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EMPLOYER COMMITMENT Listening to employees For the first time ever, Bel conducted a global employee opinion survey covering its entire worldwide staff. The aim of the survey was to provide a point of departure for measuring employee perceptions over time with respect to the charter’s commitments. The results provided both a Group level and a team level view of Bel. An independent outside company prepared the survey, in which 73% of Bel employees participated, and analyzed its results. The high rate of participation for an initial survey underscored employee interest and expectations with respect to the effort. The overall results and results by entity were released in September 30 • Bel Group 2011 2011, and shared with Bel teams, with the analysis taking into account cultural differences. Bel now has a point of departure from which it can prepare programs common to the entire Group, as well as local action plans, and will be able to measure the progress achieved The Bel Care program is aimed at ensuring that all Bel employees around the world benefi t from basic healthcare coverage. Zofi a Sorokowska, Group Manager for Internal International Job Moves 226 managers and safety coordinators were trained in 2011 as part of ”the zero accidents” program when the survey is taken again in 2013. Among the strengths identified was the positive response to employee autonomy and empowerment. Bel was also judged as serious and active in the area of safety. Lastly, management at the Group level received favorable marks.
Two areas of concern emerged from the survey. Workers and technicians indicated that there was a lack of information about how the Group’s reward system worked, and all employees who responded to the survey said career development communication was lacking. Both points are now the subject of an improvement plan common to all Group entities. Further, entity managers along with their teams examined local action plans for making headway with respect to the guidance in the charter. Employer commitment While 2011 was marked by the rollout of the People First charter, Bel also pursued a number of other programs vital to “living well at work”. The “zero accidents” program was continued at all Group plants, with intensified efforts to raise awareness among local general managers and operators. Two-hundred and twentysix managers and safety coordinators were trained, and “safety behavior visits” were set up to share ideas with operators and identify situations in need of corrective measures. The Bel Care program was deployed to take aim at setting a common standard for employee benefi ts such as healthcare and disability insurance, even when such benefi ts exceed local market practices. One of the goals also set by Bel was to hire more handicapped persons. In 2011, various initiatives were taken in France, including the signature of a two-year agreement with Agefiph, a nonprofit organization for handicapped employees. interview Deploying People First in Central Europe BOYAN NEYTCHEV, General Manager, Bel Central Europe How did the rollout of the People First charter go in Central Europe? From the start, the project was enthusiastically received by both managers and employees, who view the charter as a sincere and structured effort by Bel to develop teamwork and individual performance. Lot’s of people shared ideas and expectations and asked questions. It’s now up to us to integrate all of this into an action plan for implementation at our entity. One of the strengths of People First is its dynamic, participative and adaptive approach to local problems. The action plans are drawn up by the entities based on their local populations. We have already initiated some concrete measures. We now hold interactive meetings on a monthly basis with management and all employees in Prague to discuss company business and our results. We will also hold a Central Europe convention to strengthen ties between functions and the countries and to encourage greater teamwork. What’s your initial assessment of the deployment? People First is a long-term project that must be deeply integrated into our business culture and the mindset of our managers and employees. Everybody understands that it’s a gradual project, and that it will bear fruit only if everyone contributes to it. At our plant in eastern Slovakia, where we employ 500 people, it’s already clear that People First is viewed as an advantage in the job market, and it is making Bel an increasingly attractive employer. What areas does your 2012 action plan cover? The fi rst measures concern increasing understanding about how our compensation policy works, increasing idea sharing with employees, encouraging internal job moves over new recruits by making information about the job promotion process more widespread and through adapted training plans. Bel Group 2011 • 31
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
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Page 25 and 26: Goal: One billion consumers by 2020
Page 27 and 28: 8% of Group sales generated by inno
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Page 33: ”People First”, the social char
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
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Page 53 and 54: OUTLOOK FOR 2012 AND BEYOND The Gro
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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.

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