CORPORATE SOCIAL RESPONSIBILITY REPORT
TABLE OF CONTENTS 1
INTRODUCTION STRATEGY AND ANALYSIS 3 REPORT CONTENT 4 ⁄⁄ Report Profile ⁄⁄ Scope and Coverage of the Report ABOUT DALLANT
2
6
HISTORICAL BACKGROUND
8
RESULTS AND HIGHLIGHTED FIGURES FROM 2013
10
FUTURE CHALLENGES
12
OUR MODEL AND POLICY OF SUSTAINABILITY OUR MODEL OF SUSTAINABILITY 14 IDENTIFICATION AND PARTICIPATION OF OUR INTEREST GROUPS
16
COMMITMENTS 18 ⁄⁄ Mission, Principles and Values ⁄⁄ Code of Ethics ⁄⁄ Social Action MATERIALITY 23 ⁄⁄ People ⁄⁄ Operations ⁄⁄ R&D
3
USEFUL INFORMATION GLOSSARY 37 VALIDATIONS 37 PERFORMANCE INDICATORS 38
STRATEGY AND ANALYSIS I have the pleasure of presenting you with our 2013 Social Responsibility Report, where we make our business model and our main areas of work public, in search of sustainable development of both our organisation and our environment. We will present an account of our activity, in an open and transparent manner, establishing an open and ongoing dialogue with the interest groups that we interact with and to whom we issue this document. The year 2013 has been a great step forward on our path towards more sustainable growth, with very relevant investment efforts that were carried out in multiple areas. The ambitious renovation of the production facilities at our headquarters in Sant Feliu de Llobregat (Barcelona) was especially noteworthy, as well as the start of the new ERP management system project, which will enable us to fully integrate the group’s companies and optimise both our commercial and industrial operations. We would like to emphasise the human and social components that are involved in our business approach. People are our reason for existence and the key to our success throughout our over 60 years of trajectory. We are responsible for the people that make up Dallant’s ecosystem and we therefore endeavour to invest in them, not only with respect to training, but also by updating the processes and facilities with the aim of improved occupational safety and prevention of occupational risks. Western markets are still embroiled in a persistent economic recession, which leads to a generalised crisis of values. When faced with this situation, business organisations must
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
INTRODUCTION
People are our reason for existence and the key to our success throughout our over 60 years of trajectory.
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reflect and take action to defend the overall state of welfare. Consequently, we must be persistent in our firm determination to continue implementing the best business management practices in all areas of our activity, with the ultimate goal of ensuring the good health of our company, our suppliers and our clients. THE ESTABLISHMENT OF STABLE AND RESPECTFUL RELATIONSHIPS WITH THE PEOPLE AND THE ENVIRONMENT IS, IN OUR OPINION, THE ONLY WAY TO FACE FUTURE CHALLENGES AND ENSURE SUSTAINABLE GROWTH IN THE MEDIUM AND LONG TERM. Small and medium-sized enterprises like us are an essential part of the social and economic network, as they contribute to the backbone of our society, thanks to their contribution of stability and security. Therefore we find it incredibly motivating to continue down this path in search of the best way to integrate Corporate Social Responsibility policies within the management systems. We are fully aware of the impact that our activity has on all levels: social, economic and environmental. We want to be consistent and we have a feeling of responsibility, therefore, we have the obligation to continue to promote attitudes, actions and commitments, both those that are individual and collective, to ensure long-term success and help to build a more humane society, both for our generation and for those that will come after us.
Jaime Pérez Costa Executive President
3
INTRODUCTION
1 REPORT CONTENT
Report Profile This is the Corporate Social Responsibility Report of Dallant S.A. which was elaborated according to the criteria set forth by Global Reporting Initiative (GRI). This document, which corresponds to the year 2013, has been created in accordance with version 3.1 of the G3 Guide for the elaboration of sustainability reports from the Global Reporting Initiative (GRI) organisation. The date of the most recent former report is September of 2013, which corresponds to the year 2012. The reporting cycle is annual. All aspects that are relevant to the sustainability of our organisation are reflected in this report, as well as the indicators that are established in the aforementioned guide and others that have been created based on the characteristics of our organisation and the expectations of the groups of interest. Mr. Alejandro Pérez, Managing Director, certifies the veracity of the data presented in this document. This report has been completed according to the criteria of a level C report.
Scope and Coverage of the Report The coverage of the report is Dallant S.A. in its entire area of action, as well as what it confers to the company’s facilities. This memory has no limitations with respect to its scope. The techniques of data measurement and the basis for performing the calculations, including the hypotheses and underlying techniques, are those that form part of our standardised procedures. Our sources of information are those that have been derived from our management system. Likewise, some specific instruments have been generated in order to further elaborate this report. Dallant promises its interest groups external verification of the report on the matters that are specific to Dallant, according to the criteria established by the company’s management. The frequency of the report is annual.
More information about GRI: www.globalreporting.org. For more information about our report you can visit us at: http://www.dallant.com/en/company/corporate-social-responsibility/ or contact: Joan Manel Torres, rsc@dallant.com
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
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ABOUT DALLANT
INNOVATION AND CREATIVITY EXPERIENCE AND SENSITIVITY
DEVELOPMENT AND CUSTOMISED PRODUCTS
Dallant is an organisation that researches, develops, produces and markets flavourings and ingredients for the food industry. We distinguish ourselves by offering a personalised relationship and business-to-business solutions in the form of specific products that are tailored to each client, all from the point of view of thinking globally and acting locally.
HEADQUARTERS: SANT FELIU DE LLOBREGAT, BARCELONA Dallant owns the following subsidiary companies that are based on an adaptive and multi-premise model of organisation to therefore provide specialised products as well as a service that is close to the territory where we operate.
Innovation and creativity are combined with our extensive scientific know-how and the latest technology, in order to achieve success in every project. Our highly-specialised technical teams of research and application are fully involved in each development towards creating new and delicious flavours that allow the consumer to enjoy a great sensory experience.
NATURAL AND HEALTHY INGREDIENTS
SCIENTIFIC AND TECHNOLOGICAL BACKGROUND
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
MOLEVA Located in the province of Lleida, one of the best European horticultural areas, we are responsible for the processing of fruit juices, fruit by-products, flavours and specialities.
DALLANT MIDDLE EAST At the Dallant Middle East office, located in Cairo, Egypt we provide our current and potential clients with excellent commercial and technical service.
CÍTRICOS DE MURCIA We produce the highest-quality juices and by-products of citrus fruits in the heart of the Murcian orchard.
DALLANT EURASIA Located in Istanbul, Turkey, is Dallant’s latest effort in its strategy of international expansion in emerging markets. Dallant Eurasia tends to the needs of manufacturers and consumers in Turkey, as well as those in the neighbouring countries of the Caucasus and Caspian, offering tailor-made solutions that are at the same time creative and high-tech.
DALLANT MAGHREB In order to be able to respond to our clients in the most efficient way possible and develop business in countries that are south of the Mediterranean and the Atlantic coast of Africa, we have production facilities and a commercial office in Casablanca.
DALLANT CARIBBEAN The subsidiary of Dallant Caribbean serves as a platform to respond to our clients from the South American continent.
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HISTORICAL BACKGROUND 1950 - 2014
INTRODUCTION
1 1997
Development of dairy bases for alcoholic drinks
1997
ISO 9001 Certification
1950
1966
Establishment of ‘Especialidades Dallant’ in Barcelona
1999
Start of commercial activities at the international level
1963
1974
Inauguration of the Headquarters in Sant Feliu de Llobregat
2009
Obtainment of the Kosher certificate for some products
Enhancing of the emulsions’ portfolio
2010
2000
1987
Start-up of the new investment plan in Sant Feliu
Implementation in Maghreb
Creation of Cítricos de Murcia S.A.
Creation of compounds for soft drinks
2012
2007
FSSC:22000 Certification
Start of the new industrial investment plan of Moleva
1991
2012
Implementation in Turkey - Eurasia
Integration of Moleva S.A., juices and concentrates
1996
Incorporation of Ingredients S.A. as a savoury foods business unit
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
Implementation in the Middle East
1999
Development of microencapsulated flavours
1990
2008
Industrialisation of cream fillings for industrial bakeries
2013
Obtainment of the Halal certificate for some products
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HIGHLIGHTED FIGURES FROM 2013
WATER CONSUMPTION
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
ECONOMY
SATISFACTION AND COMMITMENT
SOLVENCY
INTRODUCTION
SALES
1
ENVIROMENT
PEOPLE
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INTRODUCTION
1 FUTURE CHALLENGES At Dallant we understand that sustainable development is the key to ensuring the growth of our organisation and that of the environment in which our activity takes place. SUSTAINED AND SUSTAINABLE GROWTH The economic results alone are incomplete objectives. We work with perseverance and prudence, with the objective of consciously planting and patiently collecting fruit. NEW ERP:SAP® MANAGEMENT SYSTEM The implementation of new SAP® company management software is anticipated for the year 2014. This will allow for the centralisation of information, as well as the integration of all of the functional areas of our company. SAP® has become an internationally recognised standard that the majority of large corporations use, however companies like ours have been taking more of an interest in this ERP solution. The SAP® system, which is based on the concept of combining all of the company’s business activities and technical processes in one simple, integrated, robust and reliable computing solution,
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
will grant us the ability to make better decisions, closely control costs and provide the client with excellent service.
In line with the objectives that were established in 2013, the following actions have been carried out: •
The formation of our own joint occupational risks prevention service that is responsible for prevention in all of the companies that make up Dallant.
•
NEW MEASURES IN THE PREVENTION OF OCCUPATIONAL RISKS
The development of a management system according to the international standard OHSAS 18001, with the objective of obtaining such certification.
Dallant, as of many years ago, has marked health and safety in the workplace as one of its main objectives.
The full implementation of these two points will be fundamental in achieving our objective with respect to Safety in the Workplace
However, we know that this change will involve a major challenge for the entire organisation and we must dedicate our efforts and rigour to this change in order to be able to carry out the successful implementation.
Going far beyond the mere fulfilment of the established legal requirements, we have taken on the challenge of reducing work-related accidents to the greatest extent possible, as well as improving the working conditions in order to minimise any type of risk.
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This is another case where the practice constructs the theory.
We are an industrial company that works with natural raw materials, therefore, with finite resources that must be managed efficiently. Taking care of the environment and maintaining an adequate and comprehensive management system are the basic pillars to ensure the future. Likewise, our desire is to act and grow in a sustainable way that equally guarantees the social, economic and environmental aspects of our business.
RELEVANT ASPECTS FOR OUR INTEREST GROUPS HIGH
RELEVANT ASPECTS FOR DALLANT
This goal can only be achieved if we act responsibly, in such a way that we are capable of satisfying the expectations of our interest groups.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
OUR MODEL AND POLICY OF SUSTAINABILITY
Dallant’s commitment to sustainability began long before the birth of the concept of social responsibility.
OUR MODEL OF SUSTAINABILITY
In order to do so, the involvement of the entire organisation is fundamental in transferring these goals to our environment.
2
HIGH
MEDIUM
Stable relationships with interest groups Corporate ethics Creating shared value People - work teams Transparency and credibility Innovation in products, services and organisation Health and safety Corporate sustainability Engagement Energy efficiency
MEDIUM Reduction of waste and water consumption Integrated management systems Development of talent
LOW Dialogue and collaboration with interest groups Profitability
Donation and collaboration with non-profit organisations
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OUR MODEL AND POLICY OF SUSTAINABILITY
2
IDENTIFICATION AND PARTICIPATION OF OUR INTEREST GROUPS SHAREHOLDERS
PEOPLE
We have several instruments for dialogue with our shareholders: • Quarterly information about the economic evolution of the business • Formal and informal meetings with the Executive President • The sustainability report as a privileged instrument of dialogue with our shareholders with respect to the triple bottom line: economic, environmental and social
Communication with employees is carried out under the framework of everyday life, as well as with the help of the following systematised instruments: • Satisfaction surveys for employees • Study of Psychosocial Risks • Collective negotiation • Online magazine of internal communication • Formal and informal interviews • Focus-group • Specific surveys about CSR GRI.
CLIENTS Our instruments of constant communication with our clients include: • Personalised surveys about projects and innovation • Client satisfaction surveys • Personalised visits • Corporate communication magazine: ‘dallantinforma’ • Our website • Formal and informal meetings at trade shows and events
Our ecosystem CONSUMERS | CLIENTS | SHAREHOLDERS EMPLOYEES | COMPETITORS | SUPPLIERS RESEARCH CENTRES | UNIVERSITIES | EDUCATIONAL CENTRES PUBLIC ADMINISTRATION | AUDITORS | UNIONS SECTOR TRADE AND PROFESSIONAL ASSOCIATIONS NON-PROFIT ORGANISATIONS
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
SOCIETY Cooperation with public, private or third sector organisations forms part of the Dallant paradigm with respect to its structure with the territory. The related channels, spaces or instruments are the following: • Active participation in Organisations of the Food and Flavours Sector • Active participation in round-tables with experts from Business Associations and Public Entities • Dallant informa, corporate communication magazine • Institutional visits • Active participation in Forums and Conferences • Cooperative dynamics with the Public Administration where we operate
OUR PARTNERSHIPS Environment Partners
Public Commitments
· ENERGÍA VM · TEGA · TRATESA
· SEDEX · GLOBAL COMPACT
Audits · SGS · SAI GLOBAL · BUREAU VERITAS
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PRINCIPLES
The creation of unique and innovative flavours that people can enjoy as part of a healthy diet, by building stable and lasting relationships with our partners.
ETHICS: We behave ethically in all of the different sectors and territories, building solid relationships with our partners.
We are committed to people and also to the present and future of the environment in which we operate, starting with respect, professionalism and loyalty.
We build solid relationships with our teams and partners through transparency and honesty.
Our mission, principles and values are the backbone of our corporate identity and organisational culture.
MISSION
OUR MODEL AND POLICY OF SUSTAINABILITY
COMMITMENTS
We are mentally and organisationally flexible in order to respond and adapt ourselves to the new needs of a changing world.
2
VALUES
QUALITY: We seek quality in our technologies and products. We are stimulated by continuous improvement. SECURITY: We make sure to guarantee the safety of our products and processes. COOPERATION: Our teams cooperate with our interest groups in order to co-construct successful projects. SUSTAINABILITY: We are concentrated on growing in a sustainable way and taking care of our environment for the future.
Professionalism and excellency are the keys to success and the satisfaction of our clients.
Creativity and ingenuity are part of our essence.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
We learn and grow through effort, talent and the ability to improve.
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2
COMMITMENTS Our Code represents the commitment and ethical responsibility to both the business management and the business activity assumed by Dallant, whether they are carried out by administrators or employees.
OUR MODEL AND POLICY OF SUSTAINABILITY
SOCIAL ACTION Dallant has stable partnerships with different non-profit organisations. Our efforts are mainly directed towards children and young people in vulnerable situations. However, we also cultivate stable partnerships with the territory in which we operate.
/ STAKEHOLDERS:
Below are the main groups of our code of conduct. 1. With respect to the law, human rights and ethical values: Dallant assumes the responsibility to act at all times in accordance with current legislation and internationally accepted ethical practices, and with total respect towards Human Rights and civil liberties. 2. Respect for people: Dallant rejects any demonstration of physical, psychological or moral harassment, or abuse of authority, as well as any other conduct that may generate an intimidating or offensive environment with respect to the people’s rights. Likewise, the employees will maintain due respect for all of their colleagues both within and outside the company, by not tolerating libel or slander. 3. Professional development and equal opportunities: Dallant promotes professional and personal development since it supports the creation of talent; it does so by ensuring equal opportunities for all its workers and not discriminating against any employee. 4. Corruption and subornation: Dallant is against influencing the will of people outside the company in order to gain some benefit through the use of unethical practices. Dallant will not allow other individuals or entities to use such practices with their employees. 5. Irregular payments and money laundering: Dallant’s management team and employees will not commit to or participate in any activity that involves money laundering or participation in illegal activities. 6. Competition and antitrust: Management will be aware of the anti-monopoly rules and powers of jurisdiction, thus refraining from any conduct that may violate the applicable laws. 7. Accounting and internal control: Accounting will be diligent, transparent and rigorous. 8. Treatment of information and knowledge: Dallant’s management team and employees must comply with the duties of discretion and secrecy, and they therefore must keep information confidential and preserved. Additionally, and in accordance with the applicable Data Protection legislation, workers must respect protected data and not disclose data that could violate such legislation. 9 Communication: Dallant’s management team and employees will ensure that all advertising and promotion is justified and truthful. 10. Quality: Dallant’s employees will ensure the safety and efficacy of the products that are manufactured by the company, as well as the production parameters and the production quality.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
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OUR MODEL AND POLICY OF SUSTAINABILITY
2 MATERIALITY
3.1 PEOPLE
3.2 OPERATIONS
Excellent results come from fascinating journeys. This paradigm of action backs our people policies through which we hope that cooperation has an active influence in our personal and organisational growth. We believe that the attitude of the people, their optimism and resilience are fundamental pillars that drive successful shared projects.
We are fully committed to the optimisation and rationalisation of our operations. Therefore, the study and application of new technologies is constant in our production processes and analytical methods; it is a fundamental part of our continual improvement approach and the pursuit of excellence.
If in the first decade of the twentyfirst century technology has guided a large part of social progress, therefore in the second decade of this century, the passion of people must form the backbone of the present generation’s yearning to achieve successful future milestones. WE COOPERATE. WE GROW.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
Safety, quality and eco-efficiency are three concepts that we continuously work with in order to improve the performance of our products, and therefore, our clients’ applications. We also work to simplify our processes, making them more efficient and more competitive.
3.3 RESEARCH, DEVELOPMENT AND INNOVATION Competitive pressure, globalisation and technological advancement are realities that have changed the context in which our activity takes place. Nowadays, we understand that the only worthwhile and sustainable way to face challenges over time is through innovation. We focus our efforts on research, technological development of new applications and processes, as well as organisational innovation, which allows us to provide differential value to our clients’ products. Innovation is present in our entire value chain and in all stages of development, from the concept to the final product. For this reason, we see innovation as a dynamic system, which is permeable, open to the market, as well as the scientific community, and therefore we are always searching for the best solutions.
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OUR MODEL AND POLICY OF SUSTAINABILITY
2
63%
3.1 PEOPLE CASE I: DAILY PULSE
We cooperate. We grow. Dallant desires, cultivates and seeks people who are enthusiastic, optimistic and resilient in order to grow together. The formula for our sustainable growth is: EXCEPTIONAL COMPETENCE + CONTINUOUS LEARNING + RESILIENCE = TALENT
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
In April of 2013 we started down an exciting path to measure happiness in the workplace. This new instrument joins two other instruments that are used for the measurement of welfare in the organisation: ISTAS21, assessment of the psychosocial risk; Satisfaction and engagement survey. Daily Pulse is an instrument that allows us to measure the level of happiness at work in real time, and it also allows us to share that information with the entire organisation. This project implemented together with Celpax has allowed us to have daily indicators at our disposal that are related to the level of happiness in our company. CASE II: CORPORATE ASSEMBLY This past April 26 was the First Corporate Assembly where the current assessment was presented, along with the goals and objectives of the 2013/2015 Strategic Plan. The corporate assembly involved the participation of the organisation’s entire personnel. The generation of this new space of corporate involvement is part of the personnel participation policies, which were initiated in 2003 through work groups for continuous improvement. The corporate assembly is intended to be a space for sharing strategies and challenges with the organisation as a whole.
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3.1 PEOPLE
INDICATOR
DESCRIPTION
VALUE
Workers
FTE
153
Gender
Male
70.5
Female
29.4
20-29 years
8.3
30-48 years
54.4
49-61 years
31.4
>62 years
5.7
Type of contract *
Indefinite
97.0
Type of working day
Full-time
96.5
Rate of new hires
%
4.60
Turnover rate
%
4.5
Absenteeism rate
%
2.7
Accident rate
%
0.2
Regular performance
%
100.0
Rate of participants in the training plan
%
97.4
Age
JOINT PREVENTION SERVICE
LIFE INSURANCE
II STUDY OF PSYCHOSOCIAL RISKS
Continuing with our momentum towards health and safety policies, the Group’s Joint Prevention Service was created in the second quarter. This action falls within the corporate policies to integrate risk prevention at all organisational levels. This has led to the creation of our own prevention team by internalising the external services.
A universal life insurance policy has been created for all employees.
46.8% of the organisation participated in the second study of psychosocial risks. In this second edition new instruments that are associated with the measurement of muscle-skeletal ailments, stress and health were incorporated.
Rate of participants with >10 hours annual training Academic level
89.9%
SATISFIED AND COMMITTED EMPLOYEES
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
Workers covered by a collective agreement
29.1 University studies
41.0
> Secondary school
69.7
%
100.0
Our organisation manages cultural, physical, sexual or sensory diversity with a conciliative approach. Currently at Dallant there are employees from various countries, such as: Cuba, Egypt, Senegal, France and Sweden. *Includes workers who are partially retired: 3.45 %
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CASE I: OPTIMISATION OF THE SERVICE OF COMPRESSED AIR GENERATION
Taking advantage of the renovations carried out this year in the essential oils concentration plant, we have restructured its services with the purpose of cutting down on consumption and boosting energy efficiency.
3.2 OPERATIONS
In the case of compressed air supply, the equipment has been furnished with soft starters, the load system has been reprogrammed, decreasing the unload time by 60% and the service pressure has been decreased by 0.5 bar. Thus, with all of the actions that were carried out, we have achieved 33% energy savings. The intentions for the next year are to continue to reduce the pressure of this service, with the aim of further reducing the energy consumption.
CASE II: NEW DISTILLATION AND FLAVOURS PLANT
The consolidation of our actions demonstrates our commitment to operational excellence, our commitment to the environment, as well as the health and welfare of the employees and the territory in which we operate. Our network of operations is restricted to all of our management processes at our headquarters. The integration of services and the rationalisation of operations are two constants in this field of work. When we speak about operations we refer to the entire supply chain and production, as well as ancillary services of our products. Our development policies of customised products are aligned with strategies of industrial design. Therefore we can be more flexible towards the needs of our clients and respond faster and more efficiently.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
Since we are aware of the need to use the most advanced technology to create value-added products that meet the expectations of our clients, in 2013 the distillation and flavours plant was remodelled. Technical intervention was carried out from the perspective that: 路 The manufactured products are of the highest quality 路 They respond to the norms and tips for occupational risk prevention 路 Environmentally speaking, they are the most energy efficient possible To do so, a control room was created that allows for the monitoring and automation of the basic parameters of the process and for supervision of various productions in real time; this ensures the quality of our products at all times. In order to optimise the consumption of energy in our installations the most energy efficient machinery on the market has been installed and we ensured maximum insulation of the pipes and closures, etc. Likewise, a vacuum system of the latest generation has been installed, which allows us to automatically control the range, thus optimising the energy necessary for the obtainment of each product. Additionally, the security cooling system that was installed minimises the possible emissions of CO2 into the atmosphere and increases not only the safety of the plant, but also the safety of the employees. Finally, a closed system has been enabled for production, which directs the gasses to an extraction system, therefore providing maximum security and environmental respect.
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2 OUR MODEL AND POLICY OF SUSTAINABILITY
The energy is essential in order to carry out our activity, but we are also aware of the environmental impact that it can cause. Therefore, we have committed ourselves to the implementation of various measures and investments to optimise our energy consumption.
ENVIRONMENTAL PERFORMANCE INDICATORS 2013 CODE
INDICATORS
EN3
Direct energy consumption broken down by primary sources (GJ)
2011
2012
2013
11/13%
Electric
6846
7323
7455
8.90*
Thermal
8128
7730
7432
- 8.56
68.75
110
2944
4182.16
Agricultural well 22075
19368
17796
-19.38
Supply company
2781
2719
2565
-7.77
GRI
13320
11957
10855
-18.51
EN22
Total weight of waste generated, according to the type and method of treatment (Tn)
GRI
425.73
398.52
374.5
-12.97
DAL-O1
Rate of revalued products (%)
DALLANT
61.13
36.67
8.86
-85.81*
EN5
Energy savings due to conservation and improvements in efficiency (GJ)
TYPE
GRI
GRI
Total water collection by sources (M3) EN8
GRI
Total discharges of waste water, according to its nature and destination (M3) EN21
* DATA IN ABSOLUTE VALUE. IN RELATIVE VALUE TO THE INCREASE IN THE COMPANY’S ACTIVITY, THE EVOLUTION IS POSITIVE. CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
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2
3.3 RESEARCH, DEVELOPMENT AND INNOVATION
OUR MODEL AND POLICY OF SUSTAINABILITY
Within the organisation, it is necessary for the culture of innovation to be an inherent part of the entire company, in such a way that innovation goes beyond the departments that are traditionally promoters of change and it is assumed by all of the functional areas. All of these functional areas should be grouped together in multidisciplinary teams that are structured and interact according to the innovation strategy. The operational dimension then intervenes, where creativity is the key to overcoming challenges. In this case, lateral thinking must be associated with the action of creation, which must anticipate the needs of the market and not be limited to reacting, seeing as mere reaction provides responses of a lessor scope. In this way, at Dallant, we connect the results of our research to the development of non-alcoholic and alcoholic beverages, sweet and savoury foods and snacks, and dietary products, through new concepts of products. These concepts consist of the design, development and creation of new flavours and ingredients that are validated by panels. We therefore work in a dimension of applied science, whose benefits are transferred directly to the people through a simple sip or bite in each act of consumption. Our R&D strategy and consequently, all of our efforts in product and technology innovation, revolve around the following areas of development:
Innovation does not emerge spontaneously with a stroke of genius, but rather it arises from the conscious, methodical and constant search for opportunities. The systematics involved in innovation are a prerequisite, these include broad-mindedness, the acceptance of the need to change and the willingness to do so, both on the individual and collective level.
“The definition of insanity is doing the same thing over and over again and expecting different results.” Albert Eisntein
NATURALNESS
SENSORY
Nature not only inspires us, but it is also the main source of our creations, therefore we admire and respect it. We fully study its composition, in order to be able to offer the best of it to our consumers through imaginative proposals that mainly come from fruit and vegetable raw materials.
The consumer wants to live experiences and establish emotional connections each time they eat or drink. Promoting these unique sensations through smell and taste is the key to the success of our projects.
What is natural transcends tendency, becoming a sine qua non requirement in the majority of the projects. It is not a passing demand, but rather an example of the maturity and consciousness that consumers take and express in their desires.
The sensory creation is a mixture of inspiration, talent and ingenuity with scientific rigour, experience and a broad knowledge of raw materials and flavour substances. These factors, together with the sensitivity to the diversity of tastes, cultures and culinary traditions of each market, allow each consumer to enjoy eating and drinking to the maximum.
HEALTH
EFFICIENCY
We are concerned about ensuring food safety throughout the entire value chain, while promoting good eating habits and offering nutritionally balanced food to the people. For us it is an obligation to contribute to a good quality of life and prevent health problems.
The rational use of raw materials and energy, together with the continual permanent optimisation of processes, technologies and methods of analysis, allows us to develop products with expectations for long-term growth.
As a result, our research and technical teams, together with external collaborators, are extensively working with the concepts of nutrition and functionality, by studying the active components of food and the best way to incorporate them into a wide variety of foods and beverages, thus providing a response to the consumers’ growing concern on health issues.
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
We also improve the performance of our creations in our clients’ applications, with whom we work to simplify their processes, thus making them safer, more efficient and more competitive. We are committed to the society in which we live and we work to take care of our environment.
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CASE I: TECHNOLOGICAL INNOVATION IN ASEPTIC PACKAGING
CASE II: KOSHER AND HALAL CERTIFICATION
At Dallant, we seek to offer the maximum organoleptic potential of the food ingredients through the use of advanced, efficient and sustainable technology.
Within the framework of the company’s strategic plan, the emerging markets have an important role with respect to achieving the objective of international expansion, since they are areas that are expected to have significant growth.
While providing an excellent product is essential for the satisfaction of our clients, the way the products are served is becoming increasingly important. In this sense, packaging has a great impact on supply chain optimisation, as well as guaranteeing the properties of the product.
Tending to their needs entails a great challenge with respect to the design and development of the portfolio of customised products, given the cultural uniqueness and religious characteristics of such markets. Sensitivity to each tradition, culture and religion, together with knowledge about the preferences and customs of each country is the key to the success of product innovation.
Under these premises, in 2013 Dallant designed and installed a new line of aseptic packaging for liquid products by using the system known as Bag In Box (BIB), which consist of a hermetically sealed bag with a dispensing cap that is all housed inside of a cardboard box.
This demand implies much more than mere respect and adapting to the organoleptic profiles themselves, but also fulfilling the specific requirements with respect to the composition or manufacturing process, which requires us to formulate and produce our flavours by means of new techniques and new raw materials.
This system allows for maximum conservation of the organoleptic characteristics of the product (juices, compounds…) preventing the entry of air and exposure to sunlight, which may even lengthen the shelf life of the ingredient.
These necessities are normally reflected in the recommendations and even the norms, which are generally harmonised between the different countries. Dallant began down this path of continual adaptation in 1999, when we obtained the Kosher Certification, granted by KLBD, for our main production centres. This certification is synonymous with high quality food products and it facilitates exportation, even to markets of cultural and religious connotations that are different to the native ones.
At the same time, the small size, the shape and the materials that are used allow for the optimisation of the space and weight, with a significant reduction in the costs of storage and transport, especially when compared to classic packaging (e.g. metal cans/ drums). Additionally, there are significant energy savings since we are able to supply at room temperature or in cold temperatures (depending on the characteristics of the product and the target market). Likewise, the design of the equipment cuts back on losses and offers greater flexibility and versatility to the client, since they are smaller quantities in small packages, which allow for reduction in stock and smaller-sized production batches. With respect to the personnel, manipulation is made easier, thus avoiding loads that could involve ergonomic and health risks.
In 2013 a new milestone was achieved: the attainment of the Halal Certificate granted by the IHJI. This serves as a guarantee of the innovative product portfolio that is perfectly adapted to the needs of the Muslim markets. These certifications definitely emphasise Dallant’s orientation towards the client and they serve as preparation to take on the challenges of the future markets, by persisting in the development, flexibility and innovation of both the product and technology.
Finally, the Bag In Box system is highly ecological, easy to recycle and it has a reduced carbon footprint. With this investment, Dallant definitely persists with its commitment to the efficiency and sustainability of processes and products, at the same time that it improves client satisfaction.
INDICATORS 2013
INVESTMENT IN R&D
RATE OF INNOVATION OF NEW PRODUCTS
R&D investment 2.04 Million € 4.27% on sales Certification 1.51 Million € 74% vs. Total R&D Dedication to 20.75% of personnel in R&D Rate of the innovation of new products 42.7% sales of new products* vs. total sales Rate of added value 35.4% Margin of contribution of new products* vs. margin of contribution of total products * NEW PRODUCT: AGE < 5 YEARS
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
100% of our products are subject to evaluation processes to measure their impact on the health and safety of the clients throughout all of the phases of their life cycle, from concept development of the product, to its elimination, reuse or recycling.
35
USEFUL INFORMATION
3 GLOSSARY GLOBAL COMPACT: The United Nations Global Compact is an international initiative that promotes the implementation of 10 universally accepted principles in the areas of Human Rights, Labour Standards, Environment and the Fight against Corruption in companies’ business activities and strategies. GLOBAL REPORTING INITIATIVE (GRI) is an organisation whose purpose is to encourage the elaboration of sustainability reports in all types of organisations. GRI produces a complete framework for the elaboration of Sustainability Reports, which is the one that is most widely used around the world. INTEREST GROUPS: All of those entities or individuals who can significantly affect the activities, products and/or services of the organisation; and whose actions can affect (within reason) the organisation’s ability to successfully develop their strategies and reach their objectives.
ISO 9001: It is the basis of the quality management system, since it is an international standard that focuses on all of the management elements that a company must have in order to have an effective system that allows it to manage and improve the quality of its products of services. KPI: Key Performance Indicators measure the level of the performance of a process, focusing on the “how” and indicating the efficiency of the process, so that the fixed goal can be achieved. MATERIALITY: Those aspects and indicators that reflect the impacts that are socially, environmentally and economically significant to the organisation or to those who could exert a substantial influence on the evaluations and decisions of interest groups. SEDEX: Sedex is a non-profit organisation whose objective is to enable improvements in responsible business practices and supply chain ethics around the world.
FSSC 22000: Food Safety System Certification. A standard to ensure food safety in the manufacturing of food products.
VALIDATIONS REGIONS
EAME
FOOD SAFETY STANDARDS: ISO 22000
HALAL
KOSHER
SEDEX REGISTRATION
COUNTRY
LOCALITATION
QUALITY ISO 900
Spain
Barcelona
✓
✓
✓
✓
✓
Spain
Lleida
✓
✓
OG*
✓
✓
Spain
Murcia
✓
✓
OG*
✓
✓
Morocco
Casablanca
✓
OG*
* OG: IN PROCESS UNTIL 31/12/2013
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
37
INDICATOR
DESCRIPTION OF THE INDICATOR
TYPE
PAGE
EC-1
Direct economic value, generated and distributed
GRI
p.11
DAL-E1
Rate of financial solvency
DAL
p.11
DAL-E2
Rate of indebtedness
DAL
p.11
DAL-I1
Rate of the innovation of new products
DAL
p.35
DAL-I2
R&D investment
DAL
p.35
DAL-I3
R&D certification
DAL
p.35
DAL-I4
Dedication to R&D
DAL
p.35
DAL-I5
Rate of added value
DAL
p.35
EN3
Direct energy consumption broken down by primary sources
GRI
p.31
EN5
Energy savings due to conservation and improvements in efficiency
GRI
p.31
EN8
Total water collection by sources
GRI
p.31
EN21
Total discharges of waste water, according to its nature and destination
GRI
p.31
EN22
Total weight of waste generated, according to the type and method of treatment
GRI
p.31
DAL-O1
Rate of revalued products
DAL
p.31
PR1
Phases of the life cycle of products and services in which various aspects in order to be improved, such as the impacts of these phases on the health and safety of the clients, as well as the percentage of product categories and the services that are subject to such evaluation procedures
GRI
p.35
LA1
Breakdown of the group of workers by type of employment, by contract, region and sex
GRI
p.27
LA2
Total number of employees, rate of new hires and average employee turnover, broken down into groups of age, sex and region
GRI
p.27
LA4
Percentage of employees covered by a collective agreement
GRI
p.27
LA7
Rates of absenteeism, occupational diseases, lost days and number of work- related fatalities by region
GRI
p.27
LA11
Programs of skill management and continuous training that promote the employability of workers
GRI
p.27
LA12
Percentage of employees that receive regular performance and professional development evaluations
GRI
p.27
DAL-P1
Rate of employee satisfaction
DAL
p.11
DAL-P2
Rate of participants in the training and development plan
DAL
p.27
DAL-P3
Rate of employees with an academic level superior to secondary school
DAL
p.27
CORPORATE SOCIAL RESPONSIBILITY REPORT 2013. DALLANT S.A.
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The logo FSC速 (Forest Stewardship Council) identifies products which contain wood from well-managed forests certified in accordance with rules for the Forest Stewardship Council.