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Corporate governance 1 2 3 4 Areas of progress MAIN ACHIEVEMENTS AT END 2011 Establishing a network and tools to support the deployment of the CSR process Measuring, guiding and reporting on the progress of the CSR process Mobilizing employees to integrate CSR progressively into all professional and managerial practices. Guiding the process and management systems to ensure that sustainable development challenges are taken into account 48 • Bel Group 2011 • A network of 18 function advisers from marketing, innovation, communication, manufacturing, human resources and other corporate departments, was set up. These key-function CSR advisers are responsible for bringing the Group’s CSR process to their respective areas of expertise. • In several major Group countries, such as France, Germany and Morocco, local CSR correspondents were appointed to carry the torch and implement the CSR process locally. • Several tools were developed to help structure and deploy the process at Group entities, primarily: - The CSR Reference Guide, which structures the process’s fi ve pillars and shows entities how to self-assess with respect to each area of action; - The reporting protocol, which defi nes all the Group’s CSR key performance indicators; - A dedicated guide to held Group operating entities design a CSR roadmap. • A social charter, an environmental policy paper, a policy paper on health and safety, an ecodesign packaging manual and other specifi c reference documentation were issued to the concerned staff to help structure their CSR goals by function. Key performance indicators were defi ned to measure, guide and report on the progress of the CSR process (see “Reporting Protocol” above). • Function-specifi c training programs were established to integrate environmental, social and societal challenges into professional and managerial practices. For example, the Group structured and initiated the fi rst training sessions specifi c to nutrition for its marketing teams, while buyers were trained in responsible purchasing practices. • Dedicated CSR website, smilesfortheplanet.com, was launched in both French and English, to keep employees informed about the Group’s CSR commitments, achievements and best practices. • The Group retained a single certifi cation entity, namely SGS, to streamline certifi cation efforts for all its sites and certifi cations. • The number of manufacturing sites with certifi ed management systems for quality, food safety, environmental protection, and personnel safety continued to grow, with two additional sites certifi ed and the launch of the certifi cation process at four others. • All Bel production sites worldwide meet food safety and quality demands set by the Group, in keeping with recognized international standards and benchmarks. - 75% of sites had at least one certifi cation. - Manufacturing site certifi cation at end 2011: - 50% certifi ed according to a standard recognized by the GFSI food safety authority - 11% were certifi ed OHSAS 18001 for human health and safety - 32% were certifi ed ISO 14001 for the environment - 68% were certifi ed ISO 9001 for quality • Environmental, social and societal challenges are now taken into consideration in the Group’s investmentproject decision-making process.
OUTLOOK FOR 2012 AND BEYOND The Group plans to strengthen the network and broaden the reach of tools to help develop the CSR process among operating and corporate teams. - By end 2012, each region will have an identifi ed CSR correspondent, with correspondents progressively named in main Group countries. - The Group will give CSR goals greater visibility in its policies for nutrition, upstream dairy and other functions. - Internal access to these documents will be facilitated by the www.smilesfortheplanet.com website. As of 2012, the Group will have the necessary KPIs to internally guide and externally report on the progress of its CSR process. - In 2012, all Group operating regions will be asked to identify their main challenges, assess their progress and develop a CSR roadmap and corresponding actions plans. - Further, each region will be required to develop numerical improvement targets for 2015 for the areas of action they deem as priorities. - An internal CSR scorecard will help guide and track the achievement of these consolidated goals. - A trial audit of Bel’s CSR key performance indicators will be conducted by an outside party in 2012, to prepare the Group for mandatory CSR reporting under French law in 2013 (on the basis of fi scal 2012). Bel will encourage all its employees to place corporate social responsibility at the center of its growth strategy. - Ethical behavior forms the core of the CSR process. Accordingly, a Code of Best Business Practices, presenting the values and principles that all employees must follow in the course of their professional activities, will be gradually rolled out as of 2012, along with a whistleblowing process to signal any unethical behavior. - Since early 2012, a dedicated CSR training program has been progressively rolled out for managers. All managers from grades one to three are expected to be trained in CSR by 2013. - Marketing, human resources and other function-specifi c training courses will be gradually modifi ed to include CSR, to factor CSR into all managerial and professional practices. - Since 2012, a CSR component has been factored into the bonus compensation system for managers. The Group will continue to deploy management systems and processes to ensure that sustainable development challenges are taken into account in managerial and professional practices. - The number of certifi ed production sites is expected to grow. The Group’s goal is to have all its production sites certifi ed according to a GFSI-recognized standard by 2014 at the latest, and ISO 14001 and OHSAS 18001 standards by end 2015 at the latest. - Further, the Group’s policy is to have all new sites, whether built or acquired, certifi ed GFSI FSSC 22000, ISO 14001 and OHSAS 18001 no later than two years after their integration into the Group. - Lastly, the Group will ensure that all internal processes encourage the taking of sustainable development challenges into account. Bel Group 2011 • 49
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
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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
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Page 37 and 38: can help defi ne action plans that
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Page 41 and 42: What will The Laughing Cow ® W TC9
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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 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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