2016
C O R P O R AT E SOCIAL RESPONSIBILITY REPORT
TA B L E O F C O N T E N T S P R ES E N TAT I O N LETTER FROM THE EXECUTIVE PRESIDENT
05
REPORT PROFILE
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SCOPE AND COVERAGE OF THE REPORT
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ABOUT DALLANT
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SUPPLY CHAIN
09
PRODUCTS 09 DALLANT GROUP
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HISTORICAL BACKGROUND
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RESULTS AND HIGHLIGHTED FIGURES FROM 2016
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FUTURE CHALLENGES
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O U R S U S TA I N A B I L I T Y M O D E L AND POLICIES SUSTAINABILITY MODEL
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MATRIX OF MATERIALITY
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IDENTIFICATION AND PARTICIPATION OF OUR STAKEHOLDERS
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COMMITMENTS 24 MISSION, PRINCIPLES AND VALUES
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CODE OF ETHICS
26
AREAS OF ACTION
29
PEOPLE
30
R&D AND INNOVATION
34
OPERATIONS 38
U S E F U L I N F O R M AT I O N GLOSSARY 42 VALIDATIONS 43 PERFORMANCE INDICATORS
44
P R E S E N TAT I O N
3
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DALLANT 2016 CSR PRESENTATION
LETTER FROM THE EXECUTIVE PRESIDENT Once again this year we are pleased to share our Corporate Social Responsibility report, where we show Dallant´s business model and its main activity areas in 2016. This document aims to maintain an open and transparent dialogue with our customers, suppliers, shareholders and our team. In 2016, thanks to our good financial health we have kept supporting our sustainability and efficiency policies, investing in improvements of the production processes and in the consecution of new eco-certifications for our plants in Lleida and Murcia. As we are well aware that today´s society is increasingly seeking for healthier lifestyle habits, Dallant is strongly investing in R+D, developing and enhancing natural ingredients and multiple organoleptic profiles of our applications. As naturalness is our priority, we have been able to strengthen our range of extracts, distillates and natural flavours.
We stress the importance of vertical integration: “From nature to Food and Beverages”. This concept is based on making the most of the nature best products (fruits, seeds, flowers, plants…) to obtain, through delicate extraction and distillation processes, the essence of these products and use them for creating our flavours. Precisely because we know well the raw materials that we get from nature, we are aware that they are precious and finite resources. For this reason, we are concerned for the environment and we work for optimising production processes and thus reducing our impact in the ecosystem. Dallant believes in the people that make up our team as we know they generate added value to our processes and products. For this reason, we invest in them, we train them continuously, maintain the highest work safety level and an enriching working environment, where our team can grow professionally. Knowing the repercussions that our activity can have at all levels (economic, social and environmental) we continue to reinforce our integral management system to secure the future, without forgetting our roots after 66 years of experience.
Jaime Pérez Costa Executive President 5
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 2016 data, 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 August 2016, using the data collected for 2015. 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 our 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: www.globalreporting.org For more information about our report you can visit us at: www.dallant.com/company/corporate-social-responsibility/
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DALLANT 2016 CSR PRESENTATION
SCOPE AND COVER AGE OF THE REPORT The coverage of this report is Dallant S. A. in its entire area of action and all that concerns to the facilities of the company. This report has no limitations regarding 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 information sources are derived from our business system. At the same time, some specific tools have been generated in order to further elaborate this report. Dallant is committed to its interest groups in seeking an external audit of this report in the issues that are proper to the company and in accordance to the stabilised criteria of the Management of the company.
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ABOUT DALL ANT Dallant is an organisation that researches, develops, produces and markets flavours and ingredients for the food industry. We stand out because we offer a one-to-one relationship and business-to-business solutions as specific products customised to each customer, in the light of thinking globally and acting locally. Innovation and creativity are combined with our scientific know-how and the cutting-edge technology for the success of each project. From nature to food and beverages, this philosophy of vertical integration helps us to obtain natural solutions with a high added-value, thanks to the synergy of our human talent. Our research and application teams, highly specialised, are totally involved in each development, creating new and delicious flavours that allow the consumer to enjoy a great sensory experience.
VERTICAL INTEGRATION TECHNOLOGICAL PARTNER
SPECIALISTS IN CITRUS, SWEET FRUITS AND BOTANICALS (BITTER NOTES)
INNOVATION AND CREATIVITY
TAILORED MADE PRODUCTS
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DALLANT 2016 CSR PRESENTATION
SPECIALISED IN DRINKS
FLEXIBILITY + COMPETITIVITY
NATURAL AND HEALTHY INGREDIENTS
S U P P LY C H A I N 3
COMERCIAL OFFICES
>8 0 0
CUS TOMERS
4
>3 0 0
SUPPLIERS
MANUFACTURING SITES
DALL A NT GRO U P
PRODUCTS F L AV O U R S
COMPOUNDS
These are the substances that give aroma and taste to food and beverages, providing it their fundamental characteristics.
Highly complex mixes where different ingredients are added to the base of juice and flavour: vitamins, cereals, fibre‌apart of stabilisers. Frequently, they contain fruit pulp.
DAIRY BASES Complex emulsions made from milk or vegetable fat, or a mixture of both; widely used in alcoholic drinks production.
EMULSIONS These are stable and homogenous dispersions of oils or flavours in an aqueous solution. They permit incorporating the fat-soluble components into the water-based drinks. They are used for adding turbid appearance and/or colour and flavour.
JUICES AND CO N C E N T R AT E J U I C ES These are the liquid extract of fruits and vegetables. Dallant guarantees high-quality juices throughout all the process because of the use of native fruit varieties.
FR U I T A N D V E G E TA B L E INGREDIENTS We make fruit preparations, extracts, distillates, essential oils among others, using different fruit varieties and botanical species.
CREA MS AND FILLINGS Food substances, with a thick consistency and with the appropriate viscosity for each sweet food application, that is able to give taste and texture.
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DALL ANT GROUP
1 2
3
4
1. D A L L A N T
3. CÍTRICOS D E MURCIA
The group’s parent company and main headquarters, located in Sant Feliu de Llobregat, Barcelona. It is made up of the central offices and services in the various operational areas. It also houses the main laboratories and production facilities dedicated to flavours and high added-value and technologically complex specialities.
Cítricos de Murcia produces the highest-quality juices and by-products of citrus fruits in the heart of the Murcian orchard.
2 . M O L E VA Located in the province of Lleida, one of the best European hor ticultural areas, Moleva is responsible for the processing of fruit juices, fruit by-products and specialities, where we transform flavours into technological solutions.
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DALLANT 2016 CSR PRESENTATION
4. DALL A NT C ARIBE Dallant´s branch, situated in Cuba, serves as a platform for responding to our Caribbean customers.
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7
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5. DALL A NT M AG H REB
7. D A L L A N T E U R A S I A
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 organisation in Casablanca.
Located in Istanbul, Turkey, it meets the needs of producers and consumers in Turkey and in the Caucasus and Caspian neighbouring countries, offering tailored as well as creative solutions of a high technological level.
6. DALL A NT M ID D LE E AST 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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HISTORICAL BAC KG RO U N D
19 6 0 19 5 0 19 5 0 : Establishment of “Especialidades Dallant” in Barcelona.
19 6 3 : Headquarters inauguration at Sant Feliu de Llobregat.
19 6 6 : Start of commercial activities at the international level.
19 6 7: Beginning of citric activity in Murcia.
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DALLANT 2016 CSR PRESENTATION
19 7 0 19 74 : Development of micro-encapsulated flavours.
19 8 0 19 8 9 : Development of compounds for soft drinks.
2 010
19 9 0 19 9 1:
19 9 9 :
Integration of Moleva S.A., juices and concentrates.
Industrialisation of cream fillings for industrial bakeries.
19 9 6 :
Obtainment of the kosher certificate for some products.
Incorporation of Ingredients S.A. as a savoury foods business unit.
19 9 7: Development of dairy bases for alcoholic drinks. ISO 9001 Certification.
2000
2 010 :
20 0 0:
Start-up of the new investment plan in Sant Feliu de LLobregat.
Implementation in Maghreb.
2 0 0 7: Start of the new industrial investment plan of Moleva.
2 012 : FSSC:22000 Certification. Implementation in Turkey – Eurasia.
2 0 0 8:
2 013 :
Implementation in the Middle East.
Obtainment of the Halal certificate for some products.
20 09: Enhancing of the emulsions’ portfolio.
2 014 : OHSAS Certificate. Implementation of ERP:SAP.
2 015 : Moleva earned eco-certification .
2 016 : Cítricos de Murcia earned eco-certification.
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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 2 016 SALES
45.7 mill. 44.9 mill.
44.8 mill.
€ 2014
2015
2016
S O LV E N C Y
3.07 mill.
3.41 mill.
2014
2015
2.83 mill.
2016
WA T E R C O N S U M P T I O N
22,834 m3
2014 14
DALLANT 2016 CSR PRESENTATION
20,320 m3
2015
19,471 m3
2016
ECONOMY
2012
2013
2014
2015
2016
Sales (mill.)
50
48
44.8
44.9
45.7
Indebtedness (%)
27
25
22
19
25
Solvency (mill.)
2.93
3.14
3.07
3.41
2.83
Investments (mill.)
2.2
1.7
1.2
2.0
1.1
R&D / Sales (%)
2.80
3.14
3.24
2.95
2.19
ENVIRONMENT
2012
2013
2014
2015
2016
15,052.67
14,887.84
15,422.69
14,800
15,430
Waste (Tn)
398.52
374.50
331.29
718.26
335
Water Consumption (m 3)
22,087
20,361
22,834
20,320
19,471
110
2,944
458.81
212.90
190.96
Waste Water (m³)
11,957
10,855
11,859
11,234
14,275
PEOPLE
2012
2013
2014
2015
2016
Employees (FTE)
152.13
153.88
158.30
153.12
157.26
Stability (%)
96
98
95.58
94.68
94.50
Turnover (%)
1.30
4.52
8.84
-
3.10
Accidents (%)
0.10
0.24
0.03
0.51
0.29
Energy Consumption (GJ)
Energy Savings (GJ)
Dallant’s S.A. data
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FUTURE CHALLENGES
H E A LT H Y F O O D
I N T E R N AT I O N A L I S AT I O N
Dallant, driven by the health concern of consumers, is focused on the search of healthy products and doing so, expands its portfolio and offers high value solutions for the market. Natural flavours and ingredients favour reaching a healthy food balance and at the same time they still have a unique and enjoyable organoleptic profile.
Dallant remains committed to make further progress, this being our reason to continuously diversify our efforts, bringing our creation to new destinies. In a globalised market and in a volatile, uncertain, complex and ambiguous environment (VUCA) the only way to compete in the long term is developing long-lasting business relationships based on trust, reliability and security. All of this will be possible thanks to our subsidiaries based on different countries and to our collaborations with companies that decide to market our products in their influence areas.
Our commitment to the society and to our customers has always allowed us to adapt smoothly to the market needs. With a population that has become more and more aware of the problems that an unhealthy diet can bring about, Dallant will keep developing its portfolio, providing perfect solutions for the consumers’ demands. Dallant’s goal is innovating in areas as the “Bio”, therefore increasing our range of products that are totally obtained and processed in a natural way. We work hard in the development of solutions, from nature to Food and Beverages.
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DALLANT 2016 CSR PRESENTATION
Following our business ethics, all that was mentioned above will always happen while respecting our self-financing policy as our main investment way. For this reason, year after year, our roots get stronger and they can hold even wider branches.
“In the middle of difficulty, lies opportunity” Albert Einstein.
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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 MODEL Dallant’s commitment to sustainability goes far beyond the topic of social responsibility. It is another case of how management and daily practices build up theory. We are an industrial company that works with natural raw materials, therefore, with finite resources that must be managed efficiently. Consequentially, we take care of the environment and we are aware that our decisions are the basic pillars to ensure the future.
Likewise, our desire is to act and grow in a sustainable way that also guarantees 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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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
M AT R I X O F M AT E R I A L I T Y 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.
M A T R I X O F M A T E R I A L I T Y:
INNOVATION IN PRODUCTS, SERVICES AND ORGANISATION
PEOPLE-WORK TEAMS
CORPORATE SUSTAINABILITY
CREATING SHARED VALUE
CORPORATE ETHICS
STABLE RELATIONSHIPS WITH STAKEHOLDERS
TRANSPARENCY AND CREDIBILITY
ENERGY EFFICIENCY
DONATION AND COLLABORATION WITH NON-PROFIT ORGANISATIONS
IMPORTANT
Level of importance for our stakeholders
VERY IMPORTANT
COMMUNITY DEVELOPMENT
HEALTH AND SAFETY
INTEGRATED MANAGEMENT SYSTEMS
REDUCTION OF WASTE AND WATER CONSUMPTION
PROFITABILITY TALENT’S DEVELOPMENT
IMPORTANT
VERY IMPORTANT
Level of importance for Dallant
Social dimension
Environmental dimension
Economic dimension
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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
SHAREHOLDERS
CLIENTS
We have several instruments for dialoguing with our shareholders:
Our instruments of constant communication with our clients include:
●● Quarterly information
●● Personalised surveys about projects and
●● Meetings ●● The CSR and good management
innovation ●● Client satisfaction surveys ●● Personalised visits ●● Our website ●● Formal and informal meetings at trade fairs and
events
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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
O U R PA R T N E R S H I P S
ENVIRONMENT PARTNERS ●● EDP ENERGÍA
AUDITS ●● SGS ●● SAI GLOBAL ●● BUREAU VERITAS ●● TÜV NORD
PUBLIC COMMITMENTS ●● SEDEX ●● GLOBAL COMPACT
TEAM
SOCIETY
Communication with employees is carried out under the framework of everyday life, as well as with the help of the following systematized instruments:
Cooperation with public, private or third sector organisations forms part of the Dallant paradigm respecting their structure within the territory. The related channels, spaces or instruments are the following:
●● Study of Psychosocial Risks ●● Collective negotiation ●● Formal and informal interviews
SUPPLIERS We have means of systematic communication with our suppliers: ●● Supplier evaluation questionnaire
●● 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 ●● Active participation in Forums and Conferences ●● Cooperative dynamics with the Public Adminis-
tration where we operate
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COMMITMENTS Our mission, principles and values are the backbone of our corporate identity and organisational culture.
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.
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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
Principles 1. E T H I C S
3. SECURIT Y
We behave ethically in all the sectors and territories, building solid relationships with our partners.
We make sure to guarantee the safety of our products and processes.
2. S U S TA I N A B I L I T Y
4. Q UALIT Y
We are concentrated on growing in a sustainable way and taking care of our environment for the future.
We seek quality in our technologies and products. We are stimulated by continuous improvement.
5. CO O P E R AT I O N Our teams cooperate with our stakeholders in order to co-construct successful projects.
Va l u e s 1. T R U S T
4. RIGOUR
We build solid relationships with our teams and partners through transparency and honesty.
Professionalism and excellency are the keys to success and client satisfaction.
2. CO M M ITM EN T
5. LE ARN IN G
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 learn and grow up through the effort, talent and resilience.
3 . I N N O VA T I O N Creativity and ingenuity are part of our essence.
6. FLE XIBILIT Y We are mentally and organisationally flexible in order to respond and adapt ourselves to the new needs of a changing world.
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Code of Ethics 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 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 bribery: 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.
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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.
DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
Manual of Crime Prevention With the duty of fulfilling our obligations under the current legislation and respecting our ethical code, the company approved during 2016 the Manual of crime prevention, establishing a set of protocols that will be implemented during 2017. Strengthening our bet for good internal communications, the Manual will be published into the employee portal and it will be reported to the people that were nominated members of the Responsibility Social Corporate committee, which was formed after the approval of the Manual of crime prevention. With the objective of protecting the society from any harm that could be caused by our workers or managers, the Manual will contain thirteen key points, some of them coincide with points of the already established Ethical code of Dallant S.A., with an added value, they allow to accuse juridical persons as well as natural persons.
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The only worthwhile and sustainable way to face challenges over time is through innovation.
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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
AREAS OF ACTION Our activity is focused on three main areas: People, R&D and Innovation, and Operations.
1. P E O P L E Excellent results come from fascinating journeys. Cooperation has an active influence on our personal and organisational growth. We believe that the attitude of the people, their optimism and work are fundamental pillars that drive successful shared projects. The passion of people must form the backbone of the present generation’s yearning to achieve successful future milestones.
2 . R ES E A RC H, D E V E LO PM E N T A N D I N N O VA T I O N 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 always present in our entire value chain and in all stages of development, from the concept to the final product.
3. O P E R AT I O N S 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. Safety, quality and 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.
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1. P e o p l e In 2016 we have been focusing on using all our technology knowledge, labs and workforce to offer our customers the best service. Keeping that in mind, we have strengthened our training activities and recruitment process for having the best teams for the places we work in. Setting up new work teams in Morocco, Egypt, Cameroon, Peru and Spain has built a more fluent and intense relationship with our customers challenges and needs. Our safety and health policy, Zero Risk, has been our priority while improving our facilities, leading to a decrease of absence time caused by accidents at work by a 56.8%. We have acquired new technologies to organise better our policies of flexibility and reconciliation. 2016 has been the year to rethink our map of competences together with its users producing a new one that provides more clarity and focus for personal development and success in our relationships with the interest groups. Increasing the capillarity of our customer’s teams has raised new challenges for our internal communication and working team cohesion policies.
The formula for our sustainable growth is: EXCEPTIONAL COMPETENCE + CONTINUOUS LEARNING + RESILIENCE = TALENT
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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
We cooperate. We grow.
C A S E 1: N E W S O F T W A R E O F T I M E M A N A G E M E N T
The challenge of a global integration of our work teams at EMEA has generated the requirement for having our own tools to self-manage our flexibility and reconciliation policies. Our tools, such as bank of hours, flexible working hours, our compressed work week and furlough demand effective new technological resources that could give us online information integrated with the rest of areas and that are transparent for the self-management of our workers. Currently the seats of Barcelona, Lleida, Murcia and Casablanca are interconnected for all the work teams of Dallant group.
CASE 2: NEW MAP OF COMPETENCES
Facing a VUCA environment (volatility, uncertainty, complexity and ambiguity) demands agility. Regarding this we have redefined our competences map according to a research done by us along with our internal costumers/users. The outcome of this project has been an updated map of competences that meets the needs of our ecosystem. Clarity and focus have been key ingredients in the configuration of this new model.
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1.1. E M P L O Y E E A N N U A L T R A I N I N G H O U R S 14 H
TRAINING PER EMPLOYEE
1. 2 . E M P L O Y E E S B Y F U N C T I O N A L A R E A 14%
21%
3%
Research and Development
Sales and Marketing
Production and Technology
General services
12%
50%
Administration
1. 3 . E M P L O Y E E S B Y A G E 6%
32%
20-29 years
49-61 years
30-48 years
≥62 years
8% 54%
1. 4 . PAY E Q U I T Y 1=1
1. 5 . G E N D E R 1
DAL-LA13: Remuneration policies meet the ratio 1 = 1 position, category and gender according to our organisational structure and collective agreement. 1
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31% FEMALE
DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
69% MALE
1. 6 . I N D I C A T O R S 2 014 -2 015 -2 016
INDICATOR
DESCRIPTION
2014
2015
2016
FTE
159.88
153.12
157.26
Male (%)
72
71
69
Female (%)
28
29
31
20-29 years (%)
8
10
8
30-48 years (%)
55
54
54
49-61 years (%)
29
27
32
≼62 years (%)
8
9
6
Permanent
94.94
94.68
94.5
Full time
94.94
94.68
94.5
Workers- other nationalities
%
3.65
3.12
3.72
Rate of new hires
%
3.27
10.44
4.96
Turnover rate
%
2.5
3.3
3.1
Absenteeism rate
%
2.8
2.6
2.3
Accident rate
%
0.03
0.51
0.29
Regular performance
%
69.28
12.75
54.03
University degree
40.51
40.63
50.30
> High School or similar
52.53
68.75
85.09
%
100
100
100
Workers Gender
Age
Contract type * Type of working day
Academic level
Workers covered by collective agreement
*Workers partially retired that were working with a permanent contract are included: 3.1%
Our Company manage cultural, physical, sexual and sensorial diversity from an integrative point of view. People from different countries, such as Cuba, Egypt, Senegal, Italy and France are currently working at Dallant.
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2. R&D and Innovation
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.
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.
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DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
Raw materials are mainly natural.
Rational use of raw materials and energy.
Development of functional concepts for a wide range of food and drinks.
Unique experiences through the sense of taste and smell.
“Change the answer is evolution. Change the question is revolution� Jorge Wagensberg
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C A S E 1: M E D I T E R R A N E A N D I E T
Mediterranean diet has become a macro-trend due to its involvement in health and naturalness. In line with this movement, Dallant keeps innovating in Mediterranean diet ingredients and other typical products of the Mediterranean area. We highlight our olive oil emulsion formulated with natural stabilisers (Clean Label), which adds a different and slightly unctuous touch to the drink that goes perfectly with beverages with a high percentage of juice content. Other Mediterranean product we have been working on, is the almond base. It is a drink with a nice almond taste that is used in juice based beverages or soft drinks that provides all the benefits of this nut. In addition, it is a vegetable alternative to dairy drinks, following the vegan trend. Finally, we can offer botanical extracts of Mediterranean plants such as rosemary or orange blossom, not forgetting one of our reference products, lemon, both in juice format or as an essential oil.
C A S E 2 : E C O - C E R T I F I C AT I O N S
The world food market is experiencing constant changes and evolutions in its form and content. With a population increasingly sensitised to the importance of good nutrition, healthy and ecological products are more often found. In line with this trend, Dallant Group has been working to obtain the eco-certifications to produce ecological products at our plants. After obtaining the eco-certification in 2015 for our plant in Lleida (Moleva S.A.), in 2016 we obtained the eco-certification for our plant in Murcia (CĂtricos de Murcia S.A.). In this way we can offer the following products of eco-quality: N.F.C. or concentrate juices of apple, pear, pomegranate, lemon and orange, in addition to lemon and orange essential oils.
36
DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
2 .1. I N D I C A T O R S 2 016
R&D INVESTMENT
2.19%
1
ON SALES
MILLION €
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.
R& D I N VES TM EN T
2012
2013
2014
2015
2016
2 .80%
3.14%
3.24%
2 .95%
2 .19 %
37
3. Operations 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. 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.
C A S E 1: I M P R O V E M E N T O F O U R P L A N T
In 2016 we have maintained our commitment, not just to our workers, but also to the environment, adapting our plant to the current technology. In the frame of continuous improvement, we have replaced 975m2 of roofing with fibre cement for a structure asbestos-free, which, in addition, is more efficient energetically.
38
DALLANT 2016 CSR OUR SUSTAINABILITY MODEL AND POLICIES
3.1. 2 016 E N V I R O N M E N TA L P E R F O R M A N C E I N D I C ATO R S
CODE
INDICATORS
TYPE
2011
2012
2013
2014
2015
2016
11/16%
Electric Energy
6,846
7,323
7,455
7,250
7,547
7,568
10,55%
Heat Energy
8,128
7,730
7,432
8,045
7,253
7,862
-3,27%
-
68.75
110
2,944
458.81
Agricultural Borewell
22,075
19,368
17,796
9,317
16,372
10,757
-51,27%
Utility Company
2,781
2,719
2,565
13,517
3,948
8,714
213,34%
11,957
10,855
11,859
11,234 14,275
374.5
331.29
718.26
Direct consumption of energy broken down by primary sources (GJ)
GRI
EN6
Energy savings due to conservation and improvements in efficiency (GJ)
DAL
EN8
Total water collection by sources (mÂł)*
GRI
EN22
Total discharges of waste water
DAL
-
13,320
EN23
Total weight of waste generated (Tn)
DAL
-
425.73 398.52
EN3
212.90 190.96 177,76%
335
7,17%
-21,31%
39
USEFUL I N F O R M AT I O N
41
GLOSSARY
G L O B A L C O M PA C T
KPI
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.
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.
GLOBAL REPORTING I N I T I AT I V E (G R I) 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.
S TA K E H O L D E R S 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.
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 220 0 0 The Food Safety System Certification is a standard to ensure food safety in the manufacturing of food products.
M AT E R I A L I T Y This covers the 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 stakeholders.
I S O 9 0 01
OHSAS
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.
Occupational Health and Safety Management Systems. It is a Security and Health Management System that enables us to reduce workplace accidents and increase productivity, through identifying assessing and controlling the risks that are associated with each workplace.
42
DALLANT 2016 CSR USEFUL INFORMATION
VA L I D AT I O N S
COUNTRY
LOCATION
QUALITY ISO 9001
FOOD SAFETY STANDARDS: FSSC 22000
OHSAS 18001
HALAL
KOSHER
SEDEX REGISTRATION
SPAIN
Barcelona
✓
✓
✓
✓
✓
✓
SPAIN
Lleida
✓
✓
OG
✓
✓
SPAIN
Murcia
✓
✓
OG
✓
✓
Casablanca
✓
OG
MOROCCO
OG: In process until a 31/12/2016
43
P E R FO R M A N C E I N D I C ATO R S
44
DALLANT 2016 CSR USEFUL INFORMATION
G E N E R A L S TA N DA R D D I S C LO S U R ES
INDICATOR
DESCRIPTION
PAGE
STRATEGY AND ANALYSIS G4-1
Statement from the most senior decision-maker of the organisation.
5
DAL-2
Provide a description of key impacts, risks, and opportunities.
8
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
DAL-O6
Countries where the organisation operates.
10
DAL-E1
Net sales.
15
DAL-E2
Capitalisation, broken down in terms of debt and equity.
15
G4-11
Report the percentage of total employees covered by collective bargaining agreements.
33
DAL-12
Describe the organisation’s supply chain.
9
DAL-P1
Number of employees.
33
DAL-P2
Employees by gender, age, type of contract and academic level.
33
DAL-P3
Turnover rate, recruitment rate (new workers), absenteeism rate, accident rate and training plan.
33
DAL-P4
Regular performance evaluation and workers covered by collective agreement.
33
ORGANISATIONAL PROFILE
45
G E N E R A L S TA N DA R D D I S C LO S U R ES
INDICATOR
DESCRIPTION
PAGE
ORGANISATIONAL PROFILE
DAL-16
List memberships of associations (such as industry associations) and national or international advocacy organisations in which the organisation views membership as strategic.
30
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES 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
Stakeholder groups engaged.
23
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
Describe the organisation’s values, principles, standards and norms of behaviour such as codes of conduct and codes of ethics.
24
REPORT PROFILE
ETHICS AND INTEGRITY G4-56
46
DALLANT 2016 CSR USEFUL INFORMATION
S P E CI FI C BAS I C CO N T E N T S: M A N AG E M E N T A P P R OACH A N D P E R F O R M A N C E I N D I C AT O R S INDICATOR
DESCRIPTION
PAGE
PROCUREMENT PRACTICES ENERGY G4-EN3
Energy consumption within the organisation.
39
DAL-EN6
Reduction of energy consumption.
39
Water withdrawn by source.
39
DAL-EN22
Total water discharge by quality and destination.
39
DAL-EN23
Total weight of waste by type and disposal method.
39
WATER G4-EN8 EFFLUENTS AND WASTE
SOCIAL: LABOUR PRACTICES AND DECENT WORK EMPLOYMENT This section concerns the social dimension of sustainability impacts on, and responsibilities to, employees of the Company, including how people issues are managed.
33
DAL-LA9
Average hours of training per year per employee by gender, and by employee category.
33
DAL-LA10
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
33
DAL-LA11
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.
33
DAL-LA1
TRAINING AND EDUCATION
EQUAL REMUNERATION FOR WOMEN AND MEN DAL-LA13
Ratio of basic salary and remuneration by employee category, gender and position.
33
47
Consult our 2016 Corporate Social Responsibility report on your mobile phone using this QR code:
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.
DALLANT S.A. CARRETERA LAUREÀ MIRÓ 392 08980 SANT FELIU DE LLOBREGAT BARCELONA TEL. (+34) 936859880 INFO@DALLANT.COM