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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
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Danone Leadership College (DLC)
In addition to the functional training courses, Danone launched the
Danone Leadership College (DLC) training module in 2008 with the
goal of enhancing the autonomy and accountability of all employees
andmaking Danone a “Great Place to Grow”, where all employees can
learn and grow. This program is based on the “Danone leadership
model” known as “CODE” (Committed, Open, Doer, Empowered),
which is based on the principle that every employee can develop
leadership skills.
The DLC creates momentum in terms of operations, by uniting and
extensively involving the teams in each subsidiary's strategy, and
individual and collective management and leadership capabilities
formalized around Danone's values.
Since 2011, Danone has extended the program to include more
non-management employees within the local industrial and sales
teams. In this regard, the “CODE in Action” program for operators
at the production sites and the CODE program for the sales teams
are deployed worldwide.
Promoting best training practices
Danone promotes in its subsidiaries the application of best practices
related to training, particularly through the Danone Way initiative
(see section 5.1
Danone social, societal and environmental approach
),
based on the “Training” and “Skills Development” key practices,
which include:
•
evaluating the policies implemented by the subsidiaries, partic-
ularly with regard to a training plan tailored to the subsidiary's
needs, with a budget and information systemdedicated to training,
training policy, joint monitoring of employee development and
training initiatives;
•
monitoring indicators, such as the percentage of employees who
received at least 24 hours of training during the year or had a
formal individual meeting with their supervisors, or monitoring
the number of Danone in-house trainers.
Equal treatment
Diversity
Since 2007 with the signing of the Global Agreement with the IUF,
Danone has committed to promote equal opportunity and greater
diversity within its organization.
Danone's Chief Executive Officer and Executive Committee promised
to meet the following objectives within five years:
•
30% female executives;
•
30% of executives representing emerging markets;
•
30%of executives who were exposed to several product categories
and several functions.
In addition to establishing these indicators, in 2015 Danone under-
took several initiatives aimed at diversifying the teams by building
a more inclusive company:
•
the career management tools were updated to allow all em-
ployees to express their talents and professional aspirations
regardless of their existing career paths; a growth conversation
for all 100,000 employees will take place by 2020 to encourage
career path diversity;
•
a methodology designed for the executive committees called
“High Performing Diverse Teams” was developed in 2015 and
tested on a pilot basis in a few countries to measure the positive
impacts of diversity within a team;
•
studies are being carried out in the areas of technology, ways of
working, employment contracts and organizational models with
a view to promoting diversity and the emergence of new ways to
approach one's career path.
Moreover, to ensure that all its subsidiaries are committed to pro-
moting equal opportunity and diversity, Danone monitors, through
its Danone Way initiative (see section 5.1
Danone social, societal and
environmental approach
) progresses related to:
•
statistical analysis of the human resources processes and the
objectivity of the human resources practices and processes;
•
the development of a managerial culture and knowledge of
diversity issues;
•
communication andmobilization around diversity-relatedmatters.
Social dialogue
Local agreements have been signed by some subsidiaries with
trade unions to combat discrimination and encourage diversity,
with the worldwide agreement signed in 2007 with the IUF (Diversity
agreement) serving as a basis for discussion and dialogue between
employees and management (see section 5.1
Danone social, societal
and environmental approach
).
In particular, agreements that promote gender equality have been
signed in recent years, or are about to be signed, in many subsid-
iaries, including in France. These agreements primarily concern
equality in hiring and internal promotion, training, wage equality
and measures that support personal/professional life balance such
as work-at-home or parenting.
Several agreements aimed at promoting the integration of all
generations working at the Company exist within the subsidiaries.
In the French subsidiaries, for example, there are agreements on
the management of employment for seniors and intergenerational
agreements to promote the transfer of knowledge and skills.
Training
Danone promotes diversity awareness among employees, from
the time they join the Company during the orientation seminar and
throughout their professional career, throughmanagement training
courses. In France, for example, the “SESAME/
Proximity Management
at Danone” training for supervisors includes a diversity module.