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8%
of Group sales generated by
innovations launched in
the past three years
Consumer-oriented
manufacturing developments
Against a backdrop of eroding purchasing
power and soaring raw material prices,
Bel deployed programs to improve
manufacturing effi ciency at its plants,
to keep selling prices under control.
Using the full weight of its manufacturing
expertise, the Group demonstrated
its effectiveness, know-how and ability
to innovate, to make the streamlining
and performance-enhancing projects
a success.
In 2011, the Group led several streamlining
and performance-enhancing projects:
BOOST, a program for testing and
improving each step in the production
process, was deployed at fi ve new plants
following a pilot program at three sites.
The program, which notably led to the
establishment of key performance
indicators for machine effi ciency, also
helped encourage interaction and sharing
among the Group’s production sites.
Tempo is a project for streamlining
manufacturing maintenance at the
Boursin ® site in Pacy-sur-Eure, France.
In 2011, it was deployed to seven French sites.
In 2012, the project will be rolled out at
plants in Chorzele, Poland, Michalovce,
Slovakia, Cairo, Egypt, Tangier, Morocco,
and sites in the Netherlands.
Performance Formule is a program
to develop recipes that use fewer raw
materials, while maintaining the same
qualities. In 2011, the main achievement
was the modifi cation of the Kiri ® recipe
in the Middle East, with the new recipe
favorably received by consumers.
Beyond the food safety the plants must
ensure (see page 24), the production sites
play a fundamental role in maintaining and
improving the accessibility and nutritional
benefi ts of Bel’s products.
interview
”Improving the nutritional
quality of our products”
CÉLINE RICHONNET-DUBUIS and SIMON BONNET,
Group Nutrition Managers
What is Bel’s strategy in
the area of nutrition?
According to a report issued by
the Red Cross in September 2011,
there are 1.5 billion overweight
people in the world and 925 million
undernourished people.
Given the size of these challenges,
the food sector has a role to play
in helping to overcome them.
Our responsibility is to offer
products high in nutritional value
and to encourage consumers
to adopt healthy eating habits.
At the same time, we have to
maintain the taste and eating
pleasure that make up the
personality of our brands.
We take all of these factors into
account for each innovation or
recipe renewal.
What is the main focus
of your work?
Our priorities are working on the
three key nutrients found in cheese
by controlling fat and salt content
and optimizing the calcium content
of products targeted primarily at
children. Next, depending on the
specifi c needs of a given population
— for example, seniors or children,
or people in certain world regions
— we adjust the micronutrient
content. The Laughing Cow ® sold
in Africa and the Middle East is
vitamin D and B12-enriched.
For school cafeterias in France, Kiri ®
is vitamin-D enriched. In Ukraine,
The Laughing Cow ® blocks, which
are primarily eaten by families at
breakfast, are enriched in vitamin A,
D3 and E.
Do public authorities
participate in this challenge?
Part of our role is sharing these
advances with outside stakeholders,
such as governments, national
nutritional institutions, NGOs,
consumer advocacy groups, etc.
In France, for example, we made
our recipe renewal goals offi cial by
signing a voluntary charter to
enhance the nutritional content
of Kiri ® and The Laughing Cow ® .
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To learn about best practices for
”Nutrition and Responsible Products”
go to www.smilesfortheplanet.com
2011 Bel Group • 23