The Bel - visit site - Bel Group

Recommendations

Info

EMPLOYER COMMITMENT The glue of an international group To ensure its expansion and the global distribution of its products, Bel operates subsidiaries, plants or R&D centers in 33 countries. The Group’s organization and values provide the key leverage for working together more effectively. Bel believes that its employees provide the foundation for sustainable growth. This conviction is refl ected in the name of its human resources policy, People First, a priority that has strong implications for a Group where smiles are the leitmotif and enthusiasm is a core value. Bel’s mission to share smiles to its customers must also apply inside with the company. To that end, common working conditions must be created to enable all employees to fi nd their career paths to professional development. Organization adapted to an international business model Bel is a resolutely international group, with operations in 33 countries, 27 production sites and 11,400 employees worldwide. In all, 49 different nationalities A charter for all are represented within the Group. Bel is organized into fi ve geographical regions that are consistent in terms of market, culture or consumption habits. As a result, decision-making centers are closer to market and benefit The Group’s commitment to employees and management is based on four key areas. • Empower everyone: creating an appropriate environment to ensure that everyone has the feeling that he/she contributes to the entity in a committed, responsible and autonomous way. • Grow further: developing talent through experience, training and exposure to new opportunities. Share success: sharing value-created in a transparent and equitable way. • Enjoy our workplace: creating working conditions that make Bel a pleasant and friendly place to work. 28 • Groupe Bel 2011 69% of Group employees received training in 2011 from strong familiarity with their localenvironments, enabling the Group to respond more effectively to global consumer expectations and to develop its ability to anticipate those expectations.
”People First”, the social charter issued to all 11,400 Group employees in 2011 Overall strategy and large-scale projects remain the province of Bel’s corporate head offices. Networking between regions and countries is encouraged, as are internal job moves, which are a source of mutual enrichment. As a part of its “Talent Factory” program, the Group has made international job moves a key to its growth, with the goal being to transfer skills and build local talent nurseries. In 2011, 81 employees made internal, international job moves, up from 69 in 2010. A mutual commitment for growth Bel decided to draft a social charter for it 11,400 employees. The People First charter (see sidebar on page 28) is particular in that it spells out Bel’s commitments to its employees to ensure their development, as well as what it expects in return from its managers and employees. In this way, the charter explains the rights and duties of everyone within the Bel community. 81 international job moves in 2011 The People First charter was prepared in accordance with Bel’s way of working. That is to say it was a collective effort involving the Human Resources Department and managers from various functions and regions. The charter was presented to all Group employees throughout 2011. At our Tangier plant, 95% of the team leaders appointed in the past two years previously worked at the plant as maintenance technicians. Frank-Yann Bourreau, Head of Technical Services for the Bel plant in Tangier, Morocco First BEST graduates In 2011, 84 operators from various European plants earned diplomas from the BEST (Bel Employee Shopfl oor Training) program. BEST arose from a vital need to develop a specifi cally dedicated certifi cation program that recognizes basic knowledge about the manufacturing process, food safety, accident prevention, the environment, and other skills. The training program was deployed in France, the Netherlands and Portugal in 2011, and is expected to be extended to other countries in 2012. Bel Group 2011 • 29
Page 1 and 2: 2011 BUSINESS AND CORPORATE SOCIAL
Page 3 and 4: An extraordinary brand portfolio Be
Page 5 and 6: PROFILE 17 marques nationales 8 mar
Page 7 and 8: 4.5% increase versus 2010 sales €
Page 9 and 10: ANTOINE FIÉVET, Chairman and CEO
Page 11 and 12: Sales breakdown 30 international an
Page 13 and 14: Bel Foodservice Bel Foodservice ope
Page 15 and 16: NEAR AND MIDDLE EAST ”Sales volum
Page 17 and 18: ● SENEGAL Closer to consumers In
Page 19 and 20: ● MOROCCO 90 years of nutrition T
Page 21 and 22: priority areas of action to be take
Page 23 and 24: 2011 Bel Group • 19
Page 25 and 26: Goal: One billion consumers by 2020
Page 27 and 28: 8% of Group sales generated by inno
Page 29 and 30: 14% reduction in salt content for T
Page 31: Bel Group 2011 • 27
Page 35 and 36: Two areas of concern emerged from t
Page 37 and 38: can help defi ne action plans that
Page 39 and 40: A patchwork of actions A child in h
Page 41 and 42: What will The Laughing Cow ® W TC9
Page 43 and 44: Preserving the environment Bel is l
Page 45 and 46: practices. In countries lacking suc
Page 47 and 48: Esabel In 2011, Esabel was started
Page 49 and 50: 33% reduction in CO2 emissions from
Page 51 and 52: Bel Group 2011 • 47
Page 53 and 54: OUTLOOK FOR 2012 AND BEYOND The Gro
Page 57 and 58: OUTLOOK FOR 2012 AND BEYOND In coun
Page 63 and 64: OUTLOOK FOR 2012 AND BEYOND • Thr
Page 65 and 66: Dividend On March 22, 2012, the Boa
Page 67 and 68: CONSOLIDATED BALANCE SHEET AT DECEM
Page 69: FOR MORE INFORMATION ABOUT BEL www.

The Bel - visit site - Bel Group

Create successful ePaper yourself

Delete template?

Save as template?