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Bel Csr Program 2018 Communication on Progress a Policy with a Central Place 1 in the Group’S Strategy 7

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Bel Csr Program 2018 Communication on Progress a Policy with a Central Place 1 in the Group’S Strategy 7 BEL CSR PROGRAM 2018 COMMUNICATION ON PROGRESS A POLICY WITH A CENTRAL PLACE 1 IN THE GROUP’S STRATEGY 7 WORKING FOR THE WELL-BEING 2 OF ALL 9 COMMITTING TO SUSTAINABLE 3 FARMING 28 PROMOTING CARING NUTRITION 34 contents 4 REDUCING THE ENVIRONMENTAL 5 FOOTPRINT 40 6 APPENDIX 51 About this document Where can this information be found? This document describes the Bel Group’s corporate social To provide further information on certain topics, this report refers responsibility (CSR) approach and its resulting actions with a to the Group’s Registration Document (available on the website view to creating value over the short, medium and long term. www.groupe bel.com). It specifi cally outlines the progress made in incorporating the principles of the UN Global Compact, which the Bel Group This document is available on the www.groupe bel.com joined in 2003. website, as well as on Global Compact website: www.unglobalcompact.org. The data published in this document cover all of Bel’s entities and subsidiaries, as consolidated in its Annual Financial Report. These data cover the period from January 1 to December 31, 2018, or provide a snapshot at December 31, 2018. When historical data is available, they cover the last three fi nancial years in order to provide an overview of the Group’s progress. For environmental data, Bel believes its progress is better illustrated over a longer timeframe. For this data, the baseline year is 2008. STATEMENT OF SUPPORT FOR THE UNITED NATIONS GLOBAL COMPACT In 2018, we made substantial progress in rolling out our “We care in every portion” CSR program with the ambition to make our brands ever more innovative and responsible.˝ Antoine FIÉVET Bel Group Chairman and Chief Executive Officer June 11, 2019 t Bel, we have always sought to make a positive Thanks to the engagement of our 12,600 employees impact on our global economic ecosystem and worldwide, 2018 was another year of accomplishments. A across our entire value chain, from the farm to We made substantial progress in rolling out our “We care the plate. We want to go even further to tackle one of the in every portion” CSR program with the ambition to make world’s greatest challenges — to contribute to sustainably our brands ever more innovative and responsible. We feeding billions of people on our planet. will continue to focus on promoting sustainable farming This is what’s at stake in our company mission of practices, continuously enhance the nutritional quality “Championing healthier and responsible food for all”. We and natural food content of our products, and reduce are convinced that, as a food company with strong brands our environmental footprint. We are determined to keep available worldwide, we have a role to play in the current engaging our ecosystem to meet our CSR Scorecard food revolution. We commit to doing our part by focusing goals together, developing innovative and jointly crafted our efforts on the key challenges of people well-being, initiatives with all our partners, be they dairy farmers, nutrition, sustainable farming and environmental footprint. retailers, NGOs, or suppliers. We committed to the United Nations Global Compact I am pleased to take the opportunity of this communication over 15 years ago and have contributed to the Global on our progress at the Advanced level(1) to restate Bel’s Compact’s ten fundamental principles by deploying our voluntary commitment to sustainable development and company’s sustainable growth model. We operate in a the application of the United Nations Global Compact’s way that seeks to make shared value-creation a driver ten fundamental principles; and finally, to thank all Bel of growth, and stakeholder dialogue and partnership the teams worldwide for their contribution and involvement solution for generating a positive impact across our entire in deploying our sustainable growth model. I invite you to value chain and ecosystem. learn more about our program and our actions. (1) For more information on the advanced level of the United Nations Global Compact, visit www.cop-advanced.org. Bel CSR Program: 2018 Communication on progress 1 A GLOBAL PLAYER IN HEALTHY DAIRY AND FRUIT SNACKING KEY FIGURES over 30 INTERNATIONAL €3,312 M AND LOCAL BRANDS IN SALES € 96 M € 160 M 19 IN NET PROFIT - IN OPERATING GROUP SHARE PROFITS BILLION 12,600 EMPLOYEES PORTIONS SOLD 4.8%(2) - € 135 M OPERATING MARGIN CHANGE IN CASH FLOW over 30 3 values ENTITIES DARE, CARE, COMMIT € 2,495 M TOTAL CAPITAL INVESTED (1) Other financial and accounting information, as well as the detailed financial statements, can be found in chapter 5 and in the table on the following page. (2) Operating margin corresponds to operating income divided by net sales. BREAKDOWN OF 2018 SALES 55% Europe €1,827 M IN REVENUE 23% Americas, Asia-Pacifi c €765 M IN REVENUE 22% ORGANIC GROWTH Middle East, 75 50 250 -25 -50 -75 Greater Africa € 719 M (in €m) IN REVENUE 2 Bel CSR Program: 2018 Communication on progress MISSION: CHAMPION HEALTHIER AND RESPONSIBLE FOOD FOR ALL . “BIG BEL” – THE GROUP’S STRATEGIC PLAN Developing a sustainable growth model that creates value for the Company, for its stakeholders, and for its ecosystem 4 strategic pillars Building Accelerating Developping Adapting positive positive in key to tomorrow’s brands innovation geographies distribution to support channels growth CREATING SHARED VALUE (in millions of euros) 3,600 6,600** 12,600 suppliers of other employees raw materials suppliers Amortization and provisions -149 and packaging Net operating profit +160 Investment capacity -1,232 -1,207 -564 37% 36% 17% Self-financing Purchasing Other purchasing Payroll +210 5,400 Sales after dividends retailers +3,312 100% Taxes Dividends Bank charges External -135 -25 -50 -24 funding sources 1% 2% 1% Balance 26 1,600 30 Operating Financial Change in Governments Shareholders Financial cash position institutions investments* investments * Industrial investments, Information systems and business growth * (variation in Working capital requirement). -209 0 -135 6% 0% ** With revenue higher than 10 K€. Bel CSR Program: 2018 Communication on progress 3 Sustainable Farming Improve the sustainability and environmental impact of dairy production WithWit farmers and WWF FRANCE 100% 100% 100% 100% farmer access to farms certified milk collected from sourcing certified innovative for animal welfare non GMO-fed cows or under charter societal schemes by third-party commitment for vegetable fat* TARGETS 2025 *used in our products Environmental Footprint Reduce the environmental impact of producing and consuming our products WITHIN OUR With our in all our PLANTS suppliers value chain -80% 100% Make our operations -17% 100% carbon neutral water «zero deforestation» consumption* greenhouse recyclable and/or certified sourcing gas emissions* biodegradable packaging TARGETS 2025 *per metric ton of cheese vs 2008 4 Bel CSR Program: 2018 Communication on progress Caring Nutrition Enhance the nutritional value of our products and promote healthier eating habits and lifestyles With FOR local partners our consumers Nutrition Education 80% programs of children portfolio meeting Bel Nutri+ ambition* In 10 countries for consumers In 30 subsidiaries “Educanut” for employees “Healthyy smiles” TARGETS 2025 *Bel nutritional profiling systemsyste People Well-being Care about people – our own people, and all the people we work with – every day to bring the best products to families around the world, in the most responsible way. With our employees With our With our consumers suppliers Work toward 40% 100 % zero 100% employees Of women 55/100 in top management attending training accident products include specific average «Ecovadis» TARGETS 2025 during the year supplier score (environmental, nutritional, etc.) Promote social and environmental practices among our suppliers Bel CSR Program: 2018 Communication on progress 5 To address climate change and demographics issues, and to help responsibly feed more than nine billion people by 2050, the Group needs to grow without increasing pressure on our planet’s resources or the environment, by building long- lasting relationships with its partners. The Group believes that its responsibility is not limited to its direct impacts, but extends along its entire value chain, from farming upstream to the recycling of its packaging, via the manufacturing and consumption of its products. As part of its mission of “Champion Healthier and Responsible Food for All”, redefi ned in 2018, the Group reaffi rmed its commitment to make lasting changes to its growth model and its product offer through its program, “We care in every portion”. 6 Bel CSR Program: 2018 Communication on progress 1 A POLICY WITH A CENTRAL PLACE IN THE GROUP’S STRATEGY For more than 15 years, Bel has been committed to corporate To make even further progress, Bel reorganized its policy in 2016 social responsibility (CSR), starting with its signing of the United to place sustainable development at the heart of its business Nations Global Compact in 2003. Since this time, Bel has model. This clearly expresses the Group’s desire to create value constantly worked to carry out its activities ethically, reducing for the Company, its stakeholders and its ecosystem over the its environmental footprint and developing an increasingly long term. responsible product range, while building long-lasting and honest relationships with its stakeholders. Creating shared value with its ecosystem In practical terms, for Bel this means helping to have a positive impact throughout its value chain, not only for its activity, but also for its entire ecosystem: its consumers, employees, suppliers and other partners. The Group strongly believes that each brand, each production site, and each employee is responsible for incorporating this value in the decisions that affect the life of the Company. Ambitious targets for 2025 For each pillar of the “We care in every portion” program, the Group has identifi ed quantifi ed objectives to guide its actions Bel believes that competitiveness and sustainability go hand in as it works toward its 2025 vision.
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