The Bel - visit site - Bel Group

Recommendations

Info

1 2 3 Areas of progress MAIN ACHIEVEMENTS AT END 2011 Promoting the development of a sustainable dairy channel Sharing our CSR commitments with suppliers and clearly stating our expectations Involving Bel in actions of good citizenship and solidarity 56 • Bel Group 2011 Partnerships and society Maintaining sustainable development partnerships with suppliers and civil society. • The main upstream challenges facing the Group’s dairy-based production were identifi ed by the food purchasing department. After taking into account respective local conditions, priority action plans were identifi ed for deployment in the various collection basins, notably the Netherlands and France, which together account for 80% of the Group’s direct milk collection. • In 2011, the Group continued to assess the CSR performance of its strategic suppliers, under a program initiated in 2009. In line with Group targets, nearly 300 suppliers deemed strategic or whose activity posed a potential CSR risk, were evaluated over a three-year period, representing 30% of purchases excluding milk collection. • The Sustainable Purchasing Charter was systematically disseminated to existing suppliers and to new suppliers at the start of business relations. Supplies were asked to commit to complying with the charter during the bidding process or when contracts were signed. • The Group took actions to develop internal purchasing and procurement practices: - A how-to guide was issued to all buyers to help them analyze EcoVadis ® assessments and to prioritize the corrective measures to take; - All buyers were trained in responsible purchasing. • The Bel Foundation continued its efforts. - Since its founding in 2008, the foundation has supported 63 projects on behalf of children and their welfare. - In 2011, the foundation backed 19 new nonprofi t projects in 12 countries around the world, and awarded 11 grants to local initiatives on behalf of children by Group employees. • In line with its philanthropic efforts, the Bel Group signed Admical’s Corporate Philanthropy Charter in 2011. • At the same time, various Group entities took part in good citizen and solidarity programs: - Bel Switzerland donated food to the most disadvantaged; - Bel Portugal sponsored bone marrow donations.
OUTLOOK FOR 2012 AND BEYOND The Group’s aim is to encourage the societal, environmental and economic performance of its dairy suppliers. Two collection basins have been made a priority: - In the Netherlands, the goal is to have all dairy farmers join the Cow Compass integrated tracking process by 2015; - In France, the Group will deploy a specifi c tracking tool now being developed for dairy producers. Bel will continue to improve its internal purchasing and procurement practices and to evaluate and monitor the CSR performance of its suppliers. - Suppliers assessed as high or medium risk by EcoVadis ® will be asked to implement corrective action plans and will be re-evaluated in 12 to 18 months. - The EcoVadis ® assessment of Group supplier CSR performance will be extended: Decentralized buyers will be asked to identify local suppliers to be assessed in priority. - Efforts to improve internal purchasing and procurement practices will continue by raising awareness and providing sustainable development training, taking ”responsible” suppliers into account in the pre-qualifi cation and selection process, integrating a sustainable development clause into Group tenders and contracts, and raising awareness among clients. The Group is seeking to strengthen its good citizen and solidarity actions and to extend its mission of “sharing smiles with families” by helping the neediest populations. - It plans to do this through the Bel Foundation, which will continue to support nonprofi t projects on behalf of children and their well being; - By encouraging its employees to take on initiatives themselves through employee grants; - And via the Group’s entities, which will be encouraged to steer their philanthropic actions toward children and their welfare. Bel Group 2011 • 57
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 and 32: Bel Group 2011 • 27
Page 33 and 34: ”People First”, the social char
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 55 and 56: OUTLOOK FOR 2012 AND BEYOND The Gro
Page 57 and 58: OUTLOOK FOR 2012 AND BEYOND In coun
Page 59: OUTLOOK FOR 2012 AND BEYOND The Gro
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.
show all

The Bel - visit site - Bel Group

Create successful ePaper yourself

Delete template?

Save as template?