Las Tacuaras S.A.
Central Department, Paraguay
January 2019
Animal Production
Manufacturing
Paraguay
The Tacuaras began its activities in the poultry sector in the 70s, with the breeding of broiler chickens, passing almost immediately (1974) to the industrialization of eggs. Until 1997 the company was directed by its creator, Antonio Koo (of Korean nationality), until its conversion into a Limited Company, delegating this role to his children, to whom he entrusted the task of supporting education, as a way of contributing -from the company- to the reduction of poverty in the country convinced that this it is the means to improve the opportunities of the population. Since then the changes in the company do not stop. The demands of production, of the market and of consumers is increasing every day and it challenges them to constantly rethink the business from the perspective of sustainability. Las Tacuaras inicia sus actividades en el rubro avícola en la década del ´70, con la cría de pollos parrilleros, pasando casi de inmediato (1974) a la industrialización de huevos.Hasta 1997 la empresa fue dirigida por su creador, Antonio Koo (de nacionalidad coreana), hasta su conversión en Sociedad Anónima, delegando este rol a sus hijos, a quienes encomendó la tarea de apoyar la educación, como forma de contribuir -desde la empresa- a la reducción de la pobreza en el país convencido de que este es el medio para mejorar las oportunidades de la población. Desde entonces los cambios en la empresa no cesan. Las exigencias de la producción, del mercado y de los consumidores es cada día mayor y nos desafía a repensar permanentemente el negocio desde la perspectiva de la sustentabilidad.
Overall B Impact Score
Governance 16.3
Governance evaluates a company's overall mission, engagement around its social/environmental impact, ethics, and transparency. This section also evaluates the ability of a company to protect their mission and formally consider stakeholders in decision making through their corporate structure (e.g. benefit corporation) or corporate governing documents.
What is this? A company with an Impact Business Model is intentionally designed to create a specific positive outcome for one of its stakeholders - such as workers, community, environment, or customers.
Governance 16.3
Governance evaluates a company's overall mission, engagement around its social/environmental impact, ethics, and transparency. This section also evaluates the ability of a company to protect their mission and formally consider stakeholders in decision making through their corporate structure (e.g. benefit corporation) or corporate governing documents.
What is this? A company with an Impact Business Model is intentionally designed to create a specific positive outcome for one of its stakeholders - such as workers, community, environment, or customers.
Workers 18.8
Workers evaluates a company’s contributions to its employees’ financial security, health & safety, wellness, career development, and engagement & satisfaction. In addition, this section recognizes business models designed to benefit workers, such as companies that are at least 40% owned by non-executive employees and those that have workforce development programs to support individuals with barriers to employment.
Community 20.5
Community evaluates a company’s engagement with and impact on the communities in which it operates, hires from, and sources from. Topics include diversity, equity & inclusion, economic impact, civic engagement, charitable giving, and supply chain management. In addition, this section recognizes business models that are designed to address specific community-oriented problems, such as poverty alleviation through fair trade sourcing or distribution via microenterprises, producer cooperative models, locally focused economic development, and formal charitable giving commitments.
What is this? A company with an Impact Business Model is intentionally designed to create a specific positive outcome for one of its stakeholders - such as workers, community, environment, or customers.
Environment 22.7
Environment evaluates a company’s overall environmental management practices as well as its impact on the air, climate, water, land, and biodiversity. This includes the direct impact of a company’s operations and, when applicable its supply chain and distribution channels. This section also recognizes companies with environmentally innovative production processes and those that sell products or services that have a positive environmental impact. Some examples might include products and services that create renewable energy, reduce consumption or waste, conserve land or wildlife, provide less toxic alternatives to the market, or educate people about environmental problems.
Customers 3.4
Customers evaluates a company’s stewardship of its customers through the quality of its products and services, ethical marketing, data privacy and security, and feedback channels. In addition, this section recognizes products or services that are designed to address a particular social problem for or through its customers, such as health or educational products, arts & media products, serving underserved customers/clients, and services that improve the social impact of other businesses or organizations.