2019 Sustainability Report - Lavola

2019 SUSTAINABILITY REPORT

2019 Sustainability Report

We keep activating a more sustainable future and being faithful to our commitment to transparency. It is thus that, once again, we publish our sustainability report about our relevant economic, social and environmental activities. This report has been drafted following the basic principles and contents established in the Global Reporting Initiative Guidelines, with a level of conformity as “core option”. The publish data comprises the period between January 1st and December 31st 2019.

2019 Sustainability Report 2

CONTENTS

Letter from thepresident and CEO

014

We activate sustainability

027

The people, the keyactivator

0330

The environment, our priority

0442

Suppliers that sharevalues

0552

Engaged with our local community

0656

Table of contents: GRI and global compact

0760

01 LETTER FROMTHE PRESIDENT AND CEO

LETTER FROM THEPRESIDENT AND CEO, PEREPOUS AND TONI MANSILLA

We activate!

If 2018 will be remembered for the construction of a new organizational model with a DSSGC strategy, 2019 will be remembered, without a doubt, by our partnership with Anthesis Group. This union is one of the greatest transformations in our history to become a global reaching group.

In line with this new corporative concept, we have named WE ACTIVATE our new 2019 sustainability report. A document that, since 2006, we draft as an exercise of transparency where we share the most important and relevant events and the impacts we have created in our closest setting (clients, suppliers, collaborators and, last but not least, the people working at Anthesis Lavola). As an update, this year we have included an infographic collecting the data about our organization’s most relevant events.



Leaving aside our partnership with Anthesis, five key elements of this 2019 should be highlighted:

• We activate internationalization. We are developing more and more projects outside the borders of Spain. Therefore, during 2019, our international initiatives have represented a 5% of our annual invoicing. .

• We activate the economy. 2019 has been a great year for our activity. Our number of projects has increased a 43% compared to last year, allowing us to rise our billing up to a 10% and reaching 10,67 millions of euros.

• We activate our clients. Throughout 2019, we have obtained 190 new clients and we have consolidated our pockets reaching 585 clients, from both the public and private sector.

• We activate innovation. We activate innovation. One of the lessons learned during the 2011 crisis was that innovation needed to be reshaped. From that moment onwards, we have dedicated our resources to make incremental innovation, upgrading our organization’s digitalization and incorporating it to our daily life and the solutions that we offer.

• We activate commitment. In September we organized a meeting with the global Anthesis Group – the Global Leadership Conference 2019 – at CosmoCaixa. It was an event made to strengthen our ties between our managers around the world and, mostly, to confirm that we share a commitment and common values that we define with our Anthesis Spirit. Moreover and once more, we have renewed our commitment to the United Nations Agreement

• We activate wellbeing. At Anthesis Lavola, people are the key to our success. That is why we keep prioritizing their wellbeing and equal opportunities. Thus, a 71% of our staff is female and a 2% of our workforce have disabilities. Moreover, we encourage conciliation with more flexible timetables and teleworking and we have also created the program “Sumem Salut” (“We Grow in Health”), dedicated to the physical and emotional wellbeing of our teams.

To conclude, I would like to outline that all of these 2019 highlights –together with the strong and unified response from the people in our organization – have been decisive to successfully overcome the global sanitary crisis of 2020. Needless to say, we will openly talk about the facts and consequences of this unexpected situation in our next year’s report.

LETTER FROM THEPRESIDENT AND CEO, PEREPOUS AND TONI MANSILLA

6

02 WE ACTIVATE SUSTAINABILITY

PARTNERSHIP WITH ANTHESIS GROUP(102-10)

In 2019 we merged with Anthesis to be a global provider of sustainable solutions and services with a common vision: commercial success and sustainability need to walk hand in hand.

With Anthesis, we can develop sustainable strategies fostered from financial areas, supported by technical experience and developed by innovative collaborative teams around the world. We combine reaching large groups of professionals of the precise experience of small specialized agencies.

In this way, Anthesis Lavola professional team reinforces Anthesis experts around the world that support clients from every single field in the multinational industry such as Walmart, Tesco, The North Face, Orange, HP, British Gas and Ecolab. Thanks to Anthesis’ net, Anthesis Lavola international presence also grows, with offices in the United States, Canada, United Kingdom, Ireland, Italy, Germany, Sweden, Finland, China, the Philippines and Middle East.


WE INSPIREvision and strategy in

sustainability

WE PROVIDEsolutions to reach goals

WE COMMUNICATE

to promote change


PARTNERSHIP WITH ANTHESIS GROUP(102-1, 102-2)

Anthesis Lavola 1981, SA – from now onwards, Anthesis Lavola – shares with its clients a commitment to sustainability. We are a company specialized in sustainability, leaders in this sector, with 38 years of experience. From our early beginnings, we work with organizations, territories and people committed to a more sustainable world, whom we accompany in their transformation.

Through the years, we have developed important synergies and collaborations with a large number of organizations, both public and private, international and national, with one main goal: boost sustainable development, in the widest sense, and guarantee excellence in our projects.

9

GLOBAL PRESENCE

Anthesis has brought together experts from all over the world and has offices in the USA, Canada, Colombia, the UK, Ireland, Italy, Germany, Sweden, Spain, Portugal, Andorra, Finland, France, Brazil, Xina, the Philippines and the Middle East.

Offices

Consultants

Sub-consultants

Barcelona MadridManlleuPamplonaAndorra


(102-3, 102-4, 102-6)

WHAT MOVES US: ANTHESIS SPIRIT(102-16)

The Anthesis Spirit drives us and differentiate us. It defines who we are and how we do things. It acts as the main guide for our culture, our growth and our development. Based in the right culture and adequate values, it is our operative DNA:

We are committed to reach sustainability and, to do so, our growth is grounded on four different areas:

• Personal growth: we collect worldwide leading experts … united through values that turn the experience into something convincing.

• Developed by technology: we believe that technology has the power to amplify our experience impact

• Connected globally: we believe the world needs people and systems that offer experience where it is important at a local and global level.

• Execution and implementation: our Activator mentality drives us to a transformative and executive impact.


ORGANISATIONAL STRUCTURE


(102-18)

ORGANISATIONAL STRUCTURE(102-18)

MANAGEMENT BOARD


Member Function

Stuart McLachlan Chief Executive Officer

Luc Albert Non-Executive Director

Jason Urry Group Finance Director

Composition (December 2019)

13

GENERAL MANAGEMENT COMMITTEE

The General Management Committee is the superior organisation managing body and it is formed by the General Management and the management of various solutions. They meet monthly with one main goal: keep an economic, financial, operational and strategic follow-up, as well as monitoring the development of our employees.


Member Function Seniority atAnthesis Lavola

Pere PousPresident. Financial Director. Marketing and innovation Director

38 years

Antoni Mansilla CEO 24 years

Núria Pous Deputy Director 6 years

Gemma Degés Operating Director 15 years

Marta Soler Human Resources Director 13 years

Miquel Àngel Rubio Development Director 15 years

Marta Lacruz Development Director 16 years

Adrià Gelabert Customer Director 15 years

Yolanda Fulgueiras Madrid Delegation Director 2 years

ORGANISATIONAL STRUCTURE (102-22)

Composition (at december 2019)

14

ORGANISATIONAL STRUCTURE

EXECUTIVE COMMITTEE

Constituted by the General Management Committee, except for financial management. This committee meets weekly to monitor the economic development of strategic indicators and project management.

COMERCIAL COMMITTEE

Constituted by the Management Board, Commercial Management, and Development Management and Account Manager. This committee meets weekly in order to accomplish commercial coordination.

OTHER COMMITTEES

• Security and Health Committee, formed by three representatives of the board and three representatives of the employees, they meet once every trimester.

• Sustainability Committee, constituted by eight representatives of different departments, they meet regularly to develop the company’s sustainable strategy.


(102-18)

DSSGC STRATEGY

This year we have continued to develop our DSSGC strategy, implemented in 2018, with one main goal: improving internal functioning, optimize resources and anticipate to the market’s needs.

This change aims to improving the internal composition, people management and IT incorporation transversally, looking towards our clients and their needs. The acronym DSSGC comes from five key variables: Digitalization, Specialization, Solutions, Growth and Communication.

The materialization of this change has led to restructuring workplaces in three new categories, that combine three different types of clients: public, private and education. Thus, we have:

• Sustainable Organisations

• Sustainable Territories

• Sustainable People


INNOVATIVE NATURE AND COMMITMENT TO CONTINUOUS IMPROVEMENT

Innovation Management System

We provide an Innovation Management System and Acceleration Groups that allow us to manage our development, assessment, evolution and innovation in all our processes, products and services, gifting them with a higher value for our clients and adapting them to new tendencies and necessities.

This 2019, within the innovation management system scheme, we have continued developing projects already in process, as well as presenting, developing and financing new projects in Anthesis Lavola 2019 contest. This contest is one of the main goals of Anthesis Lavola to advance, place ourselves and grow. This year’s contest focused on the digital transformation of our solutions.

This year’s winners were the following:

• Digital cartography viewer

• App to calculate people’s environmental impact in organisations

• Sustainable habitability indicator

• IT tool for structuration, digitalization and information consulting, linked to urban services.


INNOVATIVE NATURE AND COMMITMENT TO CONTINUOUS IMPROVEMENT (102-11)

Integrated Management System

We work to guarantee the continuous improvement in all activities, products and services of our organization. To make this possible, we have systemized and unified this task through an integrated management system that considers quality, environment, and security and health.

This is a consolidated, mature system, that allows us to execute projects with quality guarantees. Thanks to efficient processes that comply with the established requisites, we can guarantee our clients complete satisfaction. Therefore, we contribute integrally to minimizing our activity environmental impact, improve energetic management, protect our employees’ security and health, integrate social responsibility in business management and ensure the compliance of current regulations, among others.

Our integrated management system is certified by the quality regulations ISO 9001 and environment regulations ISO 14001. We also have at our disposal a certification for ISO 50001 energy management for the products and services developed in our offices in Manlleu. We have integrated the requirements of the SA8000 that deal with social responsibility, the Green Book of the European Union and the OHSAS 18001 occupational risks prevention.


“


CORPORATE SOCIAL RESPONSIBILITY, A LONG-TERM COMPROMISE(102-16)

Anthesis Lavola strategy revolves around integral sustainability, for it transversally integrates responsible management in economic, social and environmental issues, while also being focused on generating value shared with its stakeholders. This year we have updated our Sustainability Programme and Ethic Code. The aim of this Code is to establish the values that will guide Anthesis Lavola, its professionals, and its clients behaviour. This code is taken as a reference that collects ethical and conduct rules that will be applied to Anthesis Lavola business and entrepreneurial activities, without prejudices regarding legislative or contractual conditions.

In 2019 we started, within the Anthesis Group, the process to become a Certified BCORP.”

19


ETHICAL CODE AND SUSTAINABILITY PROGRAMMEMoreover, we have created an ethical code where one can ask and demand any questions about the code, as well as communicate any action or behaviour lacking of ethics, always providing total confidentiality

The new Sustainability Strategy includes actions within the Equal Opportunities Plan among men and women, and updates within the Protocol against sexual abuse.

We align our actions and strategies within the United Nations Global Compact, of which we are members since 2009, and the Sustainable Development Goals.

20

ANTHESIS LAVOLASUSTAINABILITY COMMITTEE

in 2019 we have created the new Anthesis Lavola Sustainability Committee. This is constituted by nine people, 5 women and 4 men from different areas of Anthesis Lavola. Their functions are those of supervising, informing and orienting policies related to sustainability in all its forms (environmental, social and economic) inside our organisation. The new Sustainability Programme is formed by six strategic axis and it has been drafted from the surveys made last year among our employees at Anthesis Lavola, from the commitment acquired by being members of the Global Compact, the Sustainable Development Goals (SDG), from the relevant topics detected within the internal analysis and from the primary action lines defined by Anthesis.


STAKEHOLDERS(102-40, 102-44, 102-42)

At Anthesis Lavola we pay special attention to our stakeholders, for they have a key function in defining what topics are specially meaningful to our social responsibility. That is why we establish different communication and dialogue channels for each one of them, allowing us to understand priorities and concerns in relation to our organisation.


Disseny TONI actualitzar logo

22

MATERIALITY(102-43, 102-44, 102-46)

Material issues dealt with in this report are a response to the identification of the most relevant operating areas for Anthesis Lavolaand its stakeholders.


FIELDS AND SOLUTIONS(102-2)

Each operating field is divided in different Solutions to deal with sustainability in its multiple dimensions and offer integral solutions that incorporate communication and technology as differentiators.


SUSTAINABLE ORGANIZATIONS

SUSTAINABLE TERRITORIES

SUSTAINABLE PEOPLE

Energy

Circular economy

CO2 Management

Corporate sustainability

City and territory

Waste

Climate change

Campaigns

Educational programmes

Educational assessment

Museums and science centres

Environmental Education Centres

24

https://www.lavola.com/solucions/energia/

https://www.lavola.com/solucions/ciutat-i-territori/

PRODUCTS(102-2)

Apart from the different integral solutions that we provide to our clients, we also provide a large amount of specific products, the majority of which are developed internally – which means we own them – and others from which we are the official distributors in Spain, while aiming at providing the best service.


https://www.lavola.com/civiwaste/

http://www.clean-co2.com/

https://www.lavola.com/valor-social-integrat-vsi/

https://www.lavola.com/itinerapp/

https://www.lavola.com/ecovadis/

https://www.lavola.com/meetfulness/

https://www.lavola.com/lv-legislacio/

https://www.lavola.com/lv-sinappsis/

CLIENTS

At Anthesis Lavola we share our compromise with clients to integrate sustainability in every process and chain of value.

(102-6)

We help our clients acquire sustainability in different fields that contribute to the development of our society, moulding into their needs and market demands. In 2019 we gave service to 585 clients, 338 of which (57,8%) belong to the private sector and 247 (42,2%) which belong to the public sector. Moreover we have developed a total of 639 projects; a 43% more than last year.

(102-2, 102-9)

Every year we broaden and diversify the services that we offer to our cients, aiming to evolve together with market needs and new tendencies in this sector. Our services big supply and demand allow us to offer an integral service to our clients. One of our main commercial goals is covering their needs with different approaches and solutions.


“


THE CLIENTS SATISFACTION; OUR PURPOSE

Generating satisfaction and loyalty with our clients is our main strategic goal. We want to successfully satisfy their expectations and we continuously work to improve our services.

At the same time, we work on establishing collaborative relationships with our clients that allow us to give a better response and anticipate ourselves to their needs. In this sense, throughout the development of our projects, we conduct coordination and follow-up meetings that, apart from strengthening our trust ties, allow us to know in first hand the exact satisfaction that our clients have with the services we offer. At the end of every project, our clients conduct a satisfaction questionnaire, giving us an external vision of our projects success and allowing us to spot opportunities to improve our work.

The 2019 average value of satisfaction is 8,23 out of 10

27

28

PARTNERSHIPS AND ENTITIES


2017 2018 2019

Economic value created 11,791,858.22 9,923,596.31 10,855,471.12

Net sales 11,630,822.54 9,767,158.77 10,667,935.82

Other income 161,035.68 156,437.54 187,535.30

Economic value distributed 11,250,983.62 9,481,475.56 10,548,346.14

Opening costs 3,799,767.21 3,182,458.94 3,511,599.25

Salary expenses 7,257,548.70 6,152,549.20 6,943,306.24

Payments to públic administrations 145,868.56 95,194.85 52,579.16

Community 11,171.20 14,205.20 7,666.20

Capital providers 36,627.95 37,067.37 33,195.29

Economic value retained 540,874.60 442,120.75 307,124.98

Amortisation 100,467.76 111,522.84 114,894.25

Contribution to reserves 440,406.84 330,597.91 192,230.73


ECONOMIC RESULTS

(103-1/2/3)

Anthesis Lavola activities produce richness within territories, the creation of job opportunities among the local population, and helps sales policies, prioritizing contracting of local business and services, among others.

Statement of value added (€)

(201-1)

29

03 THE PEOPLE, A KEY ACTIVATOR

Memòria de sostenibilitat 2019

(103-1/2/3)

People are the main activator of Anthesis Lavola. While face the challenges of today’s society, we are aware that our human team is a key element for us to continue offering the best service to our clients.

Therefore, with our goal set to retain talent and assure professional commitment, our human resources management bears in mind applying measures that improve team work and communication, team management depending on professional competencies, strengthening of participation and advancing in equality in opportunities and conciliating private and professional life.

The first Anthesis Group Global Leadership Conference aimed at sharing vision, values and mission of our different Anthesis teams. The cornerstones, vision and values, as well as basic strategies, organization, and company services, among others, were shared and put in common.


https://www.anthesisgroup.com/


This year, our average number of employees has increased a 7%. Our offices recruited 18 people and 89% of our employees have a permanent contract. Moreover, we have created 416 new contracts throughout the year.

Within the last years of evolution, our staff has remained rather stable, with a tendency to increase, but we have to bear in mind that this data can oscillate considerably from one year to the next, depending on our short term projects number and dimension (informative campaigns, educational activities, etc.) or on projects that last more than a year (equipment management, etc.) that require recruiting of a big number of people for specific periods of time.

OUR WORKFORCE PROFILE(102-8)

2017 2018 2019

Average equivalent workforce 268 207 221

Workforce on December 31 by gender 314 264 285

Women 195 174 195

Men 119 90 82

32



2017 2018 2019

Staff in offices 36% 47% 47%

Staff in external centres 64% 53% 53%

2017 2018 2019

Professional category Men Woman Men Woman Men Woman

Management 40% 60% 67% 33% 44% 56%

Solution managers 50% 50% 10% 90% 27% 73%

Project managers 18% 82% 15% 85% 24% 76%

Technical staff and administration 29% 71% 29% 71% 27% 73%

Total 29% 71% 27% 73% 28% 72%

workforce according to workspace

The distribution of staff per job category refers only to office staff.

workforce according to professional category

33

2017 2018 2019

Age group Men Woman Total Men Woman Total Men Woman Total

Up to 25 years old

23 33 56 19 29 48 18 29 47

26-35 years old

51 91 142 39 80 119 34 88 122

36-45 years old

22 49 71 17 45 62 18 55 73

46-55 years old

17 20 37 11 16 27 9 18 27

Over 55 years old

6 2 8 4 4 8 3 5 8

Total 119 195 314 90 174 264 82 195 277


2017 2018 2019

Total employees

Office employees

Total employees

Office employees

Total employees

Office employees

Full-time 209 85 165 112 153 121

Men 96 30 54 30 39 34

Woman 113 55 111 82 114 87

Part-time 105 27 99 12 124 13

Men 23 3 36 3 43 4

Woman 82 24 63 9 81 9

OUR STAFF’S PROFILE(405-1)

workforce according to gender and ageworkforce according to working hours

89% of office employees are full-time

34


Apart from the people forming our staff. we also count on the collaboration of other people and educational cooperation internships. In the year 2019, we hosted 20 interns. Once the period of internship was over, we kept 7 of these people, a 35%.

FUNCTIONAL DIVERSITY

At Anthesis Lavola we have a percentage of 2,2% of people with functional diversity, thus meeting the requirements of direct recruitment that the functional law of disability (R.D.L. 1/2013) establishes –that makes it mandatory for this number to be superior to 2%. Moreover, we maintain commercial relationships with suppliers considered Special Working Centres.


workforce according to type of contract

2017 2018 2019

Total employees

Office employees

Total employees

Office employees

Total employees

Office employees

Indefinite 33% 79% 52% 86% 55% 89%

Temporary 67% 21% 48% 14% 45% 11%

Office employees: refers to the offices of Manlleu, Barcelona, Madrid and Bogotá, and more specifically to the workforce hired to execute different projects in a specialised area.Total employees: includes both office employees and people who have an employment relationship with Lavolalinked to a single project of a certain duration; they may or may not work physically in the offices.

2017 2018 2019

Workforce with special needs 2.59% 2.42% 2.22%

35

BENEFITS AND RECONCILIATION(401-2)Anthesis Lavola ensures reconciliation of professional and private life, offering the possibility to all our employees to join a series of social benefits, compatible with a balanced and well-executed development of our projects.


SOCIAL BENEFITS

• Flexible compensation plan.

• Canteen in all our offices, for those that need it.

• Accumulation of nursing hours.

• Casualty insurance for all our staff.

• Economic compensation from the very first day of medical leave without need of hospitalization for those whose relational laboralcontract is superior to 6 consecutive months, regardless of their contract.

LABOUR CONCILIATION PLAN

• Flexible entry and exit hours, adaptable to our professionals needs.

• 2 days of teleworking are possible, depending on types of services.

• Complete teleworking working hours, from the 7th month of pregnancy, if the projects allow to do so.

• Facility for intensive working hours for those who demand so to attend their children.

• Intensive working hours for 5 weeks in summer.

• Facility for reduction of working hours for those who demand so for studying.

36

BENEFITS ANDRECONCILIATION(401-3)

All the people working at Anthesis Lavola have the right to benefit from the maternity and paternity permits that the law establishes.

Levels of employment reincorporation and retention after a maternity or paternity leave


2017 2018 2019

Men Woman Men Woman Men Woman

Number of people who have taken paternal leave 1 12 3 17 2 12

Number of people who have returned to the same job after the leave 1 12 3 17 2 12

Number of people who continued in the company after 12 months after taking the leave 1 10 3 15 0 12

37

FORMATION

(103-1/2, 404-2)

People working at Anthesis Lavola have clear access to two types of formation depending on their specialization and interests. On the one hand, they can participate in specific formative actions, presented as courses or seminars made within or outside working hours. On the other hand, our employees also profit from our continuous formation produced inherently with project participation and various team work.

In 2019 we have realized different and various formations, from one-day monographs, sessions or meeting spaces, to weekly courses. Regarding the topics dealt with, we have worked to improve and boost our personal abilities in order to develop our work, as is creativity, time management, English, and management abilities among others.


“


INTERNAL COMMUNICATION

We are an organisation filled with projects, committed to our environment and integral in our offer of solutions. That is why we consider important to make visible and share the most relevant news of our organisation.

This internal communication is carried out throughout a weekly mail to all of our employees with a summary of the most relevant projects. Our emails start with the opening ‘We have good news!’, facilitating, in this way, the exchanging of information and knowledge of the latest news within the sector.

Moreover, we also send periodical information to all our employees regarding our continuous work improvement (time management, task planning, team management, etc.) through email or through an internal communication net.

In 2019 we launched the new intranet “Holavola” that allows us to have access to a more complex and interconnected system with multiple functions and applications.

39


At Anthesis Lavola we meet the legal requirements regarding safety at work. We have also integrated the requirements by the OHSAS 18001 in our management system.

We have a Health and Security Committee, formed in equal number by the company representatives and employees. There are three employees that act as representatives of their sector and that have been voted by the employees themselves; they represent the totality of our staff. This committee dynamizes and coordinates preventive action within our company, ensuring that all actions meet the legal requirements; moreover, it promotes new ideas and improves working conditions, apart from bearing in mind the needs and concerns of our workers.

We have organized preventive action through outsider services, that provide us prevention, ergonomics, formation and health security. We have also contracted a professional mutual insurance company.

HEALTH AND SECURITY AT WORK(103-1/2/3, 403-1/2)

2017 2018 2019

Severity index 0,34 0,46 0,16

Frequency index 13,91 18,68 18,5

On the other hand, we also have an Emergency, First Aid and Evaluation Committee, duly prepared, responsible for the coordination in case of emergency.

As a welcome protocol, all new staff receives specific formation in safety at work, as well as an informative sheet with risks and safety measures associated to their workplace. This formation includes actions in case of emergency and it is realized in periodical drills every two years.

Security and health indicators

Basis for calculating the severity index: number of workdays missed among the number hours worked multiplied by 1,000.

Basis for calculating the frequency index: number of accidents among the number hours worked multiplied by 1,000,000.

40


JOIN CHALLENGES, GAIN HEALTH!

In 2019, we have participated in the wellbeing programme for the employees of the Clade company, which focuses on three axes:

• Emotional health

• Healthy eating

• Physical activity

The goal of this programme was to incorporate healthy habits in a dynamic and fun way. Each week, three challenges were proposed. These could be than either at home or at the workplace. They were challenges related to emotional Health, healthy eating and physical activity. With the overcoming of these challenges, as a group, they contributed to a solidarity project.

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04 THEENVIRONMENT, OUR PRIORITY


INTEGRAL MANAGEMENT SYSTEM(103-1/2/3)

Our compromise with the environment is part of our DNA, and our working policies and methods demonstrate so. Different award certificates, both national and international, guarantee our constant improvement:

• ISO 14001 Environmental management, orientated to the global impact of our activity, products and services.

• ISO 50001 Energetic management at our Ecobuilding. It allows us to develop our activity in an efficient and sustainable way.

• LEED Certificate from both our organisations. It is a globally recognized stamp promoted by the U.S. Green Building Council, certifying energetic efficiency, water saving, and good practices concerning waste management, buying sustainable material and facilitating the use of public transport.

• Environmental Quality Certification By Generalitat de Catalunya, awards the meeting of the determined environmental quality values, apart from the binding ones.


https://www.iso.org/iso-14001-environmental-management.html

https://www.iso.org/iso-50001-energy-management.html

https://new.usgbc.org/leed

http://mediambient.gencat.cat/ca/05_ambits_dactuacio/empresa_i_produccio_sostenible/ecoproductes_i_ecoserveis/etiquetatge_ecologic_i_declaracions_ambientals_de_producte/distintiu_de_garantia_de_qualitat_ambiental/


• Manlleu’s Ecobuilding was built using sustainable construction techniques, energetic efficiency and renewable energies, as well as good environmental practices. Certified by the Distinctive of Quality Guarantee since 2006 and LEED Gold since 2010, the building also has an A qualification in the energetic label.

• Barcelona’s head-quarters, are found in a LEED Silver certified building since 2015. Anthesis Lavola promoted and managed this certification, becoming the first LEED Silver building in the district of l’Eixample.

According to Anthesis Lavola values, our head-quarters incorporate sustainable approaches: (102-11, 103-1/2/3)

Since 2016 we participate in the European CHESS-SETUP, financed by Horizon 2020, where we work for our building to be even more energetically efficient. Thus, various investments have been made to provide climate and hot and sanitized water through renewable energies, based in the combination of solar energy and the accumulation of seasonal warmth, as well as efficient heat pumps.

(201- 2) Anthesis Lavola has a Mitigation and Adaptation to Climate Change Plan that allows us to manage risks and opportunities related to this issue. Since 2009, we are a company neutral in carbon, thanks to the 100% compensation of the emissions we generate by buying certified carbon credits through our brand Clean CO2.

We also promote the Anthesis Lavola Circle of Neutral Suppliers. This project asks for the calculation of the annual environmental footprint and the compensation of their emissions to improve their positioning and environmental compromise. In 2019, we have installed photovoltaic panels for auto-consumption and

a heat pump of high efficiency, therefore ending the construction related to this project. This has allowed for energetic photovoltaic production to become a 15% of our electric consumption. With this, we have saved in energy a 26%.

44

COMPANY MOBILITY PROGRAMME

At Anthesis Lavola we have a company mobility programme that improves and reflects the company’s compromise to sustainable mobility in workspaces, thus promoting the us of more sustainable and safer means of transport, and a more rational use of personal motorized vehicles, improving air quality and the reduction of greenhouse emissions.


ENERGY AND EMISSIONS(103-2/3, 302-4)

In 2019 we have reduced 9% of our total consumption of electricity and a 51% of our consumption of fossil fuels for vehicles.

ISO 50001 energetic management and energetic consumption tracking through a monitoring programme, DEXCell, has allowed us a proper analysis of the consumption in the offices of Manlleu and Barcelona. Therefore, we have been able to implement correctional measures to improve energetic efficiency both in our head-quarters and development of projects.

Energy Consumption(302-1, 302-3)


2017 2018 2019

Electricity consumption (GJ) 121,436 110,208 100,800

Natural gas consumption (GJ) 68,050 94,216 61,980

Consumption of liquid fuels for vehicles (diesel and gasoline) (GJ) 169,083 109,805 56,740

Total energy consumption (GJ) 358,566 314,166 219,521

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Energy


Anthesis Lavola maintains its compromise to combat climate change through calculation, reduction and compensation of greenhouse emissions caused by our activity. This turns us into a neutral company in emissions.

To calculate our environmental footprint, we have followed the rule ISO 14064-1:2012 and the Corporate Value Chain (range 3) Accounting and Reporting Standard de The Greenhouse Gas Protocol and we have compensated the generated emissions through our brand Clean CO2. This year we have generated a total of 101 tons of CO2 that we will compensate throughout 2020.

As an example of our compromise, we have listed our environmental footprint (range 1 and 2), in our Footprint Register for the activities of environmental assessment (drafting of projects) and of services to clients developed in our offices in Barcelona, Manlleu and Madrid. We also own the “Calculo y Reduzco” stamp, that shows the number and reduction in a 23.92% of the intensity average in emissions in the span of time from 2017 to 2019, compared to 2016-2018, for range 1 and 2.

Moreover, we are part of the programme “Programa d’Acord Voluntaris de la Generalitat de Catalunya” and we support the Circle of Neutral Suppliers of Anthesis Lavola, an iniciative that supports the fight against climate change in chains of supply.


Emissions

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Tonnes of CO2 2017 2018 2019

Scope 1 58.75 49.18 30.52

Scope 2 8.13 5.55 5.19

Scope 3 51.71 51.76 65.46

Total 118.59 106.49 101.17

Emissions

Scope 1: Direct GHG emissions that are controlled by the company. Natural gas consumption and fossil fuel consumption from the vehicle fleet are included.Scope 2: Indirect GHG emissions associated with the electricity consumption of the company’s facilities or services.Scope 3: Indirect GHG emissions derived from the company’s activities but which use sources owned or controlled by another organisation. The fossil fuel consumption from the work travel of Anthesis Lavola workforce, both by private vehicle and by public transport or plane, is included as well as the management of the waste generated and the water consumption.

In 2019 we have reduced a 5% of our environmental footprint. A 100% of the electric consumption in our Catalan offices has the “green” origin certificate.


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MATERIALS(301-2)

Our main consumption materials are office and computer materials. We have a good practice guide regarding environmental practices accessible to all our workforce. This one also has recommendations to minimize resource consumption and waste reduction.

On the other hand, we also have a green purchasing instruction that establishes the environmental and energetic criteria that should be followed when purchasing new materials. Following these recommendations, the paper we use has a Blue Angel certification and is 100% recycled, free of chloride, and all of our computers have, at least, an Energy Star energetic certification or equivalent.

We apply green purchasing criteria and good practices in our material purchasing and consumption.

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PAPER(103-1/2/3)

Paper represents an important part of our daily material consumption. This year, despite our number of projects being higher and having twice the number of employees, we have achieved to reduce paper consumption – a 17% -thanks to following and controlling these processes and reducing the need to use them.

Therefore, in the case of paper, and in line with our environmental policies, we prioritise handing out our client’s documents through digital means. Thus reducing toner and paper consumption. Toner consumption is also directly related to our office material consumption. Throughout the years, we have been able to reduce its use and stabilize its consumption.

A 100% of the paper used at Anthesis Lavola is free of chloride and has the Blue Angel label. In 2019 we have reduced a 17% paper consumption.

2017 2018 2019

Paper (kg) 2,405.75 1,361.19 1,169.01

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WE APPLY ECO-DESIGN AND SUSTAINABILITY CRITERIA TO OUR PROJECTS(103-1/2)

Graphic productions related to projects and productions of stands or expos are where we have the highest rates of material consumption.

To minimize the associated impact to graphic productions, we prioritise using materials that consider sustainability criteria in their fabrication processes. We also promote handing out projects to our clients in digital format and that sustainability reports keep their PDF interactive format. This gives us the chance to improve its potential of image and diffusion.

Following this criteria, we can generate a lower impact on production and usage.

Regarding stands and expos design, we incorporate eco-design criteria, such as using noble materials o recycled or recyclable ones, foldable productions that facilitate and minimize transportation, using modules and materials that can be easily separated and therefore recycled, etc. Following this criteria we can generate a lower impact in the production and the product life-long usage.

On the other hand, we also promote an improvement suggestion for stands and expos projects that include a way of compensating CO2 emissions in their making.


05 SUPPLIERS THAT SHARE VALUES


SUPPLIERS THAT SHARE VALUES(102-9)

Our supply chain, apart from its main activity, is also composed by clients and suppliers. Suppliers can be collaborators that participate in the execution of our projects, as well as companies of general services that facilitate the every-day functioning of our organisation.

This year, our number of suppliers have increased a 41%, reaching more than 800 active suppliers. According to the nature of our company, as a service company, we have two main suppliers:

• General service suppliers:

Companies that deliver products or services for the general functioning of the company. These are supply suppliers, maintenance, cleaning, financial or human resource advisors, legal services, external prevention services, office material, etc.

• Project suppliers:

Companies and professionals that render products or services directly related to specific projects in order to complement the services we offer to our clients. It is the case, for example, of collaborators, printing, etc.


SUSTAINABILITY COMPROMISE EXTENSION(103-1/2/3, 308-1)

When we register a provider we extend our compromise with social responsibility through a document where we solicitate to the provider the acceptance of a series of environmental, energetic, quality, labour and legal criteria, both in internal processes and in the services we acquire.

An evaluation process is yearly done to verify the fulfilment of these requirements and criteria and we only keep active those suppliers than favourably overcome this process. This evaluation is different depending on the type of function of the provider and the volume of annual turnover. Therefore:

• General service suppliers that do not exceed the minimum fee of annual purchasing remain active as long as no incidents during the year have been detected and therefore do not have any corrective action associated.

• Project suppliers that exceed the minimum fee of annual purchasing follow a specific homologation process. In this process, they follow an internal evaluation through a questionnaire that contains questions related to the compliance of subscribed compromises. If the minimum punctuation is exceeded, we solicitate a renovation of these compromises to our provider in order for them to be kept standardised. The results of these punctuations are open to see in Anthesis Lavola project management programme, thus prioritizing suppliers with a better score.


Suppliers homologation process

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CIRCLE OF NEUTRAL SUPPLIERS IN CO2 EMISSIONS (201-2, 308-2)

Since 2012, we boost a project named Anthesis Lavola Circle of Neutral Suppliers that aims to promote values and initiatives of social responsibility to the supply chain. It is an initiative that can be joined by companies who supply services to our organisation and that are part of the Anthesis Lavolaclimate change strategy.

To join this project we ask the company in question to calculate its annual environmental footprint and to compensate it through the brand Clean CO2. Thus, apart from generating loyalty as a new supplying company of Anthesis Lavola, organisations give their services and products an added value that improve their positioning, public reckoning, competitivity and environmental positioning. Anthesis Lavola accompanies its suppliers in all their phases and ensures that this commitment is yearly renewed.

Circle goals:

• Reducing CO2 emissions produced by their activity and the compensation of those that cannot be reduced, thus making this compromise extensive to its suppliers.

• Broaden the scope of the strategy to all supply chain, therefore giving companies the possibility to compensate their emissions.

• Encourage the continuous improvement of companies responsible management in environmental areas.

• Facilitate supply companies the subscription to the Programa d’Acords Voluntaris de l’Oficina Catalana del Canvi Climàtic, promoted by Generalitat de Catalunya, that boosts and gives support to establish voluntary agreements with organisations, entities and Catalan collectives in order to reduce gas emissions with greenhouse effect.


http://canviclimatic.gencat.cat/ca/inici/

06 ENGAGED WITH OUR LOCAL COMMUNITY


ENGAGED WITH OUR LOCAL COMMUNITY(102-13, 103-1/2/3, 413-1)

We recruit people with disabilities and we work with suppliers who are dedicated to the inclusion into the workplace of people with disabilities. We are also signed members of the Incorpora programme, run by “laCaixa” Social Project, that aims at increasing employment and inclusion of people at risk of social exclusion.


Inclusion of workforce with disabilities or at risk of social exclusion

Collaborations with entities

Anthesis Lavola collaborates and shares with its surrounding entities in order to create a social network and generate a collective and positive impact in our local community. This year, we have continued taking care and expanding our entity network, composed by various sectors with whom we collaborate and share values and experiences, such as the Cluster of Energetic Efficiency of Catalonia and Clade cooperative business group, INNOVI and the United States Green Building Council. For more information click here.

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2019 TRAILWALKER

Once again, we have participated in Girona’s Trailwalker, the solidary run organized by Oxfam Intermón.

The Trailwalker is the largest challenge in the world to fight against poverty. All funds raised are destined to different projects that cooperate with Intermón. Lavola team, formed by Anna Remolà, Albert Masnou, Marc Tomàs and Josep Sanabra, did 100km from Olot to Sant Feliu de Guixols, within 22 hours. Our walkers received the constant following and support of their colleagues and they have been assisted by our support team with the necessary provisions.

From the distance, and through a WhatsApp group of more than 50 people, the participants also receive the warmth and support all the time. Once again, Lavola has calculated and compensated the event’s emissions through our compensatory brand Clean CO2. As always, it has been a very hard but also positive experience.


We walk 100 km to change lives with Intermón Oxfam.

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From the very first day we have opened the doors of our house to everyone who wants to know more about sustainable construction and energy saving that our Ecobuildingincorporates. Therefore, we contribute to an important task of environmental education and awareness for our community.

This year we received a visit from a group of the Manresa Agrarian School, where they visited our Ecobuilding in their course about gardening applications in architecture.

We are committed to the most vulnerable collectives and the formation of new generations. That is why we periodically realize monetary contributions to different territorially close entities in order to collaborate to the development of their social projects.

This year we have focused these collaborations on three entities: Associació Saó Prat, Agermanamentsense Fronteres and Oxfam Intermón

Donations(413-1, 201-1)

WE OPEN THE DOORS OF OUR ECOBUILDING(413-1)

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07 TABLE OF CONTENTS: GRI AND GLOBAL COMPACT


BASIS AND GENERAL CONTENTS

GRI STANDARD Page or direct response Omission

GRI 102 General contents 2016

Profile of the organisation

102-1 Name of the organisation 12

102-2 Activities, brands, products and services 12, 26, 27

102-3 Location of headquartersRambla de Catalunya, 6, planta 2, 08007 Barcelona, SPAvinguda de Roma, 252-254, 08560 Manlleu, SP

102-4 Location of operations 13

102-5 Ownership and legal form 13

102-6 Markets served 13, 29

102-7 Scale of the organisation 8-9, 32

102-8 Information on employees and other workers 34-36

102-9 Supply chain 55-57

102-10 Significant changes to the organisation and its supply chain 11

102-11 Precautionary principle or approach 20, 45-46

102-12 External initiatives 22, 23, 31

102-13 Membership of associations 31

Strategy

102-14 Statement from senior decision-maker 5-6

Ethics and integrity

102-16 Values, principles, standards and norms of behaviour 14, 22


(102-54) This report by Anthesis Lavola has been drawn up in accordance with the Global Reporting Initiative standards for producing sustainability reports, the "comprehensive" option.

BASIS AND GENERAL CONTENTSGRI STANDARD Page or direct response Omission


Governance

102-18 Governance 15-16

Stakeholder engagement

102-40 List of stakeholder groups 25

102-41 Collective bargaining agreements The collective agreement applicable to Anthesis Lavola’s activity is the officeagreement of Catalonia and Madrid. 100% of the jobs are covered by thesecollective agreements.

102-42 Identifying and selecting stakeholders 25We have identified the interest groups following criteria such as dependence(which groups depend on Anthesis Lavola’s activities, products or services andwhat Anthesis Lavola depends on to continue its activity), responsibility(whether commercial, legal, operational, social, etc.), proximity (which are inthe immediate surroundings) and influence (which can generate an impact onstrategy or business).

102-43 Approach to stakeholder engagement 26

102-44 Key topics and concerns raised 26

Reporting practise

102-45 Entities included in the consolidated financial statements The scope of the financial report coincides with the scope of the sustainabilityreport and corresponds to the activities developed by Anthesis Lavola 1981,SA.

102-46 Defining report content and topic boundaries 26

102-47 List of material tòpics 26

102-48 Restatements of information Not applicable. There has not been any case of restatement of informationfrom previous reports.


BASIS AND GENERAL CONTENTSGRI STANDARD Page or direct response Omission


Reporting practise

102-49 Changes in reporting Not applicable. There has not been any case of restatement of informationfrom previous reports.

102-50 Reporting period January 1 to December 31 2019.

102-51 Date of most recent report 2018

102-52 Reporting cycle Annually

102-53 Contact point for questions regarding the report [email protected]

102-54 Claims of reporting in accordance with the GRI standards 64

102-55 GRI content index 64-70

102-56 External assurance The report of 2019 has not been verified externally.


mailto:[email protected]

MATERIAL TOPICSGRI STANDARD Page or direct response Omission

GRI 200 Economic performance

GRI 103 Management Approach 2016

103-1 Explanation of the material topic and its boundary 32

103-2 The management approach and its components 32

103-3 Evaluation of the management approach 32

GRI 201 Economic Performance 2016

201-1 Direct economic value generated and distributed 32

GRI 300 Environmental management


103-1 Explanation of the material topic and its boundary 46-54, 57

103-2 The management approach and its components 46-54, 57

103-3 Evaluation of the management approach 46-54, 57

GRI 301 Materials 2016

301-1 Materials used by weight or volume 53

GRI 302 Energy 2016

302-1 Energy consumption within the organisation 59

GRI 305 Emissions 2016

305-1 Direct (scope 1) GHG emissions 51

305-2 Energy indirect (scope 2) GHG emissions 51

305-3 Other indirect (scope 3) GHG emissions 51

GRI 308: Supplier environmental assessment 2016

308-1 New suppliers that were screened using environmental criteria 57



GRI 400 Social results


103-1 Explanation of the material topic and its boundary 34-44, 60-62

103-2 The management approach and its components 34-44, 60-62

103-3 Evaluation of the management approach 34-44, 60-62

GRI 401 Employment 2016

401-1 New employee hires and employee turnover 35

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

39

401-3 Parental leave 40

GRI 402 Labour/management relations 2016

402-1 Minimum notice periods regarding operational changesAnthesis Lavola is governed by the office agreements of Catalonia and Madrid.As stated in these agreements, the period of notice of significant operationalchanges is 15 days.

GRI 403: Occupational Health and Safety 2016

403-1 Occupational health and safety management system 43

403-2 Hazard identification, risk assessment and incident investigation

43

GRI 404: Training and education 2016

404-2 Programmes for upgrading employee skills and transition assistance programmes

41




GRI 405: Diversity and equal opportunities 2016

405-1 Diversity of governance bodies and employees 17, 36-38

GRI 406 Non-discrimination 2016

406-1 Incidents of discrimination and corrective actions taken

Both the policy and the ethical code of Anthesis Lavola establish the commitment towork to avoid any kind of discrimination. Both documents are accessible andmandatory for everyone working in the company. We have an equal opportunity planand we have also designated the equality agent as the person in charge ofimplementing the plan and guaranteeing that this aspect is promoted and ensuredwithin the organisation. In 2019 there was no case of discrimination based on gender,race, opinion, etc.

GRI 413: Local communities 2016

413-1 Operations with local community engagement, impactassessments and development programmes

60-62

GRI 417 Marketing and labelling 2016

417-1 Requirements for product and service information and labellingBased on the type of activity carried out by Anthesis Lavola, there is no regulationrelated to health and safety aspects of the services it offers.

417-2 Casos d’incompliment relacionats amb la informació i l’etiquetatge de productes i serveis

There have been no cases of non-compliance related to the information andlabelling of products and services. There have been no cases of non-compliancerelated to marketing communications.

GRI 418 Customer privacy 2016

418-1 Substantiated complaints concerning breaches of customerprivacy and losses of customer data

In 2019 no sanction was received in relation to aspects of privacy and customer dataleakage.




GRI 419 Socioeconomic compliance 2016

419-1 Non-compliance with laws and regulations in the social andeconomic area

In 2019, no fines or non-monetary sanctions were received for breach oflegislation or regulations.

Non GRI - Project development

Positive impact of the projects on customers 28-30

Non GRI - Wellness programmes

Work-life balance measures 39

Programs to promote healthy living habits 44


TABLE OF CONTENTS: GLOBAL COMPACTPrinciples of the United Nations Global Compact Reference / Direct Response GRI Standard

Principle 1: Companies must support and respect the protection of internationally recognised fundamental human rights within their sphere of influence.

22-23 102-16, 102-17, GRI 205, GRI 206, GRI 307, GRI 401, GRI 404, GRI 405, GRI 406, GRI 419

Principle 2: Companies must ensure that they are not complicit in the violation of human rights.

22-23 GRI 205, GRI 206, GRI 401, GRI 404, GRI 405, GRI 406, GRI 419

Principle 3: Companies must support freedom of association and the effective recognition of the right to collective bargaining.

100% of the jobs are covered by a collective agreement. The collective agreements applicable to Anthesis Lavola’s activities are those corresponding to offices in Barcelona and Madrid.

102-41

Principle 4: Companies must support the elimination of all forms of forced or compulsory labour.

It is not applicable because Anthesis Lavolaoperates mainly in Spain, where forced labour is prohibited by law.

102-16, 102-17

Principle 5: Companies must support the eradication of child labour.

It is not applicable because Anthesis Lavolaoperates mainly in Spain, where child labour is prohibited by law.

102-16, 102-17

Principle 6: Companies should support the abolition of employment discrimination practises.

22-23 102-8, 102-16, 102-17, GRI 405, GRI 406

Principle 7: Companies must maintain a preventive approach that favours the environment.

46-54 102-11, 102-16, 102-17, GRI 305, GRI 307

Principle 8: Companies should encourage initiatives the promote greater environmental responsibility.

46-54 102-16, 102-17, GRI 305, GRI 307

Principle 9: Companies should favour the development and dissemination of environmentally friendly technologies.

20, 46-54 GRI 305, GRI 307

Principle 10: Companies must work against corruption in all its forms, including extortion and bribery.

22-23 GRI 205


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www.anthesisgroup.com

http://www.lavola.com/

2019 Sustainability Report - Lavola

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