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1 2 3 4 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.
OUTLOOK FOR 2012 AND BEYOND • Three major priorities have been identifi ed for 2012, including simplifying operating methods, improving feedback and recognition capability, and providing greater career development outlook for all Bel employees. • Actions plans based on the survey’s results will be prepared and put into place by the Group’s subsidiaries as of 2012. A new opinion survey will be conducted in 2013 (i.e., once every two years). The Group will strengthen action plans aimed at improving the working conditions that already make Bel a pleasant and friendly place to work. - Efforts to prevent and control on-site risks will remain a priority at Bel to reduce accidents. Employee health and safety efforts will be enhanced. Training will be continued. - In France, the “Living well at work” program is expected to lead to related rules and raise awareness about psychosocial risks among managers. A three-year action plan on physical hardship will also be prepared. The Group will endeavor to create an environment where all employees feel they contribute to the company’s success in an autonomous, responsible and dedicated way. Particular focus will be placed on increasing performance review frequency, with a minimum of once a year for managers and once every two years for non-managers. - All group supervisors will be offered feedback training as part of the Group’s talent management policy. - A common program to improve understanding of the decision-making process will be implemented at all entities. The Group will beef up its communications with employees to support its efforts to share value created in a transparent and fair way. - A common program to improve understanding of compensation systems will be implemented at all entities. - A monitoring system will be set up to ensure non-discriminatory compensation practices, especially as regards equitable wages between men and women. - Efforts to align a basic package of employee benefi ts, such as death and disability coverage, healthcare insurance for employees and their families, and paid vacation, will continue in 33 countries. - The Group will encourage subsidiaries to structure their wage scales based on going market rates. The Group will continue its goal of developing talent through experience, training and attractive career opportunities, while maintaining respect for the diversity of the Bel community. - Training projects will be continued. - The Group will take action to ensure non-discriminatory recruiting efforts and to encourage the employment of handicapped persons in certain countries. - A common program to improve the visibility of the Group’s career development policy will be implemented at all entities. Bel Group 2011 • 59
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2011 BUSINESS AND CORPORATE SOCIAL
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An extraordinary brand portfolio Be
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PROFILE 17 marques nationales 8 mar
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4.5% increase versus 2010 sales €
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ANTOINE FIÉVET, Chairman and CEO
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Page 25 and 26: Goal: One billion consumers by 2020
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