REPORT DALLANT CSR 2018

CO R P O R AT E S O C I A L RESPONSIBILIT Y REPORT

TA B L E O F CONTENTS

01.

INTRODUCTION LET TER FROM THE EXECUTIVE PRESIDENT

05

REPORT PROFILE

06

SCOPE AND COVERAGE

07

ABOUT DALL ANT

08

SUPPLY CHAIN

09

PORTFOLIO 09

02.

COMPANY GROUP

10

COMPANY HISTORY

12

KEY FACTS AND FIGURES 2018

14

FUTURE CHALLENGES

16

S U S TA I N A B I L I T Y M O D E L AND POLICY SUSTAINABILIT Y MODEL

20

MATERIALIT Y ASSESSMENT

21

STAKEHOLDERS 22 OUR PARTNERSHIPS

23

COMMITMENTS 24 MISSION, PRINCIPLES AND VALUES

24

CODE OF ETHICS

26

AREAS OF ACTION

28

PEOPLE 30 R & D & I

34

OPERATIONS 38

03.

M O R E I N F O R M AT I O N GLOSSARY 42 CERTIFICATIONS 43 PERFORMANCE INDICATORS

45

2

CSR DALLANT 2018 INTRODUCTION

INTRODUCTION

3

4

CSR DALLANT 2018 INTRODUCTION

L E T T E R FR O M T H E E X E CU T I V E P R ES I D E N T We are pleased to present our Corporate Social Responsibility Report providing important and accurate information about our business model and activity during 2018.

This is a distinctive way to inform our stakeholders about the good performance of the company, in accordance with the values that define us. This report has been done following the GRI standards and the G4 guidelines. By this, we want to strengthen our relationship with the interest groups, exercise the maximum possible transparency and show our firm commitment to business ethics, responsibility and quality.

2018 has been a year of central importance for our company as we have reinforced the Corporate Responsibility and good corporate governance. We highlight the implementation of the new Compliance System, where we evidence our determination of fighting against any potential unlawful behaviour in our business activity (anti-corruption, traffic of influence, unfair competition, data protection, etc.) and where we also show our progress in our internal audit strategy as well as our improvement in communication, as we have opened a new channel for promoting an easy, free-flowing dialogue between our staff and the Management team.

In the years to come we want to reach excellence in our entire value chain and become an industry benchmark. Moreover, we aim to hasten our internationalisation process. In 2018 we have opened a new branch in Lima (Peru) to cover the commercial needs in South America. Our team there is a group of passionate professionals, with a wide and long experience in the food industry, whose mission is to create and develop new products for our existing, potential and future customers.

Society’s demand, and therefore, market trends keep going towards increasingly healthier products.

As we listen to the market, Dallant is on the lookout for natural solutions with a high added-value, from their extraction to their primary processing. This philosophy of vertical integration allows us to obtain products with a unique organoleptic profile.

We are continuously working to offer high quality extracts, distillates and essential oils. We also produce in our factories premium fruit juices.

As we are aware of how our industrial activity impacts on all levels (economic, social and environmental) we will keep promoting actions and attitudes, both individual and collective, that are aligned with our moral and ethical principles, updating them to help building a welfare society.

Critical and decisive years are ahead of us, but also exciting ones. We will make room to inclusion and communication in this journey that we started more than half a century ago, to turn ourselves more efficient and open to the future.

Jaime PĂŠrez Arranz EXECUTIVE PRESIDENT

5

REPORT PROFILE This is the Corporate Social Responsibility Report of Dallant, which has been done following the Global Reporting Initiative Organisation (GRI) criteria and the G4 guidelines.

This document covers the year 2018. We release our Corporate Social Responsibility Report annually.

The most recent one was published by the company in July of 2018, using data from 2017.

This report encompasses all the relevant aspects about the sustainability of our company, it also includes indicators from the mentioned guide and other ones based on our organisation’s characteristics and our stakeholders’ expectations.

Mr. Alberto Mora Almendro, our CEO, ensures the veracity of these data.

This report has been completed according to the criteria of a level C report.

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CSR DALLANT 2018 INTRODUCTION

More information about GRI at: www.globalreporting.org For more information about our report you can visit us at: http://www.dallant.com/en/company/#rsc

SCOPE AN D COVER AGE This report covers all aspects related to the business activities, including facilities, of Dallant S.A. The scope of this report about Dallant has no limitation. Techniques for data measuring and bases for making calculations, including hypotheses and techniques underlying are part of our standardised procedures. Our information sources are derived from our business system. At the same time, we have developed some specific tools for reporting in depth. Dallant is committed to seeking an external verification of this report in accordance with the criteria set out by the company Management.

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ABO UT 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 one-to-one relationships and business-to-business solutions, specific products which are tailored to each customer, in the light of thinking globally and acting locally.

Innovation and creativity are combined with our scientific know-how and our cutting-edge technology to make us successful in each project.

From nature to food or drinks, our philosophy of vertical integration helps us to obtain natural solutions with a high added-value, thanks to the synergy of our human talent.

Our highly specialised research and application teams are totally involved in each product development, creating new and delicious flavours that enable our consumers to enjoy a great sensory experience. 

TECHNOLOGICAL PARTNER

SPECIALISTS IN BITTER AND CITRIC NOTES

DRINKS EXPERTS

VERTICAL INTEGRATION

HEALTHY AND NATURAL INGREDIENTS

INNOVATION AND CREATIVITY

DEVELOPMENT OF TAILOR-MADE PRODUCTS

8

CSR DALLANT 2018 INTRODUCTION

FLEXIBILITY + COMPETITIVENESS

S U P P LY C H A I N

SUPPLIERS

DALLANT GROUP

MANUFACTURING SITES

CUSTOMERS

COMMERCIAL OFFICES

PORTFOLIO F L AV O U R S

COMPOUNDS

Flavours are combinations of substances that produce the sensations of smell and taste, which are fundamental characteristics of foodstuffs and drinks.

They are highly complex mixtures with juice or malt bases, including different ingredients such as vitamins, minerals, cereals, fibre and pulp. They also contain stabilisers, flavours or emulsions that provide an added-value and distinctive organoleptic properties to a huge range of drinks.

DAIRY BASES Using our knowledge of emulsions and applying our technology we develop bases using milk or vegetable fats, and also mixing both ingredients.

Dairy bases are widely used for manufacturing cream liqueurs. We offer a great range, with different textures and finishes, lighter or creamier ones, blending properly origin and fat content, pH, water and solids.

EMULSIONS They are stable and homogeneous oil-in water or flavour-in water dispersions. Emulsions help to add fat-soluble components to water-based applications. They are used to give a cloudy appearance and also flavour and/or colour.

CREA MS AND FILLINGS

JUICES AND CO N C E N T R AT E D J U I C ES We produce juices with a great added-value. We guarantee that all the process is done following high-quality standards and that we always use native fruit. Our production units are very close to the fruit fields and this allow us to make the most of the fruits’ organoleptic properties.

FR U I T A N D V E G E TA B L E INGREDIENTS Our fruit and vegetable ingredients bring the best from nature to our customers. Our advanced technology means that we are able to offer a wide range of natural ingredients, as well as extracts and distillates with great organoleptic qualities.

Food substances that are thick, pasty, each one with the adequate viscosity for different applications in sweet food. They add flavour and texture.

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CO M PA N Y G R O U P 1. D A L L A N T

3. CĂ?TRICOS D E MURCIA

Dallant is the parent company and headquarters, based in Sant Feliu de Llobregat, Barcelona.

It comprises our central offices and core services of the different functional areas, our main laboratories and R & D & I teams. Dallant is the home of the production facilities that are dedicated to the creation of high added-value and complex flavours and specialities.

In Murcia green area’s heart, we produce juices and citrus derivatives of the highest quality.

4. DALL A NT C ARIBE Cuba-based, this Dallant subsidiary serves as a platform to attend our customers in the Caribbean area.

2 . M O L E VA Moleva is situated in Lleida, one of the best European green zones, where we produce juices, fruit products and specialities. There we transform flavours into technological solutions.

3 2 1

10

CSR DALLANT 2018 INTRODUCTION

4

5. DALL A NT M AG H REB

7. D A L L A N T E U R A S I A

We have production facilities and a commercial office in Casablanca, Morocco, to cover the southern Mediterranean countries and the Atlantic coast of Africa.

Located in Istanbul, Turkey, Dallant Eurasia meets the producers and consumers’ needs in Turkey and in the Caucasus and Caspian neighbouring countries, offering them creative, tailor-made and high-tech solutions.

6. DALL A NT M ID D LE E AST Dallant Middle East office, located in El Cairo, Egypt, provides our current and potential clients with an excellent commercial and technical service.

5

6

8. DALL A NT A N D IN A Situated in Lima, Peru, our commercial branch satisfies manufacturers and consumers’ requests from the Andean Pact area.

7

8

11

XX

C O M PA N Y HISTO RY

CENTURY

1 9 5 0 -1 9 9 9 19 5 0 :

19 74 :

19 9 7:

Especialidades Dallant is founded in Barcelona.

Micro encapsulated flavours are developed.

Dairy bases for alcoholic drinks are developed.

19 6 3 :

19 8 9 :

Opening of headquarters in Sant Feliu de Llobregat.

Development of compounds for soft drinks.

Dallant gains the ISO 9001 certification.

19 6 6 :

19 9 1:

International business activity is started.

Moleva is incorporated into the company group.

19 6 7:

19 9 6 :

Citrus production starts at CĂ­tricos de Murcia.

Ingredients S. A. is incorporated as a savoury food production unit.

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RSC DALLANT 2018 INTRODUCTION

19 9 9 : The company starts producing creams and fillings for baked goods.

Several Dallant products get Kosher-certified.

XXI CENTURY

2 0 0 0 -2 018 20 0 0:

2 010 :

2 014 :

Business in Maghreb is started.

New investment plan is set up in Sant Feliu de LLobregat.

Dallant obtains the OHSAS certification.

2 012 :

We implement the ERP: SAP.

Dallant wins the FSSC 22000 certification.

2 015 :

2 0 0 7: New investment plan is set up in Moleva S.A.

2 0 0 8: Business in Middle East is started.

20 09: The company boosts its emulsions portfolio.

Business in Turkey-Eurasia is started.

2 013 : Several Dallant products get Halal-certified.

Moleva wins the ecocertification.

2 016 : CĂ­tricos de Murcia gains the eco-certification.

2 017 Business is started in the Andean area.

2 018 : Dallant Andina is implemented in Peru and it gains the HACCP.

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K E Y F A C T S A N D F I G U R E S 2 0 18

SALES 50.4 m€

2017 45.7 m€

2016

50.6 m€.

2018

S O LV E N C Y 2.46 m€

2017

2.83 m€

2.51 m€

2016

2018

WA T E R C O N S U M P T I O N

14

19,471 m3

20,317 m3

14,996 m3

2016

2017

2018

CSR DALLANT 2018 INTRODUCTION

FINANCES

2014

2015

2016

2017

2018

Sales (m€.)

44.8

44.9

45.7

50.4

50.6

22

19

25

31

30

Solvency (m€.)

3.07

3.41

2.83

2.46

2.51

Investment (m€.)

1.2

2.0

1.12

1.4

1.8

R & D & I /Sales (%)

3.24

2.95

2.19

1.48

1.57

ENVIRONMENT

2014

2015

2016

2017

2018

15,422.69

14,800

15,430

15,122

14,098

Waste (t)

331.29

718.26

335

455.20

360. 37

Water consumption (m³)

22,834

20,320

19,471

20,317

14,996

Energy savings (GJ)

458.81

212.90

190.96

239.52

340.43

Waste water (m³)

11,859

11,234

14,275

14,052

9,965

PEOPLE

2014

2015

2016

2017

2018

158

153

157

163

158

Stability (%)

95.58

94.68

94.5

98.23

95.23

Turnover rate

8.84

3.26

3.10

9.4

5.39

Accident rate*

1.20

2.93

1.62

1.15

3.06

Indebtedness (%)

Energy consumption (GJ)

Number of employees (FTE)

DALLANT S.A. DATA

*Nº of workplace injuries and occupational diseases occurred for every 100,000 man-hours worked.

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FUTURE CHALLENGES H E A LT H Y D I E T

I N T E R N AT I O N A L I S AT I O N

We are aware of how important is to lead a healthy lifestyle to prevent sickness and stay in a good physical condition. Dallant is committed to developing natural flavours using natural ingredients to help people who is seeking a balanced diet.

Dallant stands out for being a company that maintains long-lasting, strong bonds with other companies, our business relationships are based on trust, reliability and understanding. Our objective is to keep moving forward while developing new creations for a global consumer and for a market where borders have ceased to exist.

We aim to offer consumers more natural and good for health products, such as the free from (lactose free, allergen free, free from animal ingredients‌) or the sugar, fats and salt reduced products.

We are pushing forward our innovative efforts to improve the nutritional values of food and drinks, while providing flavour and taste that mesmerise our consumers. Our projects are coming from these premises, this way our creations are at the forefront of the food industry.

Finally, Dallant promotes natural and healthy products to help our customers innovate in a sector that is more and more dynamic every day.

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CSR DALLANT 2018 INTRODUCTION

Thanks to our branch offices based in different countries and the way we collaborate with our customers, who opt for marketing our products in areas of influence, we learn about the specific features of the various markets and so, we are able to offer solutions that are tailored to each place.

Our Internationalisation model consists in a longterm commitment to strengthen our business ties.

Following our business ethics, everything mentioned above takes place while we respect our self-financing policy as our main investment way.

For this reason, year after year, our roots get stronger and can hold even longer branches.

“Change is the law of life.

And those who look only to the past or present are certain to miss the future�.

John Fitzgerald Kennedy

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

S U S TA I N A B I L I T Y MODEL AND POLICY

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S U S TA I N A B I L I T Y MODEL Dallant’s commitment to sustainability began long before the birth of the corporate social responsibility concept. This is a clear case where management and daily practices build a theory.

We are an industrial company; therefore, we use raw materials, finite resources that must be administered efficiently. For us, caring for the environment and keeping it in mind when taking decisions are keystones to guarantee the future.

Our willing is to grow and act in a sustainable way to ensure social welfare, economic development and environment care alike.

These goals can only be reached if we act in a responsible way and if, at the same time, we are able to satisfy our groups of interest’s expectations.

The involvement of the whole organisation is crucial to implement these objectives.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

M AT E R I A L I T Y A S S ES S M E N T The materiality assessment, in accordance with the GRI G4, consists in identifying the issues that matter most to our stakeholders and our business. To identify them we have interviewed key stakeholders about what topics are most significant for them and we have chosen other ones that are priorities for the company. We have analysed the results and we have obtained the material indicators of most importance that must appear in our report.

M AT E R I A L I T Y M AT R I X

I M P O R TA N T

Level of importance for our stakeholders

V E RY I M P O R TA N T

ENERGY EFFICIENCY

COMMUNITY DEVELOPMENT

CORPORATE SUSTAINABILITY

STABLE RELATIONSHIPS WITH STAKEHOLDERS

DONATIONS TO NON-PROFIT ORGANISATIONS AND COLLABORATIONS WITH THEM

I M P O R TA N T

INNOVATION IN PRODUCTS, SERVICES AND ORGANISATION

CREATING SHARED VALUE

TEAM WORK

CORPORATE ETHICS

TRANSPARENCY AND CREDIBILITY

HEALTH AND SAFETY

INTEGRATED MANAGEMENT SYSTEMS

REDUCTION OF WASTE AND WATER CONSUMPTION

TALENT DEVELOPMENT

PROFITABILITY

V E RY I M P O R TA N T

Level of importance for Dallant

Social dimension

Environmental dimension

Economic dimension

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S TA K E H O L D E RS CUS TOM ERS

S TA FF

We have several tools to communicate with our customers:

Communication with our employees is a matter of everyday life. We use the following means:

•• Customer surveys regarding innovation and

•• Evaluation of psychosocial risks

projects •• Customer satisfaction surveys

•• Collective bargaining •• Formal and informal interviews

•• Visits •• Our website

SUPPLIERS

•• Formal and informal meetings in trade fairs

We have systematic means of communication with our suppliers:

and events

•• Suppliers evaluation forms

SHAREHOLDERS Our constant means of communication with our shareholders are: •• Quarterly reporting •• Meetings •• Corporate Social Responsibility Report and

good corporate management

SOCIETY Cooperation with public, private or third sector organisations is part of the relationship that Dallant maintains with the territory where it works.

The channels, spaces or tools are the following ones: •• Active participation with Flavour and Food

Organisations •• Active participation in round tables made up

of experts from Business Associations and Public institutions •• Institutional visits •• Active participation in congresses and forums •• Cooperation with the Public Administration

where we work

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

O U R PA R T N E R S H I P S

ENVIRONMENT PARTNERS

AUDITS

PUBLIC COMMITMENTS

•• SGS •• STENCO •• GRUPO ROMA •• TEGA GESTIÓ

•• SAI GLOBAL •• BUREAU VERITAS

•• SEDEX •• GLOBAL COMPACT

•• TÜV NORD •• INTERTEK •• KOSHER LONDON

BETH DIN •• INSTITUTO HALAL

DE LA JUNTA ISLÁMICA

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COM M ITMENTS Our mission, principles and values are the core of our corporate identity and organisation culture.

MISSION Our mission is to ensure people’s enjoyment by creating delicious and innovative flavours in a healthy way, while building stable and long-lasting relationships with our allies.

PRINCIPLES 1. E T H I C S We behave ethically in different sectors and territories, building solid relationships with our partners.

2. S U S TA I N A B I L I T Y We are focused on growing in a sustainable way while taking care of the environment for the future.

3. SAFE T Y We do our best to ensure that our products and processes are safe.

4. Q UALIT Y We have high quality standards for our technologies and products. We are encouraged by our constant improvement.

5. CO O P E R AT I O N Our staff cooperates with our stakeholders in order to carry out successful projects together.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

VA L U E S 1. T R U S T We build trust relationships with our teams and our allies through transparency and honesty.

2. CO M M ITM EN T We care for the present of the environment and its future, we work with respect, professionalism and loyalty.

3 . I N N O VA T I O N Creativity and innovation are an essential part of who we are.

4. RIGHTNESS Our professionalism and excellence are keys to success in having satisfied customers.

5. LE ARN IN G We learn and we grow because we push ourselves, we focus on developing talent and we have a great desire to excel.

6. FLE XIBILIT Y To adapt to a changing world and its new needs we have a flexible mind-set and organisation.

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CODE OF ETHICS Our code is our commitment to do the right thing, to do business in a responsible and ethical way. It applies to our Managers, employees and subsidiaries. Below are listed its main points: 1. Respect the Law, Human Rights and ethical values: We always work respecting the current legislation, Human Rights, civil liberties and internationally accepted ethical practices.

6. Competition and antitrust: The Managers must know the antitrust rules and powers of jurisdiction and they must refrain from doing any action contrary to the law.

2. Respect for people: Dallant does not tolerate any type of harassment, physical, psychological or moral. We do not tolerate any abuse of authority, any intimidating or offensive conduct. Employees shall respect their colleagues, both within and outside the company. We do not tolerate libelling.

7. Book-keeping and internal control: Accounting shall be diligent, transparent and rigorous.

3. Professional development and equal opportunities: Dallant promotes professional and personal development. We are committed to talent development. We ensure equal opportunities for all of our workers and we do not discriminate any employee.

4. Corruption and bribery: We do not allow our staff to influence people outside the company in order to gain some benefit through unethical practices. Dallant does not allow other individuals or entities to use these practices with its Managers or employees.

5. Irregular payments and money laundering: Dallant Managers and employees must not participate in any activity involving money laundering or illegal.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

8. Treatment of information and technical knowhow: Dallant Managers and employees are required to protect confidential information and technical know-how. Additionally, and in accordance with the applicable Data Protection Law, workers must not disclose any personal data.

9. Communication: Dallant Managers and employees shall ensure that advertising and promotion are always right, fair and true.

10. Quality: Dallant employees must ensure that our products are safe and effective, as well as they must ensure that the production parameters and the quality of the production meet the highest standards.

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ARE AS O F AC TI O N We work in three spheres of activity: people, research & development & innovation and operations.

1. P E O P L E

3. O P E R AT I O N S

Excellent results come from fascinating journeys.

Cooperation has an active influence on our personal and organisational growth. We believe that the attitude of our people, their optimism and work are fundamental to boost successful projects.

The research and application of new technologies is a constant in our production processes and analytical methods, a key part of our approach to continuous improvement and of our pursuit of excellence.

People’s passion must drive the current generation to achieve milestones in the future.

Safety, quality and efficiency are three areas where we work continuously in order to improve our products’ performance and to simplify our processes, making them more efficient and competitive.

2. R ES E A RC H & D E V E LO PM E N T & I N N OVAT I O N The only profitable and sustainable way to face challenges in the long term is innovation.

We focus our efforts on research, technological development of applications and processes, as well as on organisational innovation, allowing us to provide an added-value to our customers’ products, which differentiate them from all others.

Innovation is present in all our added-value chain and in all the development stages of our products, from the concept to the final product.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

“The only profitable and sustainable way to face challenges in the long term is innovation�.

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1. A R E A O F A C T I O N : P E O P L E During 2018 we have especially been focused on increasing our workers’ welfare by developing their professional skills within our organisation.

This has been possible because we have strongly been fostering trainings and formation, the number of trainings has multiplied by 2.6, comparing with the number of courses made from 2017 to 2018.

We have been improving personal and professional abilities and aligning our workers with the future of our company, in order to show our commitment to develop our workforce, which is the core of our company’s culture.

AC TI O N 1 N E W WELCOM IN G PRO CESS We have improved the onboarding process to introduce the company’s vision, mission and values to the new employees. Instead of being just an isolated event, it is now a guide that integrates the new hires into our company since their first day.

For this reason, we have gathered all the information we thought helpful and necessary for a successful start and we have written a Staff handbook. This document includes the welcome messages from the president of the company and from the CEO, basic information about Dallant (company’s history, organisational structure and sector), description of our products and services, and all the company’s rules: Human Resources’ guidelines, quality policy and also, occupational health and safety information.

We try to facilitate the new employee integration into our company and at the same time be absolutely transparent with our workers, which is one of the main purposes of the company’s Management.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

AC TI O N 2 N E W P E R F O R M A N C E A P P R A I S A L TO O L A N D T E C H N I Q U E In 2018 we have developed a new performance appraisal tool and technique, based on the competences that were set out in 2016. The appraisal has two parts, the first one is a ranking scale based on work position and competences, where both are compared. The second part is subjective, here the appraiser may give some feedback and pinpoint weaknesses and strengths of the appraisee.

With this new tool we have moved from our previous scale-with a ranking from 1 to 5-to this new scale -ranking from 1 to 10- for each competence. How to rank the appraisee’s competences is clearly explained in the same document, from 1 (do not

meet expectations) to 10 (exceeds expectations).

We have changed our performance appraisal to be able to go into more detail and at the same time we have tried to objectivise the ranking scale and the numerical results of the appraisals.

At the end of the process and automatically, we obtain a document with the results of the appraisee. These appraisal results are discussed in a meeting, as well as the appraisee’s strengths and weaknesses, and more important, how to improve them. This way we want to boost our employees’ career and give them new opportunities within the company.

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1.1. E M P L O Y E E A N N U A L TR AINING HOURS

1. 2 . PAY E Q U I T Y

1

15 H

1=1

TRAINING PER EMPLOYEE

1 DAL-LA13: Our remuneration policy meets ratio 1 = 1 position, category and gender according to our organisational structure and collective agreement.

1. 3 . E M P L O Y E E S B Y FUNCTIONAL AREA

1. 4 . E M P L O Y E E S B Y A G E

14%

21%

30% 9%

3%

9%

12% 52%

50%

Research and Development Production and Technology Administration

Sales and Marketing

20-29 years

49-61 years

General services

30-48 years

≥62 years

1. 5 . G E N D E R

36%

FEMALE

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

64%

MALE

1. 6 I N D I C A T O R S 2 016 -2 017-2 018 INDICATOR

DESCRIPTION

2016

2017

2018

FTE

157

163

158

Male

69

64

64

Female

31

36

36

20-29 years

8

9

9

30-48 years

54

54

52

49-61 years

32

28

30

6

8

9

Permanent

94.5

97.8

98.2

Full time

94.5

97.6

98.8

Employees from different nationalities

%

3.7

3.6

4.8

New employee hires rate

%

4.9

5.3

5.3

Turnover rate

%

3.1

9.4

5.4

Absenteeism rate

%

2.3

3.4

3.2

Accident rate

%

1.6

1.2

3.1

University degree

50.3

47.9

45.5

> High School or similar

85.1

76

74.3

%

100

100

100

Number of employees Gender

Age

≼62

Type of contract* Type of working day

Academic level Employees covered by collective bargaining agreement

years

*Semi-retired employees with a permanent contract are included: 3.1%.

Our company manages the cultural, physical, gender or sensory diversity from an inclusive perspective.

People from different countries, such as Cuba, Egypt, Senegal, Peru, Italy or France are currently working at Dallant.

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2. ARE A O F AC TI O N: R & D & I Research and innovation are closely bound together. New developments do not appear out of the blue, they stem from previous work, which is the research, the constant quest based on trial and error.

Innovative thinking within our organisation is key for coming up with and undertake enterprising projects, which will be later transmitted to the market in a proactive way.

Creative spirit is the catalyst for innovation.

Likewise, people with a proactive attitude is the source of business achievements that drive any company to a new level of success.

Raw materials are mainly natural.

Development of functional concepts for a wide range of food and drinks.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

Collaboration among different disciplines makes us grow in a collective way.

Here in Dallant, we connect the results of our research with new product concepts, and the products’ optimal properties directly passed down to people while they ingest food and beverages.

By carefully studying new trends and using new technologies, our interdisciplinary teams are developing new products and production processes, both at the lab and at industrial scale, until later bringing them to the food and drink application.

Rational use of raw materials and energy.

Unique experiences through the senses of taste and smell.

“One never notices what has been done; one can only see what remains to be done�.

Marie Curie

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PROJ EC T 1 A LT E R N AT I V ES TO DA I RY P R O D U C T S Two of the crazes that are causing more changes in the supermarket shelves are the vegan and vegetarian trends. Today’s consumer looks for healthier and more eco-friendly products. For these reasons, the industry has stepped forward from the lactose-free milk to offer new alternatives such as drinks based on oat, almond, rice or quinoa, which are taking an important space in the shelves.

Answering this market demand, Dallant has researched, developed and created flavours for vegetable desserts based on oat, rice and soy, as well as for yoghurts based on soy.

In this project, we have been focused-not only on creating innovative flavours-but also on improving the bases’ organoleptic characteristics using a natural flavour, which imparts a rounded flavour to different bases, as the vegetable ingredients may add an aftertaste that the consumer of dairy products is not familiar with. We offer classic fruit flavours for yoghurts such as coconut, strawberry, lemon, banana, among many others.

In the desserts’ sector, coconut is the fruit flavour of the year, but we have also developed sweet flavours that go well in desserts, such as nuts, biscuit and vanilla. Finally, the most innovative flavours that we suggest are the panettone, tiramisu and popcorn. All this effort has been made to become a source of inspiration for our customers, so they can adapt their products to the market trends and we can be their partner towards innovation.

PROJ EC T 2 THE SINGUL AR VEGAN BASE The increasing consumer’s concern for their health is driving forward the demand for low-alcohol content drinks. In this regard, the vegan trend is this year protagonist and an important pioneer in this category, as it is aligned with the urge of consuming foodstuffs that are more natural and have a clean label.

At Dallant we are enhancing our product portfolio with innovative solutions that improve the performance of the current market products. We are building a reality made of sensations and feelings, where flavours prevail over anything else.

For alcoholic drinks we have developed an alcoholic vegan base, which provides the best flavour and texture, free from any animal ingredients. This formulation is a high-tech solution, using coconut oil and vegetable protein; it is ideal for drinking neat or on the rocks. This base can be certified as a vegan product by the European Vegetarian Union, as it meets the established requirements.

We have applied our technical and flavour knowledge to create a vegetable version, which is delightful for everyone’s taste buds, and it has been possible thanks to our previous know-how and experience in manufacturing dairy-based liqueurs. Among our new flavours, we highlight the toasted ones, such as the horchata (tiger nuts milk) and the almond. Also, we point up our cocoa flavour and coconut flavour. This last one has a light creamy note that goes in perfect harmony with the base.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

2 .1 I N D I C A T O R S 2 018

INVESTMENT IN R & D & I 2018

1.57%

794,000â‚Ź

OF SALES

100% of our products are subject to assessment processes to measure their impact on health and safety throughout all the phases of their life cycle, from product concept development to disposal, reuse or recycling.

I N V E S T M E N T I N R & D & I 2 018 2014

2015

2016

2017

2018

3.24%

2.95%

2.19%

1.48%

1.57%

37

3. A R E A O F AC T I O N: O P E R AT I O N S Our operation network-including supply chain, production and auxiliary services- follows the quality management processes that are set out by our headquarters. The integration of services and the rationalisation of operations are two constants in this area of work. We develop tailor-made products in line with the strategies of industrial design. This way, we meet our costumers’ needs faster and more effectively.

The consistency of our actions expresses our commitment to the operational excellence, to the environment care, to our employee’s welfare and health, as well as our involvement with the territory where we operate.

During 2018 Dallant has significantly improved internal logistics operations by implementing these two actions.

A C T I O N 1: O P T I M I S I N G T H E P R O D U C T I O N O F E X TR AC TS A N D I N FUSI O N S Dallant has improved the operational capability of one of its reactors of extracts and infusions by adding an integrated system, consisting of a distilling column and condensers. Moreover, the control and display of all the production processes are now automatic. This investment increases the production capacity of the reactor.

AC TI O N 2: I M PROVI N G FI RE SA FE T Y The firefighting network of the factory has been remodelled. Now the factory is equipped with selfcontained pumping systems and emergency water tanks. In addition, all the perimeter hydrant system, which feeds the fixed firefighting systems and fire hydrants, has been renovated. All the system is connected to a single control panel.

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CSR DALLANT 2018 SUSTAINABILITY MODEL AND POLICY

3 .1 2 018 E N V I R O N M E N T A L P E R F O R M A N C E I N D I C ATO R S

CODE

ENVIRONMENTAL INDICATORS

TYPE

2016

2017

2018

7,568

7,195

7,157

7,862

7,575

6,941

190.96

239.52

340

10,757

10,534

9,431

8,714

9,783

5,565

Total energy consumption broken down by primary sources (GJ)

GRI

EN6

Reduction in energy consumption achieved as a direct result of conservation and efficiency initiatives (GJ)

GRI

EN8

Total volume of water withdrawn broken down by sources (m 3 )*

GRI

EN22

Total water discharge by quality and destination (m 3 )

GRI

14,275

14,052

9,965

EN23

Total weight of waste, broken down by type and treatment method (t)

GRI

335

455.20

360.37

EN3

* Data reported in absolute value.

In terms of relative value compared with the increase of the activity, the company’s evolution is positive.

39

40

CSR DALLANT 2018 MORE INFORMATION

M O R E I N F O R M AT I O N

41

GLOSSARY G L O B A L C O M PA C T The UN Global Compact is a voluntary initiative that seeks to implement ten universal principles on Human Rights, labour, environment and anti-corruption through the active engagement of the corporate community, in cooperation with civil society and representatives of organised labour.

G LO B A L R E P O R T I N G I N I T I AT I V E (G R I) This is an organisation whose purpose is to encourage efficient and effective sustainability reporting in all types of organisations. GRI produces a complete framework for sustainability reporting, which is the most widely used around the world.

S TA K E H O L D E R S Entities or individuals who may significantly being affected by the activities of the organisation, and whose actions may affect the ability of the organisation to successfully develop its activities.

I S O 9 0 01 It is an international standard, which is the basis of the quality management system, it is focused on the requirements that a company must meet in order to have an effective quality management to improve the quality of its products and/or 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, in order to achieve a goal.

SEDEX Sedex is a global membership organisation dedicated to driving improvements in ethical and responsible business practices in supply chains 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.

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CSR DALLANT 2018 MORE INFORMATION

M AT E R I A L I T Y Aspects and indicators that show the significant social, environmental and economic impacts of the organisation or those aspects that may influence on the decisions of the stakeholders.

OHSAS It is a Security and Health Management System that help us to reduce accidents in the workplace and to increase productivity, identifying, assessing and controlling the risks that are associated with each work place.

INTERTEK It is a company that provides assurance, testing, inspection and certification services to ensure quality across the supply chain.

KO S H ER LO N D O N B E T H D I N KLBD is an acronym for Kashrut (Kosher) Division of the London Beth Din (Jewish court of law).

The court is headed by Dayan Menachem Gelley it is under the auspices of the Chief Rabbi.

I N S T I T U TO H A L A L D E L A J U N TA I S L Á M I C A Entity responsible of certifying goods and services that are suitable for consumption by Muslims.

STENCO Company that efficiently treats water and prevents the risk of Legionella outbreaks throughout the whole cycle of water.

CE RT I FI C AT I O N S AREA

EAME

COUNTRY

Spain

Morocco

REGION

QUALITY ISO 9001

FOOD SAFETY STANDARDS: FSSCC 22000

OHSAS 18001

Barcelona

✓

✓

✓

Lleida

✓

Murcia Casablanca

HALAL KOSHER

SEDEX REGISTRATION

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

✓

OG

OG: In progress on 31/12/2018.

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RSC DALLANT 2018 MORE INFORMATION

P E R F O R M A N CE I N D I C ATO RS 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/ EXTERNAL ASSURANCE

STRATEGY AND ANALYSIS G4-1

Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the organisation and the organisation’s strategy for addressing sustainability.

5

DAL-2

Description of key impacts, risks, and opportunities.

8

ORGANISATIONAL PROFILE G4-3

Name of the organisation.

8

G4-4

Primary brands, products, and services.

9

G4-5

Location of the organisation’s headquarters.

10

DAL-O6

Number and name of countries where the organisation operates.

10

DAL-E1

Net sales.

15

DAL-E2

Total capitalisation broken down in terms of debt and solvency.

15

G4-11

Percentage of total employees covered by collective bargaining agreement.

33

DAL-12

Description of the supply chain.

9

DAL-P1

Number of employees.

33

DAL-P2

Total number of employees broken down by gender, age, type of contract and academic level.

33

DAL-P3

Turnover rate, recruitment rate (new employees), absenteeism rate, accident rate and training plan.

33

DAL-P4

Regular performance appraisals and employees covered by collective bargaining agreement.

33

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/ EXTERNAL ASSURANCE

COMMITMENTS TO EXTERNAL INITIATIVES G4-16

List memberships of associations and level of participation.

30

MATERIALITY ASPECTS AND BOUNDARIES G4-18

Process for defining the report content and the aspect boundaries. How the organisation has implemented the reporting principles for defining report content.

6

G4-23

Significant changes from previous reporting periods in the scope and aspect boundaries.

7

STAKEHOLDERS ENGAGEMENT G4-24

List of stakeholder groups engaged by the organisation.

23

G4-28

Reporting period.

6

G4-29

Date of the most recent previous report.

6

G4-30

Reporting cycle.

6

G4-31

Provide the contact point for questions regarding the report or its contents.

6

G4-32

Contents index of general standard disclosures.

45

REPORT PROFILE

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CSR DALLANT 2018 MORE INFORMATION

SPECI FI C BAS I C CO N T EN TS: M A N AG E M EN T A P P R OAC H A N D P E R F O R M A N C E I N D I C ATO R S INDICATOR

DESCRIPTION

PAGE/ EXTERNAL ASSURANCE

ETHIC AND INTEGRITY Description of organisation’s values, principles, standards and norms of behaviour such as codes of conduct and codes of ethics.

24

G4-EN3

Energy consumption within the organisation.

39

DAL-EN6

Reduction of energy consumption.

39

Total water withdrawal by source.

39

DAL-EN22

Total water discharge by quality and destination.

39

DAL-EN23

Total weight of waste.

39

G4-56

ENVIRONMENTAL Energy

Water G4-EN8

Effluents and waste

SOCIAL Labour practices and decent work Total number and rates of new employee hires and employee turnover by gender.

33

DAL-LA9

Average hours of training per employee.

33

DAL-LA10

Program for skills management and lifelong learning.

33

DAL-LA1

Training and education

Equal remuneration for women and men DAL-LA13

Ratio of basic salary by gender broken down by position and category.

33

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CONSULT OUR 2018 CORPORATE SOCIAL RESPONSIBILITY REPORT ON YOUR MOBILE PHONE USING THIS QR CODE:

Dallant S.A. Carretera LaureĂ MirĂł 392 08980 Sant Feliu de Llobregat Barcelona Tel. (+34) 936859880 info@dallant.com www.dallant.com