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4.5%
increase versus
2010 sales
€2.5
billion
in sales
In 2011, the sales of all fi ve core-brands advanced.
Considerable growth potential remains, however, and
we must continue to cultivate the brands and the ties
that bind them to our consumers around the globe.
International expansion is also in the company’s genes,
and today we can see the wisdom of the decisions
made decades ago that enable us to market our
products in over 120 countries. Our international
strategy has not only balanced out our business risk,
but has, above all, continued to lead to new growth
opportunities. Bel’s organization evolved in 2011, and
that change has brought decision-making centers even
closer to market.
To better serve our consumers
To better serve our consumers, we depend on
innovation, one of the Group’s core values and an area
of progress particularly dear to my heart. New products
are the most visible signs of innovation. In 2011,
products launched within the last three years
accounted for 8% of Bel’s consolidated sales. That
percentage has grown year after year, and we expect to
it to grow even further. Less visible, but contributing just
as much to the Group’s growth are the constant efforts
to improve the nutritional benefi ts and natural content
of our recipes, notably through the development of
new manufacturing processes, or the exploration of
new distribution methods, among other innovations.
Some long-term projects have led to true operating
breakthroughs, and they contribute to advancing us
toward our goal of attracting one billion consumers by
2020, a goal that we have reiterated. We have decided
to beef up the resources allocated to R&D. I have a
great deal of hope for the projects already under way
and for those still to come. They are led by highly
effective and enthusiastic teams.
An enjoyable and inspiring place to work
Bel is a family-controlled company, a company with
11,400 employees who belong to just as many families.
It is thanks to their efforts and dedication that Bel’s
results are what they are, and that, in the face of the
delicate situations we encountered in Africa and the
Middle East, we were able to respond appropriately
and move forward. It refl ects the essence of our human
resources policy known as People First. I have always
been convinced that companies where employees
thrive professionally are those that offer the best
environment for personal and team development.
For such environments elicit the greatest dedication
from their employees. Bel, its managers and all its
employees must contribute to the common goal of
making Bel an enjoyable and inspiring place to work.
The People First social charter, issued to all teams
this year, is an important step in assuming that
collective responsibility.
Bel has big aims for growth. To that end, we have
assigned as much importance to respecting our
employees, our ecosystem and our stakeholders as
we do to meeting our fi nancial profi tability targets.
Respecting corporate social responsibility imperatives
in our decision-making process will become a decisive
force in the Group’s future.
We are well aware of the uncertainties that face us.
We understand, and we are developing the strengths
that will enable us to pursue sustainable growth.
Determined more than ever to sharing smiles with
families by bringing the pleasure of dairy goodness,
the Bel Group is staying the course and it will continue
to move forward.
Bel Group 2011 • 3