REPORT DALLANT CSR 2017

2017

CO R P O R AT E SOCIAL RESPONSIBILIT Y REPORT

TA B L E O F C O N T E N T S /

INTRODUCTION / LETTER FROM THE EXECUTIVE PRESIDENT

05

REPORT PROFILE

06

SCOPE AND COVERAGE OF THIS REPORT

07

ABOUT DALL ANT

08

SUPPLY CHAIN

09

PORTFOLIO 09 COMPANY GROUP

10

COMPANY HISTORY

12

KEY FACTS AND FIGURES OF 2017

14

FUTURE CHALLENGES

16

O U R 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 ANALYSIS

21

IDENTIFICATION AND ENGAGEMENT OF OUR STAKEHOLDERS 22 COMMITMENTS 24 LL

MISSION, PRINCIPLES AND VALUES

LL

CODE OF ETHICS

AREAS OF ACTION

24 26 28

LL

PEOPLE 30

LL

R & D & I

LL

OPERATIONS 38

34

O T H E R R E L E VA N T I N F O R M AT I O N / GLOSSARY 42 CERTIFICATIONS 43 PERFORMANCE INDICATORS

44

INTRODUCTION

7

8

DALLANT 2017 RSC INTRODUCTION

LETTER FROM THE EXECUTIVE PRESIDENT / We are pleased to share our RSC from the year 2017, where we present our business model and our main strategic aims. This report has been written following the GRI G4 guide criteria, and its objective is to strengthen our relationship with our groups of interest. This document is directed towards them in an open and clear way.

Society demand and therefore market trends keep going towards the consumption of healthier products. For that, during 2017 we have maintained our commitment to look for healthier lifestyle components, focusing our efforts on developing and expanding our range of natural extracts, distillates and flavours.

We are focus on encouraging the vertical integration “From nature to food or drinks” in our research and processes, backing the sustainable development, obtaining products that are more natural and generating the least possible environmental impact, as at the end, our resources are finite.

In 2017 we began our activities to enter in the new market in South America, maintaining our model of international expansion, with the objective of managing efficiently and in a flexible way our projects in this area.

We are aware of the industrial activity impact at all levels (economic, social and environmental) and we keep promoting-both individual and collective- attitudes that follow our ethic criteria and philosophy, which we are adapting to the new times, as we are aimed to contribute to the building of the welfare society.

Jaime Pérez Arranz Executive President

9

REPORT PROFILE / This is the Corporate Social Responsibilit y Report of Dallant, made following the Global Reporting Initiative (GRI) criteria.

This document, corresponding to the year 2017, has been dr awn up in accordance with the Guide G4 from the Global Reporting Initiative organisation A s the repor ting cycle is annual, the latest Report is from 2017, with data from 2016.

Every relevant aspect about the sustainability of our company is included in this Report, as well as the indicators from the mentioned guide and other ones based on our organisation characteristics and the expectations of our stakeholders.

Mr. Alberto Mora Almendro, Managing Director, ensures the veracity of these data.

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: http://www.dallant.com/en/company/responsibility

10

DALLANT 2017 RSC INTRODUCTION

SCOPE AND COVER AGE OF THIS REPORT / The coverage of this report is Dallant S. A. and all its activities, as well as everything that concerns the facilities of the company. This report has no limitations regarding its scope.

Techniques for data measuring and bases for making calculations, including hypotheses and techniques underlying are part of our standardized procedures.

Our information sources are derived from our business system.

At the same time, some specific tools have been generated in order to delve into the making of this report.

Dallant is committed to its interest groups in seeking an external verification of this report in accordance with the criteria established by the company management.

11

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 one-to-one relationship and business-to-business solutions, specific products 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. 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 product development, creating new and delicious flavours that allow consumers to enjoy a great sensory experience. 

TECHNOLOGICAL PARTNER

SPECIALISTS IN BITTER AND CITRUS NOTES

SPECIALISED IN DRINKS VERTICAL INTEGRATION NATURAL AND HEALTHY INGREDIENTS INNOVATION AND CREATIVITY FLEXIBILITY + COMPETITIVENESS TAILORED PRODUCTS

12

DALLANT 2017 RSC INTRODUCTION

S U P P LY C H A I N /

>30 0

SUPPLIERS

3

COMMERCIAL OFFICES

4

MANUFACTURING SITES

>80 0

CUS TOMERS

DALL A NT GRO U P

PRODUCTS / F L AV O U R S

COMPOUNDS

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

They are highly complex mixtures with juice or malt bases and different ingredients: vitamins, min er al s , cer e al s , f ib r e, p ul p… an d al s o, stabilisers, flavours or emulsions. Compounds provide distinctive and added-value organoleptic properties to a huge range of drinks.

DAIRY BASES Using our knowledge of emul sions and 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 dif ferent tex tures and finishes, lighter or creamier ones, blending properly origin and fat content, pH, water and solids.

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 organoleptic properties of the fruits.

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

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, making the most of the vertical integration: “from nature to your food or drink”. Our advanced technology means that we are able to offer a wide range of natural ingredients (extracts, distillates…) with great organoleptic qualities.

13

C O M PA N Y G RO 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 dif ferent functional areas, our main laboratories and R&D teams. Dallant is 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. We guarantee that we use the best fruits and only when they are perfectly ripe, making the best of their properties and adding value with our technological innovation.

2 . M O L E VA Moleva is situated in Lleida, one of the best European green zones, it is specialised in the production of concentrated juices and fruit products, using pomegranate, strawberry, pear, kiwi and quince, among other fruits. Currently, our main factor y is there, where we develop high-tech organoleptic solutions.

1

14

2

DALLANT 2017 RSC INTRODUCTION

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

3

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 of f ice in C as abl anc a, Mor occo, to s atis f y ef f iciently our cus tomer s in the Maghreb and in the A fr ic an We s t coas t and to find new opportunities to make business in these emergent markets.

Located in Istanbul, Turkey, Dallant Eurasia meets the producers and consumers’ needs in Turkey and in the Caucasus and Caspian neighbour ing countr ie s , of fer ing t ailored solutions for a market where the best food traditions of Mediterranean Europe and Central Asia coexist.

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

5

6

7

15

C O M PA N Y HISTORY /

19 8 0 19 6 0

19 7 0

19 6 3 :

19 74 :

Sant Feliu de Llobregat headquarters is opened.

Micro encapsulated flavours are developed.

19 6 6 :

19 5 0 19 5 0 : Especialidades Dallant is founded in Barcelona.

16

International business activity is started.

19 6 7: Business activity is started in CĂ­tricos de Murcia.

DALLANT 2017 RSC INTRODUCTION

19 8 9 : Development of compounds for soft drinks.

2 010 2 010 :

19 9 0 19 9 1:

19 9 9 :

Integration of Moleva S.A., juices and concentrates.

The company industrialises our creams and fillings for factory-baked goods.

19 9 6 : Incorporation of Ingredients S.A. as a savoury foods business unit.

19 9 7: Development of dairy bases for alcoholic drinks.

ISO 9001 Certification.

Dallant obtains the Kosher certification for some products.

2000

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

20 0 0:

2 012 :

Business in Maghreb is started.

Dallant wins the FSSC: 22000 certification.

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 the emulsions portfolio.

Business in TurkeyEurasia is started.

2 013 : The company gains the halal certification for products that require it.

2 014 : Dallant obtains the OHSAS certification.

We implement the ERP: SAP.

2 015 : Moleva wins the eco-certification.

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

2 017: Business in the Andean area is started.

17

K E Y F A C T S A N D F I G U R E S 2 0 17/ SALES 45.7 M€

2016 44.9 M€

2015 50.4 M€

2017 S O LV E N C Y 2.83 M€

2016

3.41 M€

2015

2.46 M€

2017

WAT E R C O N S U M P T I O N 19,471 m 3

2016 20,320 m 3

2015

20,317 m 3

2017 18

DALLANT 2017 RSC INTRODUCTION

ECONOMY

2013

2014

2015

2016

2017

Sales (M€)

48

44.8

44.9

45.7

50.4

Indebtedness (%)

25

22

19

25

31

Solvency (M€)

3.14

3.07

3.41

2.83

2.46

Investment (M€)

1.7

1.2

2.0

1.12

1.4

R&D&i /Sales (%)

3.14

3.24

2.95

2.19

1.48

2013

2014

2015

2016

2017

14,887.84

15,422.69

14,800

15,430

15,122

Waste (Tn.)

374.5

331.29

718.26

335

455.2

Water consumption (m 3)

20,361

22,834

20,320

19,471

20,317

Energy savings (GJ)

2,944

458.81

212.90

190.96

239.52

Waste water (m 3)

10,855

11,859

11,234

14,275

14,052

PEOPLE

2013

2014

2015

2016

2017

Number of employees (FTE)

153.88

158.3

153.12

157.26

162.94

98

95.58

94.68

94.5

98.23

Turnover rate

4.52

8.84

-

3.10

2.90

Accident rate

0.24

0.03

0.51

0.29

*n.c.v.

ENVIRONMENT Energy consumption (GJ)

Stability (%)

Dallant S.A. data *Non-comparable values because of a change in the calculation method.

19

FUTURE CHALLENGES /

H E A LT H Y F O O D In order to maintain our commitment to care to consumers’ health, in Dallant we are working continuously in the development of healthy products, expanding the portfolio with natural flavours and ingredients that help consumers keeping a healthy diet.

Our experience in this sector allows us to adapt in an agile way to the market needs. For this reason, our current objective consists in giving solutions to our customers and develop clean label products without allergens or with natural ingredients, which are good for the nutrition of our society.

T his w or k is added up to the r e s earch of new developments and ingredients to offer a new range of products and solutions for our customers.

I N T E R N AT I O N A L I S AT I O N Dallant remains committed to make fur ther progress, this being our reason to continuously diversify our efforts to bring our creations to new destinies. In a globalised market and in a volatile environment, uncertain, complex and ambiguous (VUCA) the only way to compete in the long term is developing long-lasting business relationships based on trust, reliability and security.

It is 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.

Following our business ethics, all mentioned above always take place 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 longer branches.

20

DALLANT 2017 RSC INTRODUCTION

“The future depends on what you do today” Mahatma Gandhi

21

OUR S U S TA I N A B I L I T Y M O D EL A N D P O L I C YD

23

S U S TA I N A B I L I T Y MODEL / The commitment of Dallant to sustainability began long before the birth of the social responsibility concept. It is another case where the management and daily practices build a theory.

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

Our willing is to grow and act in a sustainable way to ensure that social, economic and environment aspects are equally taken into account.

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

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

24

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

M AT E R I A L I T Y A N A LY S I S / The Materiality analysis, in accordance with the GSI G4, consists in identifying what aspects are relevant for our stakeholders, as well as for the company, consulting both the interest groups and the company about the importance of each one and analysing the results to obtain the indicators that must be remarked or highlighted in this report.

M AT E R I A L I T Y M AT R I X : INNOVATION IN PRODUCTS, SERVICES AND ORGANISATION

WORK TEAM

CORPORATE SUSTAINABILITY

CREATING SHARED VALUE

CORPORATE ETHICS

STABLE RELATIONSHIPS WITH STAKEHOLDERS

TRANSPARENCY AND CREDIBILITY

ENERGY EFFICIENCY

DONATIONS TO NON-PROFIT ORGANISATIONS AND COLLABORATIONS WITH THEM

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

25

I D E N T I F I C AT I O N A N D ENGAGEMENT OF OUR S TA K E H O L D E R S / SHAREHOLDERS

S TA FF

We have several tools to communicate with our shareholders:

C o m m u n i c at i o n w i t h o u r e m p l o y e e s i s a matter of everyday life and it is also made in a systematic way through the following means of communication:

• Quarterly reporting • Meetings • Corporate Social Responsibility Report and

good corporate management

• Evaluation of psychosocial risks • Collective bargaining • Formal and informal interviews

CUS TOM ERS Our constant means of communication with our customers are: • Customer surveys regarding innovation and

projects • Customer satisfaction surveys • Visit to customers • Our website • Formal and informal meetings in trade fairs

and events

SUPPLIERS We have systematic means of communication with our suppliers: • Suppliers evaluation forms

SOCIETY Cooperation with public, private or third sector organisations is part of the relationship that Dallant maintains with the territor y 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

26

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

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

AUDITS • SGS • SAI GLOBAL • BUREAU VERITAS

PUBLIC COMMITMENTS

ENVIRONMENT PARTNERS

• SEDEX • GLOBAL COMPACT

• GRUPO ROMA • TEGA

• TÜV NORD

27

COMMITMENTS / Our mission, principles and values are the nucleus of our corporate identity and organisation culture.

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

Principles 1. E T H I C S

4. Q UALIT Y

We behave ethically in different sectors and territories, building solid relationships with our partners.

We have and we keep high quality standards for our technologies and products. We are encouraged by our constant improvement.

2. S U S TA I N A B I L I T Y

5. CO O P E R AT I O N

We are focus on growing in a sustainable way and taking care of the environment for the future.

Our staff cooperate with our stakeholders in order to carry out successful projects together.

3. SAFE T Y We do our best to ensure the safet y of our products and processes.

28

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

Va l u e s 1. T R U S T

4. RIGHTNESS

We build trust relationships with our teams and our allies through transparency and honesty.

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

2. CO M M ITM EN T

5. LE ARN IN G

We a r e c o m m i t te d to t h e p r e s e nt o f t h e env ironment and it s future, we wor k w ith respect, professionalism and loyalty.

We l e a r n a n d w e g r o w b e c a u s e w e p u s h ourselves, we focus on developing talent and we have a great desire to excel.

3 . I N N O VA T I O N

6. FLE XIBILIT Y

Creativity and innovation are an essential part of who we are.

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

29

Code of Ethics / Our Code represents the ethical responsibility in the business management and in the business activity that Dallant assumes, whether carried out by managers or employees. The main points of our Code of Ethics are outlined below:

1/ Respect the law, human rights and ethical values: Dallant assumes the responsibility to act at all times in accordance with the 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 be intimidating or offensive. Likewise, the employees shall respect their colleagues both within and outside the company, by not tolerating libel or slander.

3/ Professional development and equal opportunities: Dallant promotes professional and per sonal development as it suppor t s the creation of talent; it does so by ensuring equal opportunities for all its workers and not discriminating 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 does not allow other individuals or entities to use such practices with its employees.

30

5/ Irregular payments and money laundering: Dallant managers and employees shall not commit or participate in any activity that involves money laundering or illegal activities.

6/ Competition and antitrust: The managers must 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 shall be diligent, transparent and rigorous.

8/ Treatment of information and knowledge: Dallant managers and employees must comply with the duties of discretion and secrecy, and therefore they must keep information confidential and preserved. Additionally, and in accordance with the applicable Data Protection legislation, workers must respect protected data and they must not disclose data that may violate such legislation.

9/ Communication: Dall ant manager s and employees shall ensure that all advertising and promotion is justified and truthful.

10/ Quality: Dallant employees shall 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 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

31

AREAS OF ACTION /

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

E xcel l e nt r e s ult s co m e f r o m f a s c in atin g journeys. Cooperation has an active influence in our personal and organisational grow th.

We believe that the attitude of our people, their optimism and work are fundamental pillars 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 our pursuit of excellence.

Pe o p l e’s p a s sio n mu s t dr i v e th e c ur r ent generation to achieve milestones in the future.

2. RESEARCH & DEVELOPMENT & I N N O VA T I O N

Safety, quality and efficiency are three areas where we work continuously to improve our produc ts per formance and to simplif y our processes, making them more efficient and competitive.

The only profitable and sustainable way to face the 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.

32

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

The only worthwhile and sustainable way to face challenges over time is through innovation.

33

1. A r e a o f a c t i o n : P e o p l e / In 2017 we have kept our commitments.

We have continued developing our team’s talent to maintain the excellence in our operations, providing technical and skills trainings, both internal and external ones, and including a cross-disciplinary education that enriches our workforce and our organisation and reaffirms that our company is committed to our training programme, which is tailored to our employees.

In the same way we have continued with our safety and health policies, as we keep improving these aspects, and reducing the occupational accidents.

We work.

34

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

ACTION 1 / JOINING THE BIKING T O WO R K I N I C I AT I V E During this last year, 2017, a pilot-trial has been carried on by the Barcelona transport services (AMB), Sant Feliu de Llobregat town hall and the business association AEPLA, in order to promote biking to get to work daily.

The agreement between the three entities allowed us to make available free bikes for potential users.

Joining this initiative Dallant has put at the service of its workers both electric and folding bikes in order to promote their use.

Furthermore, Dallant has provided its workers with a spacious bike parking monitored by video-surveillance. All of it for the purpose of trying to make biking culture a daily habit once this agreement ends.

Dallant expects to improve the mobility in our area, and with the help of AEPLA to have better cycle-lines, as well as to promote sport among our employees and therefore to ameliorate the conditions of our surrounding environment.

We grow.

35

1.1. AV E R A G E H O U R S O F T R A I N I N G P ER E M P LOYEE

1. 2 . PAY E Q U I T Y

1=1

14 H

TRAINING PER EMPLOYEE

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

1

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%

1

7.78%

28.14%

3% 9.5% 12%

50%

54.49%

Research and Development

Sales and Marketing

20-29 years

49-61 years

Production and Technology

General services

30-48 years

≥62 years

Administration

1. 5 . G E N D E R

35.59% FEMALE

36

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

64.41% MALE

1. 6 . L A B O U R P R A C T I C E S A N D D E C E N T W O R K I N D I C A T O R S 2 015 -2 016 -2 017 INDICATOR

DESCRIPTION

2015

2016

2017

FTE

153.12

157.26

162.94

Male (%)

71

69

64

Female (%)

29

31

36

20-29 years (%)

10

8

10

30-48 years (%)

54

54

54

49-61 years (%)

27

32

28

≼62 years (%)

9

6

8

Permanent

94.68

94.50

97.80

Full time

94.68

94.50

97.60

Employees from different nationalities

%

3.12

3.72

3.59

New employee hires rate

%

10.44

4.96

5.30

Turnover rate

%

3.26

3.10

9.40

Absenteeism rate

%

2.60

2.30

3.39

University degree

40.63

50.30

47.90

> High School or similar

68.75

85.09

76

%

100

100

100

Number of employees Gender

Age

Type of contract* Type of working day

Academic level

Employees covered by collective bargaining agreement

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

Our Company manages the cultural, physical, sexual or sensory diversity form an integrative perspective. People from different countries, such as Cuba, Egypt, Senegal, Italy or France are currently working at Dallant.

37

2. Area of action: R&D and Innovation / Within any organisation, the conscious, methodical and constant search for opportunities is the key to innovating and providing added-value. Truly valid creativity has to be trained and channelled.

The systematic approach for innovating requires that the culture of innovation is an inherent part of the 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.

Analysing the trends and using new technologies, our interdisciplinary teams develop new products and processes, both at a laboratory scale and industrial scale, until the products are ready to be applied to food and drinks for public consumption.

In this way, here at Dallant, we connect the results of our research with new product concepts, and their optimal properties affect directly people when they ingest food and beverages.

“It is only possible to advance if one is looking far ahead. Only expect to progress when thinking big” José Ortega y Gasset

38

DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

EF

FI

C

O

RI

H LT

SEN S AL

ITY

HE

A

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

Rational use of raw materials and energy.

Y

NA

NC

TU

A

L

IE

Raw materials are mainly natural.

R

N A -

SS NE

Unique experiences through the senses of taste and smell. .

39

P R O J E C T 1 / A L L E R G E N - F R E E F L AV O U R S In the last years, allergen-free foodstuffs have been growing exponentially and they are more and more present in the channels of organised distribution, being the protagonists the gluten-free and the lactose-free products. This boost has been increased by the association of these products to a healthy diet.

Current consumers are paying more attention to the ingredients’ list and prefer more natural products, which are beneficial for health, as the “free from� and organic products. The point of view of manufacturers of standard products has been changed too, as they have moved beyond ignoring these consumers to considering them as a mainstream category.

Here in Dallant, we work in the reformulation of our products, in order to offer allergen-free products. We are committed to high added-value and natural products, from their extraction to the primary processing. This philosophy of vertical integration allows us to obtain creations with a unique organoleptic profile.

In the same way, Dallant keeps focusing on the creation of clean label applications, with natural and local ingredients for alcoholic drinks, bakery and savoury products, among others.

We have developed a wide range of lactose-free, gluten-free, soy-free, celery-free, mustard-free, nuts-free and monosodium glutamate-free products. Following the new trends, we have developed a natural flavouring, which reduces the addition of salt in a wide range of products as it carries a salty sensation and enhances the food organoleptic characteristics in general.

As these creations show, Dallant is committed to develop natural and healthy products to help our customers to innovate, in a sector that is becoming more and more dynamic.

P R OJ E C T 2 / DA I RY A N D V E G E TA B L E B A S E S Looking after the sustainability of our company entails a continuous renovation of our portfolio of products. Consume trends, the uncertainty of a changing environment and the pressure of competition encourage innovation and give us the opportunity of facing challenges regarding the stability and composition of our new creations.

The new dairy and vegetable bases developed in 2017 are a clear example of an integral approach for a sustainable portfolio: new raw materials were selected, new ways of creation were tested and the productive processes were changed using new technologies.

As a result, new families of dairy and vegetable bases were born, with rich textures and extensive qualities, which are easily adapted to the versatile demands of a wide range of brands and companies of the drink industry, both in the traditional markets and the emergent ones.

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DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

2 .1. I N D I C A T O R S 2 017

INVESTMENT IN R & D & I 2017

1.48% AS A PERCENTAGE OF SALES

746,000 €

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 disposal, reuse or recycling.

2 . 2 . I N V E S T M E N T I N R & D & I 2 017

2 013

2 014

2 015

2 016

2 017

3.14%

3.2 4%

2 .95%

2 .19 %

1. 48%

41

3. Area of action: operations / The consolidation of our actions expresses our commitment to the operational excellence, to the environment, to our employees’ welfare and health, as well as to the territory where we operate.

Our operations network is applied to all our processes at our headquarters. The integration of services and the rationalisation of operations are two constants in this area of work. For us, operations include the supply chain, production and auxiliary services of our products.

Our policies of manufac tur ing customised products are aligned with the strategies of industrial design. This way, we are more flexible to meet our customer’s needs and therefore to answer them more quickly and effectively.

ACTION 1 / IMPROVING INTERNAL LOGISTICS During 2017 Dallant has improved substantially the internal logistics processes implementing two projects regarding the ethyl alcohol supply and the purchase of new containers: • Improving the transferring process of ethyl alcohol as a raw material.

• Purchasing containers for manufactured products that need waiting time or need any kind of treatment previous to packaging.

Project of internal distribution of ethyl alcohol: Dallant has developed a fully automatic system to transfer the ethyl alcohol to the production places. The result is an improvement in the distribution and in the application of the exact dosage, a critical point for our products.

Dallant has purchased 28 containers, with different capacities, all of them made meeting the specifications that Dallant sets as needed for its products, and following the strict criteria of food safety and food quality.

The result of implementing this equipment into the production processes has improved clearly the internal operations between different factory areas and it also has improved the coordination of the ERP system.

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DALLANT 2017 RSC OUR SUSTAINABILITY MODEL AND POLICY

3.1. 2 017 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

ENVIRONMENTAL INDICATORS

EN3

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 (M3)

GRI

EN22

Total water discharge by quality and destination (M3)

EN23

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

TYPE

2015

2016

2017

7,547

7,568

7,195

7,253

7,862

7,575

212.90

190.96

239.52

16,372

10,757

10,534

3,948

8,714

9,783

GRI

11,234

14,275

14,052

GRI

718.26

335

455.20

* Data reported in absolute value. In terms of relative value compared with the increase of the activity, the company’s evolution is positive.

43

OT H ER R EL E VA N T I N F O R M AT I O N

45

GLOSSARY /

G L O B A L C O M PA C T

KPI

T he United Nations Global Compac t is an inter national initiati ve that pr omote s the implementation of ten universally accepted principles in the areas of human rights, labour pr ac tice s , env ir onment and f ight agains t corruption in the performance of activities and in the business strategies of the companies.

Key Performance Indicators measure the level of the performance of a process, focusing on the “how� and indicating the efficiency of the

GLOBAL REPORTING I N I T I AT I V E (G R I) This is an organisation whose purpose is to encourage the making of sustainability reports in all t ypes of organisations. GRI produces a complete f r ame w or k for the mak ing of sustainability reports, which is the most widely used around the world.

process, in order to achieve a set goal.

SEDEX S edex is a non-profit or ganis ation w hose objective is to make possible improvements in responsible and ethic business practices and in supply chains around the world.

FSSC 220 0 0 T h e F o o d S a f e t y S y s te m C e r t i f i c a t i o n i s a standard to ensure food safet y in the manufacturing of food products.

S TA K E H O L D E R S

M AT E R I A L I T Y

Entities or individuals who may significantly being affected by the activities of the organisation, and whose actions may affect the abilit y of the organisation to develop successfully its activities.

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 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.

46

DALLANT 2017 RSC OTHER RELEVANT INFORMATION

Occupational Health and Safety Management System. It is a safety 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.

C E R T I FI C AT I O N S /

REGION

QUALITY ISO 9001

FOOD SAFETY STANDARDS: FSSC 22000

OHSAS 18001

HALAL

KOSHER

SEDEX REGISTRATION

SPAIN

Barcelona













SPAIN

Lleida





OG





SPAIN

Murcia





OG





Casablanca



OG

COUNTRY

MOROCCO

OG: In progress on 31/12/2017

47

P E R FO R M A N C E I N D I C ATO R S /

48

DALLANT 2017 RSC OTHER RELEVANT 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/ 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

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

Countries where the organisation operates.

10

DAL-E1

Net sales.

15

DAL-E2

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 and regular performance evaluations.

33

DAL-P4

Employees covered by collective bargaining agreement.

33

ORGANISATIONAL PROFILE

49

G E N E R A L S TA N D A R D D I S C L O S U R E S

INDICATOR

DESCRIPTION

PAGE/ EXTERNAL ASSURANCE

COMMITMENTS TO EXTERNAL INITIATIVES G4-16

List of 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

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

STAKEHOLDERS ENGAGEMENT G4-24 REPORT PROFILE

50

DALLANT 2017 RSC OTHER RELEVANT 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 O A C H 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/ 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 discharge.

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-LA11

Percentage of employees receiving regular performance and career development reviews.

33

DAL-LA1 TRAINING AND EDUCATION

EQUAL REMUNERATION FOR WOMEN AND MEN DAL-LA13

Ratio of basic salary by employee position, category and gender.

33

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Consult our 2017 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 WWW.DALLANT.COM