TABLE OF CONTENTS
PRESENTATION LETTER FROM THE EXECUTIVE PRESIDENT REPORT PROFILE SCOPE AND COVERAGE OF THE REPORT ABOUT DALLANT SUPPLY CHAIN PRODUCTS ENTERPRISES WITHIN THE GROUP HISTORICAL BACKGROUND RESULTS AND HIGHLIGHTED FIGURES FROM 2015 FUTURE CHALLENGES
OUR SUSTAINABILITY MODEL AND POLICIES MODEL OF SUSTAINABILITY MATERIALITY ANALYSIS IDENTIFICATION AND PARTICIPATION OF OUR STAKEHOLDERS COMMITMENTS -MISSION, PRINCIPLES AND VALUES -CODE OF ETHICS -SOCIAL ACTION AREAS OF ACTION -PEOPLE -R&D -OPERATIONS
USEFUL INFORMATION GLOSSARY VALIDATIONS PERFORMANCE INDICATORS
P R E S E N TAT I O N
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D A L L A N T 2 0 1 5 C S R PRESENTATION
6
LETTER FROM THE EXECUTIVE PRESIDENT
We are pleased to share our Corporate Social Responsibility report, where we present Dallant’s business model and Dallant’s 2015 main activity centres. This report has been prepared following the keys of GRI G4, in order to intensify the information to our stakeholders. In this document we would like to maintain a continuous, open and clear dialogue with our clients and also with the suppliers, shareholders and our team. Throughout 2015, we have maintained our sustainability and efficiency policy carrying out an important investment effort on the expansion and the production facilities integration at the main office in Sant Feliu de Llobregat, El Palau d’Anglesola (Lleida) and Ceutí (Murcia) through equity capital as the main source of financing, which demonstrates our strong and healthy financial situation. Also, to the last renewals we can add the continuous commitment to RTD that is constantly developing features of naturalness and enhancing the organoleptic feelings as the natural salt and sweet enhancer. In the same way, we have moved forward to create value in our commitment towards sustainable development, which is essential for the consolidation and reinforcement of the management system OHSAS 18001, emphasizing our commitment to occupational safety.
Moreover, we want to highlight the people who are part of Dallant’s environment, who are the pillars of our activity. Throughout our more than 65 years of history, we have shown our commitment to them through, the continuous training and the investments in occupational safety, facilities and processes. We are also aware of the importance of stable and respectful relations not just inside the organism, but as an industrial company we also give a broad outlook to the environment and the natural raw materials, to ensure that these are finite resources. We are well aware of the impact of our activity on all levels: economic, social and environmental. We will therefore continue to implement our philosophy, adapting it to the new times to maintain a suitable comprehensive management system that will guarantee the future.
Jaime Pérez Costa Executive President
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REPORT PROFILE This is the Corporate Social Responsibility report of Dallant S.A. which was prepared according to the criteria set forth by Global Reporting Initiative (GRI). This document, which corresponds to 2015, has been created in accordance with the G4 Guide for the preparation of sustainability reports from the Global Reporting Initiative (GRI) organisation. Due to its annual reporting cycle, the date of the most recent previous report is September 2015, using the data collected for 2014. All aspects that are relevant to the sustainability of our organisation are reflected in this report, as well as the indicators that are set forth in the aforementioned guide and others that have been created based on the characteristics of our organisation and the expectations of stakeholders. Mr Alberto Mora Almendro, Managing Director, guarantees that the data presented in this document is accurate. This report has been completed according to the criteria of a level C report.
More information about GRI at:
D A L L A N T 2 0 1 5 C S R PRESENTATION
www.globalreporting.org For more information about our report you can visit us at: www.dallant.com/empresa/responsabilidad-social-corporativa/
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SCOPE AND COVER AGE 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 report has no limitations with respect to its scope. The data measurement techniques 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 stakeholders external verification of the report on the matters that are specific to Dallant, according to the criteria established by the company’s Management.
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ABOUT DALL ANT Dallant is an organisation that researches, develops, produces and markets flavourings and ingredients for the food industry. We set ourselves apart 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. 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.
D A L L A N T 2 0 1 5 C S R PRESENTATION
INNOVATION AND CREATIVITY
SCIENTIFIC AND TECHNOLOGICAL BACKGROUND
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DEVELOPMENT AND TAILOR-MADE PRODUCTS
EXPERIENCE AND SENSITIVITY
NATURAL AND HEALTHY INGREDIENTS
S U P P LY C H A I N
BUSINESS DELEGATION
SUPPLIERS
MANUFACTURING SITES
CUSTOMERS
COMMERCIAL OFFICES
PRODUCTS FLAVOURINGS These are the substances that lend aroma and flavour to a food or beverage, giving it its fundamental characteristics.
CREAMS AND FILLINGS To prepare creams and fillings, we use ingredients
EMULSIONS
with reduced fat and calories, combining customer
These are stable and homogeneous suspensions
satisfaction in taste and sensory pleasure with
of essential oils or flavourings in a water solution.
healthy choices. This type of product covers a
They allow the addition of fat soluble compounds
wide range of possibilities.
in water-based drinks. They are used to add colour,
JUICES AND CONCENTRATES
flavour and/or a cloudy appearance.
These are the liquid extract of fruits and vegetables
COMPOUNDS
to consume. Dallant guarantees high-quality juices throughout all the process because of the use of
These are formulations of juices with flavourings,
native varieties fruits and essentially based on the
highly complex mixtures in which juice and fla-
exclusive mix of concentrate juices.
vour components are blended with ingredients of various types: vitamins and minerals, fibre, soy,
FRUIT AND VEGETABLE INGREDIENTS
etc. in addition to stabilisers. They often contain fruit pulp.
From different fruit and vegetables varieties, we
DAIRY BASES
make preparations from fruits, extracts, distillates
Complex emulsions made from milk or vegetable fat or a mixture of both.
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and essential oil.
ENTERPRISES WITHIN THE GROUP 3/ CÍTRICOS DE MURCIA
1/ DALLANT
Cítricos de Murcia produces the highest-qua-
The group’s parent company and main head-
lity juices and by-products of citrus fruits in
quarters, located in Sant Feliu de Llobregat,
the heart of the Murcian orchard.
Barcelona. It is made up of the central offices and services in the various operational
4/ DALLANT CARIBBEAN
areas. It also houses the main laboratories and production facilities dedicated to flavours
The Dallant Caribbean subsidiary serves as
and high added-value and technologically
a platform to respond to our clients from the
complex specialities.
South American continent.
2/ MOLEVA Located in the province of Lleida, one of the best European horticultural areas, Moleva is responsible for the processing of fruit juices, fruit by-products, flavours and specialities.
1
3
2
D A L L A N T 2 0 1 5 C S R PRESENTATION
4
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5/ DALLANT MAGHREB
7/ DALLANT EURASIA
In order to be able to respond to our clients
Located in Istanbul, Turkey, this is Dallant’s
in the most efficient way possible and deve-
latest effort in its strategy of international
lop business in countries that are south of
expansion in emerging markets. Dallant Eu-
the Mediterranean and the Atlantic coast of
rasia tends to the needs of manufacturers and
Africa, we have production facilities and a
consumers in Turkey, as well as those in the
commercial office in Casablanca.
neighbouring countries of the Caucasus and Caspian, offering tailor-made solutions that
6/ DALLANT MIDDLE EAST
are at the same time creative and high-tech.
At the Dallant Middle East office, located in Cairo, Egypt, we provide our current and potential clients with excellent commercial and technical service.
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7
5
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H I S TO R I C A L BAC KG RO U N D
19 8 0 19 7 0 19 6 0
1989: Development of compounds for
19 5 0
1974: Development of micro-encapsulated
D A L L A N T 2 0 1 5 C S R PRESENTATION
1963:
flavours.
Headquarters inauguration at Sant Feliu de Llobregat.
1950: Establishment
1966:
Dallant� in
Start of commercial activities at the international level.
Barcelona.
1967:
of “Especialidades
Beginning of citric activity in Murcia.
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soft drinks.
2 010 2000 19 9 0
2010: Start-up of the new investment plan in
2000:
1997: Development of dairy bases for alcoholic
1991:
drinks.
Integration
ISO 9001 Certification.
of Moleva S.A.,
1999:
juices and
Industrialisation
concentrates.
of cream fillings for
1996:
industrial bakeries.
Incorporation of
Obtainment of the
Ingredients S.A.
Kosher certificate
as a savoury foods
for some products.
Sant Feliu.
Implementation
2012:
in Maghreb.
FSSC:22000
2007:
Certification.
Start of the new
Implementation
industrial investment
in Turkey – Eurasia.
plan of Moleva.
2013:
2008:
Obtainment of the Halal
Implementation
certificate for some
in the Middle East.
products.
2009:
2014:
Enhancing
OHSAS Certificate.
of the emulsions’
Implementation of
portfolio.
ERP:SAP.
business unit.
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R E S U LT S A N D H I G H L I G H T E D F I G U R E S F R O M 2 015
SALES
SOLVENCY 2014
2013
3.07
2013 2014
2015
3.14
2015 3.41
48 mill.
44.80 mill.
44.90 mill.
WATER CONSUMPTION (M3)
2013
20,361 m3
D A L L A N T 2 0 1 5 C S R PRESENTATION
2014
22,834 m3
2015
20,320 m3
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ECONOMY
2011
2012
2013
2014
2015
Sales (mill.)
46
50
48
44.80
44.90
Indebtedness (%)
14
26.60
25
22
19
-
2.93
3.14
3.07
3.41
Investments (mill.)
0.60
2.20
1.70
1.20
2.0
R&D / Sales (%)
3.48
2.80
3.14
3.24
2.95
2011
2012
2013
2014
2015
14,974.41
15,052.67
14,887.84
15,422.69
14,800
Waste (Tn)
425.73
398.52
374.50
331.29
718.26
Water Consumption (m3)
24,856
22,087
20,361
22,834
20,320
Energy Savings (GJ)
68.75
110
2,944
458.81
212.90
Waste Water (m3)
13,320
11,957
10,855
11,859
11,234
Solvency
ENVIRONMENT Energy Consumption (GJ)
PEOPLE
2011
2012
2013
2014
2015
Employees (FTE)
149.76
152.13
153.88
159.88
153.12
Stability (%)
96
96
98
95.58
94.68
Turnover (%)
0.60
1.30
0.46
2.50
3.26
Accidents (%)
0.40
0.10
0.24
0.03
0.51
Dallant’s S.A. data.
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FUTURE CHALLENGES
INTERNATIONALISATION Our main goal is to continue consolidating a sustainable business model based on trading with both mature and emerging markets, to enable us to carry out business that is profitable, bidirectional and, above all, stable, as developing loyal clients is key for us. Our business model is therefore focused on mature markets and will be aimed towards studying opportunities and a proactiveness that sets us apart from the rest. In terms of emerging markets, we can focus on each individual region to create an inside market business based on involvement and commitment.
NATURAL AND HEALTHY PRODUCTS Every day consumers are becoming more deman-
CONNECTIVITY
ding with the consumed products. They seek natural
Dallant understands the importance of deliveries to
and less processed food.
clients and we have therefore doubled our capa-
For this reason they focus on naturalness, clean labels and artisanal values.
city and resources to build a closer and stronger relationship with our clients. This means that our professional, commercial and technical teams will
At Dallant, we are constantly searching for healthier
need to work as closely as possible with the ope-
flavours and ingredients.
rational market with an ever-increasing frequency.
Our challenge is to complete these developments
From our international experience we have learnt
and expand our catalogue of natural flavours and
the necessity of building delivery networks that
natural ingredients.
provide good relationships and connectivity with
D A L L A N T 2 0 1 5 C S R PRESENTATION
our allies. This will involve multiplying our resources in different geographical locations.
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“THE FUTURE IS N O T A G I F T: I T I S A N AC H I E V E M E N T. E V E RY G E N E R AT I O N HELPS MAKE ITS OWN FUTURE. THIS IS THE ESSENTIAL CHALLENGE OF THE P R E S E N T.” Robert Kennedy
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O U R S U S TA I N A B I L I T Y MODEL AND POLICIES
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S U S TA I N A B I L I T Y M O D E L
Dallant’s commitment to sustainability goes far beyond the topic of social responsibility. It is one more example of how practice builds 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 being aware of our decisions are the basic pillars to ensuring the future. Likewise, our desire is to act and grow in a sustainable way that also guarantees
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
the social, economic and environmental aspects of our business. This goal can only be achieved if we act responsibly, in such a way that we are capable of satisfying the expectations of our stakeholders. In order to do so, the involvement of the entire organisation is fundamental in transferring these goals to our environment.
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M AT E R I A L I T Y A N A LY S I S The Materiality study consists in identifying the relevant aspects for our stakeholders, as well as for the company, consulting the importance of each one and analysing the results to obtain the indicators that have to be highlighted in the report.
MATRIX OF MATERIALITY:
Energy efficiency
Innovation in products, services and organisation
People-work teams
Corporate sustainability
Creating shared value
Corporate ethics
Stable relationships with stakeholders
Transparency and credibility
Health and safety
Integrated management systems
Donation and collaboration with non-profit organisations
IMPORTANT
LEVEL OF IMPORTANCE FOR OUR STAKEHOLDERS
VERY IMPORTANT
Community development
Talent’s development
IMPORTANT
Profitability
VERY IMPORTANT
LEVEL OF IMPORTANCE FOR DALLANT
Social dimension
Reduction of waste and water consumption
Environmental dimension
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Economic dimension
I D E N T I FI C AT I O N A N D PA R T I C I PAT I O N O F O U R S TA K E H O L D E R S
SOCIETY
TEAM
Cooperation with public, private or third sector organi-
Communication with employees is carried out under
sations forms part of the Dallant paradigm respecting
the framework of everyday life, as well as with the help
their structure within the territory. The related channels,
of the following systematized instruments:
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
spaces or instruments are the following:
• Satisfaction surveys for employees
• Active participation in Organisations of the Food and Flavours Sector • Active participation in round-tables with experts from Business Associations and Public Entities • Institutional visits
• Study of Psychosocial Risks • Collective negotiation • Online magazine for internal communication • Formal and informal interviews
• Active participation in Forums and Conferences • Cooperative dynamics with the Public Administration where we operate
• Focus group • Specific surveys about CSR GRI
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SHAREHOLDERS
OUR PARTNERSHIPS
We have several instruments for dialoguing with our shareholders: Environment Partners
• Quarterly information
• EDP ENERGÍA
• Meetings • The sustainability report and good management
Audits • SGS
CLIENTS
• SAI GLOBAL
Our instruments of constant communication with our
• BUREAU VERITAS
clients include:
• TÜV NORD
• Personalised surveys about projects and innovation • Client satisfaction surveys
Public Commitments
• Personalised visits
• SEDEX
• Our website
• GLOBAL COMPACT
• Formal and informal meetings at trade fairs and events
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COMMITMENTS
MISSION 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.
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
PRINCIPLES 1/ ETHICS
4/ QUALITY
We behave ethically in all the sectors and territo-
We seek quality in our technologies and products.
ries, building solid relationships with our partners.
We are stimulated by continuous improvement.
2/ SUSTAINABILITY
5/ COOPERATION
We are concentrated on growing in a sustainable
Our teams cooperate with our stakeholders in order
way and taking care of our environment for the
to co-construct successful projects.
future.
3/ SECURITY We make sure to guarantee the safety of our products and processes.
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VA L U E S 1/ TRUST
4/ RIGOUR
We build solid relationships with our teams and
Professionalism and excellency are the keys to suc-
partners through transparency and honesty.
cess and client satisfaction.
2/ COMMITMENT
5/ LEARNING
We are committed to people and also to the present
Professionalism and excellency are the keys to suc-
and future of the environment in which we operate,
cess and client satisfaction.
starting with respect, professionalism and loyalty.
6/ FLEXIBILITY 3/ INNOVATION
We are mentally and organisationally flexible in
Creativity and ingenuity are part of our essence.
order to respond and adapt ourselves to the new needs of a changing world.
OUR MISSION, PRINCIPLES A N D VA L U E S A R E THE BACKBONE O F O U R C O R P O R AT E IDENTITY AND O R GA N I SAT I O N A L C U LT U R E .
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MOR AL CODE
Our Code represents the commitment and ethical responsibility to both the business management and the business activity assumed by Dallant, whether carried out by administrators or employees. The main points of our Code of Conduct are outlined below:
1/ Respect to the law, human rights and ethical
5/ Irregular payments and money laundering:
values: Dallant assumes the responsibility to act
Dallant’s management team and employees will
at all times in accordance with current legislation
not commit to or participate in any activity that
and internationally accepted ethical practices,
involves money laundering or participation in ille-
and with total respect towards Human Rights
gal activities.
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
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.
both within and outside the company, by not
8/ Treatment of information and knowledge:
tolerating libel or slander.
Dallant’s management team and employees must
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
comply with the duties of discretion and secrecy, and 3/ Professional development and equal
they therefore must keep information confidential
opportunities: Dallant promotes professional
and preserved. Additionally, and in accordance
and personal development since it supports the
with the applicable Data Protection legislation, wor-
creation of talent; it does so by ensuring equal
kers must respect protected data and not disclose
opportunities for all its workers and not discri-
data that could violate such legislation.
minating against any employee.
9/ Communication: Dallant’s management team
4/ Corruption and bribery: Dallant is against
and employees will ensure that all advertising and
influencing the will of people outside the company
promotion is justified and truthful.
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.
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.
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SO CIAL AC TI O N
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 within the territory in which we operate.
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AREAS OF ACTION
Our organisation is focused on three principal axes as a development model: people, research, development and innovation, and operations. Each of these is outlined below:
1/ PEOPLE
3/ OPERATIONS
Excellent results come from fascinating journeys.
The study and application of new technologies is
Cooperation has an active influence on our per-
constant in our production processes and analytical
sonal and organisational growth. We believe that
methods; it is a fundamental part of our continual
the attitude of the people, their optimism and work
improvement approach and the pursuit of excellence.
are fundamental pillars that drive successful shared projects.
Safety, quality and efficiency are three concepts that we continuously work with in order to improve the
The passion of people must form the backbone of the
performance of our products, and therefore, our clients’
present generation’s yearning to achieve successful
applications. We also work to simplify our processes,
future milestones.
making them more efficient and more competitive.
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
2/ RESEARCH, DEVELOPMENT AND INNOVATION 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.
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T H E O N LY WORTHWHILE AND S U S T A I N A B L E W AY TO FAC E C H A L L E N G E S OVER TIME I S I N N O VAT I O N .
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1/ P E O P L E
W E C O O P E R AT E . W E G R O W.
The formula for our sustainable growth is:
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
EXCEPTIONAL COMPETENCE + CONTINUOUS LEARNING + RESILIENCE = TALENT
2015 has been a really hard year for the Dallant human team due to the loss of two colleagues who have left a hole that cannot be filled. Thanks to the human and professional talent from Dallant’s team, we have been able to carry on which is what our departed colleagues would have wanted. We are pleased to highlight the reception, formation and development policies, in which we have made a huge effort to improve our reception and formation processes at corporative level over the past year. At the same time, we have intensified the international recruitment policies in the interest of providing the best possible service and proximity to our clients. Finally, we would like to highlight that we have begun developing a Crime Prevention Protocol to strengthen our commitments and values. We would also like to mention that, with regard to the security and safety policies, we have managed to maintain the same standards of recent years as well as launch new programs such as ZERO Risk and 5S.
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CASE I: OXFAM TRAIL WALKER Last April, our team Trial Walker Dallant finished the solidary race of 100 km in 22:56:41, earning the position 420 out of the 1,250 teams who participated in the event. OXFAM TRAILWALKER is a solidary race that passes through the green way Olot-Girona-Sant Feliu de Guixols, 100 km = 1 reason. This solidary race raised more than €1 million towards poverty and hunger. Our team collected more than 2,000€ for the cause in 100 km in a cooperative way.
D A L L A N T D E S I R E S , C U LT I VAT E S A N D SEEKS PEOPLE WHO ARE ENTHUSIASTIC, OPTIMISTIC AND RESILIENT IN ORDER TO GROW TOGETHER.
CASE II: ZERO RISK This 2015 has been an exercise of consolidation and effort of our commitment to workplace security. The consolidation of our management system OHSAS 18001, the implementation of the method 5S at the industrial level, as well as the different evaluation tools and the awareness have had a huge impact on our results. Nevertheless, in the interest of improving the impact of some of our safety indicators, we have doubled our efforts with the ZERO RISK campaign.
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1.1/ PAY EQUITY
1.2/ EMPLOYEE ANNUAL TRAINING HOURS
1=1
1
17. 55H
1
Training per employee
G4-LA13: Remuneration policies meet the ratio 1 = 1 position, category
and gender according to our organisational structure and collective agreement.
1.3/ EMPLOYEES BY FUNCTIONAL AREA
1.4/ EMPLOYEES BY AGE
5%
9%
10%
27%
54%
50%
20%
14%
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
11% Production and technology
General services
20-29 years
49-61 years
Administration
Research and development
30-48 years
62 years
Sales and marketing
1.5/ GENDER
29%
7 1%
Female
Male
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1.6/ 2014-2015 INDICATORS
INDICATOR
DESCRIPTION
2014
2015
FTE
159.88
153.12
Male (%)
71.52
71
Female (%)
28.48
29
20-29 years
8.23
10
30-48 years
54.43
54
49-61 years
29.11
27
>62 years
8.23
9
Permanent
94.94
94.68
Full-time
94.94
94.68
Workers- other nationalities
%
3.65
3.12
Rate of new hires
%
3.27
10.44
Turnover rate
%
2.50
3.26
Absenteeism rate
%
2.80
2.60
Accident rate
%
0.03
0.51
Regular performance
%
69.28
12.75
Rate of participants in the training plan
%
85.98
81.25
28.21
23.13
University studies
40.51
40.63
> Secondary school
52.53
68.75
%
100
100
Workers Gender
Age
Type of contract * Type of working day
Rate of participants with >10 hours annual training Academic level Workers covered by a collective agreement *Includes workers who are partially retired: 3.68 %
Our Company manage cultural, physical, sexual and sensorial diversity from an integrative point of view. Currently, Dallant is made up of employees from different countries including: Morocco, Turkey, Cameroon, Portugal, Cuba, Egypt, Senegal and France.
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2/ RESE ARCH, DEVELOPMENT A N D I N N O VAT I O N
Within any organisation, the conscious, methodical and constant search for opportunities is the key to innovate and provide added-value. Truly valid creativity has to be trained and channelled. The systematic approach for innovating requires the culture of innovation to be an inherent part of the whole company. An innovative spirit and attitude are essential to conceive and develop entrepreneurial projects within the organisation, to be later transmitted to the market in a proactive way. On the basis of the trends and new technologies studied, our interdisciplinary working groups develop new products and processes, both at a laboratory and industrial level, until reaching the application in food and drinks for public consumption.
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
In this way, here at Dallant, we link the results from our research to new product concepts, the benefits of which are transferred directly to people when they ingest food and beverage.
Raw materials are
Rational use of raw
mainly natural.
materials and energy.
Development of functional
Unique experiences
concepts for a wide range of
through the sense of
food and drinks.
taste and smell.
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“ I N N O VAT I O N IS THE SPECIFIC INSTRUMENT OF E N T R E P R E N E U R S H I P. T H E AC T T H AT ENDOWS RESOURCES WITH A NEW C A PAC I T Y T O C R E AT E W E A LT H .” Peter Drucker
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CASE I: OLIVE OIL EMULSION An example of Dallant’s innovation is the creation of the new olive oil emulsion. Olive oil is the main fat product and is essential in the Mediterranean diet. Following the market trends, we have developed an innovative formulation for the creation of a juice with all the benefits of the olive oil and with the key of differentiation. This emulsion is a natural product with a clean label that provides 0.75g olive oil per litre of finished drink.
” W E C A N ’ T S O LV E P R O B L E M S BY U S I N G THE SAME KIND OF THINKING WE USED W H E N W E C R E AT E D T H E M .”
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
Albert Einstein
CASE II: NATURAL INGREDIENTS As we have already mentioned, Dallant’s objective is to extend our flavour and natural ingredients portfolio in a way that satisfies all consumer demands. To this end, Dallant is developing a vast portfolio of natural ingredients such as hibiscus, elderflower, maple and cappuccino.
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2.1/ INDICATORS 2015
R&D INVESTMENT 1.33 MILLION € 2.95% ON SALES
100% of our products are subject to evaluation processes to measure their impact on health and safety throughout all of the phases of their life cycle, from product concept development to its elimination, reuse or recycling.
2.2/ R&D INVESTMENT
2011
2012
3.48% 2 .80%
2013
2014
3.14% 3.24%
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2015
2 .95%
3/ O P E R AT I O N S
Our operations network is circumscribed with our management processes at our headquarters. The integration of services and the rationalisation of operations are two constants in this work environment. Operations are understood to be the whole supply chain, manufacturing and auxiliary services of our products. Our customised product development policies, are aligned with the industrial design strategies. Thus, we can be more flexible and adapt to our customer’s needs and respond more quickly and effectively.
The consolidation of our actions expresses our commitment to the operational excellence, to the environment, to health and employees’ welfare, as well as, the territory in which we operate.
D A L L A N T 2 0 1 5 C S R OUR SUSTAINABILITY MODEL AND POLICIES
CASE I: SOLAR MODULE INSTALLATION
Following our environmental commitment, Dallant can announce that all of its energy consumed is 100% renewable energy, certified by EDP. The objective is to optimise resources and operate within the framework of eco-efficiency. Photovoltaic solar modules were installed at the facilities in Sant Feliu de Llobregat to produce our own energy. During this first stage we can outline that the 5.68% of the used energy is self-produced. Our goal is to optimise the processes of management to improve our sustainability policy.
40
3.1/ 2015 ENVIRONMENTAL PERFORMANCE INDICATORS
CODE
G4-EN
G4-EN6
G4-EN8
INDICATORS
TYPE
Direct consumption of energy broken down by primary sources (GJ)
GRI
Energy savings due to conservation and improvements in efficiency (GJ)
GRI
Total water collection by sources (M3)*
-
2011
2012
2013
2014
2015
11/15%
Electric energy
6,846
7,323
7,455
7,250
7,547
10.24%
Heat energy
8,128
7,730
7,432
8,045
7,253
-10.77%
-
68.75
110
2,944
458.81
212.90
209.67%
Agricultural borewell
22,075
19,368
17,796
9,317
16,372
-25.83%
Utility company
2,781
2,719
2,565
13,517
3,948
41.96%
GRI
Total discharges of waste water, G4-EN22 according to its nature and destination
GRI
-
13,320
11,957
10,855
11,859
11,234
-15.66%
Total weight of waste generated, according to G4-EN23 the type and method of treatment (Tn)
GRI
-
425.73
398.52
374.50
331.29
718.26
68.71%
DALLANT
-
61.13
36.67
8.86
17.18
25.80
-57.79%
DAL-01
Rate of revalued products (%)
* Data in absolute value. In relative value to the increase in the company’s activity, the evolution is positive.
C E R T I FI C AT I O N G R A N T E D BY EDP TO DALL ANT CONSUME 10 0 % R E N E WA B L E E N E R G Y.
41
USEFUL I N FO R M AT I O N
43
GLOSSARY GLOBAL COMPACT The United Nations Global Compact is an international initiative that promotes the implementation of ten 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) This is an organisation whose purpose is to encourage the preparation of sustainability reports in all types of organisations. GRI produces a complete framework for the preparation of sustainability reports, which is the most widely used around the world.
STAKEHOLDERS 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.
D A L L A N T 2 0 1 5 C S R USEFUL INFORMATION
ISO 9001 This 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 and/or services.
44
KPI
MATERIALITY
Key Performance Indicators measure the level of the
This covers the aspects and indicators that reflect
performance of a process, focusing on the “how”
the impacts that are socially, environmentally and
and indicating the efficiency of the process, so that
economically significant to the organisation or to
the fixed goal can be achieved.
those who could exert a substantial influence on the evaluations and decisions of stakeholders.
SEDEX Sedex is a non-profit organisation whose objective
OHSAS
is to enable improvements in responsible business
Occupational Health and Safety Management Sys-
practices and supply chain ethics around the world.
tems. It is a Security and Health Management System that enables us to reduce workplace accidents and
FSSC 22000
increase productivity, through identifying assessing
The Food Safety System Certification is a standard
and controlling the risks that are associated with
to ensure food safety in the manufacturing of food
each workplace.
products.
VA L I D AT I O N S REGIONS
EMEA
COUNTRY
LOCATION
Spain
Barcelona
Spain
Lleida
Spain
Murcia
Morocco
Casablanca
QUALITY ISO 9001
FOOD SAFETY STANDARDS: FDDC 22000
✓ ✓ ✓ ✓
✓ ✓ ✓ OG
OG: In process until 31/12/2014
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OHSAS 18001
HALAL
KOSHER
SEDEX REGISTRATION
✓
✓
✓ ✓ ✓
✓ ✓ ✓
OG OG
D A L L A N T 2 0 1 5 C S R USEFUL INFORMATION
46
P E R FO R M A N C E I N D I C ATO R S GENERAL STANDARD DISCLOSURES
INDICATOR
DESCRIPTION
PAGE
STRATEGY AND ANALYSIS
G4-1
Statement from the most senior decision-maker of the organisation.
5
ORGANISATIONAL PROFILE
G4-3
Report the name of the organisation.
8
G4-4
Report the primary brands, products and services.
9
G4-5
Report the location of the organisation’s headquarters
10
G4-6
Report the number of countries where the organisation operates, and names of countries where either the organisation has significant operations or that are specifically relevant to the sustainability topics covered in the report.
10
G4-9
Report the scale of the organisation.
15
G4-10
Employees.
33
G4-11
Report the percentage of total employees covered by collective bargaining agreements.
33
G4-12
Describe the organisation’s supply chain.
9
47
GENERAL STANDARD DISCLOSURES
INDICATOR
DESCRIPTION
PAGE
ORGANISATIONAL PROFILE
G4-14
Report whether and how the precautionary approach or principle is addressed by the organisation.
30
G4-15
List externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or which it endorses.
23
G4-16
List memberships of associations (such as industry associations) and national or international advocacy organisations in which the organisation views membership as strategic.
23
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17
Entities in financial statement covered by the report.
10-11
G4-18
Process to define boundaries and report content.
6
G4-23
Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.
7
STAKEHOLDER ENGAGEMENT
G4-24
22-23
Stakeholder groups engaged.
D A L L A N T 2 0 1 5 C S R USEFUL INFORMATION
REPORT PROFILE
G4-28
Reporting period for information provided.
6
G4-29
Date of most recent previous report.
6
G4-30
Reporting cycle.
6
G4-31
Provide the contact point for questions regarding the report content.
6
G4-32
GRI content index.
45-47
ETHICS AND INTEGRITY
G4-56
Describe the organisation’s values, principles, standards and norms of behaviour such as codes of conduct and codes of ethics.
48
24-26
SPECIFIC BASIC CONTENTS: MANAGEMENT APPROACH AND PERFORMANCE INDICATORS
INDICATOR
DESCRIPTION
PAGE
ECONOMIC: ECONOMIC PERFORMANCE
G4-EC1
This section concerns the economic dimension of sustainability and impacts on the economic conditions of its stakeholders and on economic systems at local, national and global levels.
15
PROCUREMENT PRACTICES: ENERGY
G4-EN3
Energy consumption within the organisation.
39
G4-EN6
Reduction of energy consumption.
39
PROCUREMENT PRACTICES: WATER
G4-EN8
39
Water with drawal by source.
PROCUREMENT PRACTICES: EFFLUENTS AND WASTE
G4-EN22
Total water discharge by quality and destination.
39
G4-EN23
Total weight of waste by type and disposal method.
39
SOCIAL: LABOUR PRACTICES AND DECENT WORK (EMPLOYMENT)
G4-LA1
This section concerns the social dimension of sustainability impacts on, and responsibilities to, employees of the Company, including how people issues are managed.
33
SOCIAL: LABOUR PRACTICES AND DECENT WORK (TRAINING AND EDUCATION)
G4-LA9
Average hours of training per year per employee by gender, and by employee category.
33
G4-LA10
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
33
G4-LA11
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.
33
SOCIAL: LABOUR PRACTICES AND DECENT WORK (EQUAL REMUNERATION FOR WOMEN AND MEN)
G4-LA13
Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation.
49
32
The logo FSCÂŽ (Forest Stewardship Council) identifies products which contain wood from well-managed forests certified in accordance with rules for the Forest Stewardship Council.
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