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priority areas of action to be taken in each
region and to set targets to be reached
by 2015. Beyond the structured approach
and the establishment of the CSR network,
all employees are asked to contribute
and participate in making Bel a more
socially responsible company.
Guidance and assessment tools
In 2011, under the guidance of the
key-function CSR advisers, the CSR pillars
were broken down into areas of progress
and action, with specifi c and measurable
performance indicators developed to
track operating results and provide overall
guidance for the actions undertaken.
These key performance indicators will
enable the continuous improvement
process to be evaluated.
In this area, France’s Grenelle II law
expanded the non-fi nancial reporting
requirements for listed French companies,
making independent, third-party
verifi cation of the published information
mandatory. Although the law does not
apply to 2011, Bel decided to produce
its fi rst trial report in 2012 based on an
assessment of fi scal 2011.
18
key-function advisers
helped defi ne
the Group’s areas
of progress
interview
A tremendous engine
for change
What characterizes Bel’s
approach to CSR?
First of all, it’s a very sincere effort.
It’s not public relations posturing.
Corporate social responsibility fi ts
perfectly with Bel’s strategy, which
calls for sustainable growth and
respect for the environment and
the company’s stakeholders.
Our approach fully refl ects Bel’s
mindset and values. This is not
a model cut and pasted from the
outside. It is based, in particular,
on networking and market
proximity. While the Group
has provided the CSR framework,
each country is responsible for
identifying its stakeholders’
expectations and setting the
priorities. Our approach is both
ambitious and realistic. We know
that we have a lot of progress
to make, and that we need the
enthusiasm and drive of everybody
in order to be successful. But we
are convinced that this policy is
a tremendous engine for change
within the Group, and it can spread
to our partners, customers and
consumers.
France’s Grenelle II law
imposes new non-fi nancial
reporting requirements on
listed French companies.
How are you dealing with
this constraint?
We don’t view this requirement
as a constraint but as a guidance
opportunity. The key performance
indicators enable us to assess the
FRÉDÉRIQUE GAULARD, Head of Bel Group CSR
progress we have achieved and
the distance we have to go to meet
our targets. They can be used to
make internal comparisons as well
as comparisons with the outside
world. They are fundamentally
guidance tools. The KPIs also show
the results of individual and
collective initiatives. These results
need to be shared and highlighted
to inspire other initiatives,
to develop pride in belonging to a
Group that gets involved. Bel’s CSR
website www.smilesfortheplanet.com
notably plays this role by offering
concrete, fi eld-tested examples
of all fi ve CSR pillars in all
Group regions.
What are your priorities
for 2012?
In 2011, we developed the tools
with the key-function CSR advisers
to deploy a unifi ed CSR policy
across the Group. We now have
a dedicated organization in all
Group regions. We will be setting
our 2015 targets and assessing
the progress made each year.
Lastly, we will encourage all
employees to integrate CSR into
their professional, managerial and
— why not? — personal practices.
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For more information about Bel’s CSR policy,
go to the dedicated CSR website
www.smilesfortheplanet.com
Bel Group 2011 • 17