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SUSTAINABILITY REPORT 2013
Ibersol Group Restaurant Units
Certified by NP EN ISO 22000:2005:
Aeroporto Lisboa Clocks; Aeroporto Lisboa Cockpit Bar;
Aeroporto Lisboa Multimarca; Aeroporto Lisboa Spoon;
Burger King Cascais; Burger King Colombo; Burger King
Dolce Vita Porto; Burger King Norteshopping; Blue Caffé;
Multimarca Carvalhos Norte; Multimarca Carvalhos Sul;
Catering Estádio do Dragão; COZINHA CENTRAL Sintra;
KFC Cascais; KFC Colombo; KFC Dolce Vita Porto; KFC
NorteShopping; Multimarca Sol Ovar Norte; Multimarca Sol
Ovar Sul; Ò KILO Dolce Vita Porto; Pans Company Colombo;
Pans Company DolceVita Porto; PASTA CAFFÉ Dolce Vita
Porto; PASTA CAFFÉ NorteShopping; PIZZA HUT Colombo;
PIZZA HUT Foz; PIZZA HUT Lagos; Pizza Hut Matosinhos;
PIZZA HUT NorteShopping; PIZZA HUT Dolce Vita Porto;
Quiosques Dolce Vita Porto; Vog Tecmaia.
Multi-Brand Warehouse Dolce Vita Porto
Multi-Brand Warehouse Aeroporto Lx
Multi-Brand Warehouse Norteshopping
Central Palmela Warehouse
Headquarters
Units of Support/Supply Chain Certified
by ISO 22000 standard
This certification in the restaurant and catering units
extends to certification of the management of the food
chain for Ibersol Group operations, encompassing not
just transversal processes of the food safety manage-
ment system but also activities that support the supply
chain.
Lastly, NP EN ISO 22000 certification also covers the
management and production of pre-prepared meals
at the Sintra Central Production Unit, completing the
entire food chain where the Ibersol Group acts.
Results in the NP EN ISO 22000:2011
certification axis
Implementation of the Food Safety Management Sys-
tem in accordance with NP EN ISO 22000:2005 – Food
Safety Management Systems allows us to guarantee the
following results:
• To comply with legislation, specifically Regulation (EC) no.
852/2004;
• To identify potential risks that can occur during the various
preparation and food confection phases, enabling deter-
mination of ways to prevent and control those risks;
• To prevent the appearance of public health problems
such as food poisoning, where direct (indemnities,
hospital expenses) and indirect (loss of credibility)
costs can be high;
• To identify and distribute internal responsibilities, thus
enabling each employee to become more aware about
his or her importance and function in the organization;
• To carry out training actions that specifically focus on
the area of hygiene and food safety;
• To assure implementation of an effective supplier moni-
toring system, eliminating or minimizing the impact of
introducing ‘non-compliant’ or ‘doubtful’ products in the
production cycle;
• To identify areas of improvement and promote action
plans with a view to continual system improvement;
• To meet customer expectations and increase their sat-
isfaction.
