the shipping, transport and delivery of the product to the end customer, and also include control of the entire production process to ensure the safety of the product manufactured in our facilities. SOCIAL RESPONSIBILITY In 2008 Atrian decided to switch to ethical auditing, a type of audit that performs an in-depth, formal analysis of work practices at a given work centre. This was performed following the SEDEX protocol and analysed topics related to staff health and safety, work standards, and the company’s environmental practices. ENVIRONMENTAL RESPONSIBILITY Atrian is increasingly committed to more responsible consumption of natural resources. We realise that these are limited and for this reason Atrian has undertaken improvements in energy efficiency improvement and waste management, among other actions. EXPORTS Since its founding in 1947, our group has had a clear international vision at all times. Even many years ago, we were convinced that we could not limit ourselves to a domestic market such as Spain, and later Europe, and we put all our efforts into consolidating markets outside Europe. Now that Old Europe is creaking, overcome by a crisis that is not just economic but also one of values, this clear international vision beyond our frontiers has become absolutely essential. Europe is in recession and under these conditions it takes an enormous effort to increase or even maintain business. We are facing a new paradigm. The Europe of the welfare state and social cohesion, achievements built over more than 50 years, is in danger of disappearing. The major austerity policies, dictated from Berlin and Brussels by mediocre bureaucrats with the agreement and acquiescence of the financial markets, are being imposed with no sensitivity to the possible social impact of their inexorable demands. The result is a Europe engulfed in a deep depression, with generalised falls in GDP in its countries and exponential increases in jobless rates. And Spain has become the champion of this macabre competition. It has been five years since we began to see the first symptoms of the economic crisis and even the most optimistic think it will last several more. The biggest doomsayers claim it may take a further decade before we see the first signs of Europe returning to growth and steady job creation. For our Group, 2012 was the first year of business exclusively in the food industry. Yet both Atrian and Apliena do business mainly in European markets. In the socio-economic context described above, it is crucial that we access extra-community markets, and our strategy has to involve creating strong links beyond Europe. Our successful experiences in both Mexico and Chile show that we must continue to consolidate markets by creating companies outside Europe. Thus, in the next few months, we expect to be able to announce strategic agreements with various American countries, a milestone that should help the Group continue to grow and provide the international outlook that will enable us to diversify markets and advance and consolidate our business. Fresh Products 2013- 2014 Annual Catalog ~ 29