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« Homo Faber » : Ce Qu'un Patron Ne Peut Pas Faire
MENU AOC Service abonnement : [email protected] mercredi 24 mars 2021 ÉCONOMIE « Homo Faber » : ce qu’un patron ne peut pas faire Par Michel Offerlé POLITISTE La révocation le 14 mars du PDG de Danone, Emmanuel Faber, peut s’interpréter comme l’acmé d’un conflit entre managers « réformateurs » et actionnaires. Mais elle témoigne également d’un monde capitaliste traversé par des transformations plus larges. L’histoire présente d’Emmanuel Faber, c’est l’histoire d’un patron atypique qui voulait faire de la politique et changer sa société et la société en se servant, disent ses détracteurs, du fanion et de la tribune Danone pour détourner les finalités de son entreprise et au-delà des entreprises. favoris agrandir imprimer print partager twitter faceboook linkedin copier le lien mail publicité « Et puis, des patrons dans cette entreprise, il y en a eu avant nous, et de plus grands que nous, et il y en aura encore d’autres. Nous ne sommes que de passage et de service. Patron pour certains, cela donne plus le devoir de se taire que le droit de s’exprimer. Par bien des côtés je les comprends. » Emmanuel Faber, 2011. L’éviction d’Emmanuel Faber de la direction de Danone peut être lue de manières contrastées. Pour comprendre cette « affaire », il convient de faire un détour et revenir sur la trajectoire personnelle d’Emmanuel Faber, avant de retracer les péripéties de son congédiement, pour comprendre comment ces événements peuvent être construits et interprétés. Au-delà du cas Faber se joue la question des marges de manœuvre des « réformateurs » des grandes entreprises, qui, au nom des « raisons d’être », entendent aussi faire de la politique, autrement. -
Corporate Governance at Lines and Evaluates Their Potential Danone Addresses Social Responsi- Impact on the Group
GOVERNANCE DANONE 2007 areas where improvement is neces- sary. Over 40 eld audits were per- formed in 2007 alone. Danone also remains rmly committed to main- taining a transparent, reliable nan- cial reporting system, even though the Group is no longer subject to Sar- banes Oxley requirements since it delisted from the New York Stock Exchange last July. In 2007 our internal regulation efforts bene ted from a robust set of tools. Vestalis, an approach deployed in most of Danone’s business units, xtending beyond the traditional areas helps identify and rank operational of internal control and risk manage- risks for entire countries or business ment, corporate governance at lines and evaluates their potential Danone addresses social responsi- impact on the Group. bility, public health and other critical More recently, the DANgo (Danone new challenges. For, in today’s envi- Governing and Operating) program ronment, the importance of good has centralized best practices from all corporate governance is in no doubt business lines, ensuring that these are for international businesses. consistent Group-wide. Danone has Danone has long been sensitive to also stepped up internal anti-fraud Ethese issues and since 1995 has redou- measures through a special program bled its efforts to meet the highest and related awareness campaigns. standards of governance. With com- These efforts were rewarded in 2007 prehensive rules and procedures for when Danone was recognized by the Corporate governance the Danone Way takes in new business challenges, while still being driven primarily by dialog and the ability to listen. regulatory compliance and effective Dow Jones Sustainability Index (DJSI) risk management already in place, for its outstanding performance in Danone’s Corporate Risk Management corporate governance, more speci - department is now focusing on imple- cally in the areas of risk management mentation at subsidiaries of the and codes of conduct. -
URD2019 EN.Pdf
KEY FIGURES 2 5 SOCIAL, SOCIETAL AND ENVIRONMENTAL 1 RESPONSIBILITY 139 INFORMATION ABOUT THE ISSUER 5.1 Danone’s integrated vision of corporate responsibility 141 5.2 Offering safe, healthy products 150 AND INFORMATION ON THE UNIVERSAL 5.3 Preserve and renew the planet’s resources 155 REGISTRATION DOCUMENT 5 5.4 Building the future with Danone employees 169 1.1 Information about the issuer 6 5.5 Promoting sustainable, inclusive growth with suppliers 178 1.2 Information about the universal Registration Document 7 5.6 Methodology note 182 1.3 Person responsible for the Universal Registration Document 5.7 Report by one of the Statutory Auditors, appointed as an 9 independent third party, on the consolidated non-financial information statement included in the management report. 188 2 OVERVIEW OF ACTIVITIES, RISK FACTORS 11 6 2.1 Presentation of Danone 12 CORPORATE GOVERNANCE 195 2.2 Strategic priorities 13 6.1 Governance bodies 196 2.3 Description and strategy of the Reporting entities 15 6.2 Positions and responsibilities of the Directors 218 2.4 Other elements related to Danone’s activity and 6.3 Compensation and benefits of governance bodies 229 organization 17 6.4 Detailed information on long-term compensation plans 244 2.5 Simplified organizational chart as of December 31, 2019 20 6.5 DANONE shares held by the members of the Board 2.6 Risk factors 20 of Directors and the Executive Committee 267 2.7 Internal control and risk management 27 6.6 Related party agreements 269 3 7 BUSINESS HIGHLIGHTS IN 2019 AND SHARE CAPITAL AND OWNERSHIP -
Danone ONE PLANET
Danone ONE PLANET. ONE HEALTH WHITEWAvE ACQUISITION Becoming a Leader in Plant-Based Products EMMANUEL FABER, CHAIRMAN & CEO Strengthened Leadership Organization and Governance Model COMPANY VISION What’s Behind Our New Company Signature ANNUAL REPORT 2017 Each time we eat and drink, we can vote for the world we want. About Danone Dedicated to bringing health through food to as many people as possible, Danone is a leading global food and beverage company built on four businesses: Essential Dairy and Plant-Based Products, Waters, Early Life Nutrition and Advanced Medical Nutrition. Danone aims to inspire healthier and more sustainable eating and drinking practices, in line with its vision—‘Danone, One Planet. One Health’—which reflects a strong belief that the health of people and the health of the planet are interconnected. Building on health-focused categories, Danone commits to operating in an efficient and responsible manner to create and share sustainable value. Danone holds itself to the highest standards in doing business, as reflected by its ambition to become one of the first multinationals certified as a B Corp. With products sold in over 120 markets, Danone generated sales of €24.7 billion in 2017. Danone’s portfolio includes leading international brands (Activia, Actimel, Alpro, Aptamil, Danette, Danio, Danonino, evian, Nutricia, Nutrilon, Volvic, among others) as well as strong local and regional brands (including AQUA, Blédina, Bonafont, Cow & Gate, Horizon, Mizone, Oikos, Prostokvashino, Silk and Vega). Contents Developing -
Corporate Governance Refers to Ing, Strictly Speak- Also Forsocietyatlarge
CORPORATE BOARD OF DIRECTORS Franck Riboud, 51, Emmanuel Faber, 43, Jean Laurent1, 62, Benoît Potier1, 49, Chairman and Chief Executive Vice-President Chairman of the Board, Chairman of Operating Officer Asia-Pacific Calyon SA Management Board, Air Liquide SA GOVERNANCE Jacques Vincent, 61, Richard Goblet d’Alviella1, Hakan Mogren1, 62, Vice Chairman and 58, Chief Executive Officer, Deputy Chairman, Naomasa Tsuritani2, 62, Chief Operating Officer Sofina SA Astra Zeneca Senior Managing Director, Yakult Honsha Bruno Bonnell1, 48, Bernard Hours, 50, Jacques Nahmias1, 59, 1. Independent director. Chairman, Infogrames Executive Vice-President Chairman, 2. Co-opted at the Board Meeting Entertainment Fresh Dairy Products Pétrofrance Chimie SA of 14 February 2007 to replace Hirokatsu Hirano, who resigned. Naomasa Tsuritani will sit on the Michel David-Weill, 74, Christian Laubie1, 68, board until the Annual General Meeting of Shareholders in 2008, Chairman of Supervisory member, Haut Conseil du when Hirokatsu Hirano’s mandate Board, Eurazeo commissariat aux comptes was due to expire. THE DANONE MODEL Corporate governance comprises the rules and procedures adopted by a company to reach its targets, take decisions and exercise its powers. At DANONE, governance is based on a willingness to listen. In recent years the quality of gover- for engagement with all stakeholders imperative defines the core mission nance in big international corporations to drive progress at Group subsidiaries of the Group Risks department, which has come in for increasingly close scru- in areas under their responsibility— combines the Internal Audit and Risk tiny. Highly publicized business failures from labor policies to product quality Management units and reports to the associated with fraud, mismanagement to supplier and client relations—we Group Secretariat General. -
Danone 2016 Registration Document
Welcome to the Alimentation Revolution REGISTRATION DOCUMENT ANNUAL FINANCIAL REPORT 5 SOCIAL, SOCIETAL AND ENVIRONMENTAL RESPONSIBILITY 161 5.1 Danone’s social, societal and environmental A l i m e n t a t i o n Tre e approach 162 5.2 Information concerning Danone’s social, societal and environmental performance in compliance 1 with the Grenelle II law 166 INFORMATION 5.3 Funds sponsored by Danone 195 ABOUT THE ISSUER AND INFORMATION ON THE REGISTRATION DOCUMENT 5 6 1.1 Information about the issuer 6 CORPORATE GOVERNANCE 201 1.2 Information about the Registration Document 7 6.1 Governance bodies 202 1.3 Person responsible for the Registration 6.2 Positions and responsibilities of the Directors Document 9 and Nominees to the Board of Directors 224 6.3 Compensation and benefits of governance bodies 234 2 6.4 Detailed information on long-term OVERVIEW OF ACTIVITIES, and multi-annual compensation plans 254 6.5 DANONE shares owned by the Board of Directors RISK FACTORS 11 and the Executive Committee members 270 2.1 History 12 6.6 Internal control and risk management 272 2.2 Presentation of Danone 13 6.7 Statutory auditors’ special report on related 2.3 Strategic growth areas 15 party agreements and commitments 281 2.4 Description and strategy of the Divisions 16 2.5 Other elements related to Danone’s activity and organization 18 7 2.6 Simplified organizational chart as of December 31, 2016 22 SHARE CAPITAL 2.7 Risk factors 24 AND SHARE OWNERSHIP 289 7.1 Company’s share capital 290 7.2 Treasury shares and DANONE call options 3 held by the Company -
Our Factory Danoneeconomic and Social Report 08
Welcome to our factory BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE Economic and Social Report DANONE 08 economic and social report Interview with Franck Riboud A BUSINESS FOCUSED 100% ON HEALTH, WITH CLEAR PRIORITIES Special report: Nature NATURE, OUR PATH TO THE FUTURE Strategy DANONE FOR ALL? DANONE 2008 To our readers 2008 Annual reports often focus attention on earnings and num- 23 au 26 bers. But a business is much more Juillet 2009 than that. It’s about people and Evian - France the way they go about things; www.evianmasters.com it’s about values and challenges, a shared culture and a common project. Which is why Danone 08 looks beyond the figures in the hope of sharing with you some of what makes our experience a special adventure. The editorial team Danone 08 is also on www.danone.com Selected texts, insider news, photos and films—meet the people who are the real subject of Danone 08. More information to carry on the adventure. Danone 2008 —— 03 Contents 2008 Introducing a delicious dessert 06 FRANCK RIBOUD 62 DANONE FOR ALL? BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE A business 100% focused on Nearly 2 billion people DANONEeconomic and social report with all the goodness of Activia. health, with clear priorities. around the world have 08 access to at least one Danone product. 16 HIGHLIGHTS Achieving organic growth of 8.4%, Danone confirmed 72 INTERVIEW its targets—a roundup of Bernard Hours talks about the initiatives and products the Danone business model that set their mark on and levers for growth. -
Social Business for Rural Development in Bangladesh
International Journal of Business and Technopreneurship Volume 4, No. 1, February 2014 [111-129] Social Business for Rural Development in Bangladesh Md. Shafiul Islam1 ABSTRACT Although Bangladesh is an agrarian country in character, having 73% population living in rural areas, she is passing through a transition period in term of economic growth. The present trend is that people of rural areas are moving towards urban areas for seeking employment or are engaging themselves in non-farm activities leaving agricultural activities. All these are happening owing to better off of living standard and lifting from poverty threshold. According to the World Bank Report 2013, as many as four crore 70 lakh people of Bangladesh are living below the poverty line and of them, two crore 60 lakh live in extreme poverty. The poverty rate is the highest in rural areas at 36 per cent, compared with 28 per cent in urban centre. In this backdrop, it can be said that national development is not possible without the development of these people. Leadership in power takes various steps for development. But it is not possible for them alone. Efforts from private sectors like non-government organisations, voluntary organisations as well as individual initiatives can enhance the development pace for over all development of the country. Among the individual initiatives, Noble Peace Laureate, Professor Dr. Muhammad Yunus is the exponent of social business which can lead Bangladesh towards development. This paper will discuss definition of social business and its purposes as well as its impact on rural development in Bangladesh. Keywords: social business, rural development, Bangladesh.