to those of the year below. It currently
ranks second in its category, with a 27% share
of the market.
“750 ml bottles of San Luis bottled water
featuring the Zeller cap (or sport cap)
was the new product line from San Luis.
This innovation added value to the product
while keeping its price competitive.”
144 names
were chosen for the
Names campaign for
500 ml bottles.
Secondary Distribution
We prioritized the raising of our distribution standards, and created the
post of Director of Distribution to
streamline our distribution processes.
In this way we sought to bring our
distribution up to world class levels,
working with established operations
manuals with the goal of sustainable
operations. The following positions
were adopted:
New strategic partners: given that
the operations in question are handled
by third party companies, we sought
to align our distribution processes with
the needs of the company, keeping in
closer contact with our retailers.
Improving our transport fleet: we
brought in 146 new trucks to replace
those previously in use.
RoadNet Technology: this software,
successfully employed by the
Coca-Cola System, provides for the
strategic optimization of transportation processes, maximizing the use of
the fleet, reducing costs, and improving delivery times.
70
The Evolution of our Company
Our Coca-Cola, now more than ever
Personalizing our 500 ml. bottles of Coca-Cola with
the most common Peruvian names was part of the
extension of an enormously successful international campaign. The initiative was originally launched
in Australia where it was called “Share a Coke”; it
was then expanded to include European countries
including France, Belgium and Holland. For its impact and originality, the campaign was honored at
the Cannes Lions International Festival of Creativity.
From our Trujillo plant to all of northern Peru: our
products make their way to Peruvian households,
no matter how long the path.
Power
Our new warehouse in Trujillo and
the beginning of construction at
the Pucusana Megaplant have
added to the industrial strength
that is bringing our operational
capacity up to international levels.
Industrial
Strength
We continue to lead the way in setting production standards
in our industry. That’s how we guarantee that the quality
of our operations will stay high within a framework of
permanent evolution.
Cutting-edge technology is our comrade-in-arms, helping us to optimize our production and enabling us to meet international quality standards.
Production Capacity
Throughout 2013, the company
made a series of significant investments in many of its plants nationwide, with the goal of increasing
workplace safety, improving the
quality of our products, and expanding production capacity. These investments have allowed us to meet
the rising demand for our products
in the marketplace.
All of the innovations that have occurred at our plants meet all national
and local laws and norms, and strict
international regulations as well.
Noteworthy among those regulations
are OHSAS 18000, which pertains
to workplace health and safety; ISO
9001, which pertains to quality assurance; ISO 14001, which refers
to environmental management; and
FSSC 22000, which pertains to
74
Industrial Strength
food safety. We are equally as rigorous in following the
requirements established by The Coca-Cola Company,
ensuring that each of our production processes meets
the highest standard. Likewise, in the construction of
new facilities beginning with the Trujillo megaplant, we
are applying the LEED norm, which covers sustainable construction.
With our focus on the evolution of our business, we
have developed and implemented eighteen quality
improvement projects. The main goal of six of these
projects is to reduce client and consumer complaints,
which will in turn allow us to meet the annual goal established for our complaint indicators. To avoid complications and guarantee the success of our projects,
we embrace the Japanese philosophy of continuous
improvement known as Kaizen. Our use of its methodology can be witnessed in the project we designed
to reduce incidents of low carbonation in the bottling
process of Line 1 60VR at our plant in Arequipa, which
won the 2013 award for Improvement Project Management, as judged by the National Industry Society’s Quality
Management Committee.
Likewise of note were our modifications to the process of supplier approval, focusing on operative quality, and on an increase in
the depth and frequency of audits
conducted, which can include,
among other operations, unannounced inspections of the crates
of product stored in the suppliers’
warehouses.
Improving our Factories
Here are the details of the main improvement projects we have undertaken at our existing plants:
Trujillo
After completing the construction
of our production megaplant, designed to meet the demands and
needs of the market in northern
Peru, we began building a new
warehouse for finished product, the first of its kind in
Coca-Cola’s Southern Division. This warehouse utilizes an automated Warehouse Management System
which automatically processes operations including
production orders, warehousing, product dispatch,
and cargo picking for retail distribution.
The system is complemented by 22 laser-guided
vehicles (LGVs), two pallet wrapping machines, a robotic layer picker, 13 electric pallet jacks, a voicedirected picking system, and a mechanical rack
structure, allowing us to warehouse 18,000 pallets of
products and containers.
Thanks to our acquisition of this system, the company
will be able to decrease its operational costs, reduce
errors, better control the movement of product in the
warehouse, avoid product shortages, and improve our
level of customer service. The total investment made in
this system reached $17 million.
Megaplant Trujillo is one of the most modern industrial
plants in the region, a fact made clear by its striking
production volume, productive efficiency, lower usage
of water and energy, and lower gas emissions.
Warehousing and
Distribution Processes
Traditional distribution strategy for
Authorized Distribution Centers
located in Cajamarca, Chiclayo,
Piura, etc.
CDA
Forklifts raise the entire
pallet into the trailer.
PRODUCTION LINE
An LGV transporting
finished product to the
block stack warehouse.
MARKET
BLOCK STACK WAREHOUSE
An LGV taking the
full pallets to the
picking zone.
Distribution strategy for Transfer
Centers (TC) located in Chocope, Virú
and Pacasmayo.
LOADING DOCK
SMART STORES
WRAPPING MACHINE
An LGV takes the full pallet
to the loading dock.
(CT)
Forklifts lift the retrieved
pallets into the trailer.
An LGV
transporting
finished
product to the
Smart Store.
Transfer of merchandise
to smaller trucks.
Distribution strategy for:
-Distribution strategy for Modern Channel using the Basis
system (OLB).
-Traditional Channel using the Sipán system (OLS), only in
Trujillo.
PICKING
ZONE
LOADING DOCK
(Retrieved pallets)
(beneath the
Smart Store
1* y 2*)
The merchandise
heads directly to
market.
ZONES
Automated zone
Conventional zone
76
Caña sección
LAYER PICKER
(1*)
TUNEL PICKING
(2*)
LGV (LASER GUIDED VEHICLE)
CONVENTIONAL FORKLIFT
Driven by a human being.
The new warehouse in Trujillo utilizes two new
distribution strategies above and beyond our
traditional distribution practices.
The improvements at our Trujillo plant form part of an improvement plan designed to strengthen our operative capacity.
Zárate
Here we are undertaking internal improvements including the installation
of new tile, structural strengthening,
and new siding and roofing, all with
the goal of maximizing safety at the
warehouses and protecting the workers, thus fulfilling new regulations
from the Dirección General de Salud
Ambiental (Digesa) and the Instituto
Nacional de Defensa Civil (Indeci).
We have also installed five new
rack levels in the finished product
warehouse, and finished assembling
the new Tetra Pak line.
Arequipa
Here in the White City, we have assembled and fired up a new 140-valve
line for PET bottles, with a bottling capacity of 50,000 bph, a line for filling
20-liter bottles of water with a bottling
capacity of 200 bph, and a line for
filling 20-liter BIBs with water. Moreover, we have completed warehouse
remodeling to provide for new lines of
consumables and finished product,
and infrastructure remodeling to meet
all pertinent requirements, ensuring
that the facility is safe and secure.
78
Industrial Strength
Cusco
We have added a new packing machine to Line 1, which
allows us to regulate the amount of nitrogen in the bottling process. We have also undertaken infrastructure
improvements designed to make our operations more
dynamic, and continue to raise our safety standards for
the well-being of our workers.
Iquitos
The entire electric substation was replaced: new transformers, new energy cells, new distribution boards. We
have also finished roofing the area where the auxiliary
equipment is located, and replaced the blowers and
compressors used for PET bottles.
Callao, Rímac y Warehouse Pacífico
Our Callao plant handles more of the company’s
operations than any other plant; there, we installed
an ECA system to handle the cleaning and disinfecting processes, thereby saving both water and energy, and decreasing the amount of time needed to
sanitize the production lines. We also modified the
infrastructure there in Callao, as well as at the Rímac
plant—our oldest—and at the Pacífico warehouse, all
in the interest of meeting the new requirements of
Digesa and Indeci.
Huacho
At our Huaura plant, we installed fruit aroma recovery
equipment and built a new fruit warehouse, the better to
process and produce fruit pulp.
1,200
Our Callao plant can
produce 1,200 bottles
per minute.
Main Projects Implemented
Pucusana Megaplant
Infrastructure and Logistics
To ensure our ability to cover future demand for our products,
we are executing a medium-term plan to provide the business
with the industrial and logistical infrastructure it will need. Details regarding the projects carried out in 2013 can be found
below, foremost among them the development of the Pucusana
plant, which represents the biggest investment in the history of
the company.
Plant
Status
Pucusana
Construction 35% completed. 70% of production
equipment arrived on site.
Smart Warehouse
Smart warehouse and line terminals completed and
brought on line.
Expansion of production capacity for
San Luis bottled water
Production capacity for San Luis bottled water increased by 50%.
Water recovery via nanofiltering
This project has helped reduce our water loss ratio to
1.85:1.
Trujillo
Expansion of beverage plant
An additional Multimix mixer was acquired so that two
more flavors could be used simultaneously in the preparation of beverages.
Expansion of the loading dock
We have begun expanding the roofing over the loading
dock to address new T1 and T2 cargo demand in our
automated warehouse.
Water treatment plant
Iquitos
The water treatment plant was entirely replaced; with a
smaller footprint than before, it is now capable of treating 50 m3/hr.
The Pucusana project will be the leading megaplant in the
region, meeting all relevant environmental, technological and
operational standards.
“The design of the Pucusana Megaplant
meets all food company workplace
criteria as defined worldwide by
The Coca-Cola Company.”
Pucusana Project
Within the company’s infrastructure plan, it was deemed necessary to build a megaplant in Lima
to address demand in the capital
and other nearby cities. In 2009,
we acquired 66 hectares of land in
the Pucusana district, 60 kilometers south of Lima. Title clearance
was addressed and the engineering
design was concluded in 2011-12,
and construction began in 2013.
The megaplant’s design meets all
food company workplace criteria, as
defined and specified worldwide by
The Coca-Cola Company, allowing
for the packaging of both carbonated and non-carbonated products.
It incorporates cutting-edge technology, with completely automated processes, ensuring that the
packaged products fulfill each and
every one of the company’s quality standards, while keeping costs
80
Industrial Strength
73,000 m3
This is the amount of water
saved each year thanks to
the new technology in use
at the Trujillo Megaplant.
competitive. In the current phase, seven new packaging lines will be built, three of them for returnable
glass bottles, and four for PET bottles. It is projected
that the plant will be turning out packaged products
by the end of 2014.
Distribution Centers
In accordance with both the need to guarantee our
ability to meet market demands and our policy of megaplant development, the company has decided to
centralize the distribution of its products for the Lima
market: three distribution megacenters will be built,
one on the north side of the city, one on the south side,
and one on the east side.
To bring these projects to fruition, in 2013 we purchased land on which to build the southern and eastern
distribution megacenters. The southern location is to be
found in Villa El Salvador and measures six hectares in
size, while the eastern site is located in Huachipa and
is more than eight hectares in size. Title clearance and
urban development plans have begun for both sites.
Simultaneously, the preliminary designs for the infrastructure of the two centers are being drawn up. We plan
to begin construction at both sites by the end of 2014.
Detail
The quality of our
operations is founded
on that of our workers.
Through the combination
of their perfectionism and
our talent management
of applied talent, we
can create and maintain
a cohesive, creative,
powerful workforce.
Talent
Management
A diverse, multidisciplinary human team, prepared to meet all
challenges. Great organizations begin with the people who
bring them to life on the international stage.
Through the workshops we offer, our workers interiorize the company’s philosophy and raison d’être.
In 2013, Corporación Lindley’s mission was exceedingly clear: we set
ourselves the goal of becoming a
world-class business. In order for
this goal to become reality, in this
past year it was crucial for us to
strengthen certain aspects of the
Organizational Needs
and Demands
company, including our Human Capital Management
model. Our main objective was to further develop various human and organizational capacities, keeping our
focus aligned with the company’s strategies and, above
all, oriented toward fulfilling the specific needs of our
clients. To meet those needs, we based our approach
on the following guidelines:
Value Processes
Yearly Planning
Staffing and Organizational Planning
Special Projects
Entertainment and Development
Labor Relations
Talent Management
Achievements and
Valuable Initiatives
The Human Capital directorate
spent 2013 working on four strategic imperatives, through which we
have achieved a number of important things:
Compensation and Benefits
Performance Management
Strategic Planning
Facilitative Processes:
Personnel
Administration
84
Talent Management
Social
Welfare
Internal
Communications
General
Services
Human Capital Specialist: a person who aligns business strategies
with human management programs.
Human Capital Generalist: a person
who strengthens the area’s programs
in alliance with the organization’s
management.
Culture, Satisfaction, Alignment,
Commitment and Results
Governing Processes
This model allowed us to define
two key figures:
Comprehensive Safety
1. High-performance leadership and
business culture
We implemented a redesign of our
Performance Management Process
(PMP), covering everything from the annual definition
of objectives to performance evaluation, among other
aspects relevant to the company’s activities. We also
established benchmarks for what would become the
corporation’s Recognition Platform, which would allow
us to design programs to reward particularly strong
efforts and achievements.
2. World-class Talent
We began a Talent Management Review, a new process
in the field of Talent Management that ensures that
each position is filled by precisely the right individual,
that each worker’s abilities are constantly being further
developed, and that workers with strong potential are
promptly identified.
Likewise, the Trainee Lindley program began bringing
in new talent from the pool of candidates at various
universities, and seeking out workers who were particularly capable of utilizing the cutting-edge technology
of our new plant in Pucusana.
3. Growth-oriented organizational capabilities
One of our main achievements in 2013 was opening
the first three Lindley Schools (the Leadership School,
The schools’ activities allow us to increase the total number of hours of leadership
training we can provide.
946
2,143
1,024
Managers and directors
3,281
432
Foremen
1,880
Marketing
Employee-hours of training, 2012 vs. 2013
the Management School, and the
Marketing Management School), all
of which form part of what will become Lindley Corporate University.
We have also implemented a comprehensive labor relations strategy
which, among other achievements,
allowed us to complete four collective bargaining processes in record
time (with an average of seven meetings per process.)
4. The best place to work
Our work environment management
policy is based on three objectives:
organizational efficiency (as measured by both a Hay Group survey for
employees and self-polling by the
workers), Life Balance (as measured by the Empresa Socialmente
Responsable EFR), and Benchmarking and Positioning (as measured
by the Great Place to Work survey).
We also sought to transmit our values vertically, from the management
team to the employees, via regular
86
g Excelle
nce
nagin
Ma
4
work sessions intended to clarify our
employer branding strategies.
Trust
2
1
4
Objectives
The Structure of our Team
In 2013, Corporación Lindley prioritized the raising of competitive-
3
Systemic
1
2
3
4
Respect
Commitment
Service
Savor every moment
of your life
Integrity: Doing
what you say
Average
tenure
Average
age
4
34 years
65 years
44
12 years
46 years
316
11 years
42 years
2012
January
Talent Management
10
2012
January
Leadership Team (by age)
Visionary Leadership
ness standards within its management team. Several
44
new high-level
executives were brought on, and more
attention was given to achieving gender balance so as
316gender diversity, a key factor for reaching our
to ensure
objectives for the future and meeting the challenge of
raising the company to world-class status.
Average
tenure
Average
age
13 years
51 years
48
9 years
43 years
377
8 years
41 years
10
2013
August
Ideal
Part of our role as
responsible leaders is
making sustainability
management a possibility,
thus turning our values into
reality in the course of our
daily operations.
Sustainability
Management
Because we believe in a society that grows hand in hand with
its businesses, we have redefined our action plans, keeping
the expectations of our stakeholders in mind.
Maintaining our traditional strengths,
growing stronger today, seeking
ever greater strength for tomorrow.
This is Corporación Lindley’s vision:
a path of steady labor and teamwork that ensures the growth of our
company, with constant attention to
maintaining an optimal relationship
to our environment.
We know that neither our past success nor the success we foresee in
the future would be possible without the input of our supporters and
stakeholders. We committed ourselves to them back when this family business was just getting started,
and we remain focused on them now,
more than one hundred years later.
2020 Vision
Today, the world is in a state of constant transition. Many strategies
90
Sustainability Management
that yielded excellent results a decade ago are no longer of any use. That’s why we must have a consistent
outreach plan that will allow us to meet the challenges
of tomorrow, and thus ensure the sustainable development of our business.
This is the goal of 2020 Vision, an initiative which
we as strategic partners of The Coca-Cola Company
have launched with one main purpose: to imbue our
strategic plans and actions with value. This long-term
policy of integrated goals seeks to rethink our relationships with our workers, colleagues, consumers,
and with our planet itself, so as to help us be better
prepared for the changes to come, and to redefine
the concepts of productivity, profit and portfolio in
ways that will strengthen our operations—both local
and international—and protect our brand as responsible leaders.
As part of the Coca-Cola system, we have outlined
objectives that will help us to ensure fair and balanced treatment for each of our stakeholders, resulting
in sustainable improvement as we face the challenges of the coming decade.
“The principles that guide
Corporación Lindley involve our
partners, suppliers, contractors,
distributers, consumers, society in
general, and the environment.”
Sustainability Policy
At Corporación Lindley we know
that in order to maintain our position
as leaders, we must aspire to harmonic growth. 2020 Vision provides
guidelines that will lead us toward a
sustainable future, and our sustainability policy offers three elemental
principles that will guide our actions
in the fields in which our company
can make its influence felt.
1. We must create economic, social and environmental
value for the communities in which we operate, promoting healthy lifestyles, and profound and constant
respect for the local ecosystem.
2. We must carefully identify our stakeholders, and keep
their expectations in mind as we make our decisions.
3. We must meet the requirements of the ISO 26000
Social Responsibility Guide, Corporación Lindley’s strategic framework, and also the sustainability norms of
Coca-Cola, among others.
It is important to note that our Sustainability Policy was
designed in response to the 2010 Corporación Lindley
Sustainability Report, the company’s Integrated Management System Policy, Peruvian technical norm NTP
26000 (the 2010 Social Responsibility Guide), Norm SA
8000 issued by Social Accountability International, and
the Coca-Cola Sustainability Platform.
A Uniting Vision
Partners
As partners,
we must
be entirely
trustworthy.
These days, the world is changing ever more
quickly. It is essential to work in a constant state
of renewal in order to continue to prosper.
2020 Vision is the best guide we have for identifying the
goals, strategies and, most importantly, the means we have
at our disposal to ensure that our company continues to evolve
in the coming decade and beyond.
Vision
A roadmap
where everyone
wins
Planet
Productivity
Profit
People
Portfolio
Prioritize the
sustainable use
of water, and the
most ecologically
sensitive
packaging
practices and
energy use.
Solidify our
industry-leading
portfolio,
strengthening
our position in
every category
in which we
compete.
Increase our
profit margin,
raising profits to
more than twice
their current
levels.
As an
organization,
we must be an
extraordinary
place to work.
Manage our
colleagues in a
way that sharply
increases
productivity.
Our priorities
We must internalize the key actions that will ensure the
continued growth of our company in the future, and act
decisively to reach our goals.
We must act like
an integrated
global company.
We must be
part of our
clients’ growth
strategies. We
must win at
point of sale
by anticipating
and catering
to local tastes,
and creating
special offers
through the most
appropriate
channels.
How was this initiative born?
Vision 2020 is a policy of integrated goals developed
by The Coca-Cola Company for its bottling partners,
including Corporación Lindley, with the goal of uniting
our strengths to create value and make a real difference.
92
6
main
objectives
We are focused
on creating
competitive
advantages,
fulfilling our
promise to
“live positively”
together with our
communities,
the market, the
work itself, and
of course with
the environment.
Our winning culture
Caña sección
We must
implement the
most efficient
business
systems, and
redistribute our
resources so
as to ensure
sustainable
growth. We must
standardize
and simplify
our business
processes and
information
systems. We
must manage
costs through our
supply chains.
We stand firm
in our intention
to strengthen
our systematic
investments
in sales and
market share. To
lower logistics
costs while
maintaining
quality
standards.
To use our
experience
to create
economies of
scale.
We are
committed
to attracting
and keeping
the best talent
available. To
providing better
training based
on the company
system.
To inspiring our
workers, and
convincing them
that they are the
ambassadors
for our brand.
To ensuring
diversity within
our company.
We must
aggressively
grow the value
of our portfolio,
developing
innovative
brands and
meeting the
needs of both
the young
and the old,
using the most
innovative
marketing
techniques
and new
technologies.
Show our values through our lives – Focus on the market – Work in
the most intelligent ways – Act like owners – Be the brand
“Our EcoEscuela program created playful
initiatives based on simple messages that
taught more than 10,000 schoolchildren
about the importance of caring for the
environment both at home and at school.”
Política de
Sustentabilidad
En Corporación Lindley S.A. nos dedicamos a producir y comercializar bebidas no alcohólicas y pulpas, bajo
estándares de sustentabilidad y responsabilidad social, orientados a la creación de valor económico, social y
ambiental, desarrollando las comunidades donde operamos, promoviendo un estilo de vida saludable, respetando el
medio ambiente e incorporando las expectativas de nuestros grupos de interés en la toma de decisiones.
Since its beginning, the
Business Development School
has provided 37,926 of our
clients with a total of 163,200
hours of training.
Social Responsibility Programs
We have launched several initiatives as part of our overall sustainability framework. In 2013, the main programs
reached the following goals:
• We held drawing and painting contests in which 60%
of the students who visited us participated. 1880 artworks were entered, and twenty students received prizes for their work.
EcoEscuela
Business Development School
• Environmental management training given to 1,150
school teachers.
• This program, which has been going for more than a
decade, offers training in management, business and
marketing techniques. In 2013, the program served
5,800 clients in the course of more than 20,400 studenthours of training.
Para esto, asumimos los siguientes compromisos en seis ejes de acción:
1
Ética, valores y Buen Gobierno Corporativo.
Conducimos el negocio con altos estándares éticos, cumplimiento irrestricto de la legislación nacional y normativa
Internacional de comportamiento 1, respetando nuestros valores, principios de Buen Gobierno Corporativo 2 y Código
de Conducta Empresarial. Buscamos que este compromiso guíe el relacionamiento con nuestros accionistas,
colaboradores, clientes, proveedores, distribuidores, comunidad, gobierno y sociedad civil.
2
Respeto y compromiso con nuestros colaboradores.
Fomentamos un ambiente de trabajo apropiado para potenciar las capacidades, motivación y compromiso de nuestros
colaboradores, como base de generación de valor para seguir construyendo un modelo de negocio exitoso y
responsable.
3
Bienestar integral para nuestros consumidores.
Promovemos hábitos de vida activa y saludable, una alimentación balanceada, y una adecuada hidratación entre
nuestros consumidores, alineados con la filosofía de Bienestar Integral del Sistema Coca-Cola, ofreciendo un portafolio
de productos que incluye bebidas bajas en y sin calorías. Proveemos información nutricional clara y transparente en
todos nuestros productos.
Promovemos nuestros productos de forma responsable por medio de nuestra política de Marketing Responsable, no
dirigiendo publicidad a niños menores de 12 años en todo el mundo.
4
Respeto y desarrollo de nuestra comunidad.
Desarrollamos operaciones eficientes y rentables en armonía con nuestras comunidades, evaluando y gestionando
nuestros impactos económicos, sociales y ambientales; así como el desarrollo de programas que promueven una mejor
calidad de vida de las comunidades donde operamos.
5
Calidad y cuidado de la salud, la seguridad ocupacional y el medio ambiente.
Garantizamos que nuestros procesos se desarrollen bajo condiciones controladas de calidad, inocuidad, cuidado del
medio ambiente, seguridad y salud ocupacional de los colaboradores; buscando desarrollar operaciones eficientes,
responsables y justas con nuestros proveedores y distribuidores, transmitiéndoles nuestra cultura y valores
corporativos, y generando valor compartido para toda la cadena.
6
Transparencia y mejora de nuestra gestión de sustentabilidad.
Mantenemos una comunicación comprensible, transparente y continua de nuestra gestión de Sustentabilidad e
impulsamos la mejora continua a través del diálogo con nuestros grupos de interés; promoviendo la reducción y
reutilización de los recursos en toda nuestra cadena productiva; cumpliendo con los compromisos de la Plataforma de
Sustentabilidad del Sistema Coca-Cola, y los principios y materias fundamentales de la Norma internacional ISO 26000,
la Guía sobre responsabilidad social SA 8000 y otras normas aceptadas por la organización.
• 502 students at 56 schools in Lima, Arequipa and
Iquitos benefitted directly from this program. 40 of
those schools now have the benefit of specifically
designed Environmental Education committees.
• More than 75 tons of plastic bottles recycled.
Johnny Lindley Suárez
Gerente General
25.06.2013
_________________________________________________________________________ __________________
1. Declaración Universal de Derechos Humanos de Naciones Unidas y los Convenios internacionales de la Organización Internacional del Trabajo (OIT)
2. Cumplimiento de los Principios de Buen Gobierno para las Sociedades Peruanas.
Factory Visit Programs
• We had a total of 23,438 visitors, 65% of whom were
students. The factories visited included the Rímac plant
in Lima as well as our facilities in Arequipa and Trujillo.
94
Sustainability Management
Volunteers for the Environment
• We also organized a day of beach and river clean-up,
in which more than 12,000 volunteers from all over Peru
participated, collecting a total of 200,000 kilograms of
litter and trash.
• On World Environment Day, we organized a day of treeplanting in Lurín, with more than 700 saplings planted.
178 volunteers participated, including people from the
local communities, authorities from the Municipality of
Lurín, and members of the Coca-Cola System.
Other projects: With the Littlest Ones
Product donations worth S/. 75,305 were spread out
amongst various organizations. We also donated 5,614
Christmas gifts to children in the following regions:
Gifts Donated
Region
3,614
Lima (Pucusana)
500
Iquitos
500
Arequipa
600
Cusco
400
Trujillo
“As part of the Coca-Cola System, we have
outlined objectives that will help us to
ensure fair and balanced treatment for
each of our stakeholders.”
Along with other entities in the food
and beverage sector, we created the
Live Well, Grow Well Association.
Together we have taught more than
50,000 children between the ages of
five and nine about the importance
of healthy dietary habits.
Vulnerable Groups
We joined the Recycle and Give
Warmth project initiated by the Ministry of the Environment, in which
53,345 PET bottles were recycled
to make 1,185 blankets, which were
in turn sent to the Peruvian region
of Puno, where the inhabitants were
suffering from a powerful cold wave.
We also joined the Peruvians Without
Water movement, a campaign that
emplaced ten fog-catching panels
in Villa María del Triunfo. In this way,
we helped to provide water for secondary consumption and irrigation
to the district’s inhabitants, who
lack basic utilities including water
services.
96
Sustainability Management
Honors and Prizes
Our participation as a business in programs such
as those mentioned above helped us to earn a
number of distinctions, including a high ranking
on the 2013 Corporate Reputation and Social
Responsibility list compiled by Merco. On that
list, we are ranked 15th of the top 100 companies
in the country. Also of note is the fact that in
the category of Socially Responsible Businesses and Good Corporate Governance in Peru,
Lindley improved its ranking substantially from the
previous year, reaching the Top 20. Furthermore,
we received top honors as a Peru 2021 Socially
Responsible Company, the result of a sustainability management system audit that involved 22
management entities and 31 process specialists.
Renovation
Our company profile
is in a state of constant
renewal, so as to be
able to meet each of the
challenges its growth
presents.
Company
Profile
Today, Corporación Lindley is a company with a century-long
history. We have grown strong thanks to the support of our
shareholders, our employees, and our millions of clients.
Name
The company’s formal name is
Corporación Lindley S.A.
Address
The business is located at Jirón
Cajamarca Nº 371, Rímac District,
Lima. Main switchboard: 319-4000.
History
Everything began more than a century ago, when a family of English immigrants adopted the spirit of Peru.
It was in 1910 that José R. Lindley
and Martha Stoppanie de Lindley
founded Fábrica de Aguas Gaseosas
Santa Rosa de José R. Lindley e Hijos
S.A. in the district of Rímac; the name
pays homage to the patron saint of
Lima. From that point on, Rímac has
been the home base and headquarters of our company.
100
By 1928, the company was officially registered as
José R. Lindley e Hijos S.A. In 1935 appeared one of
the company’s (and the country’s) most emblematic
products: Inca Kola. The soft drink with “the national
flavor” was created to commemorate the 400th anniversary of the founding of the city of Lima—another
emblematic part of our national identity.
From that point on, there was no stopping our growth.
In 1945, Isaac Lindley was named president and general manager of José R. Lindley e Hijos. During his reign,
more than twenty economically interrelated companies
were founded, including Inmobiliaria Lintab, founded in
1960 and devoted to the real estate business; Distral
S.A., which was created en 1957 and devoted to the
distribution, transportation and warehousing of beverages; and Frutos del País S.A., created in 1973 and
devoted to the production and sales of juices, nectars
and fruit pulp.
In response to the group’s rapid expansion, at a
shareholder meeting on 4 December 1996 it was decided that the corporation should be reorganized, with
Inmobiliaria Lintab absorbing all of the other compaCaña sección
nies created until that time to form
Corporación José R. Lindley S.A.
From Peru to the world
After consolidating its position inside Peru, in 1999 the company
took one of the most important
steps in its history, signing an
agreement with the world-famous
Coca-Cola Company to become
part of its global bottling network.
Then in 2004, after a series of negotiations and transactions, Lindley
became the principle shareholder
of Embotelladora Latinoamericana
(ELSA), thereby obtaining control
of the bottling company. The result
of this process was an optimization
of resource usage, improvements
in the commercial conduct of the
system, and a much stronger competitive edge. The consolidation of
Corporación José R. Lindley coincided, moreoever,
with clear improvements in the country’s economy that
were projected to spread strongly into the mass consumption sector.
The success of this fusion is clearly reflected in the
figures: the corporation increased its net equity by
S/. 203,629,000. The synergies created allowed the
company to realize some fifty separate savings projects, leading to savings of approximately $13 million
per year. Simultaneously, the search for greater efficiency led to a restructuring of the production system,
with new lines created to meet the growing demand.
A century of success and flavor
2010 was a year of pride and celebration. It was the
date of our centenary: 100 years of a very special commitment to our country. The efforts of four generations
of the Lindley family, of all the people who’ve ever been
involved in this company whose workers are its foundation, have allowed us to become one of the best-known
companies in all of Peru. We chose the year 2010 to
renew our corporate image as well, seeking a friend-
“After consolidating its position inside
Peru, in 1999 the company took one of the
most important steps in its history, signing
an agreement with the world-famous
Coca-Cola Company to become part of its
global bottling network.”
lier public profile, and changing our
name to Corporación Lindley S.A.
That was also the year of the 75th
anniversary of Inca Kola, the beverage that has forged the identity
of millions of Peruvians: a genuine
flagship product.
A Symbol of Peru
As part of the centenary celebration, Corporación Lindley was lauded by the Peruvian government, receiving honors from the President
of the Republic, the President of
Congress, the Mayor of Lima, the
Regional Presidents of Arequipa,
Cusco, Loreto and La Libertad, and
other governmental authorities.
In November 2011, we consolidated financing for our investment
plan and the restructuring of our financial liabilities through the issue
The company’s brand
renovation process peaked
in 2010, with the longawaited launch of our new
corporate identity.
and placement of bonds valued at $320 million filed
with the Security Exchange Commission (SEC) in New
York. In 2012, the Trujillo Megaplant was brought on
line following an investment of $125 million in cuttingedge technology that puts us in the vanguard of beverage production.
Only a year ago we undertook another enormous international financing operation: a bond issue structured
by JP Morgan and Citibank for the sum of $260 million,
at a 4.625% interest rate over 10 years.
The success of Corporación Lindley is the result of
decades of constant labor. We began our journey on
Jirón Cajamarca in the Rímac district, and you can still
find us there, hard at work. We believe that progress
and wellness are inseparable. That’s why each action
we take is full of passion and dedication, now and in
the future as well.
Economic Group
Our economic group consists of two companies:
• Corporación Lindley S.A.
• Embotelladora La Selva S.A.
Share Capital
The share capital of the company
currently stands at S/. 580,981,459,
a sum represented by that same
number of shares. The value of each
share is S/. 1.00.
Investment Policy
Each year, the need for investment in
fixed assets is re-evaluated in accordance with the commercial strategy
of the corporation and the development needs of social activities; the
proposed investments are brought
before the Board of Directors for approval. In 2013, $181 million were
invested in fixed assets.
Special relationships between
the corporation and the economic group
Embotelladora La Selva S.A., a
Loreto-based, wholly-owned subsidiary of Corporación Lindley, enjoys tax benefits and exemptions
thanks to laws that encourage development in the Amazon jungle.
Dividend Policy
At the Annual Shareholders Meeting
of 26 March 2013, the following dividend policy was approved: “To
distribute dividends in cash or sha104
Share Structure
Common Shareholders
More than 50%
1
308,673,764
53.13%
Between 5%
and 50%
1
223,774,704
38.52%
Less than 5%
380
48,532,991
8.35%
580,981,459
100%
Common Shares (Distribution)
Type of shares
Number of
shares
Nominal
value per share
Series A
223,774,704
S/.1.00
Series B
329,870,528
S/.1.00
Series C
27,336,227
S/.1.00
Total capital
580,981,459
S/.1.00
Investment Shareholders
Less than 1%
2,754
27.9%
Between
1% and 5%
11
23.8%
Between 5%
and 10%
1
9.7%
More than
10%
3
38.6%
2,769
100%
res of its own issuance, the product
of recapitalization of net profits of
free distribution, so long as the investment and financing needs of the
year have been covered with no adverse effect to the investment plan,
ensuring the fulfillment of financial
commitments and obligations accepted by financial institutions with
the capital market”.
profits would be distributed by paying a dividend of S/.
0.08 per common share and per investment share. 16
April 2013 was chosen as the registration date, and 26
April 2013 as the date that dividends would be paid, with
the remaining profits to be added to the accumulated
earnings account.
Share price movement
The company’s investment shares traded on the Lima
stock exchange had a favorable rate of return during
FY2013, as shown in the following report:
Dividends declared
in the fiscal year
At the Annual Shareholders Meeting
of 26 March 2013, it was agreed that
106
2013 Share Prices
Opening S/.
Closing S/.
S/. Max. Price
S/. Min. Price
Average Price
S/.
2013-01
2.45
2.50
2.62
2.40
2.54
CORLINI 1
2013-02
2.55
2.91
2.95
2.55
2.68
PEP434015009
CORLINI 1
2013-02
2.95
3.00
3.05
2.95
3.00
PEP434015009
CORLINI 1
2013-04
3.00
3.15
3.15
2.95
3.01
PEP434015009
CORLINI 1
2013-05
3.15
3.25
3.33
3.15
3.25
PEP434015009
CORLINI 1
2013-06
3.20
3.00
3.25
3.00
3.13
PEP434015009
CORLINI 1
2013-07
3.00
2.90
3.00
2.83
2.94
PEP434015009
CORLINI 1
2013-08
2.86
3.00
3.00
2.80
2.93
PEP434015009
CORLINI 1
2013-09
2.99
2.95
3.05
2.95
2.99
PEP434015009
CORLINI 1
2013-10
2.94
2.95
3.00
2.94
2.99
PEP434015009
CORLINI 1
2013-11
2.85
2.80
2.85
2.70
2.71
PEP434015009
CORLINI 1
2013-12
2.65
2.70
2.70
2.57
2.63
ISIN Code
Symbol
Year/Month
PEP434015009
CORLINI 1
PEP434015009
Caña sección
Ernst & Young
Report
Consolidated financial
statements as of 31
December 2013 and 31
December 2012, together
with the opinion of
independent auditors.
Corporación Lindley S.A. y Subsidiaria
Estados financieros consolidados al 31 de diciembre de 2013 y de
2012, junto con el dictamen de los auditores independientes
Contenido
BORRADOR
Corporación Lindley S.A. y Subsidiaria
BORR
Dictamen de los auditores independientes
Estados financieros consolidados al 31 de diciembre de 2013 y de
2012 junto con el dictamen de los auditores independientes
Estados financieros consolidados
Estado consolidado de situación financiera
Estado consolidado de resultados
Estado consolidado de resultados integrales
Estado consolidado de cambios en el patrimonio neto
Estado consolidado de flujos de efectivo
Notas a los estados financieros consolidados
110
Caña sección
Dictamen de los auditores independientes
Dictamen de los auditores independientes (continuación)
A los señores Accionistas de Corporación Lindley S.A.
Opinión
Hemos auditado los estados financieros consolidados adjuntos de Corporación Lindley S.A. y
Subsidiaria, (conjuntamente el “Grupo”) que comprenden el estado consolidado de situación
financiera al 31 de diciembre de 2013 y de 2012, y los correspondientes estados consolidados de
resultados, de resultados integrales, de cambios en el patrimonio neto y de flujos de efectivo
terminados en esos años, así como el resumen de políticas contables significativas y otras notas
explicativas.
BORRADOR
En nuestra opinión, los estados financieros consolidados adjuntos, presentan razonablemente, en
todos sus aspectos materiales, la situación financiera consolidada de Corporación Lindley S.A. y
Subsidiaria al 31 de diciembre de 2013 y de 2012, los resultados consolidados de sus operaciones y
sus flujos de efectivo consolidados por los años terminados en esas fechas, de acuerdo con Normas
Internacionales de Información Financiera.
Responsabilidad de la Gerencia sobre los estados financieros consolidados
Lima, Perú,
14 de febrero de 2014
La Gerencia es responsable de la preparación y presentación razonable de estos estados financieros
consolidados de acuerdo con Normas Internacionales de Información Financiera, y del control
interno que la Gerencia determina que es necesario para permitir la preparación de estados
financieros consolidados que estén libres de errores materiales, ya sea por fraude o error.
Refrendado por:
Responsabilidad del auditor
Nuestra responsabilidad es expresar una opinión sobre estos estados financieros consolidados
basada en nuestras auditorías. Nuestras auditorías fueron realizadas de acuerdo con normas de
auditoría generalmente aceptadas en Perú. Dichas normas requieren que cumplamos con
requerimientos éticos y planifiquemos y realicemos la auditoría para tener la seguridad razonable de
que los estados financieros consolidados están libres de errores materiales.
Carlos Valdivia
C.P.C.C. Matrícula No.27255
Una auditoría implica realizar procedimientos para obtener evidencia de auditoría sobre los saldos y
las divulgaciones en los estados financieros consolidados. Los procedimientos seleccionados
dependen del juicio del auditor, incluyendo la evaluación de los riesgos de que los estados
financieros consolidados contengan representaciones erróneas de importancia relativa ya sea
debido a fraude o error. Al realizar esta evaluación de riesgos, el auditor toma en consideración el
control interno relevante del Grupo para la preparación y presentación razonable de los estados
financieros consolidados, con la finalidad de diseñar los procedimientos de auditoría que resultan
apropiadas en las circunstancias, pero no con el propósito de expresar una opinión sobre la eficacia
del control interno vigente en el Grupo. Una auditoría incluye evaluar que las políticas contables
utilizadas sean apropiadas y la razonabilidad de las estimaciones contables efectuadas por la
Gerencia y la presentación de los estados financieros consolidados tomados en su conjunto.
Consideramos que la evidencia de auditoría obtenida es suficiente y apropiada para proporcionarnos
una base para nuestra opinión de auditoría.
112
Inscrita en la partida 11397283 del Registro de Personas Jurídicas de Lima y Callao
Miembro de Ernst & Young Global
Caña sección
114
11
11(c)
10
9
6
5
8
7
6
22(b)
5
4
Nota
3,210,100
__________
2,129,489
__________
15,449
__________
7,370
305,555
1,613,050
117,639
52,315
18,111
1,080,611
__________
34,856
__________
40,868
3,900
282,530
44,055
118,996
208,744
346,662
2013
S/.(000)
Las notas adjuntas son parte integrante del estado de situación financiera consolidado.
Total activo
Total activo no corriente
Otros activos
Intangibles, neto
Plusvalía
Propiedades, planta y equipo, neto
Propiedades de inversión, neto
Otras cuentas por cobrar y otros activos financieros, neto
Cuentas por cobrar comerciales, neto
Activo no corriente
Total activo corriente
Crédito por impuesto a las ganancias
Inversiones financieras mantenidas para la venta
Gastos contratados por anticipado
Inventarios, neto
Otras cuentas por cobrar y otros activos financieros, neto
Cuentas por cobrar a relacionadas
Cuentas por cobrar comerciales, neto
Efectivo y equivalentes de efectivo
Activo corriente
Activo
Al 31 de diciembre de 2013 y de 2012
Estado consolidado de situación financiera
Corporación Lindley S.A. y Subsidiaria
2,531,962
__________
1,766,786
__________
9,526
__________
1,722
305,555
1,291,532
105,922
24,486
28,043
765,176
__________
942
__________
228,916
3,678
258,116
38,078
43,924
150,483
41,039
2012
S/.(000)
Total pasivo y patrimonio neto
Total patrimonio neto
Participaciones no controladoras
Resultados acumulados
Otras reservas de patrimonio
Reserva legal
Acciones de inversión
Capital social
Patrimonio atribuible a los propietarios de la controladora:
Patrimonio neto
Total pasivo
Pasivo neto por impuesto a las ganancias diferido
Instrumentos financieros derivados
Obligaciones financieras
Total pasivo corriente
Instrumentos financieros derivados
Otras cuentas por pagar
Impuesto a las ganancias y participaciones por pagar
Cuentas por pagar a relacionadas
Cuentas por pagar comerciales
Obligaciones financieras
Pasivo corriente
Pasivo y patrimonio neto
16
15
26
14
26
13
22(b)
12
14
Nota
3,210,100
__________
640,812
__________
493
__________
640,319
(19,507)
__________
(9,289)
16,168
71,966
580,981
2,569,288
__________
68,978
__________
-
1,650,610
849,700
10,542
__________
127,574
199
36,559
626,826
48,000
2013
S/.(000)
2,531,962
__________
772,781
__________
512
__________
772,269
105,125
__________
(1,971)
16,168
71,966
580,981
1,759,181
__________
42,473
__________
1,773
974,546
740,389
9,152
__________
152,411
16,298
96,861
350,252
115,415
2012
S/.(000)
Corporación Lindley S.A. y Subsidiaria
Estado consolidado de resultados
Por los años terminados el 31 de diciembre de 2013 y de 2012
Nota
Utilidad bruta
Utilidad operativa
financieros derivados
Impuesto a las ganancias
Utilidad (pérdida) por acción básica y diluida
controladora (en miles de unidades)
26
ganancias
15(b)
Utilidad (pérdida) neta
Propietarios de la controladora
Participaciones no controladoras
Caña sección
Las notas adjuntas son parte integrante de este estado consolidado.
2013
S/.(000)
S/.(000)
Gastos de ventas
19
(411,102)
(370,457)
Gastos de administración
19
(103,909)
(89,127)
Otros ingresos operativos
20
Otros gastos operativos
20
(168,886)
__________
138,684
155,132
4,812
__________
(42,424)
2012
Ventas netas
18
2,116,012
2,051,053
Costo de ventas
19
(1,415,667)
__________
(1,394,239)
__________
700,345
656,814
(116,043)
__________
74,701
155,888
Ingresos financieros
21
106,028
122,975
Gastos financieros
21
(308,396)
(148,643)
Cambios en el valor razonable de los instrumentos
1,582
__________
Utilidad (pérdida) antes de impuesto a las
131,802
Utilidad (pérdida) neta atribuible a:
Promedio ponderado del número de acciones en
circulación atribuible a los propietarios de la
(29,991)
__________
(56,474)
__________
(72,415)
__________
75,328
__________
(72,396)
75,296
(19)
__________
32
__________
(72,415)
__________
75,328
__________
24
(0.111)
__________
0.115
__________
24
652,947
__________
652,947
__________
116
Las notas adjuntas son parte integrante de este estado consolidado.
Total resultados integrales del ejercicio
(79,733)
________
62,044
________
Caña sección
__________
580,981
__________
Saldos al 31 de diciembre de 2013
-
__________
-
580,981
__________
-
__________
580,981
__________
__________
-
__________
-
580,981
__________
-
__________
-
-
-
580,981
580,981
Dividendos declarados y pagados, nota 16 (e)
Las notas adjuntas son parte integrante de este estado consolidado.
32
________
Total resultados integrales
62,012
(19)
________
coberturas de flujo de efectivo, neto de su efecto
(79,714)
Participaciones no controladoras
impositivo, nota 26
Propietarios de la controladora
Pérdida no realizada por cambios en el valor razonable de
62,044
________
Pérdida neta
(79,733)
________
Saldos al 31 de diciembre de 2012
Total resultados integrales del ejercicio
Transferencia a reserva legal
(13,284)
________
Total resultados integrales
(7,318)
________
coberturas de flujo de efectivo, neto de su efecto
Total otros resultados integrales del ejercicio
impositivo, nota 26
227
________
(757)
disponibles para la venta, nota 8
________
Pérdida no realizada por cambios en el valor razonable de
Resultados no realizados provenientes de
Utilidad neta
5,466
71,966
__________
__________
-
__________
-
71,966
__________
-
__________
-
-
71,966
16,168
__________
__________
-
__________
-
16,168
11,718
__________
-
__________
-
-
4,450
(8,759)
__________
__________
(7,318)
(7,318)
__________
-
(1,441)
__________
(12,754)
(12,754)
__________
-
-
11,313
-
-
(530)
__________
__________
-
__________
-
(530)
__________
(530)
__________
(530)
S/.(000)
(19,507)
__________
(52,236)
__________
(72,396)
__________
(72,396)
105,125
(11,718)
__________
75,296
__________
-
75,296
41,547
S/.(000)
640,319
__________
(52,236)
__________
(79,714)
(7,318)
__________
(72,396)
772,269
__________
62,012
(12,754)
__________
(530)
75,296
710,257
S/.(000)
493
__________
__________
(19)
__________
(19)
512
__________
32
__________
-
32
480
S/.(000)
Participaciones
no controladoras
Por los años terminados el 31 de diciembre de 2013 y de 2012
Pérdida por cambios en el valor razonable de las inversiones
S/.(000)
2012
Total
Estado consolidado de resultados integrales
Saldos al 1° de enero de 2012
Atribuible a:
inversiones disponibles para la venta, nota 8
Efecto en el impuesto a las ganancias, nota 15
S/.(000)
(18,220)
S/.(000)
3,136
Atribuible a los propietarios de la controladora
____________________________________________________________________________________________________________
Resultados no
Resultados no
realizados
realizados
provenientes de
provenientes de
contratos de
inversiones
cobertura de
disponibles para
Capital
Acciones de
Reserva
Resultados
social
inversión
legal
flujos de efectivo
la venta
acumulados
(10,454)
S/.(000)
de flujo de efectivo, nota 26
En miles
Efecto en el impuesto a las ganancias, nota 15
75,328
________
Número de
acciones
Resultados no realizados proveniente de coberturas
(72,415)
________
Por los años terminados el 31 de diciembre de 2013 y de 2012
Otros resultados integrales del ejercicio
S/.(000)
Estado consolidado de cambios en el patrimonio neto
2013
S/.(000)
Corporación Lindley S.A. y Subsidiaria
Utilidad (pérdida) neta
640,812
__________
(52,236)
__________
(79,333)
(7,318)
__________
(72,415)
772,781
__________
62,044
(12,754)
__________
(530)
75,328
710,737
S/.(000)
Total
patrimonio
v
Corporación Lindley S.A. y Subsidiaria
Información sobre el
cumplimiento de los
principios de buen
gobierno para las
sociedades peruanas
b. De haber convocado a Juntas de Accionistas, complete la siguiente información para cada una de ellas:
Información sobre el cumplimiento de
los principios de buen gobierno para las
sociedades peruanas
Fecha de
Fecha de
aviso de
la junta
convocatoria
EJERCICIO ANUAL 2013
Razón social: CORPORACIÓN LINDLEY S.A.
RUC: 20101024645
Dirección: Jr. Cajamarca Nº 371, Rímac, Lima
Teléfono: 481-2070. Fax: 481-3266
Página web: www.lindley.pe
Representante bursátil: Fernando Luiz Gomes
Correo electrónico: [email protected]
General
Nº de acc.
asistentes
X
98,50
Duración
Hora de
inicio
Hora de
término
572.267.055
8:30
a.m.
9:50
a.m.
15 de mar.
26 de
mar.
Los Eucaliptos 555,
San Isidro.
4 de abr.
8 de abr.
Jr. Cajamarca 371,
Rímac
X
98,42
571.814.389
8:30
a.m.
9:30
a.m.
12 de nov.
15 de
nov.
Jr. Cajamarca 371,
Rímac
X
98,42
546.562.529
8:30
a.m.
9:30
a.m.
La difusión se hace mediante aviso en dos diarios de circulación nacional.
No se utiliza ningún otro medio.
Los derechos de los accionistas
d. Indique si los medios señalados en la pregunta anterior se encuentran
regulados en algún(os) documento(s) de la EMPRESA.
Cumplimiento
Principios
0
1
2
3
4
1. Principio (I.C.1. segundo párrafo).- No se debe incorporar
en la agenda asuntos genéricos, debiéndose precisar los
puntos a tratar, de modo que se discuta cada tema por
separado, facilitando su análisis y evitando la resolución
conjunta de temas respecto de los cuales se puede tener
una opinión diferente.
X
2. Principio (I.C.1. tercer párrafo).- El lugar de celebración de
las Juntas Generales se debe fijar de modo que se facilite
la asistencia de los accionistas a las mismas.
X
El medio utilizado se encuentra establecido en los Estatutos de la Sociedad.
e. En caso la EMPRESA cuente con una página web corporativa, ¿es posible obtener las actas de las Juntas de Accionistas a través de dicha página?
No está previsto este mecanismo.
Principios
3. Principio (I.C.2).- Los accionistas deben contar con la
oportunidad de introducir puntos a debatir, dentro
de un límite razonable, en la agenda de las Juntas
Generales.
Los temas que se introduzcan en la agenda deben
ser de interés social y propios de la competencia
legal o estatutaria de la Junta. El Directorio no debe
denegar esta clase de solicitudes sin comunicar al
accionista un motivo razonable.
a. Indique el número de Juntas de Accionistas convocadas por la
EMPRESA durante el ejercicio materia del presente informe.
120
Especial
Quórum
%
c. ¿Qué medios, además del contemplado en el artículo 43 de la Ley General de Sociedades, utiliza la EMPRESA para convocar las Juntas?
Sección primera: evaluación de 26 principios
Tipo
Tipo de junta
Lugar de la junta
Número
Junta Obligatoria Anual de Accionistas
1
Junta General de Accionistas
2
Caña sección
Cumplimiento
0
X
1
2
3
4
a. Indique si los accionistas pueden incluir puntos a tratar en la agenda
mediante un mecanismo adicional al contemplado en la Ley General de Sociedades (artículo 117 para Sociedades Anónimas Regulares y artículo 255
para Sociedades Anónimas Abiertas):
Tipo de junta
Fecha de junta
General Especial
A través de poderes
Ejercicio directo
26 de mar.
0,0600358%
99,5889642%
X
8 de abr.
4,3464135%
93,8123805%
X
15 de nov.
-0-
94,075725%
X
No se encuentran previstos mecanismos adicionales.
b. En caso la respuesta a la pregunta anterior sea afirmativa, detalle los
mecanismos alternativos:
Participación (%) sobre el total de
acciones con derecho a voto
c. Indique los requisitos y formalidades exigidos para que un accionista pueda ser
representado en una Junta.
c. Indique si los mecanismos descritos en la pregunta anterior se encuentran regulados en algún(os) documento(s) de la EMPRESA.
No se encuentran previstos mecanismos adicionales.
d. Indique el número de solicitudes presentadas por los accionistas durante
el ejercicio materia del presente informe para la inclusión de temas a tratar
en la agenda de juntas.
No se han registrado solicitudes.
Principios
4. Principio (I.C.4.i.).- El estatuto no debe imponer límites a la facultad de que todo
accionista con derecho de participar en
las Juntas Generales pueda hacerse representar por la persona que designe.
Cumplimiento
0
1
2
3
Carta simple
Anticipación (número de días previos a la junta con
que debe presentarse el poder)
24 horas
Costo (indique si existe un pago que exija la empresa para estos efectos y a cuánto asciende)
Ninguno
d. Indique si los requisitos y formalidades descritas en la pregunta anterior se encuentran regulados en algún(os) documento(s) de la EMPRESA.
4
Los requisitos y formalidades se encuentran regulados en el Estatuto de la Sociedad.
X
Tratamiento equitativo de los accionistas
El Estatuto permite que el accionista pueda ser representado en Junta por
otro accionista.
Principios
a. De acuerdo con lo previsto en el artículo 122 de la Ley General de
Sociedades, indique si el estatuto de la EMPRESA limita el derecho de
representación:
5. Principio (II.A.1, tercer párrafo).- Es recomendable que
la sociedad emisora de acciones de inversión u otros
valores accionarios sin derecho a voto ofrezca a sus
tenedores la oportunidad de canjearlos por acciones
ordinarias con derecho a voto o que prevean esta
posibilidad al momento de su emisión.
El Estatuto no limita el derecho de representación de los accionistas.
b. Indique para cada Junta realizada durante el ejercicio materia del presente informe la siguiente información:
122
Formalidad (indique si la empresa exige carta simple, carta notarial, escritura pública u otros)
Caña sección
Cumplimiento
0
X
1
2
3
4
a. ¿La EMPRESA ha realizado algún proceso de canje de acciones de inversión en los últimos cinco años?
Indique si los requisitos especiales descritos en la pregunta anterior se encuentran regulados en algún(os) documento(s) de la EMPRESA.
No se ha realizado ningún canje, no teniendo mecanismo establecido para
dicho efecto.
Los requisitos indicados han sido considerados en el Reglamento del
Directorio preparado por la Gerencia General y la Dirección de Gobierno
Corporativo, que será aprobado por el Directorio de la Sociedad en próxima
oportunidad.
Cumplimiento
Principios
0
6. Principio (II.B).- Se debe elegir un número suficiente de
directores capaces de ejercer un juicio independiente
en asuntos donde haya potencialmente conflictos de
intereses, pudiéndose, para tal efecto, tomar en consideración la participación de los accionistas carentes
de control.
Los directores independientes son aquellos seleccionados por su prestigio profesional y que no se encuentran vinculados con la administración de la sociedad ni con los accionistas principales de la misma.
1
2
3
c. Indique si los directores de la EMPRESA son parientes en primer grado
o en segundo grado de consanguinidad, o parientes en primer grado de
afinidad, o cónyuge de:
4
Nombres y apellidos
del director
X
Con ocasión de la Junta Obligatoria Anual realizada el 26 de marzo de
2013, se amplió el número de directores de la sociedad, considerándose en
la elección a un mayor número de directores independientes.
Grado de
parentesco
Accionista
Director
Johnny Lindley
Taboada*
X
X
Luis Alfredo
Arredondo Lindley
3er. grado
Johnny Robinson
Lindley Suárez
X
X
Johnny Lindley
Taboada
1er. grado
Johnny Robinson
Lindley Suárez
X
X
Luis Alfredo
Arredondo Lindley
3er. grado
d. En caso que algún miembro del Directorio ocupe o haya ocupado durante el ejercicio materia del presente informe algún cargo gerencial en la
EMPRESA, indique la siguiente información:
Número
Dependientes
6
Independientes
3
Total
9
Nombres y apellidos
del director
Johnny Robinson
Lindley Suárez
b. Indique los requisitos especiales (distintos de los necesarios) para ser
director independiente de la EMPRESA.
Cargo gerencial que
desempeña o desempeñó
Gerente general
Fecha en el cargo gerencial
Inicio
Término
27/09/2004
Continúa
e. En caso algún miembro del Directorio de la EMPRESA también sea o haya
sido durante el ejercicio materia del presente informe miembro de Directorio
de otra u otras empresas inscritas en el Registro Público del Mercado de
Valores, indique la siguiente información:
Los directores independientes seleccionados y nombrados han sido considerados para tal cargo, basándose en su prestigio personal y profesional, y
no se encuentran vinculados con la administración de la sociedad ni con los
accionistas principales de la misma.
124
Gerente
Nombres y
apellidos del
accionista /
director / gerente
* Fallecido el 28.01.14 / **Porcentaje de participación
a.Indique el número de directores dependientes e independientes de la
EMPRESA.
Directores
Vinculación con:
El señor César Emilio Rodríguez Larraín Salinas, director de la empresa,
también participa como director y presidente de las siguientes empresas:
Caña sección
Información
adicional **
53,12%
Comunicación y transparencia Informativa
Empresa
Rol
LAN Perú
Presidente
Inmuebles Comerciales del Perú S.A.
Presidente
Inmuebles Panamericana S.A.
Rol
Compañía Minera Atacocha
Director
Rimac Seguros
Director
Compañía Minera Milpo
Director
InRetail (Grupo Interbank)
Director
Andino Investment Holding
Director
El señor Leslie Pierce, director de la empresa, también participa como
director de las siguientes empresas:
Empresa
Presidente
UNACEM
Director
Grupo Romero
Director
1
2
3
X
Razón social de la sociedad de auditoría
Servicio
Periodo
Retribución
Medina, Zaldívar, Paredes & Asociados Soc. Civil
Inf/Fin
2009
100%
Medina, Zaldívar, Paredes & Asociados Soc. Civil
Inf/Fin
2010
100%
Medina, Zaldívar, Paredes & Asociados Soc. Civil
Inf/Fin
2011
100%
Medina, Zaldívar, Paredes & Asociados Soc. Civil
Inf/Fin
2012
100%
Medina, Zaldívar, Paredes & Asociados Soc. Civil
Inf/Fin
2013
48,59%
b. Describa los mecanismos preestablecidos para contratar a la sociedad
de auditoría encargada de dictaminar los estados financieros anuales (incluida la identificación del órgano de la EMPRESA encargado de elegir a la
sociedad auditora).
126
4
a. Indique la siguiente información de las sociedades de auditoría que han
brindado servicios a la EMPRESA en los últimos 5 años.
Rol
Sider Perú
0
7. Principio (IV.C, segundo, tercer y cuarto párrafo).- Si bien,
por lo general, las auditorías externas están enfocadas
a dictaminar información financiera, estas también pueden referirse a dictámenes o informes especializados
en los siguientes aspectos: peritajes contables, auditorías operativas, auditorías de sistemas, evaluación
de proyectos, evaluación o implantación de sistemas
de costos, auditoría tributaria, tasaciones para ajustes
de activos, evaluación de cartera, inventarios u otros
servicios especiales.
Es recomendable que estas asesorías sean realizadas
por auditores distintos o, en caso las realicen los mismos auditores, ello no afecte la independencia de su
opinión. La sociedad debe revelar todas las auditorías
e informes especializados que realice el auditor.
Se debe informar respecto a todos los servicios que
la sociedad auditora o auditor presta a la sociedad,
especificándose el porcentaje que representa cada
uno, y su participación en los ingresos de la sociedad
auditora o auditor.
Director
El señor Luis Carranza Ugarte, director de la empresa, también participa
como director de las siguientes empresas:
Empresa
Cumplimiento
Principios
Caña sección
El órgano encargado de contratar a la sociedad auditora es la Junta
Obligatoria Anual, basándose en la propuesta que realiza el Directorio.
Indique si los mecanismos descritos en la pregunta anterior se encuentran
contenidos en algún(os) documento(s) de la EMPRESA.
8. Principio (IV.D.2).- La atención de los pedidos particulares de información solicitados por los accionistas, los inversionistas en general o los grupos de
interés relacionados con la sociedad, debe hacerse
a través de una instancia y/o personal responsable
designado al efecto.
X
X
Vía telefónica
X
X
X
X
c. Indique si el procedimiento de la EMPRESA para tramitar las solicitudes de
información de los accionistas y/o los grupos de interés de la EMPRESA se
encuentra regulado en algún(os) documento(s) de la EMPRESA.
4
La responsabilidad recaída en la Gerencia de Contraloría se encuentra
establecida en documentos internos de la sociedad.
X
Indique el número de solicitudes de información presentadas por los accionistas y/o grupos de interés de la EMPRESA durante el ejercicio materia del
presente informe.
Cumplimiento
No se han recibido solicitudes de accionistas en el ejercicio evaluado. A
nivel de inversionistas, el requerimiento de información es fluido, por lo que
se absuelve de forma directa e inmediata, en la oportunidad en que se efectúa la presentación trimestral de los Estados Financieros en una conferencia
telefónica múltiple.
La Dirección de Administración y Finanzas es responsable de la comunicación con los inversionistas y otros grupos de interés, mediante reuniones, como mínimo, una vez por trimestre. Para el mantenimiento de dicha
relación, se ha establecido una posición específica en el organigrama de
la Dirección con responsabilidad para tratar cualquier asunto referido a la
relación con los inversionistas. Asimismo, se ha encargado la relación con
los accionistas a la Gerencia de Contraloría de la mencionada Dirección.
d. En caso la EMPRESA cuente con una página web corporativa, ¿incluye
una sección especial sobre gobierno corporativo o relaciones con accionistas e inversores?
La empresa sí cuenta con una página web corporativa relacionada con
los aspectos de Gobierno Corporativo, que contiene una sección dedicada
a los accionistas.
a. Indique cuál(es) es(son) el(los) medio(s) o la(s) forma(s) por la que los
accionistas o los grupos de interés de la EMPRESA pueden solicitar información para que su solicitud sea atendida.
128
Directamente en la empresa
La persona encargada es el Sr. Segundo Capristán Núñez, gerente de
Contraloría de la Dirección de Administración, Finanzas y Sistemas.
La sociedad de auditoría se reunió en más de cinco ocasiones para dicho fin.
3
X
b. Sin perjuicio de las responsabilidades de información que tiene el gerente
general de acuerdo con el artículo 190 de la Ley General de Sociedades, indique cuál es el área y/o persona encargada de recibir y tramitar las solicitudes de
información de los accionistas. En caso sea una persona la encargada, incluir
adicionalmente su cargo y área en la que labora:
d. Indique el número de reuniones que, durante el ejercicio materia del presente informe, el área encargada de auditoría interna ha celebrado con la
sociedad auditora contratada:
2
X
Otros (detalle)
La sociedad auditora ha realizado la auditoría de Embotelladora La Selva
para el periodo 2013.
1
Correo electrónico
Correo postal
c. Indique si la sociedad de auditoría contratada para dictaminar los estados financieros de la EMPRESA, correspondientes al ejercicio materia del
presente informe, dictaminó también los estados financieros del mismo
ejercicio para otras empresas de su grupo económico.
0
Grupos de interés
Página de internet
El mecanismo se encuentra establecido en los Estatutos de la Sociedad, y
anualmente se establece lo pertinente en las actas del Directorio y la Junta
Obligatoria Anual.
Principios
Accionistas
Caña sección
Durante el ejercicio materia del presente informe, indique si ha recibido
algún reclamo por limitar el acceso de información a algún accionista:
Principios
No se han recibido reclamos.
Principios
Cumplimiento
0
1
9. Principio IV.D.3.).- Los casos de duda sobre el carácter confidencial
de la información solicitada por los accionistas o por los grupos
de interés relacionados con la sociedad deben ser resueltos. Los
criterios deben ser adoptados por el Directorio y ratificados por
la Junta General, así como incluidos en el estatuto o reglamento
interno de la sociedad. En todo caso, la revelación de información
no debe poner en peligro la posición competitiva de la empresa
ni ser susceptible de afectar el normal desarrollo de las actividades de la misma.
2
3
4
Cumplimiento
0
10. Principio (IV.F, primer párrafo).- La sociedad debe contar con auditoría
interna. El auditor interno, en el ejercicio de sus funciones, debe guardar relación de independencia profesional respecto de la sociedad
que lo contrata. Debe actuar observando los mismos principios de
diligencia, lealtad y reserva que se exigen al Directorio y la Gerencia.
a. Indique si la EMPRESA cuenta con un área independiente encargada de
auditoría interna.
X
Sí, la empresa cuenta con una Gerencia de Auditoría Interna.
b. En caso la respuesta a la pregunta anterior sea afirmativa, dentro de la
estructura orgánica de la EMPRESA indique, jerárquicamente, de quién depende auditoría interna y a quién tiene la obligación de reportar.
a. ¿Quién decide sobre el carácter confidencial de una determinada información?
Depende del director de Gobierno Corporativo, dirección que reporta de
manera directa al Directorio de la sociedad. La Gerencia de Auditoría Interna
reporta al de Comité de Auditoría del Directorio.
El órgano que establece el carácter confidencial de determinada información es el Directorio de la sociedad.
c. Indique cuáles son las principales responsabilidades del encargado de
auditoría interna y si cumple otras funciones ajenas a la auditoría interna.
b. Detalle los criterios preestablecidos de carácter objetivo que permiten
calificar determinada información como confidencial. Adicionalmente, indique el número de solicitudes de información presentadas por los accionistas durante el ejercicio materia del presente informe que fueron rechazadas
debido al carácter confidencial de la información.
• Elaborar y ejecutar el plan anual de auditoría.
• Ejecutar exámenes especiales en los procesos.
• Preparar y presentar informes de cumplimiento de los procesos de la empresa y de los controles internos, directivas y procedimientos establecidos.
No existen criterios preestablecidos de manera expresa; sin embargo, el
código de conducta empresarial establece los criterios para definir el carácter público o no público de la información.
• Asegurar la función de fortaleza del sistema de control interno.
c. Indique si los criterios descritos en la pregunta anterior se encuentran
contenidos en algún(os) documento(s) de la EMPRESA.
La Gerencia de Auditoría Interna ejerce su función a dedicación exclusiva.
Indique si las responsabilidades descritas en la pregunta anterior se encuentran reguladas en algún(os) documento(s) de la EMPRESA.
No se encuentran regulados expresamente, con excepción de lo ya comentado en la pregunta anterior.
Las responsabilidades de la Gerencia de Auditoría Interna se encuentran
detalladas en el manual de puesto de dicha posición. Adicionalmente, las
responsabilidades y atribuciones del comité de auditoría están aprobadas
en el documento estatuto del Comité de Auditoría, aprobado por el Directorio de la sociedad.
130
Caña sección
1
2
3
4
X
Principios
b. Indique el órgano que se encarga de:
Cumplimiento
0
1
2
3
11. El Directorio debe realizar ciertas funciones claves,
a saber:
Principio (V.D.1).- Evaluar, aprobar y dirigir la estrategia corporativa; establecer los objetivos y
metas, así como los planes de acción principales,
la política de seguimiento, el control y manejo de
riesgos, los presupuestos anuales y los planes
de negocios; controlar la implementación de los
mismos; y supervisar los principales gastos, inversiones, adquisiciones y enajenaciones.
4
X
a. En caso el Directorio de la EMPRESA se encuentre encargado de la
función descrita en este principio, indicar si esta función del Directorio se
encuentra contenida en algún(os) documento(s) de la EMPRESA.
Función
Directorio
Contratar y sustituir al gerente general
X
Contratar y sustituir a la plana
gerencial
X
Fijar la remuneración de los principales
ejecutivos
X
Evaluar la remuneración de los
principales ejecutivos
X
Evaluar la remuneración de los
directores
Las funciones del Directorio están expresamente establecidas en el Estatuto de la Sociedad. El Reglamento del Directorio que precisará con mayor
detalle el ejercicio de este órgano se encuentra preparado para su presentación y aprobación por el Directorio en próxima oportunidad.
Cumplimiento
0
1
2
3
4
El Directorio debe realizar ciertas funciones claves, a saber:
12.Principio (V.D.2).- Seleccionar, controlar y, cuando se
haga necesario, sustituir a los ejecutivos principales, así como fijar su retribución.
13.Principio (V.D.3).- Evaluar la remuneración de los ejecutivos principales y de los miembros del Directorio,
asegurándose que el procedimiento para elegir a
los directores sea formal y transparente.
X
Junta Obligatoria
Anual Accionistas
Sí
Contratar y sustituir a los principales ejecutivos
X
Fijar la remuneración de los principales ejecutivos
X
Evaluar la remuneración de los principales ejecutivos
X
Evaluar la remuneración de los directores
X
Elegir a los directores
X
No
d. En caso la respuesta a la pregunta anterior sea afirmativa para uno o
más de los procedimientos señalados, indique si dichos procedimientos se
encuentran regulados en algún(os) documento(s) de la EMPRESA.
X
Se encuentran regulados en el estatuto, en la política de personal y en los
acuerdos del Directorio.
a. En caso el Directorio de la EMPRESA se encuentre encargado de las funciones descritas en este principio, indique si ellas se encuentran reguladas
en algún(os) documento(s) de la EMPRESA.
Las funciones del Directorio están expresamente establecidas en el Estatuto de la Sociedad. El Reglamento del Directorio que precisará con mayor
detalle el ejercicio de este órgano se encuentra preparado para su presentación y aprobación por el Directorio en próxima oportunidad
132
Otros (indique)
c. Indique si la EMPRESA cuenta con políticas internas o procedimientos
definidos para:
Políticas para:
Principios
Gerente
general
Caña sección
Principios
Principios
Cumplimiento
0
14.El Directorio debe realizar ciertas funciones claves, a saber:
Principio (V.D.4).- Realizar el seguimiento y control de los posibles
conflictos de intereses entre la administración, los miembros del
Directorio y los accionistas, incluidos el uso fraudulento de activos
corporativos y el abuso de transacciones entre partes interesadas.
1
2
3
4
X
a. En caso el Directorio de la EMPRESA se encuentre encargado de la
función descrita en este principio, indique si esta función del Directorio se
encuentra contenida en algún(os) documento(s) de la EMPRESA.
Cumplimiento
0
2
3
15. El Directorio debe realizar ciertas funciones claves,
a saber:
Principio (V.D.5).- Velar por la integridad de los sistemas de contabilidad y de los estados financieros
de la sociedad, incluida una auditoría independiente y la existencia de los debidos sistemas de
control, en particular, control de riesgos financieros
y no financieros, y cumplimiento de la ley.
4
X
a. En caso el Directorio de la EMPRESA se encuentre encargado de la función descrita en este principio, indique si esta función del Directorio está
contenida en algún(os) documento(s) de la EMPRESA:
La función descrita se encuentra establecida en el Código de Conducta
Empresarial, vigente desde el 11 de agosto de 1999 y actualizado el 28 de
setiembre de 2006, así como en el Estatuto del Comité de Auditoría del Directorio, aprobado en su sesión de fecha 13 de diciembre del 2012.
La función descrita se encuentra establecida en el Código de Conducta
Empresarial, vigente desde el 11 de agosto de 1999 y actualizado el 28 de
setiembre de 2006, así como en el Estatuto del Comité de Auditoría del Directorio aprobado en su sesión de fecha 21 de marzo de 2013.
b. Indique el número de casos de conflictos de intereses que han sido materia de discusión por parte del Directorio durante el ejercicio materia del
presente informe:
b. Indique si la EMPRESA cuenta con sistemas de control de riesgos financieros y no financieros:
Sí, la empresa cuenta con sistemas de control de riesgos financieros, en
especial los relacionados con la gestión de derivados y el tipo de cambio.
A nivel de riesgos no financieros, estos se gestionan a partir de la matriz de
riesgos establecida. Para ello, ha constituido un comité especial en el que
participan miembros del directorio y de la alta dirección de la empresa.
En el año 2013, el Comité de Auditoría sesionó en dos oportunidades y
presentó su informe anual por dicho ejercicio en su sesión del 06 de febrero de 2014. Durante el ejercicio se han tratado y resuelto investigaciones
relacionadas con temas de conflictos de interés entre trabajadores de la
empresa. No se han presentado casos de conflictos de interés relacionados
con miembros del Directorio.
c. Indique si los sistemas de control a los que se refiere la pregunta anterior
se encuentran regulados en algún(os) documento(s) de la EMPRESA:
Indique si la EMPRESA o el Directorio de esta cuenta con un Código de
Ética o documento(s) similar(es) en el(los) que se regulen los conflictos de
intereses que pueden presentarse:
Sí, a través de documentos internos aprobados por la Gerencia General.
La información tratada por el comité especial es periódicamente reportada
al Directorio.
Sí, cuenta con un Código de Ética.
En caso su respuesta sea positiva, indique la denominación del documento:
Principios
El Código de Conducta Empresarial.
16. El Directorio debe realizar ciertas funciones claves,
a saber:
Principio (V.D.6).- Supervisar la efectividad de las
prácticas de gobierno de acuerdo con las cuales
opera, realizando cambios a medida que se hagan necesarios.
c. Indique los procedimientos preestablecidos para aprobar transacciones
entre partes relacionadas:
Las eventuales transacciones que pudieran presentarse entre partes relacionadas son revisadas, en forma previa, por la Dirección de Administración
y Finanzas, la Dirección de Gobierno Corporativo y la Gerencia General, si
fuere el caso. Dependiendo de su naturaleza, las operaciones son elevadas
para su consideración al Directorio de la sociedad.
134
1
Cumplimiento
0
1
2
3
4
X
a. ¿El Directorio de la EMPRESA se encuentra encargado de la función
descrita en este principio?:
Caña sección
Sí, a través de la Dirección de Gobierno Corporativo, creada en julio de
2012, que reporta a este órgano.
b. Indique la política de la EMPRESA sobre revelación y comunicación de
información a los inversionistas:
b. Indique los procedimientos preestablecidos para supervisar la efectividad de las prácticas de gobierno, especificando el número de evaluaciones
que se han realizado durante el periodo:
La empresa cumple con la normatividad establecida por la Ley General de
Sociedades, específicamente con las disposiciones de la SMV y la Bolsa de
Valores de Lima, en relación con la oportunidad y forma de presentación de
la información de importancia. Asimismo, ha implementado la posición de relaciones con el inversionista, dependiente de la Dirección de Administración y
Finanzas, para atender las necesidades de información de dichos stakeholders.
La Dirección de Gobierno Corporativo realiza un trabajo sistemático orientado a asegurar una óptima relación con los distintos estamentos de la
sociedad, garantizando la transparencia de la información con las partes
interesadas. En el curso del segundo semestre de 2013, participó en una
evaluación realizada por la sociedad auditora PWC, que revisó el sistema
de gestión de gobierno corporativo. El resultado de dicha evaluación quedó
consignado en el libro de Casos de Buenas Prácticas de Gobierno Corporativo para empresas en el mercado peruano, editado por la Corporación
Andina de Fomento y Bolsa de Valores de Lima.
c. Indique si la política descrita en la pregunta anterior se encuentra regulada
en algún(os) documento(s) de la EMPRESA:
La política está regulada en los documentos anteriormente mencionados.
Principios
c. Indique si los procedimientos descritos en la pregunta anterior se encuentran regulados en algún(os) documento(s) de la EMPRESA.
No se encuentran regulados en la sociedad.
Principios
Cumplimiento
0
17. El Directorio debe realizar ciertas funciones claves, a saber:
Principio (V.D.7).- Supervisar la política de información.
1
2
3
4
X
Cumplimiento
0
1
2
18. Principio (V.E.1).- El Directorio podrá conformar órganos especiales de
acuerdo con las necesidades y dimensión de la sociedad, en especial
aquella que asuma la función de auditoría. Asimismo, estos órganos especiales podrán referirse a las funciones de nombramiento,
retribución, control y planeamiento, entre otras.
Estos órganos especiales se constituirán al interior del Directorio
como mecanismos de apoyo y deberán estar compuestos preferentemente por directores independientes, a fin de tomar decisiones imparciales en cuestiones donde puedan surgir conflictos de intereses.
3
4
X
a. En caso la respuesta a la pregunta anterior sea afirmativa, indique la siguiente
información respecto de cada comité del Directorio con que cuenta la EMPRESA:
a. En caso el Directorio esté encargado de la función descrita en este principio, indicar si esta función está contenida en algún(os) documento(s) de
la EMPRESA:
La empresa cuenta con un Comité Especializado de Auditoría dependiente del
Directorio. Asimismo, cuenta con un Comité Especial a cargo de la Dirección de
Administración y Finanzas, en el que participan miembros del Directorio, para el
tratamiento de los principales riesgos.
La empresa cuenta con una política de seguridad de información, una
política de uso del servicio de correo electrónico y una norma específica
sobre clasificación de la información. Asimismo, el código de conducta ha
dedicado un apartado especial sobre la protección de la información.
Principios
Adicionalmente, el Directorio comunica oportunamente los acuerdos que
tipifican como hechos de importancia a la Superintendencia del Mercado
de Valores (SMV) a través de la dirección de administración y finanzas,
responsable bursátil nombrado por la sociedad.
136
19. Principio (V.E.3).- El número de miembros del Directorio de una sociedad debe asegurar la pluralidad de opiniones al interior del mismo,
de modo que las decisiones que en él se adopten sean consecuencia
de una apropiada deliberación, observando siempre los mejores
intereses de la empresa y de los accionistas.
Caña sección
Cumplimiento
0
1
2
3
4
X
a. Indique la siguiente información correspondiente a los directores de la EMPRESA
durante el ejercicio materia del presente informe.
Nombres y Apellidos
Formación
Fecha
Inicio
Término
Los documentos referidos a la agenda prevista son alcanzados con cinco
días de anticipación.
c. Indique si el procedimiento establecido para que los directores analicen
la información considerada como confidencial se encuentra regulada en
algún(os) documento(s) de la EMPRESA:
Part. accionaria
Nº de acciones
Part. (%)
Directores dependientes
Johnny Lindley Taboada*
Administración
de Empresas
26/03/2013 Marzo 2014
308.673.764
53,13
Johnny Robinson Lindley
Suárez
Administración
de Empresas
26/03/2013 Marzo 2014
24.725
0,004256%
Alfredo Arredondo Lindley
Bachiller en Artes
26/03/2013 Marzo 2014
12.749.800
2,194527
Xiemar Zarazúa López
Administración
de Empresas
26/03/2013 Marzo 2014
-0-
-0-
John Murphy
Contabilidad
26/03/2013 Marzo 2014
Mario Alfredo Rivera
Administración
de Negocios
26/03/2013 Marzo 2014
Emilio Rodríguez Larraín
Abogacía
26/03/2013 Marzo 2014
900.195
0,154944%
Luis Carranza Ugarte
Economía
26/03/2013 Marzo 2014
-0-
-0-
Leslie Pierce Diez Canseco Economía
26/03/2013 Marzo 2014
-0-
-0-
No se cuenta con un procedimiento específico.
Principios
0
1
2
3
21.Principio (V.F, tercer párrafo).- Siguiendo políticas claramente establecidas y definidas, el Directorio decide la contratación de los
servicios de asesoría especializada que requiera la sociedad para
la toma de decisiones.
4
X
a. Indique las políticas preestablecidas sobre contratación de servicios de
asesoría especializada por parte del Directorio o los directores:
Directores independientes
Principios
El Directorio ejerce las facultades de administración de la sociedad, según el artículo cuadragésimo del estatuto y, en virtud a dichas facultades,
contrata los servicios de asesoría especializada que sean requeridos, atendiendo las recomendaciones que realice la Gerencia General.
Cumplimiento
0
1
2
3
20.Principio (V.F, segundo párrafo).- La información referida a los asuntos a
tratar en cada sesión debe encontrarse a disposición de los directores
con una anticipación que les permita su revisión, salvo que se traten de
asuntos estratégicos que demanden confidencialidad, en cuyo caso será
necesario establecer los mecanismos que permita a los directores evaluar
adecuadamente dichos asuntos.
4
b. Indique si las políticas descritas en la pregunta anterior se encuentran
reguladas en algún(os) documento(s) de la EMPRESA:
No se dispone de un procedimiento específico adicional a los estatutos
de la sociedad.
X
a. ¿Cómo se remite a los directores la información relativa a los asuntos a tratar en
una sesión de Directorio?
La agenda de la sesión es alcanzada por correo electrónico con quince días de anticipación. Previamente, al iniciar el periodo, se informa a los directores del cronograma
de sesiones establecida para el año.
b. ¿Con cuántos días de anticipación se encuentra a disposición de los directores de la
EMPRESA la información referida a los asuntos a tratar en una sesión?
138
Cumplimiento
Caña sección
c. Indique la lista de asesores especializados del Directorio que han prestado servicios para la toma de decisiones de la EMPRESA:
La empresa BAIN Brasil Ltda. brindó servicios de asesoría especializada
en el curso del ejercicio.
Principios
22.Principio (V.H.1) .- Los nuevos directores deben ser instruidos sobre sus
facultades y responsabilidades, así como sobre las características y
estructura organizativa de la sociedad.
Cumplimiento
0
1
2
3
4
X
a. En caso la EMPRESA cuente con programas de inducción para los nuevos directores, indique si dichos programas se encuentran regulados en
algún(os) documento(s) de la EMPRESA.
23.Principio V.H.3).- Se debe establecer los procedimientos que el Directorio seguiría en la elección de
uno o más reemplazantes si no hubiera directores
suplentes y se produjera la vacancia de uno o más
directores, a fin de completar su número por el periodo que aún resta, cuando no exista disposición
de un tratamiento distinto en el estatuto.
1
2
3
4
X
2
3
4
X
X
La Junta General Extraordinaria, de fecha 15 de noviembre de 2013,
aprobó, a partir de la propuesta del Directorio de la sociedad, la modificación parcial de los Estatutos para incorporar la figura del Presidente
Honorario e, igualmente, dar la calidad de presidente ejecutivo al presidente del Directorio.
a. ¿Durante el ejercicio materia del presente informe se produjo la vacancia
de uno o más directores?
a. En caso alguna de las respuestas a la pregunta anterior sea afirmativa, indique si las responsabilidades del presidente del Directorio, del presidente ejecutivo, del gerente general (de ser el caso) y de
otros funcionarios con cargos gerenciales, se encuentran contenidas en
algún(os) documento(s) de la EMPRESA.
En el ejercicio concluido, no se produjeron vacancias en la composición del Directorio.
b. Indique los procedimientos preestablecidos para elegir al reemplazante
de directores vacantes:
Según el Estatuto de la Sociedad, las vacantes son cubiertas por la Junta General de Accionistas, facultando al Directorio para que, en caso que
estas se produzcan en el curso del ejercicio, este órgano pueda completar
su número.
c. Indique si los procedimientos descritos en la pregunta anterior se encuentran contenidos en algún(os) documento(s) de la EMPRESA.
En el Estatuto de la Sociedad.
140
1
25.Principio (V.I, segundo párrafo).- La estructura orgánica de la sociedad debe evitar la concentración de
funciones, atribuciones y responsabilidades en las
personas del presidente del Directorio, del presidente ejecutivo de ser el caso, del gerente general
y de otros funcionarios con cargos gerenciales.
Cumplimiento
0
0
24.Principio (V.I, primer párrafo).- Las funciones del
presidente del Directorio, presidente ejecutivo de
ser el caso, así como del gerente general deben
estar claramente delimitadas en el estatuto o en
el reglamento interno de la sociedad, con el fin de
evitar duplicidad de funciones y posibles conflictos.
Los programas de inducción no se encuentran regulados; sin embargo,
con ocasión de la incorporación de los dos nuevos directores independientes, se realizó un programa de inducción para informar sobre los principales
aspectos económicos, comerciales y operacionales de la sociedad.
Principios
Cumplimiento
Principios
Caña sección
Reglamento
Manual Otros
Interno
Denominación
del documento
Responsables
Estatuto
Presidente
de Directorio
X
Estatuto y Cuadro
de Delegación
de Autoridad
Gerente general
X
Estatuto y cuadro
de Delegación de
Autoridad
Plana gerencial
X
X
Cuadro de
Delegación de
Autoridad
No están
reguladas
No aplica
Sí. Los accionistas tienen a disposición, desde diez días antes de la
junta, toda la información sobre lo que se va a tratar en ella.
Cumplimiento
Principios
0
1
2
26.Principio V.I.5).- Es recomendable que la Gerencia reciba, al menos, parte de su retribución
en función a los resultados de la empresa, de
manera que se asegure el cumplimiento de su
objetivo de maximizar el valor de la empresa a
favor de los accionistas.
3
4
Asimismo, durante la junta se pone a disposición de los accionistas los
puntos de la agenda y los documentos que la sustentan tanto en medios
físicos como digitales.
X
c. Indique qué persona u órgano de la EMPRESA se encarga de realizar
el seguimiento de los acuerdos adoptados en las Juntas de Accionistas.
En caso sea una persona la encargada, incluir adicionalmente su cargo
y área en la que labora:
a. Respecto de la política de bonificación para la plana gerencial, indique
la(s) forma(s) en que se da dicha bonificación:
El gerente general, junto con el director de Gobierno Corporativo, son
los responsables de la implementación de los acuerdos adoptados en
las Juntas de Accionistas.
La empresa tiene establecido un sistema de compensación variable para
sus principales ejecutivos, entre ellos el gerente general. Dicha compensación está formada por un bono anual directamente relacionado con los
resultados del negocio y el desempeño individual en función a indicadores
claves y metas aprobadas por el Directorio.
d. Indique dónde se encuentra la información referida a las tenencias
de los accionistas de la EMPRESA:
La información referida a las acciones comunes y las acciones de inversión se encuentra en la Gerencia de Contraloría.
b. Indique si la retribución (sin considerar bonificaciones) que percibe el
gerente general y plana gerencial es:
Remuneración fija
Remuneración variable
Retribución (%)
Gerente general
X
X
70% fijo, 30% variable
Plana gerencial
X
X
78% fijo, 22% variable
c. Indique si la empresa tiene establecidos algún tipo de garantías o similar
en caso de despidos del gerente general y/o plana gerencial:
e. Indique con qué regularidad la EMPRESA actualiza los datos referidos
a los accionistas que figuran en su matrícula de acciones:
Cada vez que los accionistas efectúan transferencias patrimoniales.
Adicionalmente, se desarrolla un proceso de actualización de información cuando se celebra la Junta Obligatoria Anual.
f. Indique la política de dividendos de la EMPRESA aplicable al ejercicio
materia del presente informe.
No se cuenta con este mecanismo.
Sección segunda: información adicional
Derechos de los accionistas
a. Indique los medios utilizados para comunicar a los nuevos accionistas
sus derechos y la manera en que pueden ejercerlos.
No se cuenta con un mecanismo específico establecido.
26 de marzo de 2013
Órgano que lo aprobó
Junta Obligatoria Anual
Política de dividendos
Distribuir dividendos en efectivo o en acciones de propia emisión, producto de la capitalización de utilidades de libre disposición, siempre
que las necesidades de inversión y financiamiento del año hayan sido
cubiertas sin afectar el plan de inversiones, asegurando el cumplimiento de los compromisos y obligaciones financieras aceptadas con
las entidades bancarias y con el mercado de capitales.
g. Indique, de ser el caso, los dividendos en efectivo y en acciones distribuidos por la EMPRESA en el ejercicio del presente informe y en el anterior:
b. Indique si los accionistas tienen a su disposición durante la junta los puntos a tratar de la agenda y los documentos que lo sustentan en medio físico:
142
Fecha de aprobación
Caña sección
l. Indique si la discusión del Directorio, respecto del desempeño de la gerencia, se realizó sin la presencia del gerente general:
En la sesión del 26 de marzo de 2013, la Junta General de Accionistas
acordó por unanimidad aprobar la aplicación de las utilidades del ejercicio
cerrado al 31 de diciembre de 2012, otorgando un dividendo de S/. 0,08
por acción común y por acción de inversión, y fijándose como fecha de
registro el 16 de abril de 2013 y como fecha de entrega de los dividendos
el 26 de abril de 2013. La propuesta de distribución de resultados económicos referidos al ejercicio cerrado al 31 de diciembre de 2013 será materia de aprobación por la Junta Obligatoria Anual de Accionistas del 2014.
La evaluación del desempeño de la administración es realizada por el Directorio, con presencia del gerente general.
Accionistas y tenencias
m. Indique el número de accionistas con derecho a voto, de accionistas sin
derecho a voto (de ser el caso) y de tenedores de acciones de inversión (de ser
el caso) de la EMPRESA al cierre del ejercicio materia del presente informe.
Directorio
h. Respecto de las sesiones del Directorio de la EMPRESA desarrolladas durante el ejercicio materia del presente informe, indique:
Número de sesiones realizadas
13
Número de sesiones en las cuales uno o más directores fueron
representados por directores suplentes o alternos
0
Número de directores titulares que fueron representados en, al
menos, una oportunidad
1
Número tenedores
Acc. con derecho a voto
382
Acc. sin derecho a voto
0
Acc. de inversión
2.769
Total
3.151
n. Indique la siguiente información respecto de los accionistas y tenedores
de acciones de inversión con una participación mayor al 5% al cierre del
ejercicio materia del presente informe.
i. Indique los tipos de bonificaciones que recibe el Directorio por cumplimiento de metas en la EMPRESA:
La empresa no cuenta con programas de bonificación para directores.
La Junta Obligatoria Anual del 26 de marzo de 2013 acordó otorgar al Directorio una participación económica por los resultados del ejercicio anual
2012 equivalente al 3,5% de la utilidad comercial.
Clase de acción: COMÚN
Nombres y apellidos
j. Indique si los tipos de bonificaciones descritos en la pregunta anterior se
encuentran regulados en algún(os) documento(s) de la empresa:
No se encuentran regulados.
Número de acciones
Participación (%)
Nacionalidad
Johnny Lindley Taboada
308.673.764
53,13%
Peruana
Peru Beverage Limitada S.R.L.
223.774.704
38,52%
Peruana
Acciones de inversión
Accionistas de inversión con participación mayor al 5%
k. Indique el porcentaje que representa el monto total de las retribuciones
anuales de los directores respecto al nivel de ingresos brutos, según los
estados financieros de la EMPRESA.
Accionista
Retribuciones totales (%)
144
Clase
Participación
Perú Beverage Limited S.R.L.
14,6%
Fratelli Investments Limited
12,1%
Directores independientes
0,02%
Inmobiliaria y Constructora Vista Volcán LTDA
11,8%
Directores dependientes
0,04%
Mediterráneo Fondo de Inversión Privado
9,7%
Caña sección
Acciones
Otros
o. Indique si la empresa tiene algún reglamento interno de conducta o similar referida a criterios éticos y de responsabilidad profesional:
Cuenta con un Código de Conducta Empresarial.
En caso su respuesta sea positiva, indique la denominación del documento:
El documento es el Código de Conducta Empresarial.
p. ¿Existe un registro de casos de incumplimiento al reglamento al que se
refiere la pregunta anterior?
Sí, existe dicho registro. Los incidentes relacionados con este tema se reportan periódicamente al Comité Especializado de Auditoría del Directorio.
q. En caso la respuesta a la pregunta anterior sea positiva, indique quién
es la persona u órgano de la empresa encargada de llevar dicho registro.
Área encargada
Gerencia de Auditoría Interna
Persona encargada
Accionista
Participación
Acciones
Ricardo Daniel Aranda Sánchez
Gerente de Auditoría Interna.
Hasta 31/05/13
César Luza Elías
Director de Gobierno Corporativo
Desde 01/06/12 (asumió el encargo)
Auditoría Interna
Dirección de Gobierno
Corporativo
La posición fue cubierta internamente por el Sr. César Luza, director de Gobierno Corporativo. A partir del 01/02/14 le sucedió el Sr. Sharif Joaquín Bautista.
r. Para los documentos (Estatuto, Reglamento Interno, Manual u otros documentos) mencionados en el presente informe, indique la siguiente información:
Órgano de
aprobación
Fecha de
aprobación
Fecha de última
modificación
Junta General
de Accionistas
30/12/2004
30/03/2010 *
Delegación de Autoridad
Directorio
08/04/1999
Código de Conducta
Directorio
11/08/1999
Denominación del documento
Modificación Total del Estatuto Social
28/09/2006
* La Junta Ordinaria Anual del 26 de marzo de 2013 modificó parcialmente el art. 36 de los Estatutos de la Sociedad, para
incluir la figura del vicepresidente del Directorio. Asimismo, la Junta Extraordinaria de Accionistas, de fecha 15 de noviembre de 2013, modificó el art. 36 de los Estatutos de la Sociedad, para crear el cargo de presidente honorario del Directorio
y establecer la posición de presidente ejecutivo en sustitución de la de presidente que se establecía anteriormente.
146
Caña sección
Lindley
2013 Annual Report
Editorial Development: Solar
Photography: Dante Pineda and the Lindley archives
Printing: Cecosami
Corporación Lindley S.A.
Jr. Cajamarca 371,
Rímac, Lima, Perú
www.lindley.pe

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