Memoriadallant2014 eng issu low1

2014CORPORATE SOCIAL RESPONSABILITY REPORT

CORPORATE SOCIAL RESPONSIBILITY REPORT 2014. DALLANT S.A.

3

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

INTRODUCTION

· Strategy and analysis

· Report content

Report profile Scope and coverage of the report

· About Dallant Enterprises within the group

· Historical backgroud

· Results and highlighted figures from 2014

· Future challenges

OUR SUSTAINABILITY MODEL AND POLICIES

· Materiality analysis

· Identification and participation of our interest groups

· Commitments Mission, principles and values Code of ethics Social action

· Contents People R&D Operations

USEFULINFORMATION

· Glossary & Validations

· Performance indicators

2

1

3

I N T R O D U C T I O N1


7

S T R AT E GY A N D A N A LYS I S

I am delighted to share our Corporate Social Responsibility Report for 2014 with you. This document aims to disseminate our entrepreneurial approach and share our activity in an open and transparent manner, establishing a continued dialogue with the interest groups which we relate with.

During 2014 we have progressed in our path towards a sustainable future, having made a rele-vant investment effort. It is worth noting the implementation of the new management system ERP, that allows us to integrate the activities of the group companies and to make our ope-rations more efficient, both industrial and commercial. Furthermore, in the industrial environ-ment, the ambitious renovation and the expansion of the production facilities in our headquar-ters in Sant Feliu de Llobregat (Barcelona) continued.

Throughout our 65 years of experience, people have been the key of our progress. We strongly believe in the development of talent, in the emulation, and we create working environments where people grow pro-fessionally and humanly, feeling themselves as an integral part of a community of scientists and professio-nals that encourage each others in their investigations. Because of that, we stablish stable and respectful relationships outside of our organization, being necessary its extrapolation to our social environment. We take care of the environment, being aware of the treasure enclosed within it and its fragility. Currently, to boost this culture, we provide ourselves with the most advanced systems and the best business manage-ment practices in all areas of our activity, in order to ensure the good health of our company, our suppliers, our clients and our environment.

We are a deeply-rooted company in the territories in which we operate. Therefore, we feel fully responsible for the economic, social and environmental impact of our activity. We understand that our duty is to contri-bute to provide the backbone of our society, bringing stable employment and leaving a positive mark in our wide experience.

We are convinced of the ethics, the feasibility and usefulness of our philosophy. For that reason, we will persist in its application, adapting it to the new times, and continue contributing to the construction and the maintenance of the welfare society, in which new generations are going to take a relevant place.

Jaime Pérez CostaExecutive President


R E P O R T P R O F I L E

This is the Corporate Social Responsibility Report of Dallant S.A. which was elaborated according to the criteria set forth by Global Reporting Initiative (GRI).

This document, which corresponds to the year 2014, has been created in accordance with version 3.1 of the G3 Guide for the elaboration of sustainability reports from the Global Reporting Initiative (GRI) orga-nisation. Due to its annual reporting cycle, the date of the most recent previous report is September 2014, using the data collected in 2013.

All aspects that are relevant to the sustainability of our organisation are reflected in this report, as well as the indicators that are established in the aforementioned guide and others that have been created based on the characteristics of our organisation and the expectations of the groups of interest.

Mr. Alberto Mora Almendro, Managing Director, guarantees the veracity of the data presented in this document.

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

More information about GRI in: www.globalreporting.org

9

S C O P E A N D C O V E R A G E O F T H E R E P O R T

The coverage of the report is Dallant S.A. in its entire area of action, as well as what it confers to the com-pany’s facilities. This report has no limitations with respect to its scope.

The techniques of data measurement and the basis for performing the calculations, including the hypothe-ses and underlying techniques, are those that form part of our standardised procedures.

Our sources of information are those that have been derived from our management system. Likewise, some specific instruments have been generated in order to further elaborate this report.

Dallant promises its interest groups external verification of the report on the matters that are specific to Dallant, according to the criteria established by the company’s Management.


A B O U T DA L L A N T

Dallant is an organisation that researches, develops, produces and markets fla-vourings and ingredients for the food industry.

We distinguish ourselves by offering a personalised relationship and business-to-business solutions in the form of specific products that are tailored to each client, all from the point of view of thinking globally and acting locally. Innovation and creativity are combined with our extensive scientific know-how and the latest technology, in order to achieve success in every project.

Our highly-specialised technical teams of research and application are fully involved in each development towards creating new and delicious flavours that allow the consumer to enjoy a great sensory experience.

DEVELOPMENT AND TAILOR-MADE PRODUCTS

NATURAL AND HEALTHY INGREDIENTS

SCIENTIFIC AND TECHNOLOGICAL

BACKGROUND

EXPERIENCE AND SENSITIVITY

INNOVATION AND CREATIVITY

11

E N T E R P R I S E S W I T H I N T H E G R O U P

DALLANT This is the parent company and main head-quarters, located in Sant Feliu de Llobregat, Barcelona. It is made up of the central offices and services in the various operational areas. It houses as well as the main laboratories and production facilities dedicated to flavours and high added-value and technologically complex specialities.

MOLEVA

Located in the province of Lleida, one of the best European horticultural areas, we are res-ponsible for the processing of fruit juices, fruit by-products, flavours and specialities.

CÍTRICOS DE MURCIA

In CIMUSA, we produce the highest-quality jui-ces and by-products of citrus fruits in the heart of the Murcian orchard.

DALLANT CARIBBEAN

The branch of Dallant Caribbean serves as a platform to respond to our clients from the South American continent.

DALLANT MAGHREB

We have production facilities and a commerial office in Casablanca in order to be able to res-pond to our clients in the most efficient possibe way and develope business in countries that are in the south of the Mediterranean and the Atlan-tic coast of Africa.

DALLANT MIDDLE EAST At the Dallant Middle East office, located in Cai-ro, Egypt, we provide our current and potential clients with excellent commercial and technical service.

DALLANT EURASIA

Located in Istanbul, Turkey, it is Dallant’s latest effort in its strategy of international expansion in emerging markets. Dallant Eurasia tends to the needs of manufacturers and consumers in Turkey, as well as those in the neighbouring countries of the Caucasus and Caspian, offe-ring tailor-made solutions that are at the same time creative and high-tech.


H I S T O R I C A L B AC KG R O U N D

1950 Establishment of “Especialidades Dallant” in Barcelona for the development of concentrated flavours for the food industry

1961 Creation of

the society in Barcelona

1966 Start of commercial activities at the international level

1987 Creation of Cítricos de Murcia S.A. (CIMUSA)

1991 Integration of Moleva S.A., juices and concentrates

1963 Inauguration of the factory in Sant Feliu de Llobregat

1974 Development of micro-encapsulated flavours

1990 Creation of

compounds for soft drinks

1967Creation in Murcia of the factory for the production of juices and citrus concentrates

1996 Incorporation of Ingredients S.A. as a savoury foods business unit

13

2000 Implementation of the factory in Maghreb (Casablanca)

1997 Development of dairy bases for alcoholic drinks

ISO 9001 Certification

2008 Implementation in the Middle East

2010 Start-up of the new

investment plan in Sant Feliu

2013 Obtainment of the Halal certificate for some products

1999 Industrialisation of cream fillings for industrial bakeries

Obtainment of the Kosher certificate for some products

2007 Start of the new industrial investment plan of Moleva

2009 Enhancing of the emulsions’ portfolio

2012 FSSC:22000

Certification

Implementation in Turkey – Eurasia

2014 OHSAS Certificate

Implementation of ERP:SAP


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 2 014

SALES

ACCIDENTSWATER CONSUMPTION

SOLVENCY

15

ECONOMY

ENVIRONMENT

PEOPLE


F U T U R E C H A L L E N G E S

“Long-term planning does not deal with future decisions, but with the future with current decisions” Peter Drucker.

NEW INDUSTRIAL INVESTMENT PLAN

Dallant, in its effort to continually improve, in-tends to expand the investment plan in its faci-lities in Sant Feliu de Llobregat and Maghreb.

In Sant Feliu de Llobregat the ambitious rede-sign of the headquarters will continue, automa-ting the equipment to promote the use of clea-ner and more efficient technologies that enable us to keep offering our best products and servi-ces to our clients.

Moreover, a complete renewal of the delegation is predicted in Maghreb. It includes the produc-tion facilities, laboratory, warehouse and offices.

NEW LEADERSHIP AND PEO-PLE DEVELOPMENT POLICIES

Having the right people in the right place is inscribed as a future challenge. Our selection, participation and talent management policies have to align the best talent in our relationships critical flows: clients, employees and suppliers.

Given this situation, we will redouble our efforts and capacities in our organisational develop-ment and talent adjustment policies.

At Dallant we understand that sustainable de-velopment is the key to ensuring the growth of our organisation and that of the environment in which our activity takes place.

NEW MANAGEMENT OF THE RELATIONSHIP WITH CLIENTS SYSTEM CRM: SAP

In 2015 the implementation of the new softwa-re of management of the relationship with our clients CRM-C4C in the SAP environment is planned, that will allow us to optimize and im-prove the quality of the service to our clients, specially in information flows and proactive ac-tions.

SAP has become an internationally-recognized standard that the vast majority of the large com-panies use, but more and more medium-sized enterprises like ours are focusing their attention to this solution ERP.

The SAP system, based on the concept of com-bining all the business activities and technical processes of a company in a simple, integrated, robust and reliable software solution, will provide us with a better decision making, a more adjusted cost control and an excellent customer service.

17

O U R S U S TA I N A B I L I T Y M O D E L A N D P O L I C I E S 2


M AT E R I A L I T Y A N A LYS I S

The Materiality study consists in identifying the relevant aspects for our interest groups, as well as for the company, consulting the importance that have for each one and analyze the results to obtain the indicators that have to be highlighted in the report.

21

RELEVANCE FOR OUR INTEREST GROUPS

VERY IMPORTANT IMPORTANT

· Stable relationships with interest groups

· Corporate ethics

· Creating shared value

· People - work teams

· Transparency and credibility

· Innovation in products, services and organisation

· Health and safety

· Corporate sustainability

· Engagement

· Energy efficiency

· Reduction of waste and water consumption

· Integrated management systems

· Dialogue and collaboration with interest groups

· Profitability

· Development of talent

Donation and collaboration with non-profit organisations

IMP

OR

TAN

CE

TO D

ALL

AN

T

VER

Y I

MP

OR

TAN

TIM

PO

R-

TAN

T


IDENTIF ICATION AND PARTIC IPATION OF OUR INTEREST GROUPS

SOCIETY

Cooperation with public, private or third sector organisations forms part of the Dallant paradigm with respect to its structure with the territory. The related channels, spaces or instruments are the following:

· Active participation in Organisations of the Food and Flavours Sector· Active participation in round-tables with experts from Business Associations and Public Entities · Dallant informa, corporate communication magazine· Institutional visits · Active participation in Forums and Conferences · Cooperative dynamics with the Public Administration where we operate

CLIENTS

Our instruments of constant communication with our clients include:

· Personalised surveys about projects and innovation · Client satisfaction surveys· Personalised visits· Our website· Formal and informal meetings at trade fairs and events

SHAREHOLDERS

We have several instruments for dialogue with our shareholders:

· Quarterly information about the economic evolution of the business· Formal and informal meetings with the Executive President · The sustainability report as a privileged instrument of dialogue with our shareholders with respect to the triple bottom line: economic, environmental and social

Environment Partners

· BEFESA· TEGA· TRATESA

Public Commitments

· SEDEX · GLOBAL COMPACT

Audits

· SGS · SAI GLOBAL · BUREAU VERITAS

OUR PARTNERSHIPS

PEOPLE

Communication with employees is carried out under the framework of everyday life, as well as with the help of the following systematised instruments:

· Satisfaction surveys for employees · Study of Psychosocial Risks · Collective negotiation· Online magazine of internal communication· Formal and informal interviews· Focus-group· Specific surveys about CSR GRI

23

Salary

Efficiency

Resources

Products and services

Work and Knowledge

Capital

SUPPLIERS

SHARE- HOLDERS

CLIENTS

EMPLOYEES

Organoleptic solutions

Resources


C O M M I TM E N T S

Mission, Principles and Values. 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.

· PRINCIPLES

ETHICS: We behave ethically in all of the different sectors and territories, building solid relationships with our partners.

SUSTAINABILITY: We are concentrated on growing in a sustainable way and taking care of our environment for the future.

SECURITY: We make sure to guarantee the safety of our products and processes.

QUALITY: We seek quality in our technologies and products. We are stimulated by continuous improvement.

COOPERATION: Our teams cooperate with our interest groups in order to co-construct successful projects.

TRUSTWe build solid

relationships with our teams and partners

through transparency and honesty.

FLEXIBILITYWe are mentally and

organisationally flexible in order to respond and

adapt ourselves to the new needs of a changing

world.

· VALUES

25

RIGOURProfessionalism and excellency are the keys to success and the satisfaction of our clients.

COMMITMENTWe are committed to people and also to the present and future of the environment in which we operate, starting with respect, professionalism and loyalty.

INNOVATIONCreativity and ingenuity are part of our essence.

LEARNINGWe learn and grow through effort, talent and the ability to improve.


Our Code represents the commitment and ethical responsibility to both the busi-ness management and the business activity assumed by Dallant, whether they are carried out by administrators or employees. Below are the main groups of our code of conduct.

1. With respect to the law, human rights and ethical values: Dallant assumes the res-ponsibility 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 mo-ral harassment, or abuse of authority, as well as any other conduct that may generate an intimi-dating 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 to-lerating 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 discri-minating against any employee.

4. Corruption and subornation: Dallant is against influencing the will of people outsi-de the company in order to gain some benefit through the use of unethical practices. Dallant will not allow other individuals or entities to use such practices with their employees.

5. Irregular payments and money launde-ring: Dallant’s management team and emplo-yees will not commit to or participate in any activity that involves money laundering or parti-cipation 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: Accoun-ting will be diligent, transparent and rigorous.

8. Treatment of information and knowled-ge: Dallant’s management team and employees must comply with the duties of discretion and secrecy, and they therefore must keep informa-tion 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 adverti-sing and promotion is justified and truthful.

10. Quality: Dallant’s employees will ensure the safety and efficacy of the products that are ma-nufactured by the company, as well as the pro-duction parameters and the production quality.

C O D E O F E T H I C S

27

S O C I A L AC T I O N

Dallant has stable partnerships with different non-profit organisations. Our efforts are mainly directed towards children and young people in vulnerable situations. However, we also cultivate stable partnerships with the territory in which we operate.


C O N T E N T S

Our organization is focused on three principal axes as a development model:

PEOPLE

Excellent results come from fascinating jour-neys. Cooperation has an active influence in our personal and organisational growth. We believe that the attitude of the people, their optimism and resilience are fundamental pillars that drive successful shared projects.

The passion of people must form the backbone of the present generation’s yearning to achieve successful future milestones.

OPERATIONS

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 eco-efficiency are three con-cepts 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.

RESEARCH, DEVELOPMENT AND INNOVATION

The only worthwhile and sustainable way to face challenges over time is through innovation. We focus our efforts on research, technological development of new applications and proces-ses, as well as organisational innovation, which allows us to provide differential value to our clients’ products.

Innovation is present in our entire value chain and in all stages of development, from the con-cept to the final product.

29

· TRANSVERSAL CASE: MANAGEMENT SYSTEM ERP: SAP

The implementation of the new management software has allowed us to integrate the main functional areas of our company.

The system centralizes the information and combines all the business activities in order to generate simple and reliable solutions that ena-ble us to improve our decision making, to optimize resources and to offer a better service to our clients.


P E O P L E

Dallant desires, cultivates and seeks people who are enthusiastic, optimistic and resilient in order to grow together. The formula for our sustainable growth is:

EXCEPTIONAL COMPETENCE + CONTINUOUS LEARNING + RESILIENCE = TALENT

During 2014 we measured the alignment of our values within the whole organisation (Dallant; Moleva; Cimusa;

Dallant Maghreb; Dallant Middle East; Dallant Caribe; Dallant Eurasia) with a participation of more than 60 %

of professionals. Two of our six corporate values stood out with a higher level of alignment. Learning and Com-

mitment with more than 90%. We continue working to increase the level of alignment of the set of corporate

values that makes us swifter as an organisation.

31

· CASE I: TRAIL WALKER

The OXFAM Trailwalker took place the last April in the green road Olot-Girona-Sant Fe-liu de Guixols, 100 km = 1 reason. This soli-dary non-profit race has collected a total amount of €710,663.05 aimed at Figh-ting against poverty and hunger. Our team collected more tan 2,000€ for this social cause trudging these 100 km in a cooperative way.

· CASE II:OHSAS

18001:2007

Last February, DALLANT achieved the security and

health certification. This mi-lestone is included in the cul-

ture and values of the company under the motto RISK=0. The befo-

re mentioned certification is added, together with the rest of the certifica-

tions in order to structure an integrated management system. One example of our

vocation in this field is our accident rate, 0.03

% in 2014.

- “We cooperate. We grow”. -


33

INDICATOR DESCRIPTION VALUE 2013 VALUE 2014

Workers FTE 153 159.88Gender Male 70.5 71.52

Female 29.4 28.48

Age 20-29 years 8.3 8.23

30-48 years 54.4 54.43

49-61 years 31.4 29.11

> 62 years 5.7 8.23

Type of contract * Indefinite 97.0 94.94

Type of working day Full-time 96.5 94.94

Rate of new hires % 4.60 3.27

Turnover rate % 0.46 2.5

Absenteeism rate % 2.7 2.8

Accident rate % 0.2 0.03Regular performance % 100 69.28

Rate of participants in the training plan % 97.4 85.98

Rate of participants with >10 hours annual training

29.1 28.21

Academic level University studies 41 40.51

> Secondary school

69.7 52.53

Workers covered by a collective agreement % 100 100

INDICATORS 2013-2014

* Are included workers who are partially retired: 3.45 %

Our organisation manages cultural, physical, sexual or sensory diversity with a conciliative approach. Currently at Dallant there are employees from various countries, such as: Cuba, Egypt, Morocco, Senegal, France, Turkey and Sweden.


R & D

Within any organization, the conscious, methodical and constant search of opportunities is the key to innovate bringing added-value. The truly valid creativity is the one that has to be trained and channeled.

“A problem can’t be solved thinking the same way as when it was created” Albert Einstein.

The systematic approach for innovating requires the culture of innovation to be an inherent part of the whole company. The 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 study, our interdisciplinary working groups develop new products and processes, both at laboratory and industrial scale, until arriving to the application in food and drinks for human consumption level.

In this way, in Dallant, we link the results from our research to new product concepts, whose benefits are transferred directly to people when they eat and drink.

35

NATURALNESS

Our creations are inspired on nature, therefore our raw materials are mainly natural.

The growth of the demand implies an increa-se in raw materials expenditure; for this reason we promote an environmentally responsible and respectful consumption in order to offer consu-mers the best in the most efficient way.

EFFICIENCY

The rational use of raw materials and energy, together with the continuous development and processes, technologies and analysis methods optimization, allow us to develop products with long-term growth expectations.

Furthermore, we improve our creations features in the applications for our customers, with whom we work to simplify their processes, making them safer, more efficient and more competitive.

HEALTH

We are concerned about health issues, con-sequently we want to contribute in consumers’ balanced diet.

As a consequence, our technical and research teams work hard to bring nutrition and func-tionality concepts to a wide range of food and drinks.

HEALTHIER FOOD AND DRINKS DESIGN

Consumers are increasingly demanding when relating health with a correct nutrition. In turn, public entities intensify awareness and promotion of good eating habits campaigns. In this context, the food industry can play an active and responsible role in improving people’s nou-rishment and, by extension, their health.

Taking this challenge, Dallant stimulates development of new flavours and ingredients with added-value projects that allow to formulate healthier food and drinks. On the basis of natural raw materials research and the study of their organoleptic characteristics, we develop a num-ber of modulator and basic flavours enhancer ingredients that enable to significantly reduce salt, sugar or fat content in processed food.

SENSORIALITY

A sensory creation is a mixture of inspiration, talent and ingenuity with scientific rigour, expe-rience and a wide knowledge of raw materials and aromatic substances.

These factors, together with the sensitivity to the diversity of tastes, cultures and culinary tra-ditions of each market, allow each consumer to enjoy unique experiences through the sense of taste and smell.


· CASE I: REDUCTION OF SALT AND SUGAR

It is worth noting the develop-ment of a salty flavour enhan-cer natural flavour, with which our clients can formulate food with a salt content reduction from 30% to 50%.

Likewise, the constant study of new swee-tening systems and its organoleptic effects, allows us to suggest our clients formulations with sugar reductions up to 100%; such as our natural flavour 50AZ10 in combination with stevia derivates, the natural sweetener with greater future prospects.

· CASE II: ALMOND BASE

The last example is the new almond dairy base that provi-des all the health claims that are specific to these Me-

diterranean dried fruits, while its high technological level allows to design stable drinks and of maximum

acceptance for all those health-conscious consu-mers, as well as those who can’t take dairy pro-

ducts derived from animals.

With all these innovations, Dallant shows its commitment to people’s health

promotion, while allowing them to keep enjoying the best flavours.

37

2011 2012 2013 2014

3.24 %2.80 %3.48 % 3.14 %

R&D INVESTMENT

INDICATORS 2014

PR1: LIFE CYCLE OF THE PRODUCTS

100% of our products are subject to evalua-tion processes to measure their impact on the health and safety of the clients throughout all of the phases of their life cycle, from product concept development to its elimination, reuse or recycling.

R&D INVESTMENT

1.82 Million €

3.24 % on sales

CERTIFICATION OF R&D

1.46 Million €

80 % vs. Total R&D

DEDICATION TO R&D

21.15% of personnel in R&D


O P E R AT I O N S

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

Our operations network is circumscribed with our management processes in our headquar-ters. The integration of services and the rationalization 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 customized product development policies are aligned with the industrial design strategies. In this way, we can be more flexible to our customer’s needs and respond more quickly and effectively.

39

· CASE I: COMPRESSED AIR GENERATION SERVICE OPTIMIZATION II

In order to further optimize our power consump-tion, new measures concerning the compressed air consumption have been implemented. The line has been reduced another 0.5 pressure bar carrying out an exhaustive leak detection plan and improving the compressors control in order to avoid as much as possible their work in unload mode.

· CASE II: FIBROCEMENT

ROOFS ELIMINATION

After the improvements applied to the production buildings, a num-

ber of parallel advantages have occu-rred; 1345 m2 of fibrocement roofs have

been treated as special waste and repla-ced by asbestos-free roofs that include

heat protection improving the comfort and the temperature internal control in the produc-

tive areas, that allow us to reduce consumption, as well as the elimination of a pollutant construc-

tion element.


EDP certification given to Dallant for its consumption of renewable energy.

41

CODE INDICATORS TYPE - 2010 2011 2012 2013 2014 10/14%

EN3

Direct consump-tion of energy broken down by primary sources (GJ)

GRI

Electric energy

6886 6846 7323 7455 7250 5.28

Heat energy

9083 8128 7730 7432 8045 -11.43

EN5

Energy savings due to conserva-tion and improve-ments in efficiency (GJ)

GRI

- 72 68.75 110 2944 458.81 537.24

EN8Total water collec-tion by sources (M3)*

GRI Agri-cultural borewell

23452 22075 19368 17796 9317 -60.27

Utility com-pany

2700 2781 2719 2565 13517 400.63

EN21

Total discharges of waste water, according to its nature and desti-nation

GRI

- 12240 13320 11957 10855 11859 -3.11

EN22

Total weight of waste generated, according to the type and method of treatment (Tn)

GRI - 619.49 425.73 398.52 374.50 331.29 -46.52

DAL-01Rate of revalued products (%)

DALLANT - 55.14 61.13 36.67 8.86 17.18 -99.69

Data in absolute value. In relative value to the increase in the company’s activity, the evolution is positive. * 2014: Occasional increase of the company’s water use vs agricultural borewell water catchment driven by the application of the general services improvements plan.

ENVIRONMENTAL PERFORMANCE INDICATORS 2014

U S E F U LI N F O R M AT I O N3


• Global compact: The United Nations Global Compact is an international initiative that promotes the implementation of 10 universally accepted principles in the areas of Human Rights, Labour Standards, Environment and the Fight against Corruption in companies’ business activities and strategies.

• Global Reporting Initiative (GRI): It is an organisation whose purpose is to encourage the elaboration of sustainability reports in all types of organisations. GRI produces a complete framework for the elaboration of Sustainability Reports, which is the one that is most widely used around the world.

• Interest Groups: All of these 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.

• FSSC 22000: Food Safety System Certification. A standard to ensure food safety in the manufacturing of food products.

• Sedex: Sedex is a non-profit organisation whose objective is to enable improvements in responsible business practices and supply chain ethics around the world.

G L O S S A RY& VA L I DAT I O N S

VALIDATIONS

REGIONS COUNTRY LOCALIZATION QUALITYISO 9001

FOOD SAFETY STANDARDS: ISO 22000

OHSAS HALAL KOSHER SEDEX REGISTRATION

Spain Barcelona ✓ ✓ ✓ ✓ ✓ ✓

EAME Spain Lleida ✓ ✓ OG ✓ ✓

Spain Murcia ✓ ✓ OG ✓ ✓

Morocco Casablanca ✓ OG

• ISO 9001: It is the basis of the quality management system, since it is an international standard that focuses on all of the management elements that a company must have in order to have an effective system that allows it to manage and improve the quality of its products 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, so that the fixed goal can be achieved.

• Materiality: Those aspects and indicators that reflect the impacts that are socially, environmentally and economically significant to the organisation or to those who could exert a substantial influence on the evaluations and decisions of interest groups.

• Ohsas: Occupational Health and Safety Management Systems. It is a Security and Health Management System that enables us to reduce workplace accidents and increase productivity, identifying, assessing and controlling the risks that are associated to each work place.

OG: In process until 31/12/2014

45

P E R F O R M A N C E I N D I C AT O R S

INDICATOR INDICATOR DESCRIPTION Type Page

EC1 Direct economic value, generated and distributed GRI p.13

DAL-E1 Rate of financial solvency DAL p.13

DAL-E2 Rate of indebtedness DAL p.13

DAL-I2 R&D investment DAL p.35

DAL-I3 R&D certification DAL p.35

DAL-I4 Dedication to R&D DAL p.35

EN3 Direct energy consumption broken down by primary sources GRI p.39

EN5 Energy savings due to conservation and improvements in efficiency GRI p.39

EN8 Total water collection by sources GRI p.39

EN21 Total discharges of waste water, according to its nature and destination GRI p.39

EN22 Total weight of waste generated, according to the type and method of treatment GRI p.39

DAL-O1 Rate of revalued products GRI p.39

PR1

Phases of the life cycle of products and services in which various aspects in order to be improved, such as the impacts of these phases on the health and safety of the clients, as well as the percentage of product categories and the services that are subject to such evaluation procedures

GRI p.35

LA1Breakdown of the group of workers by type of employment, by contract, region and sex

GRI p.31

LA2Total number of employees, rate of new hires and average employee turnover, broken down into groups of age, sex and region

GRI p.31

LA4 Percentage of employees covered by a collective agreement GRI p.31

LA7Rates of absenteeism, occupational diseases, lost days and number of work-related fatalities by region

GRI p.31

LA11Programs of skill management and continuous training that promote the employability of workers

GRI p.31

LA12Percentage of employees that receive regular performance and professional development evaluations

GRI p.31

DAL-P1 Rate of employees satisfaction DAL p.13

DAL-P2 Rate of participants in the training and development plan DAL p.31

DAL-P3 Rate of employees with an academic level superior to secondary school DAL p.31


Consult our Corporate Social Responsi-bility Report 2014 on your mobile phone by using this QR Code:

The logo FSC® (Forest Stewardship Council) identifies products which contain wood from well-managed forests certified in accordance with rules for the Forest Stewardship Council.

47


Dallant S.A.Carretera Laureà Miró 39208980 Sant Feliu de LlobregatBarcelona (Spain)Tel. (+34) [email protected]

Documents

Memoriadallant2014 eng issu low1