Danone // 2020 Universal Registration Document

5 Social, Societal and Environmental Responsibility 5.4 Building the future with Danone employees 175 DANONE UNIVERSAL REGISTRATION DOCUMENT 2020 Training program Meanwhile, Danone offers managerial and functional training to enable employees to train according to their needs, notably using digital tools. In light of the Covid-19 crisis, this digitization was ramped up, with an increase in the number of e-learning modules and courses led by virtual instructors. Employee skills development is based on the following four approaches: • the continued deployment of Campus X, Danone’s digital learning platform launched in 2019, which offers personalized access to a range of in-house and external content, as an addition to classroom training. In line with its goal of providing access to all employees, in 2020 Danone extended access to an additional 15,000 employees, which represented 86,000 online learning hours for its head office staff (10 times more than in 2019). The platform also provided an opportunity to share best practices throughDanone’s Stay Strong Stay Safe campaign designed to help staff members tackle the new challenges brought by the crisis; • the development of content for the One Planet. One Health plat- form with, in 2020, (i) more than 46,000 employees completing the Sustainable Diets training program developed together with the United Nations Institute for Training and Research (UNITAR) and (ii) training courses on responsible practices that became mandatory; • Learning Weeks and other learning events, converted to virtual format amidst the Covid-19 crisis, which combine training, infor- mation sharing and networking sessions, along with conferences; • One Learning a Day, a program that promotes learning by doing deployed at the head office and production sites. 2019 2020 Number of permanent employees who took at least one training course (a) 81,628 98,105 Total number of training hours (a) 2,246,183 2,532,056 Percentage of employees trained (a) 83% 100% Average number of hours per person trained (a) 23 26 (a) Social indicators scope, see Methodology Note. In 2020, Danone reaffirmed the importance of training for its employees through the FutureSkills approach (see Social Dialogue section). Career development Danone strives to promote inclusive development of talent and career development for every employee by ensuring job mobility opportunities. Performance review and development conversation In addition to training, Danone supports its employees in managing their careers and building their professional future, including through mobility programs. The Company has developed a management process that allows employees to set their objectives, evaluate them fairly and define a personalized development plan through a series of meetings and discussions held throughout the year. As part of its Danone Way program, the Company monitors the establishment of career development processes at its entities for its management and non-management personnel. • In 2020, 76% of the entities planned a development conversation with each employee at least once every two years in order to obtain feedback on their work, establish an individual development plan and have visibility on potential future development opportunities (Danone Way Scope, see Methodology Note). • Danone also strives to pass on competencies for its key func- tions. In 2020, 86% of the entities anticipated the need to pass on rare competencies specific to their activities (83% in 2019). This was reflected in the formalization of a succession plan for key functions (Danone Way scope, see Methodology Note). Mobility The Company offers its employees the opportunity to build a career track consistent with their own aspirations and abilities as well as the Company’s needs, either in their home country or abroad. In addition, since 2019, Danone, BNP Paribas and ENGIE have been working together to promote and develop intrapreneurship with a positive impact, thus encouraging the engagement of their employees in the development of business solutions that also meet societal and environmental expectations. Compensation and benefits Definition Danone offers its employees competitive salaries and benefits, including social and personal protection measures and employee profit-sharing. Policies Danone offers its employees comprehensive, competitive and fair compensation based on its own system of evaluating and classifying jobs, taking into account human resources development as well as regulations, requirements and the local situations of the subsidiaries. Action plans and outcomes Compensation Variable annual compensation rewards collective and individual performance based on two sets of targets: • business targets, measuring howwell Danone and its subsidiaries performed financially; • social targets, development and effectiveness of the organizations, defined with each employee’s immediate manager. As part of an integrated vision of the Company’s performance, the variable compensation of approximately 1,600 senior executives has gradually been based on social and environmental performance criteria such as carbon footprint reduction, employee health and safety and diversity (see section 6.3 Compensation and benefits of governance bodies ).