The Bel - visit site - Bel Group

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Areas of progress MAIN ACHIEVEMENTS AT END 2011
• The Group’s social charter was issued to all employees in 2011. The charter spells out Bel’s commitments to its employees in the four areas
listed below, and what Bel expects of its managers and employees in return.
• An employee opinion survey was conducted in every Group country, with 73% of employees answering the questionnaire.
The survey’s overall results and the breakdown by entity in the four key areas listed below were progressively made available to employees.
Ensuring employee
well-being in
the workplace
58 • Bel Group 2011
Empowering everyone
Sharing our success
Developing talent
Employer commitment
Providing employees with the conditions for personal and collective growth.
• The Group’s ”health & safety” policy was deployed with the rollout of key performance indicators at all Bel sites.
- In France, 226 managers and safety coordinators were trained in “safety behavior visits”.
• Bel continued its efforts on behalf of well-being at work:
- Some managers were given the opportunity to work from home under certain circumstances, notably in
France and Germany.
- Bel USA was named one of the “Best and Brightest Companies to Work for” .
• Bel offers guides and assessment materials through an IT system to assist supervisors with performance
reviews, to provide employees with clear and constructive feedback for improving their performance.
• The employee opinion survey gave Bel positive marks in the area of autonomy and empowerment.
At the same time, the survey showed a poor understanding of the decision-making process,
even though management at the Group level received a favorable opinion.
• Bel’s policy of compensation is designed to recognize individual and collective performance without
discrimination. At the same time, the employee opinion survey showed a perceived lack of recognition
and information about how the compensation system works.
• The Group developed the Bel Care program aimed at ensuring a Group standard for benefi ts regardless
of local market practices. An audit of employee benefi ts, such as death and disability coverage, healthcare
insurance for employees and their families, and paid vacation, was conducted and actions plans were
prepared for 33 Group countries.
• In 2011, the fi rst actions were taken to standardize disability schemes in France, with same contributions for all.
• A collective employee profi t-sharing system was set up in Germany, Belgium and the UK.
• The Group continued its training policy to meet job vacancy and career development needs.
- In 2011, 69% of Group employees took part in at least one training day.
- Training sessions in basic cheese-making technology, product quality and safety, the environment,
and knowledge about the Group were held at plants in France, Portugal and the Netherlands. Employees
successfully completing the training were awarded BEST (Bel Employee Shopfl oor Training) certifi cates.
• Reducing discrimination was a main area of focus.
- In France, an action plan to promote the hiring of handicapped persons was set up. In 2011, a two-year
partnership agreement was signed with the Agefi ph nonprofi t for handicapped employees.
- The Michalovce plant has employed 13 handicapped persons since 2009.