Así es la sostenibilidad en Alianza Team | ¡Conócenos!

“Meeting the needs of the present without compromising the ability of future generations to meet their own needs.

“[1]” Sostenibilidad | Naciones Unidas

How do we define sustainability at Alianza Team?

As the central axis of the organization’s corporate strategy, we understand sustainability as the comprehensive and strategic management of opportunities and risks that will allow us to meet our objectives in the short, medium and long term, meeting the expectations and needs of our stakeholders to manage our externalities and leave a positive mark in all the places where we are present. In relation to the technical definition of sustainability, we work today to nurture a better tomorrow and leave a better future for the next generations.


In Alianza Team, complying with the legal requirements is the minimum expected, and with conviction, courage and passion we go beyond what is required to deliver the best of ourselves, constantly strengthening trust in relationships with our interest groups*. Thus, working with transparency, consistency and coherence, we protect and strengthen our main asset, which is our corporate reputation, creating value for the organization. We do this by:

🡪 Being the preferred option of our customers and consumers for the quality, innovation and excellence of our products.


🡪 By supplying our operation with the best raw materials and inputs available, working hand in hand with our direct and indirect suppliers, developing long-term alliances to grow with them.


🡪 By attracting, selecting, developing and retaining the best talent and being a great place to work.


🡪 By contributing to the development of the communities surrounding our operating facilities.


🡪 By responsibly managing the natural resources we use and constantly seeking how to minimize our negative impact on the environment.


🡪 By exceeding the proposed objectives and market expectations to obtain profitable and sustained growth over time, becoming the best investment for our shareholders.


Find out what issues we work on to generate value throughout our chain and environment

In the most recent materiality analysis*, exercise that we have been carrying out periodically since 2014, we identified 13 material issues*  and three additional issues called efficient management issues that are relevant to our organization and to all the stakeholders consulted.

Materiality Matrix:

To learn more about the update process carried out in 2022 Click here.


Through formal and informal sessions of engagement* that occur constantly –from follow-up meetings with clients to the same monthly board meetings– we are continuously collecting the advances and changes in the needs and expectations from our different internal and external interest groups to adjust not only our management approach when necessary, but also the communication channels and accountability mechanisms to strengthen trust in relationships, making visible the value created.

The general strategic guidelines are the framework for action, and each local team, according to what is established in the Engagement Protocol, identifies, designs and implements the actions according to the reality of the local context to ensure relevance and coherence.


Find out who we work with to nurture  a better tomorrow

We are allies for the development of all our interest groups and sub-groups, developing our relationships in a transparent manner, based on respect, trust and coherence with our principles and values. We set ourselves the following objectives taking into account the level of involvement* desired:

  • Be an excellent financial and reputational investment, ensuring corporate sustainability and a positive impact on society.
  • Offer products that satisfy their needs in different moments of consumption through innovation, quality and availability.
  • Solve their unresolved needs and add value to their business and brands through innovation, flexibility and reliability.
  • Offer products that satisfy their needs in different moments of consumption through innovation, quality and availability.
  • Support initiatives and programs aligned with our social investment strategy, contributing to social development.
  • Ensure fair and open negotiations, relationships, promoting a vision of growing together.
  • Contribute to the strengthening of the world of food and society through our expertise and participation in order to generate mutual benefits.
  • To be an ally for the development of Colombia by meeting our obligations in a responsible manner.
  • Ensure long lasting relationships based on transparency, trust and respect, in order to strengthen corporate reputation.

See more

In these nine groups we have mapped more than 40 sub-groups that, depending on their nature, the region where we operate, and the initiatives we develop, have a greater or lesser level of relevance, participation and involvement. It is important to clarify that all stakeholders and their respective sub-groups are continuously monitored to ensure transparent, constructive and consistent relationships with corporate objectives and mapped needs and expectations.


In some of our environmental and social impact programs, mayors’ offices and environmental authorities have a very relevant participation and are key allies for their success. We are also more involved with certain suppliers and customers, working together in the School of Allies or to promote good practices and strengthening through evaluations and accompaniment. Our special allies -academia, trade associations, non-profit or non-governmental organizations, among others- are with whom we collaborate, share and learn in different scenarios to achieve specific objectives according to each initiative. Through the monthly Boards of Directors meetings we have an active and continuous participation of the representatives of our shareholders, and from the different committees and scenarios of labor participation we guarantee the representation of all types of employee groups. These examples are a sample of how together we are working with our allies to generate prosperity in our areas of influence to nurture a better tomorrow.

2030 Vision

In 2020 we declared our 2030 Vision, a roadmap for the entire organization that establishes clear commitments to continue being allies in the development of our people, communities, supply chain and the planet in order to leave a better future for next generations. Based on our premise that we are allies, we are confident that together we will achieve more and better results to meet the expectations of our stakeholders.


We know that we are not alone in the world, and being a multinational company with a regional presence and a high vocation for internationalization, it is necessary to align our strategy with the global development agenda represented by the Sustainable Development Goals (SDGs) and the main international standards in the three dimensions of sustainability: environmental, social, and governance & economic (ESG).


The Alianza Team Policy Guidelines* support our organizational actions, where starting from the code of conduct of the Team’s People, we consolidate the main guidelines and corporate commitments that we declare and under which we all work throughout our supply chain. Click here to read them:

Progress in fulfilling this Vision is possible –among other things– thanks to the workplace culture which is highly influenced by innovation, focus on measurement, evaluation and reporting, and strategic communication. Quality information and timely access to it are key to making better decisions and strengthening trust in relationships, ensuring quality, transparency and consistency in everything we say and do.


We are certified in Great Culture to Innovate and have received important distinctions in corporate innovation. For the systematization of qualitative and quantitative non-financial information, we have MERO as a reporting and consolidation platform that allows us reliability, traceability and empowerment of the different people who provide information. Finally, in all communication from Alianza Team’s corporate brand to the marketing of brands and businesses, we transmit our principles, values ​​and attributes that characterize us, and how we are nurturing a better tomorrow.

Our People

We believe in the potential of our people and their talent as one of the three growth levers of our businesses –along with innovation and sustainability– as a clear competitive advantage. We focus on training and support so that they can reach their maximum potential, also in guaranteeing that the work environment in all our operations is safe, inclusive, healthy, productive, equitable and respectful of Human Rights, and that we are contributing to the improvement of the quality of life of our employees and their families.


How are we doing it?


  • Alianza Team Leadership School: Training transformational leaders throughout our operations, including leaders from neighboring communities, hand in hand with our ally Origen Red de Liderazgo. To date, more than 422 leaders have been trained, 380 employees and 50 community leaders, strengthening the skills and confidence of the participants to achieve the objectives in an increasingly challenging context.


  • Talent Agenda: It proposes a series of phases in which the employee is empowered by their process, making their development continuous, accompanied by their leader and talent during the cycle, based on three pillars: believe, create, and grow. We believe in the power of constant conversations and their ability to transform, so along with different initiatives specifically designed for each team as needed, we accompany our people in developing their maximum potential in an ongoing manner.


  • Culture model: Anchored in the company’s priorities, it is what allows us to define the desired skills in our talent to continue nurturing a better tomorrow. At Alianza Team we are agile and innovative, optimistic and enterprising. We learn from change with resilience and with passion and courage, we generate value throughout our value chain. Also, we are safe, reliable and transparent, becoming the best allies to make a difference from our deep knowledge and commitment to positively impact the environment. These behaviors characterize our work style, achieving in recent years outstanding results in the work environment according to Great Place to Work, ranking #12 in Colombia and #5 for women.


  • Benefits and well-being: Framed within the four pillars of well-being –social, physical, financial and emotional– we develop initiatives and programs that allow our people to strengthen trust, commitment and a sense of belonging to the organization. We highlight that in the last three years, we have granted nearly 4,000 requests for educational aid for employees and their children in Colombia and Mexico, and more than 105 requests for loans to purchase or remodel homes. Likewise, the health and safety strategy of our people has a specific pillar of well-being for comprehensive health, ensuring family benefits such as exclusive lactation spaces and paid leave for mothers and fathers; labor benefits such as emotional salary, flexible hours and work from home according to the profile of the roles; and specific benefits for employees related to educational and recreational activities to reduce work stress and team integration, sports activities and support programs for healthy habits and lifestyles, among others. In the past three years, our social return on investment for human capital (HC SROI) has increased, resulting in 3.3 for 2022. For more information, consult the most recent Sustainable Management Report.


Specific goals:

  • Cover 100% of key positions with key talent.
  • Optimize supply, relevance and use of assistance and benefits aimed at health, education and housing for employees.
  • Structure the Human Development Strategy, identifying and aligning the different existing programs under a single umbrella.

Main allies with whom we work:

Origen Red de Liderazgo (Leadership Network)


Under the concept of We Are Allies, aware that together we can achieve more and better results, we work hand in hand with our communities and different allies, both in direct and indirect areas of influence, focused on four essential pillars for the creation of long-term shared value:


  • Education and employability cycle
  • Entrepreneurship
  • Health, Education and Housing
  • Food safety


We declare our commitments to be able to provide formal and informal education opportunities to our allies, accompany them in their employability cycle at the end of the educational stage, and support ventures close to our supply chain in the areas of influence of our operations.


How are we doing it?


  • Strategic Alliances: Joining efforts with different allies throughout the supply chain, in each of the operations we have initiatives that generate social, environmental and economic impact for all participants. We know that working hand in hand with allies we achieve better results, which is why we join efforts with clients, suppliers, local authorities, Community Action Boards, social organizations, academia and autonomous corporations, among others, to be the best allies for our people, communities, supply chain and planet.


  • Social Development Programs: In 2021, we formalized under an organizational program the different social development initiatives that were being led in the facilities under the 4 work fronts mentioned above. Today we have initiatives of local and national recognition such as Sabor Bajero in Barranquilla, Construyendo Futuro (Building Future) in Buga, and the strengthening of productive units in Bogotá among others, reaching close to 1500 people directly. For further details, consult the most recent Sustainable Management Report.


  • Accompaniment of allies: The communities neighboring our operation are a priority for the organization, but we also understand that our community extends further and is made up of different allies, including our clients. The accompaniment that we provide to our clients in Chile, reaching more than 5,200 allied BredenMaster storekeepers, in Colombia through the program Elite Master, and the alliances with the Chambers of Commerce with whom we work hand in hand to promote their business in a comprehensive manner, as well as the monthly support that we provide to social organizations and foundations close to our operation centers for the care of vulnerable populations, allow a valuable community and business development for the generation of prosperity and shared value.


Specific goals:


  • Consolidation of Social Programs in 100% of the facilities by 2025;
  • Evaluate the impact created by Social Programs
  • Expand the scope of initiatives throughout the supply chain, also reaching areas of indirect influence

Main allies with whom we work*:

SENA (National Learning Service of Colombia)

Sence (Chile)

ABACO (Association of Food Banks of Colombia)

Ana Restrepo del Corral Foundation (Col)

Comedor Santa Maria (MX)

Aldeas Infantiles SOS (MX)


*Click here to see the list of organizations we work with supporting food security through donations

Supply chain

Ensuring 100% of our agricultural chains through the Responsible Sourcing Strategy, comprehensively managing opportunities and risks, under a logic of transformation and contribution to food security and community well-being are the declared commitments to be the best allies for the development of our supply chain. The supply chains for raw materials of agricultural origin are our priority, not only because they represent the pareto of our supply in terms of expenditure, but also because we understand that the probability of materializing risks of various kinds related to the violation and non-compliance with our guidelines, corporate principles and values ​​is high. With our Responsible Sourcing Strategy –developed and implemented together with the Earthworm Foundation– we identify and work with our direct and indirect suppliers on those necessary aspects to ensure compliance with our principles, values ​​and corporate guidelines declared in the Alianza Team Policy Guidelines.


How are we doing it?


From the interdisciplinary committee of the Vice Presidency of Corporate Affairs, we ensure compliance with our principles and values ​​declared in the Policy Guidelines of Alianza Team and the commitments of the Responsible Sourcing Strategy that are led by the Sustainability team of the organization and implemented through the articulation of different areas of the organization.


With regard to the evolution of the work axes of the strategy: Ubuntu, Supplier Engagement and Development from origin, the progress is evaluated and reported along with the annual results to the management team, the presidency, the board of directors and the shareholders of the company.


  • Monitoring and verification of the chain: As a fundamental part of the strategy, our UBUNTU system evaluates 45 topics in 8 different categories, covering critical environmental, social and governance aspects in agricultural chains such as NDPE commitments (no deforestation, no peat and no commercial exploitation), the application of the HCS/HCV methodology, compliance with Human Rights, labor practices, grievance mechanisms, remediation measures, monitoring and transparency among others. With traceability* to plantation we can not only know where our raw materials come from, but also understand under what social and environmental circumstances they were produced. To date, we have analyzed more than 81,050 hectares of palm crops between smallholders and farms, covering 70% of our corporate supply chain through satellite monitoring with Starling technology, marking a significant milestone in accelerating compliance with, among others, our commitment to no deforestation by 2030. The remaining 30% was covered starting the second quarter of 2023 for full monitoring. 


  • Supplier management: With the results of Ubuntu, we build the Supplier Engagement Plan and the individual risk profile of each supplier, developing long-term work plans for each one, taking into account the particularities of the local context that allows us to achieve an impact based on their context and over a prolonged period of time.


  • Development from origin: Seeking positive transformation throughout our chain together with strategic risk mitigation, we identify work opportunities together with different allies to strengthen performance in governance, environmental and social aspects. Among the most outstanding initiatives is the Escuela de Aliados (Ally School) as our corporate volunteer program, the Impact Assessment of B Corp (Sistema B Lab in Latin America) –which is also a tool endorsed by the United Nations to measure the contribution to the SDGs to all strategic suppliers, and various projects focused on agricultural good practices simultaneously with traceability and certification efforts. See the most recent Sustainable Management Report for more information.


  • Food safety: The purpose of the strategic business groups of the organization is to strengthen the food security of hundreds of thousands of direct and indirect consumers of our products, ensuring at all times the four fundamental dimensions according to the FAO: physical availability of the products, access, use of the products and stability over time. Likewise, driven by our corporate commitment for health and nutrition, we are members in Colombia of the Alianza por la Nutrición Infantil (Infant Nutrition Alliance) where we work hand in hand with the Association of Food Banks of Colombia -ABACO, the National Business Association – ANDI Food Chamber and other allies for the promotion of knowledge based on scientific consensus to have more and better information necessary to strengthen habits and lifestyles related to food.


Specific goals:


  • Achieve 100% traceability to the origin of agricultural raw materials to ensure zero deforestation and ESG alignment 
  • Consolidate a robust grievance mechanism for all stakeholders that is well known, reliable and effective
  • Implement at least one social and environmental transformation project with a landscape approach together with strategic allies
  • Strengthen the food security of the vulnerable population through alliances with implementing organizations

Main allies with whom we work:


  • Earthworm Foundation
  • Solidaridad Network
  • B Corp
  • CECODES (Colombian chapter of the WBCSD)
  • University of La Sabana, Los Andes and Uniminuto in Colombia
  • Technological Institute of the Valley of Morelia and Institute of Technology and Superior Studies of Monterrey, Campus Morelia in Mexico
  • University of Conception in Chile
  • Bogota Chamber of Commerce
  • PepsiCo

Climate change is one of the biggest threats that, as humanity, we are facing and the most relevant material issue for our organization. We know that our contribution to its adaptation and mitigation must be strong and timely. Several years ago we began a major review of the measurement and standardization of all our operations in environmental management, expecting to set ambitious corporate environmental goals soon, including an emissions reduction goal in line with the international standard of Science-Based Targets (SBTi)*. Likewise, we are part of the working groups in Colombia of the Ministry of Environment for Carbon Neutrality, developing skills that we are implementing throughout our operation to improve performance in this area.


We know that our environmental impacts are not limited solely to the emission of greenhouse gases though. We also have a series of guidelines and programs related to water, waste, materials, packaging and containers, and food loss and waste management, among others. We are committed to always going beyond legal compliance to make a difference in our operations, minimizing our direct environmental impact, and working with our partners to improve as much as possible the environmental performance throughout our supply chain. Likewise, we promote adaptation and mitigation actions to climate change and across all our businesses and brands, we lead the change to promote a more sustainable future through innovation and circularity. 


How are we doing it? 


  • Climate Strategy: Under the same umbrella we are covering performance improvement and reduction of direct and indirect environmental impact related to water, emissions, waste, energy and climate governance. From our operations we have various programs and initiatives, some of which are worth highlighting, such as the progressive increase in the use of certified I-REC green energies for a corporate total of 35% and the promotion of internal and external environmental culture through Verde de Corazón and #SumarPorElPlaneta. We also have specific targets in intensity, for example in emissions to achieve an ecoindicator of 0.137tCO2/p.t by 2028 for Colombia, meaning a reduction of more than 12% from 2019. The recovery of condensates and the treatment of residual waters in all our operations, and the general optimization of our processes to reduce emissions –relying on the detailed mapping of our scopes 1, 2 and 3– together with the identification of physical and transition risks of climate change to continue deepening our analysis at the geographical level and extend them along our chain. We are also making progress in measuring the impact on the development of adaptation plans aligned with the recommendations of the Task Force on Climate-Related Financial Disclosures (TCFD) along with understanding and planning for alignment with the Task Force on Nature-related Financial Disclosures (TNFD) and applicable taxonomies. Finally, we are quantifying and designing work plans for food waste reduction in our production processes. Currently, approximately 60% of food waste and product returns are used for alternative uses, such as the soap-making process or our Manos Verdes program to transform used cooking oil into biofuel, among others.


  • Packaging and materials management: We seek materials alternatives that ensure the safety and quality of our products, reducing the impacts of their use and promoting circularity through initiatives in the three pillars:


  • We seek to evaluate 100% of our product presentations by 2025 to find weight reduction opportunities and/or eliminate expendable components. Likewise, from the operations there are initiatives such as Less waste + Options where the aim is to minimize the use of stretch film or vinyl*, reaching to date 80% less in the Buga operation and 70% less in the proteins operation with the adhesive systems of the robots. Finally, we work hand in hand with our clients to return and recondition the wooden packaging pallets, reducing the purchase in BredenMaster and Team Foods Chile by 62%.

*It is a palletizable film, commonly made of linear low-density polyethylene (LLDPE); Special for wrapping and bundling items.  


  • With the inclusion of the “I choose to recycle” seal on our products to influence the purchase decision of Chilean consumers, we have accredited the recyclability of 30 of our BredenMaster containers and 9 of the Kardamili brand presentations at Team Foods Chile. Likewise, we are the first food company in Colombia to have a container for oils made with 100% post-consumer recycled resin (PCR). Since 2020, our Gourmet brand in Colombia and Superfry in Panama have allowed savings to date of more than 309 TON of virgin PET. Likewise, Currently, 56.6% of our packaging in the wood fiber / paper category is of certified origin, thanks to the fact that 90% of the cardboard volume is FSC certified.

Take responsibility

  • We are part of three post-consumer collectives in Chile and one in Colombia, where we strengthen our packaging collection and recycling capabilities driven by extended producer responsibility (EPR) to ensure that our containers and packaging are effectively recovered and reused. Likewise, together with other members of the value chain and public and private actors, work is being done to strengthen the installed capacity for recycling and use of materials, as well as the inclusion of vulnerable groups, for example, recyclers by trade in Colombia who seek to dignify and strengthen their work with continuous support.
  • Manos Verdes: In 2015 we began to implement the cycle closure program for our main product –used cooking oil (UCO)– through its collection together with other fatty waste both in industries and to the final consumer to allocate it to the production of biofuel. In this way, we not only avoid contamination of the soil and water resources due to the inadequate disposal of this waste, but we also avoid the CO2 emissions that would be generated with the combustion of traditional fossil fuels. This activity aligns with the Colombian taxonomy in the RC2 classification: collection and separate transportation of non-hazardous waste in the fraction segregated at source. To learn more about the program visit


Specific goals:


  • Obtain Zero Waste certification in our facilities
  • Carbon footprint neutralization in scope 1 and 2 at the latest by 2030
  • Increase the scope of Manos Verdes, tripling the collection of UCO and other fatty waste compared to the result of 2020
  • Incorporate the identification and analysis of risks and opportunities derived from the supply and demand of water, determining the areas exposed to water stress in our operations and in our supply chain
  • Main allies with whom we work:


Gaia Environmental Services

CECODES (Colombian chapter of the WBCSD)

Post-consumer collective Vision 30|30 in Colombia

GIRO, PROREP and Resimple post-consumer collectives in Chile

Colombian Ministry of Environment

Private Competitiveness Council – Green Growth Committee

National Business Association ANDI – Environmental Committee

ABACO (Association of Food Banks of Colombia)

Global Compact

Supply chain ​​management at Alianza Team

Recognizing the special strategic relevance of supply chain management according to the latest materiality analysis and in line with our commitment to transparency, below we share the generalities of our internal supplier evaluation, selection, management and development processes that seek in a cross cutting way the incorporation and alignment of environmental, social and governance criteria in the relationships with our suppliers.


Purchasing Categories: 

We manage different categories of suppliers with specialized teams to ensure competitiveness, availability, quality, opportunity and sustainability for our businesses.


  • Lipid raw materials
  • Packaging materials, inputs and ingredients
  • Non-productive elements
  • Administrative services
  • Others


For the selection and creation of suppliers we have a tool covering the different internal requirements to ensure legal compliance and our standards. Specifically with regard to due diligence for review of third parties, through the SAGRILAFT guidelines, we investigate that the legal representatives, board members, shareholders and/or final beneficiaries are not involved in illegal activities with the analysis of more than 200 restrictive lists, that involves reputational, legal, environmental, financing of terrorism and anti-corruption aspects, among others. Documents are stored within this tool as a control and evidence of our due diligence. No purchase of a good or service can be made without the supplier being registered in the system in any operation of the organization.

The criticality of a supplier is determined by a set of criteria taking into account its level of direct impact on the finished product in matters of: safety, quality, impact on the supply chain and performance qualification according to the result in the indicator OTIF (on time in full) that measures the quality of service. All critical or new suppliers must obligatorily comply with the initial evaluation process, and based on this score, the periodicity for subsequent re-evaluation is established between an immediate review range up to a maximum of 36 months. The aforementioned criteria cover the different environmental, social and governance aspects in addition to commercial and service aspects.


Regarding risk management, our monitoring procedures cover specific aspects of the chain, category, country and those strategic risks of the organization. Likewise, a matrix establishes the approval criteria according to the specific existing certifications for the different fronts of the management system, thus allowing efficiencies in the supplier administration process.


Supplier Evaluation:

Constant efforts on the part of our internal teams such as purchasing, quality, management systems and others, allow us to have updated information on our supply base. According to its criticality and the supplier evaluation and self-assessment procedure, we ensure that compliance with our objectives, standards and requirements are continuous and with permanent feedback we identify opportunities for joint improvement. Based on the OTIF score, work plans are established to promote performance improvement; if there are no events registered and the performance is high, they are notified and prompted to continue maintaining their service and quality. If the suppliers are not certified by accredited entities, on-site visits are carried out where specific concepts and indications are analyzed and, with the identified improvement opportunities, actions are issued which suppliers must implement.

Supplier Development:

We have a series of initiatives that complement the necessary monitoring, evaluation and management processes described above to ensure the quality, timeliness, safety, compliance and other aspects relevant to the operation. In a comprehensive way we have a complementary evaluation –B Corp’s Impact Assessment covering 5 criteria in aspects of governance, environmental and social (ESG) performance allowing our suppliers to identify their opportunities and risks, strengthening good practices and boosting their operation. Since 2021, this joint effort includes constant training sessions with the purchasing leaders at the corporate level, visualizing the importance of managing the ESG impact and the B movement, along with constant communication with suppliers.


The Allies School as our corporate volunteering in which we share experiences and relevant information on more than 29 topics to continue learning and applying new initiatives began in 2020 under a comprehensive model based on our principles and values ​​that assesses needs, builds knowledge and transforms lives. We have 3 fundamental roles: the student as an external volunteer, the employee as an internal volunteer, and the supplier also volunteering to participate. Together with the suppliers, we identify opportunities for improvement and, according to the particularities of each one, we develop different modules with the help of our internal and external volunteers. This allows us to share good practices, work on capacity development and reduce gaps throughout our supply chain. We highlight that to date we have the participation of 24 suppliers of which 75% are suppliers of lipid raw materials at the corporate level. Furthermore, the satisfaction rate of participants in recent years has always been above 95%, demonstrating the shared value of this program.


Agricultural chain certifications:

  • Palm: We are members and are certified in chain of custody in all our operations under the Roundtable on Sustainable Palm Oil (RSPO), with an exposure between 5-25% of our annual volume.
  • Soybean: We do not have a certification for the soybean oil used, although we have a segregated supply from countries or areas considered internationally as low risk of deforestation.
  • Wheat (applies only to BredenMaster): Wheat flour is purchased with an exposure level greater than 25% of the annual production volume without certification at the time.
  • Sugar (applies only to BredenMaster): Sugar is purchased with an exposure level of 1% of the annual production volume without certification at the time.


All purchases of raw materials are subject to internal verifications of our Quality Management System where different certifications and verifications are requested from suppliers, in line with our Responsible Sourcing Policy where compliance with ESG criteria for sustainable agriculture is an essential element.

How do we measure our sustainability performance?

We are aware of the constant changes in our environment, and given our declared commitment to work to leave a better future for the following generations, we chose the Corporate Sustainability Assessment* (CSA) carried out by S&P Global, basis for the Dow Jones Sustainability Index, as a mechanism to assess corporate performance in light of current actions in the global food industry in which we participate.

By being evaluated on more than 30 different topics in the three dimensions of sustainability – economic and governance, environmental and social– against the most recent trends and actions to be compared with the best practices of the industry worldwide, we obtain key information to identify our strengths and opportunities and thus draw up action plans in the short, medium and long term.

With the commitment of all, and the constant support of the highest governing bodies of the company, we are confident that we will have the necessary inputs to be considered one of the most sustainable companies in the global food industry according to this assessment by 2030, reflected in the inclusion of Alianza Team in the Sustainability Yearbook*. 

How do we report our progress?


The main mechanism of accountability to different stakeholders about what we are doing to comply with our commitments is the annual Sustainable Management Report. It collects the achievements, opportunities and challenges of the year, promoting organizational transparency and the setting of short, medium and long-term goals with a comprehensive perspective to continue improving our performance over time, covering 100% of our operations included in our financial reports. The Report is built in accordance with the GRI Standard, an internationally recognized methodology as a guide to ensure the quality of the content in terms of balance, precision, clarity and reliability. Additionally, it has an independent third-party verification for greater transparency.

View here the historical Annual Reports

We have other communication channels through which we share news, recognitions, and advances in programs and initiatives. We highlight the accountability that our Buga plant periodically makes to local and community authorities, the periodic sessions of Alianza Que Avanza, and the same communication campaigns implemented in our different digital channels. We are increasingly active and engaged with our audiences.

Glossary of key concepts

B Corp’s Impact Assessment (Sistema B in Latin America):

  • It is the most widely used assessment and diagnostic tool globally in environmental, social and economic performance issues chosen by Alianza Team for the improvement of more than 1,200 suppliers in the three countries where we operate.

Carbon footprint:

  • It is a measurement made in tons or kilos of equivalent carbon dioxide (CO2eq), of all the GHG generated by our activities, directly or indirectly. This measurement can be carried out at the organizational, individual and/or collective level. The measurement of the carbon footprint makes it possible to identify and reduce the levels of emissions:
    • Scope 1: Direct GHG emissions from sources controlled by the company, from activities such as combustion in boilers and the use of refrigeration equipment.
    • Scope 2: Indirect GHG emissions associated with the use of the electrical energy we purchase.
    • Scope 3: Indirect GHG emissions from previous and subsequent activities in the supply chain.

      Carbon neutral:

      • It is a state where greenhouse gas (GHG) emissions have been offset or avoided, through technological investments, changes in habits, or by being part of projects that reduce, capture, or temporarily avoid GHG emissions. Since 2020, more and more countries and companies have joined this initiative

      Circular Economy:

      • Economic model to reduce GHG emissions and preserve nature while jobs are generated and there is economic growth that does not affect the environment. This implies a change in the way we design, produce and consume, through three basic principles:
        • Regenerate natural systems
        • Keep products and materials in use
        • Eliminate contamination and residues associated with the disposal of products

      Corporate Sustainability Assessment (CSA):

      • It is the tool we use to identify strengths and opportunities in our corporate performance. Although we are not a publicly traded company, this assessment is the basis for the Dow Jones Sustainability Index, one of the most recognized sustainability awards in the world. Learn more by clicking here: About the CSA | S&P Global


  • It is short for the three dimensions of sustainability: environmental, social and governance. ESG is used in English (environmental, social, governance) and ASG is used in Spanish.
  • The incorporation of these principles is essential to innovate, create long-term value opportunities and ensure responsible and sustainable investments, in addition to being efforts consistent with the Sustainable Development Goals.

Extended Producer Responsibility (EPR):

  • It is a principle that promotes improvements in the designs and in the life cycle of the products, maintaining the responsibility of the producers on the environmental, social and economic impacts of their products, focused mainly on the recovery and final disposal of materials.

GRI Standards:

  • The GRI Standards (divided into universal, sectoral and thematic standards) are a common language that serve to improve the accountability and transparency of organizations on reporting ESG issues. The GRI Standards have a global scope that allow material issues, their impacts, and their management to be communicated in such a way that results can be understood and compared between other organizations.

Impact evaluation:

  • Impact evaluations are a component of the cycle of projects and policies created to solve a specific problem. There are different types of impact evaluations, however they all seek to assess how the intervention project or policy corrected the problem it was intended to address, looking particularly at the effects that said intervention had.

Interest groups:

  • They are those groups that have the capacity to affect or be affected by our direct and indirect operation. Also known as stakeholders, they can be diverse, and the organization has a commitment of responsibility towards them, as well as a commitment to their participation in the identification of important issues for our operation.


  • Part of the participation process of interest groups in organizations and sustainable management is essential. The involvement of different actors and interest groups makes it possible to identify, understand and respond to relevant sustainability issues and concerns, as well as to establish objectives, make decisions, communicate progress and measure the impact of our operation.

Leadership School:

  • We seek the development of today's leaders and talents that support the future growth of the organization, promoting awareness and strengthening of soft skills, promoting the characteristics of the Alianza Team culture model, contributing to the transformation that we seek in the organization with a group and individual accompaniment in the face of the new reality that we are experiencing in order to fulfill our higher purpose in everything we do. Our corporate ally in this initiative is Origen Red de Liderazgo

Materiality Analysis / Material Issues:

  • Material issues help define the content that will be reported in sustainability reports for organizations based on the importance of each issue. There are two dimensions to materiality to identify issues:
    • 1) Economic, environmental and social impacts.
    • 2) Influence on the decisions of interest groups.
  • There are different methodologies to apply this concept, such as the Global Reporting Initiative (GRI), the International Integrated Reporting Council (IIRC) and the Sustainability Accounting Standards Board (SASB). At Alianza Team we use the GRI Standards.

Responsible Sourcing Strategy:

  • At Alianza Team, the Responsible Sourcing Strategy is the roadmap for compliance with our environmental and social commitments declared in our Policy Guidelines in our operations and throughout the supply chain, addressing challenges and opportunities to work together with our allies.
  • Alianza Team's Responsible Sourcing Strategy has three work fronts: 1) Monitoring and Verification System in the chain, 2) Supplier Engagement Plan, 3) Corporate Volunteering School of Allies. Learn more in our CH 1 - WE ARE ALLIES IN MAKING THE DIFFERENCE - alianzateam

Science-Based Targets (SBTi):

  • Ambitious objectives that drive the transition to a low carbon economy where GHG emissions are managed and reduced in the long term and globally, so that we can limit the increase in global temperature to 1.5°C compared to pre-industrial temperatures.

Strategic relationships:

  • Knowing and understanding the needs and expectations of our stakeholders is essential to meet the objectives in the short, medium and long term in the economic, environmental and social dimensions of sustainability. It allows us to anticipate future trends and changes, proactively managing risks and capitalizing on opportunities that arise to protect and strengthen corporate reputation. To learn more about the guidelines of the Corporate Engagement Protocol, consult our Policy Guidelines here.

Strategic Supplier:

  • It is that provider that directly contributes to competitive advantage and business continuity, critical for integrated management systems, with commercial relevance and potential risks of ESG impacts.

Supply chains:

  • Supply chains are dynamic structures of production and cross-border trade that are necessary for the production of goods or services, from the beginning of their production, until they reach consumers. Supply chains help create opportunities for employment and dialogue, as well as economic and social development.

Sustainable Development Goals (SDGs):

  • They set the global development agenda promoted by the United Nations in 17 goals to solve the major problems we face. There are more than 169 specific goals, some for nations and others for entities/organizations of all kinds. For more information, see Sustainable Development Goals | United Nations Development Program.


  • Set of systems that facilitate the monitoring of operations, and are used to verify that the raw material is from sustainable and legal sources, which is achieved by gathering all the information on the journey of the respective raw material to the final consumer. Traceability helps ensure compliance of standards for raw materials.

Vision 30|30:

  • A group that works on different strategic axes to build an information system that helps determine the amount of packaging and container materials that are placed in the Colombian national market. It seeks to generate a culture of sustainable living habits, promoting innovation and achieving cost-effectiveness in the collection and use of packaging. At the moment it is made up of more than 300 companies representing 27 sectors in the country.

Frequently Asked Questions (FAQs)

What is the difference between a fat and a lipid?

Lipids are a large group of nutrients. Together with Carbohydrates and Proteins they form the three main groups of macronutrients.

Among the lipids we find many nutrients such as: 

  • Sterols (cholesterol, phytosterols)
  • Fats (omega-6, omega-3, omega-9)
  • Fat-soluble vitamins (Vitamin D, Vitamin A, Vitamin E) 
  • Waxes (Wax wax, fruit wax)
  • Phospholipids
  • Antioxidants
Why are lipids essential for the nutrition and development of the body?

Lipids are an essential nutrient for human development. At the cellular level, our body is composed of* 60% Water, 15% Lipids, 18% Proteins and 6% Minerals. Some lipids, such as omega 3 and 6, fat-soluble vitamins, and antioxidants, are nutrients that the body cannot produce and must be supplied through the diet. Scientific evidence has shown that adequate levels of these lipids are related to the proper functioning of the immune system, cardiovascular system, metabolism, among others. Aquí

What are the different types of fats and where are they found?

We could say that there are 3 large families of fats and a main representative of each family:

  1. Saturated fats: MCTs (Medium Chain Triglycerides)

We find them mainly in: cheeses, coconut oil, meats, butter, palm oil, chocolate.

  1. Monounsaturated Fats: Omega-9

They are mainly found in: olive oil, avocado, nuts.

  1. Polyunsaturated Fats: Omega-3, Omega-6, DHA and EPA

Mainly in: fish, flaxseed oil, nuts, chia oil.

What are saturated fats? Are they bad?

The name given to saturated fats has to do with their molecules. Saturated fats are found naturally in cheese, coconut, breast milk, and many other foods. Like any other nutrient, they should be consumed in moderation.

Are there good and bad fats?

There are compounds that could contribute to the incorrect functioning of the body. One of them is trans fats. The World Health Organization (WHO) and the Pan American Health Organization (PAHO) recommend the elimination of industrially produced trans fatty acids (TIFA-PI) to prevent non-communicable diseases.

On the other hand, scientific evidence has shown that the consumption of good fats such as monounsaturated (omega-9) and polyunsaturated (omega-3, DHA) are related to a lower risk of cardiovascular disease, obesity and diabetes. These good fats are found in foods such as avocado, fish, nuts, seeds, olives, etc.

How are we executing our commitment in health and nutrition?

We are interested in impacting the nutritional status of our direct and indirect consumers, which is why we are looking for:

  1. Evaluate the nutritional profiles of the Colombian population and their state of health (COPEN studies which collect a wide range of information regarding health and lifestyle data with statistical significance and representativeness. The relationship between nutritional profiles and some non-communicable diseases (diabetes, overweight,etc) is evaluated in COPEN).
  2. Educate the different actors that impact nutrition in the world: Food industries, Academia, Medical centers and associations, etc.
  3. Innovate with products that increase the nutritional quality for humanity.
  4. Build and disseminate knowledge on nutrition and health so that it can be used to positively impact people’s lives.
Why are the containers mainly plastic?

Specifically, PET as a packaging material offers very relevant benefits for food by ensuring the quality, safety, security and competitiveness of food products. Plastic as a material in itself is not bad; the bad thing is not to dispose of it correctly, increasing the possibility that it ends up in a river, sea or land improperly.

Have returnability alternatives for oil containers been explored?

Yes, and it has been discarded at the moment for three main reasons that generate a greater environmental impact:

  1. In Colombia, the reuse of oil containers for human consumption is legally prohibited.
  2. The most suitable substitute material available to achieve returnability is glass, and due to its characteristics it would generate higher emissions in distribution due to its weight and volume together with the possibility of compromising the integrity of the container and safety for the consumer.

The process of washing the containers necessary to ensure their safety conditions and innocuousness required technology that is not widely available.

What are Alianza Team's main businesses?

Visit our website and click on Our Businesses section.

How should used cooking oil be properly disposed of?

Let it cool, pour it into a plastic bottle, and when it is full, take it to the nearest Manos Verdes collection point. Visit for more information about the movement of which you can also be a part. Join us!

Is there a channel or grievance mechanism for complaints, complaints and/or claims?

Yes! We have the Alianza Team Integrity Line, available 24/7 to anyone anywhere in the world who would like to ask, report or denounce any situation that violates compliance with our Policy Guidelines. It is a completely anonymous channel that has a structured internal process that ensures the proper reception, review, investigation and response of each case without risk of retaliation or reprisals.

How do we understand and work to avoid deforestation?

As an organization we are committed to the protection and conservation of forests, which are home to more than 70% of the world’s terrestrial biodiversity according to the Food and Agriculture Organization of the United Nations. This is why we implemented traceability to origin, to verify our commitment to zero deforestation through Starling, with the support of Earthworm Foundation.

Through the periodic monitoring of alerts associated with deforestation and permanent work with our palm oil suppliers, we work to ensure zero deforestation in our agricultural supply chains by 2030.

What is Extended Producer Responsibility and what does it look for?

It is a principle that seeks that producers manage the impacts of their products throughout their life cycle, including management after their sale and consumption. In the case of packaging, this means that producers are jointly responsible for the collection, recycling and disposal of packaging waste, guaranteeing the closure of the cycle.

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