ParfumPlus Arabia

PP: TELL US ABOUT THE COMPANY’S ESG POLICY? HOW IS IT STRUCTURED? HAS THE ORGANISATION JOINED ANY SUSTAINABILITY PROGRAMS? DM: Sustainability is a transversal lever of our strategy and is part of our corporate philosophy and our decision-making process. At Eurofragance we have a Sustainability Policy, structured in five points: ethics and governance, sustainability in our value chain, people, environmental management and product and innovation. The policy is approved by the Management Team. We have a Sustainability Committee in charge of overseeing the Policy, which is chaired by the Chief Financial Officer, a member of the Management Team. Our strategy is aligned both with the SDGs of the United Nations, as signatories of the UN Global Compact, and with the IFRA-IOFI Sustainability Charter. PP: COULD YOU GIVE US MORE DETAILS ON THE INITIATIVES UNDER EACH OF THE PILLARS OF SUSTAINABILITY – ENVIRONMENTAL, SOCIAL AND GOVERNANCE? DM: Our main Environmental initiatives are related to the reduction of our global environmental footprint. We promote local purchases and production. We own or partner with manufacturing sites that are strategically around the world to reduce our carbon footprint; in terms of energy, we have installed solar panels on our manufacturing facilities in Spain; and regarding water management we have water treatment plants on all our manufacturing sites. In the Social aspect, we continue to support, both our external and internal communities with our Community Day; we keep CSR activities a focus; and internally, we are in the midst of rolling out our Gender Equality Plan globally, ensure our employees’ health and safety and apply requirements aligned with ISO 45001 in all our centers. In terms of Governance, we can highlight the creation of the Compliance Committee and the position of the Chief Compliance Officer who ensures compliance with the Code of Ethics and Behavior, the Anti-Fraud and Anti-Corruption Policy and the Protocol against Harassment. PP: GIVEN THE PANDEMIC, MANY ORGANISATIONS HAD TO MIGRATE TO WORK-FROM-HOME SET UP. HOW DID YOU MANAGE THIS MOVEMENT? WHAT ARE THE INITIATIVES THAT WERE TAKEN TO ENSURE THE SAFETY AND WELLBEING OF EMPLOYEES. DM: The movement to work-at-home was easy as we had already undergone pilot tests with some departments before the pandemic. In addition, a great job was done by our IT team to ensure our networks worked properly from remote locations. Nowadays, to balance work and family life, we have established work-at-home policies in Spain, Mexico, Dubai, Turkey and Singapore. P A R F U M P L U S 8