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Social, societal and environmental responsibility
5.2 Information concerning Danone's social, societal and environmental performance in compliance with the Grenelle II law
DANONE
REGISTRATION DOCUMENT 2015
179
Prevent work-related stress and improve quality of life at work
In the spirit of the agreement signed with the IUF in September 2011
(see section 5.1
Danone social, societal and environmental approach
),
Danone increasingly addresses issues of workplace health and
safety and working conditions, along with stress prevention in the
workplace through preventive measures applied to all subsidiaries.
Since 2012, self-assessment by the subsidiaries based on the con-
tent of the agreement signed with the IUF and the development of
a prioritized action plan have been integrated into the Danone Way
“Health, Safety and Working Conditions” key practice (see section
5.1
Danone social, societal and environmental approach
).
More recently, Danone has made a commitment to building on the
success of its WISE program, renamed Wise
2
, along two lines: in-
creased compliance with its work safety standards and systematic
development of health and quality of life at work as an integral part
of its vision by 2020.
In 2015, several working groups have focused on compiling existing
initiatives and laying the groundwork for the systematic promotion
of health and quality of life at work.
Certain basic elements of this approach are already being im-
plemented (e.g. feedback units, assistance programs, training,
project-related human feasibility studies, work safety standards,
health and well-being measures, surveys, etc.).
Danone is aware that developing a culture of health and quality
of life at work entails a dramatic shift in the mentalities and work
practices of individuals, teams and the entire Company. This shift
will require time and perseverance, but Danone is convinced that
it will ensure the consistency and solidity of its mission of bringing
health through food to as many people as possible and, therefore,
the Company's long-term success. In this context, more and more
initiatives are being implemented:
•
certain subsidiaries have established workplace health commit-
tees to enable formal coordination of initiatives for quality of life
at work, in concert with the trade unions;
•
the creation of committees to detect situations of workplace
isolation, in order to anticipate risk situations and implement
multidisciplinary prevention measures, continues in a growing
number of sites;
•
management training programs are gradually being enhanced
with stress detection and prevention modules for team manag-
ers. Specialized coaches are made available to some teams to
remedy situations that have deteriorated;
•
in 2015, the implementation of the One Danone transformational
programresulted in the systematic implementation of psychosocial
risk prevention initiatives during periods of change.
Training and employee development
Develop the employability of all employees
Ensuring the development and employability of all its employees is
one of Danone's priorities. Danone therefore ensures that all em-
ployees receive regular training, sets up effective work structures
that combine well-being and efficiency, and develops its employees'
autonomy.
In 2015, 86,319 employees participated in at least one training course
(83,366 in 2014 for the Social Indicators Scope, see
Methodology Note
)
and a total of 2,488,184 training hours were provided (2,329,650 hours
in 2014 for the Social Indicators Scope, see
Methodology Note
).
Training was provided to 86% of employees (82% in 2014 for the
Social Indicators Scope, see
Methodology Note
), which represented
25 training hours per person trained (23 hours in 2014 for the Social
Indicators Scope, see
Methodology Note
).
Making Danone training programs available to as
many employees as possible
Danone seeks to reach amaximumof employees through the
Danone
Academy
training programs.
First, Danone gives priority to functional training courses developed
and offered internally by Danone managers from various functions
and countries. Danone invests in a structured network of in-house
trainers, as well as in appropriate training materials and tools, to
encourage local implementation of these courses and facilitate
access to a maximum number of people.
Danone has also developed training kits in the area of manage-
ment, which are distributed to the human resources and training
managers in the various countries in order to strengthen the quality
of local management (for example, via the “proximity management
at Danone” program) and make available cross-functional training
topics such as finance for non-financial staff, project management
and welcoming new employees.
Additional training courses are provided in a corporate university
format, the
Danone Academy Campuses
. These universities combine
training, networking and exposure to general interest topics such as
leadership and digital transformation. In 2015, nine regional
Danone
Academy Campus
events were organized (Europe, Asia-Pacific,
Americas, Africa and Russia). In addition, two “
Campus for all
” pilot
projects were launched, with the goal of mobilizing a larger number
of employees, particularly “non-managers”: one in Indonesia (more
than 1,700 employees impacted) and another in Mexico (more than
13,000 employees impacted).
Finally, numerous training programs were launched in digital format
(
e-learning
modules, short topical modules using videos and editorial
resources, etc.) to make them more accessible.
To spread these programs, Danone continued the global implemen-
tation of a “Campus 2.0” Web platform in order to:
•
provide employees with digital training materials;
•
facilitate the sharing of knowledge and best practices among
employees.
At the end of 2015, this platform, which has been operational since
October 2013, covered 93% of Danone's subsidiaries; 32,000 em-
ployees have used it, i.e. 56% of employees with computers, and
15,000 employees have accessed it through e-learning modules.