WHO WE ARE

Iberol is one of the largest processor of products of agriculture origin (soy grain and rapeseed) and producer of renewable energy (biofuel) in Portugal. It is a vital link between agriculture and consumers of food and bioenergy, processing the oilseeds to make ingredients for animal feed, liquid renewable fuel and chemical products for industrial use.

Since all the process starts with agriculture Iberol has been developing special relations with farmers in Spain and Portugal. This connection aims to develop sustainable agriculture as a principal element of global economy, for which we want to contribute. On the other hand, Iberol has been developing alternative energy from waste, continuously encouraging the development of “circular”/renewable economy.

Founded in 1967, going through various processes of transformation throughout the years, showing ability to innovate and auto renovate, its headquarters and factory in Vila Franca de Xira – Alhandra. Through connections with external markets, the purchase or raw material and exporting various products, contributes to the development of green economy and environment.

 

Iberol is one of the largest processor of products of agriculture origin (soy grain and rapeseed) and producer of renewable energy (biofuel) in Portugal. It is a vital link between agriculture and consumers of food and bioenergy, processing the oilseeds to make ingredients for animal feed, liquid renewable fuel and chemical products for industrial use.

Since all the process starts with agriculture Iberol has been developing special relations with farmers in Spain and Portugal. This connection aims to develop sustainable agriculture as a principal element of global economy, for which we want to contribute. On the other hand, Iberol has been developing alternative energy from waste, continuously encouraging the development of “circular”/renewable economy.

Founded in 1967, going through various processes of transformation throughout the years, showing ability to innovate and auto renovate, its headquarters and factory in Vila Franca de Xira – Alhandra. Through connections with external markets, the purchase or raw material and exporting various products, contributes to the development of green economy and environment.

1967

IBEROL was first founded in 1967, at the time registered as IBEROL – Sociedade Iberica de Oleaginosas. A group of Portuguese, Spanish and American investors by acquiring the operations of Companhia Industrial de Alhandra, Iberol aimed to extract oil from soybean seeds and produce from its meal respectively.

1973

In 1973, Iberol became an independent Portuguese firm, as the foreign capital outflows. Its products had a high demand, particularly soy meal, which is merged in meal for animal nourishment.

1985

High development in operational and logistical ability, through purchase of new grounds, auxiliary to the existent factory, for construction of storage silos. Furthermore, at the same time, it was built a fluvial terminal for loads and downloads, for both raw materials as well as meal.

1998

After crises in oilseeds sector 1993-1997, the firm was purchased by GRUPO NUTASA, becoming part of biggest industrial groups in Portugal in the agriculture and food sector, with presence in all its value chain. The group developed importing activities, crushing of soy and its commercialization, through production and commercialization of food compound for animal and oils.

1999

Modernization in industrial unit, including new equipment and automation, with the aim of developing and optimizing the production process and consequently, a new increment in production.

2003

An increase in soybean meal consumption, due to prohibition of usage of animal originated meal in animal food, in 2003, raise into production of soybean oil, in excess, led to a exporting to North of Africa. Simultaneously, considering the European and national legislation relative to the incorporation of biofuel in fossil fuels used in transportation, the firm went through with a project consisted of implementation of a biofuel production unit.

2006

In January 2006, first certification - NP EN ISO 9001:2008 e NP EN ISO 14001:2004. In April 2006, IBEROL finished the construction of biodiesel factory, in Alhandra, being it the first in Portugal, with a capacity rate of 120.000 tons per year. Fiscal transformation is obtained. The same year, the first supply of biodiesel is made to Petrogal/GALP.

2007

The investment group makes 50% of capital back in beginning of the year. In December, Grupo Nutasa re-acquired its 50% of capital, transferring part of its assets of IBEROL to Grupo SGC, namely the installations where Biovegetal is at the moment.

2008 / 2009

In the period, the firm highly invested in its industrial installations in Alhandra, starting the crushing of rapeseed and increment in capacity of soy production.

2010

50% of social capital of Iberol is acquired by a Venture Capital Fund Managing society, ECS Capital.

2012

SCC (International sustainability Carbon Certification ) is obtained. A contract to rent part of the installations of OZ Energia is signed, establishing constituent of Entreposto Fiscal de Comercialização. Iberol starts exporting biodiesel to Europe, particularly to Belgium.

2013

It is assigned to Iberol the quota of biodiesel in Spain, becoming the only Portuguese and one of the few Spanish firms to acquire this important attribution.

2014

Biovegetal, a firm focused on production of biofuel and equally detained entirely by one of the funds managed by the venture capital fund managing society, ECS Capital, acquiring 16,7% of total capital.

2015

Banif, current Oitante, acquired the reminiscent capital still remand by Grupo NUTASA.

DESCRIPTION OF IBEROL’S VALUE CHAIN

The phases and respective units which are most relevant in the value chain of Iberol’s products, and which it can intervene in, are described consecutively.

Figurae1: Value Chain ( Iberol acts where it is marked in green)

RISK MANAGEMENT

The Business Risk Management, which encompasses a set of practices for the identification, measurement, treatment and reporting of the main risks, is an integral part of the approach defined by Iberol's corporate bodies to all its employees, in line with good corporate governance practices. At each period of its activity, complying with the legal and regulatory requirements related to the expectations and requirements of its different stakeholders.
Policy, Operational, Compliance, Finance:

Risk Management – Policy
Iberol has implemented an internal control system for risk management supported by a risk assessment based on the identification of potential risks, impact assessment, frequency of occurrence and detection mechanisms prior to the potential event of risk. The goal is to create controls to monitor critical risks, as well as actions to reduce potential risk. This system is applied to commercial management, maintenance, operations, etc., and whose mission is to optimize the global risk level.

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

Compliance Management
At the compliance level, Iberol has defined a policy of control and follow up in which need to be every provision of service and product supply, that are materially relevants, must be scrutinized and contractualized, with the validation of the juridical area, in this case subcontracted to a law firm, from which there are sustained opinions. The company has also implemented a process of “know your supplier” that allows us to evaluate the supplier compliance risk, namely in litigation and tax obligations. Regarding compliance risks originated by the operational areas, the company has its own department of Quality, Security and Environment that is constantly assessing the process risks, quality and environment, having this last ones being reinforced by the knew framework required by ISO 14001. The Quality Committee is the one in charge of following up making sure that we fulfill our commitments.

Management of Financial Risk
Iberol is exposed to a number of risks such as exchange rates, interest rates and credit, and therefore the company policy seeks to minimize possible adverse effects arising from uncertainties in these areas, namely:

  • The policy of exchange rate risk management is characterized by lessening the occurrence of negative financial impacts resulting from adverse movements in exchange rates;
  • In the risk of variation of interest rates;
  • Relating to credit risk, it is associated with the accounts receiving from its commercial activity. This risk is lessened by the fact that Iberol follows the market risk of its customers, taking into account their consumption profiles, their history and their ability to pay, opting the company to work with entities of high creditworthiness and reputational " Know Your Customer ";

OUR POSITIONING: MISSION & VALUES

Iberol aims to be an excellent reference in all sectors within its activity, achieve and maintain the most demanding standards of quality in all its processes and areas of activity, creating value for its shareholders, satisfying the needs of the customers, and providing all employees the development of skills, knowledge, creativity and innovation.
Excelence, CVhange, responsability, Transversality, Transparency:
  • Excellence
  • Constant demanding standards of work and of work received.
  • Continuous seek of improvement of results through unconditional adoption of Kaizen methodology.

  • Change
  • Be a change catalyser.
  • Being assertive and aligned with expectations of the company.
  • Focus on achieving objectives, tasks, responsibility.

  • Responsability
  • Be responsible for development of your work.
  • Seek proactive resolution of situations. Attempt to solve my work without needing others to do it for me..

  • Transversality
  • Reinforce Team Spirit.
  • Work as a team in organized way and take decisions clear for everyone in the team.
  • Guarantee everyone’s contribution.

  • Transparency
  • Be transparent in all relationship with colleagues.
  • Transparent means open, honest, coherent ethic and integer.