DOCSLIB.ORG

Corporate-Governance.Pdf

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

6.1 GOVERNANCE BODIES 208 6.4 DETAILED INFORMATION ON LONG-TERM Board of Directors 209 AND MULTI-ANNUAL COMPENSATION PLANS 260 Audit Committee 220 Group Performance Shares 260 Nomination and Compensation Committee 222 Former stock-option plans (situation at December 31, 2017) 275 Social Responsibility Committee 223 Group Performance Units 276 Strategy Committee 225 Executive Committee 225 6.5 DANONE SHARES HELD BY THE BOARD OF Application of the AFEP-MEDEF Corporate Governance Code DIRECTORS AND EXECUTIVE COMMITTEE MEMBERS 280 for listed companies 226 Number of DANONE shares held by the Board members and the Executive Committee members 6.2 POSITIONS AND RESPONSIBILITIES (which includes 1 Director) 280 OF THE DIRECTORS AND NOMINEES Transactions on DANONE shares 281 TO THE BOARD OF DIRECTORS 228 6.6 RELATED PARTY AGREEMENTS 6.3 COMPENSATION AND BENEFITS AND COMMITMENTS 281 OF GOVERNANCE BODIES 240 Statutory auditors’ special report on related party agreements Compensation policy for corporate officers 240 and commitments 281 Compensation and benefits granted to corporate officers for 2017 Agreements and commitments submitted for approval by the and compensation principles for 2018 244 Shareholders’ Meeting 281 Other compensation and benefits to which corporate officers are entitled 253 Agreements and commitments already approved by the Shareholders’ Meeting 282 Compensation of the other Board members 258 6 CORPORATE GOVERNANCE 6 corporate governance 6.1 Governance bodies In accordance with Article L. 225-37 of the French commercial code, this section on Corporate Governance includes the Board’s report on cor- porate governance, the composition of the Board of Directors and the conditions for the preparation and organization of its work (section 6.1 Governance bodies). In accordance with Article L. 225-4 of the French commercial code, the Company declares that it refers to the Corporate Governance Code for listed companies revised in November 2016 (the AFEP-MEDEF Code). This report, which is based on feedback from the dialog with our shareholders at the Shareholders’ Meeting, was prepared after work completed notably by the Legal Department, working closely with the Human Resources Department, the Finance Department and the Internal Control Department. It was first presented to the Nomination and Compensation Committee on February 2, 2018 and was then approved by the Board of Directors on February 15, 2018. 6.1 GOVERNANCE BODIES Contents Board of Directors 209 Nomination and Compensation Committee 222 Composition and organization of the Board of Directors 209 Composition as of December 31, 2017 222 Rules applicable to the composition, organization and Rules of procedures 222 governance of the Board of Directors 212 Work 223 Change in the composition of the Board of Directors proposed to the Shareholders’ Meeting of April 26, 2018 214 Social Responsibility Committee 223 Rules applicable to the operation of the Board of Directors 215 Composition as of December 31, 2017 223 Operation during the fiscal year 216 Rules of procedure 223 Work 219 Work 224 Assessment 220 Strategy Committee 225 Audit Committee 220 Composition as of December 31, 2017 225 Composition as of December 31, 2017 220 Rules of procedures 225 Rules of procedure 220 Work 225 Work 221 Executive Committee 225 Role 225 Composition as of March 1, 2018: 7 members 225 Application of the AFEP-MEDEF Corporate Governance Code for listed companies 226 208 DANONE REGISTRATION DOCUMENT 2017 corporate governance 6.1 Governance bodies BOARD OF DIRECTORS Composition and organization of the Board of Directors Composition as of December 31, 2017: 16 Directors Starting date of Expiration date of Name Gender Age Primary function Director’s term Director’s term(a) Franck RIBOUD Male 62 Director / Honorary Chairman of Danone 1992 2019 Chairman and Chief Executive Emmanuel FABER Male 54 Officer of Danone 2002 2019 Frédéric BOUTEBBA Male 50 Director representing employees 2016 2020 Co-founder and Chief Executive Officer Clara GAYMARD (b) Female 58 of Raise and President of Women’s Forum 2016 2019 Chairman and Chief Executive Officer Jacques-Antoine GRANJON (b) Male 55 of vente-privee.com 2012 2018 Chairman of the Board of Directors Jean LAURENT (b) Male 73 of Foncière des Régions 2005 2018 Founder and partner of Capitol Gregg L. ENGLES Male 61 Peak Partners 2017 2020 Member of the Management Committee of the AXA Group and Chair and Chief Gaëlle OLIVIER (b) Female 46 Executive Officer of AXA GLOBAL P&C (d) 2014 2020 Chairman and Chief Executive Officer Benoît POTIER (b) Male 60 of Air Liquide SA 2003 2021 (c) Vice-President of Investment Banking at J.P. Morgan for Europe, the Middle East Isabelle SEILLIER Female 58 and Africa 2011 2020 Executive Vice-President Office of the CEO and Member of the Executive Committee Mouna SEPEHRI (b) Female 54 of Renault SAS 2012 2018 Jean-Michel SEVERINO (b) Male 60 Head of I&P SARL 2011 2020 Professor of Pediatrics at the Children’s Virginia A. STALLINGS (b) Female 67 Hospital of Philadelphia 2012 2021 (c) Bettina THEISSIG Female 55 Director representing employees 2014 2020 Member of the Executive Committee Serpil TIMURAY (b) Female 48 of the Vodafone group 2015 2021 (c) Vice-Chairman of the Supervisory Board Lionel ZINSOU-DERLIN (b) Male 63 of PAI Partners SAS 2014 2020 (a) Date of the Shareholders’ Meeting. 6 (b) Independent Director (see section Review of Directors’ Independence hereafter). (c) Provided his/her term of office is renewed by the Shareholders’ Meeting of April 26, 2018. (d) Until November 15, 2017. Lead Independent Director Honorary Chairman In accordance with its rules of procedure, the Board of Directors The Board of Directors decided to appoint Mr. Franck RIBOUD as includes a Lead Independent Director, Mr. Jean LAURENT. In light Honorary Chairman in recognition of his invaluable contribution of his decision to not seek renewal of his term of office, the Board to the Board’s work. In this capacity, he may, at the request of the of Directors proposes that the shareholders appoint Mr. Michel Chairman and Chief Executive Officer, be called upon to share his LANDEL as Director to serve as Lead Independent Director upon his experience and speak to Danone’s teams. He may also be asked to appointment by the Shareholders’ Meeting. The Lead Independent represent Danone, particularly among its long-time partners, and Director’s powers were enhanced to ensure a balance among the take part in major corporate events. various governance bodies (see hereafter section Lead Independent Honorary Vice-Chairman Director). The Board of Directors also includes an honorary Vice-Chairman of Employee representatives the Board of Directors, Mr. Michel DAVID WEILL, who was appointed Pursuant to Act No. 2013-504 of June 14, 2013 and the Company’s to this function following the Shareholders’ Meeting in 2011 and by-laws, two Directors representing employees sit on the Board, serves in an advisory capacity. one appointed by the Works Council and the other by the European Works Council. In addition, a member of the Works Council par- ticipates in Board of Directors’ meetings in an advisory capacity. DANONE REGISTRATION DOCUMENT 2017 209 corporate governance 6.1 Governance bodies Governance structure This governance structure, subject to the rules of procedure of the Board and its Committees, therefore provides the necessary Offices of Chairman of the Board of Directors and Chief safeguards to ensure compliance with best governance practices Executive Officer combined since December 1, 2017 as part of a return to a unified management approach. In 2014, the offices of Chairman of the Board of Directors and Chief Executive Officer were separated to ensure the successful transition Enhancement of the powers of the Lead Independent Director between Mr. Franck RIBOUD and Mr. Emmanuel FABER as head of On December 14, 2017, the Board decided to implement a more Danone. The chairmanship with enhanced duties was put in place balanced distribution of powers. It therefore amended the provisions for a period that was to expire before the end of 2017. of the rules of procedure by expanding the duties, resources and responsibilities of the Lead Independent Director, particularly as At the end of this smooth, seamless and effective transition, the regards setting the agenda for Board meetings and facilitating the Nomination and Compensation Committee and the Board of Directors dialog with shareholders (see hereafter section Lead Independent held discussions to identify the most appropriate governance structure. Director). Upon recommendation of the Nomination and Compensation Independence and powers of the Board and Committees Committee, on October 18, 2017 the Board of Directors unani- The composition of the Board of Directors contributes to the balance mously decided to end the chairmanship with enhanced duties and of powers, particularly with the high proportion of Independent to approve in principle the combination of the offices of Chairman Directors, which allows the Board to exercise full oversight of of the Board of Directors and Chief Executive Officer by appointing the Chief Executive Officer. All the Committees are chaired by Mr. Emmanuel FABER as Chairman and Chief Executive Officer as Independent Directors. All the members of the Audit Committee of December 1, 2017. and the Nomination and Compensation Committee are Independent The Board believed that this governance structure was the most Directors. The full involvement of the Directors in the work of the appropriate
Recommended publications
  • 2008 Economic and Social Report

    2008 Economic and Social Report

    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.
  • 2010 Sustainability Report Strategy

    2010 Sustainability Report Strategy

    2010 Sustainability Report Strategy 8 14 KEY SOCIAL THE STRATEGY TOPICS IN ACTION: 4 2010 RESULTS FRANCK FOCUS ON THE RIBOUD FOUR STRATEGIC INTERVIEW PRIORITIES / Health / For All 80 / Nature MEASURING / People PROGRESS AND PERFORMANCE THROUGHOUT THE VALUE CHAIN / Danone Way 67 / Respect DASHBOARD: / Danone’s evaluation by 2010 STAKEHOLDER social responsibility COmmITMENTS rating agencies AND OUTLOOK 92 108 A SOCIAL HISTORICAL APPROACH BUILT APPROACH ON DANONE’S AND UNIQUE FEATURE HIGHLIGHTS / Social integration tools in the company’s business / Stakeholders at the heart of the dialogue / Corporate governance / Nutrition and Health governance 2 - Danone Sustainability Report 2010 This translation is for information only. Performance 114 GRI INDEX(*) (*) Self-evaluation of the application of GRI according to version 3.0 guidelines for the GRI with approval by KPMG Audit. 124 VALIDATION OF THE 140 REPORT BY PERFORMANCE AN EXTERNAL INDICATORS THIRD PARTY / Governance, Commitments and Engagement / Economic / Environmental / Social / Human Rights / Society / Product responsibility 128 UPSTREAM AND DOWNSTREAM 132 IMPACTS AND COMPANY RESPONSIBILITIES PROFILE AND REPORT PARAMETERS Danone Sustainability Report 2010 - 3 2010 REPORT SUSTAINABILITY The “dual economic and social project” that is the Franck Riboud foundation of the Danone way of doing business is almost forty years old. What still makes it timely interview today? Franck Riboud: this “dual project” was born of a simple “My vision fact that remains just as true today: a company cannot succeed in the long run if it turns its back on the society it for Danone: is a part of, if it only looks to its short-term economic gain. Danone’s founder understood very quickly that a company creating economic value and social value are both essential that creates to a company’s solidity.
  • RA DANONE POUR PDF 08/04/2003 18:46 Page 2

    RA DANONE POUR PDF 08/04/2003 18:46 Page 2

    RA DANONE POUR PDF 08/04/2003 18:46 Page 2 Sommaire Le Groupe DANONE Message du Président 1 Repères 2002 2_3 Le Groupe DANONE dans le monde 4_5 Le Groupe DANONE en chiffres 6_9 Conseil d’administration et Comités 10_11 Faits marquants 2002 12_13 Stratégie 14_17 Responsabilité sociale et environnementale 18_21 Ressources humaines 22_23 Gouvernement de l’entreprise 24_26 Activité et résultats 2002 27_30 Le Groupe DANONE et ses actionnaires 31_33 Les métiers du Groupe Pôle Produits Laitiers Frais 34_41 Pôle Boissons 42_49 Pôle Biscuits et Produits Céréaliers 50_57 Asie-Pacifique 58_62 Autres Activités Alimentaires 63 Comptes Rapport des Commissaires aux Comptes 66 Comptes consolidés 67_91 Informations relatives à la société mère 92_93 Rémunérations 94 Les dates clés de l’année 2003 94 © photos : Bruno Vautrelle (pages 34/35, 42/43 et 50/51) - Photothèque Groupe DANONE RA DANONE POUR PDF 08/04/2003 18:46 Page 3 Message du Président / 1 Message du Président Il y a quelques mois, interrogé par des journalistes et analystes internationaux, j’avais exprimé l’ambition du Groupe DANONE en ces termes : devenir “the fastest moving food company”, littéralement l’entreprise agroalimentaire la plus rapide du marché, mélange de croissance, de dynamisme, de faculté d’adaptation et de réactivité. Marquée par de très bons résultats, l’année 2002 illustre bien, je crois, notre capacité à répondre à cette ambition. La croissance organique de nos ventes est la plus forte de tout notre secteur, permettant une progression significative, en cette fin d’année 2002, de nos marges opérationnelles. C’est maintenant un fait acquis : nous devons ce dynamisme à la focalisation de nos ressources et à l’équilibre géographique que nous avons construit ces dernières années.
  • 2009 Sustainability Report

    2009 Sustainability Report

    Danone 2009 Sustainability Report Strategy 4 8 72 2009 OUR APPROACH TO 2009-2011 A PIVOTAL YEAR CORPORATE SOCIAL Reinventing the company . 72 Editorial by Franck Riboud . .5 RESPONSIBILITY Four strategic priorities underlying Danone’s strategy . .73 Historical evolution and key characteristics A new organisation tailored of our approach . .8 to this strategy . .75 Historical evolution and uniqueness of the Danone business model . .9 78 Key phases of the social initiative THE STRATEGY and reference texts . .14 IN ACTION: Key social topics . .18 2009 MAIN RESULTS Impacts and responsibilities upstream AND OUTLOOK and downstream of the activities . .24 Focus on the four Danone uniqueness strategic priorities . 78 in the implementation Health . .79 of the approach . 28 For all . .90 Governance . .29 Nature . .96 Stakeholders at the centre People . .104 of the dialogue process . .49 How symbiosis between Danone’s Dedicated management tools . .52 four strategic priorities adds value . .122 Danone Way: Leading and managing sustainable development across Danone and all country business units . 52 RESPECT: a joint initiative with suppliers . 61 Bonus system integrating social performance . .70 Th is translation is for information only. 2 - Danone Sustainability Report 2009 Performance 126 168 DASHBOARD: 2009 MANAGEMENT COMMITMENTS TO APPROACH AND STAKEHOLDERS AND PERFORMANCE OUTLOOK INDICATORS BASED The environment . .128 ON GLOBAL REPORTING INITIATIVE (GRI) Consumers . .130 Economic performance indicators . .168 Employees . .132 Environmental performance Suppliers . .136 indicators . .178 Communities . .138 Social performance indicators . .210 Human rights performance 140 indicators . .232 COMPANY PROFILE Society performance indicators . .242 AND REPORT Product responsibility PARAMETERS performance indicators . .250 Company profi le . .141 Report parameters . .143 GRI Index and content .
  • DANONE REPORT on the SHAREHOLDERS' MEETING of APRIL 29, 2014 at the MAISON DE LA MUTUALITÉ

    DANONE REPORT on the SHAREHOLDERS' MEETING of APRIL 29, 2014 at the MAISON DE LA MUTUALITÉ

    DANONE REPORT ON THE SHAREHOLDERS’ MEETING OF APRIL 29, 2014 at the MAISON DE LA MUTUALITÉ 1/10 A total of 1,073 shareholders attended Danone’s Shareholders’ Meeting, which was held in Paris, France, at the Maison de la Mutualité, on Tuesday April 29, 2014. A total of 5,922 shareholders were present or represented, with a 52.20% quorum. Four presentations were made to shareholders at the meeting: 1. a financial presentation, by Pierre-André TERRISSE, Chief Financial Officer; 2. a presentation of Danone’s basic principles of food safety and on the Group’s business model and geographic presence, by Emmanuel FABER, Deputy General Manager; 3. a presentation on Danone and the consumer, by Bernard HOURS, Deputy General Manager; and 4. a closing speech, by Franck RIBOUD, Chairman and Chief Executive Officer. 1. Financial presentation on 2013 results and on first-quarter 2014 sales, by Pierre- André TERRISSE Pierre-André TERRISSE began his presentation with the Group’s key financial figures for 2013, which included sales growth of 2.1%. After explaining that the year saw many events that resulted in mixed performance between the Group’s four Divisions, he presented the annual sales figures for each one: - Fresh Dairy Products saw gradual growth of organic sales over the year, as the ambitious goals for the U.S. and Russian markets were achieved and the situation in Europe began to improve; - Water sales continued to grow very robustly, as in 2012; - After getting off to a very strong start, Early Life Nutrition sales were severely affected by the Fonterra false alarm; and - Medical Nutrition sales growth remained firm.
  • Registration Document

    Registration Document

    2EGISTRATIONß$OCUMENT DANONE 15 124 2EGISTRATIONß$OCUMENTß 4 658 844 7 45 213 20 113 8 45 8 8 995 475 87 787 9 784 9 654 8 457 854 4 987 874 98 544 98 654 124 9 784 4 55 457 15 1 112 015 78 854 451 124 Regulations 10 541 10 07 474 45 154 5 154 Estimate Estimate 58 954 58 32 154 54 565 658 32 154 32 113 32 154 78 789 78 8 954 8 45 213 20 Research 457 8 8 995 451 Group Profits 475 Accounts 87 787 20 11 784 9 ment 112 1 Manage 654 10 541 Markets 23 854 213 7 Estimates 8 45 45 45 Procedures 658 78 789 98 544Reference 4 Com mit 987 874 844 s tee 544 98 654 rs rs 124 9 784 ito Comp any e Aud Activities ens 78 789 Lic Fiscal years Equity 8 995 8 554 554 457 Evolution 15 1 112 78 Plants Dividen Employees Patents ds 015 451 578 Finance 854 Proper Trends Regula ty Statem Meeting 541 10 Equity 474 ents 45 154 Assets 5 154 Meeting Estimate Estimate 58 954 58 32 154 Equipment Shareholders tions 47 897 47 54 565 Treasur y 451 015 451 Capital expenditure Capital Income 857 Contracts 32 8 954 Governance 32 154 1 112 1 154 658 789 78 8 954 8 10 541 10 Investments Research 5 154 5 451 658 Group Profits Accounts 20 agement 1 1 10 541 Man Markets 11 23 12 Estimates 45 213 45 Procedures 658 78 789 98 544Reference Committee s Company e Auditors Auditors ens Fiscal years Activities 78 789 Lic Equity 554 995 8 Groupe DANONE - 15, rue du Helder - 75 439 Paris Cedex 09 - Visitors: 17, boulevard Haussmann - 75 009 Paris - Tel: + 33 (0) 1 Evolution 15 Investor Relations: +33 1 44 35 20 76 - Free shareholders number: 0800 320 323 (free from land lines in continental
  • Corporate Governance at Lines and Evaluates Their Potential Danone Addresses Social Responsi- Impact on the Group

    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.
  • 2014 Economic and Social Report

    2014 Economic and Social Report

    ECONOMIC AND SOCIAL REPORT BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE DANONE 14 BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE ECONOMIC AND SOCIAL REPORT REINVENTING OURSELVES TO MEET THE FOOD CHALLENGES OF A NEW ERA — 1 PAGE 37 PROTECTING AND SUPPORTING DANONE’S ECOSYSTEM FOR GROWTH AND VALUE — 2 PAGE 59 LEVERAGING LOCAL TEAMS. BRINGING A SHARED MISSION TO LIFE. CHANGING AND GROWING TOGETHER — 3 PAGE 85 PREFACE “Antoine and I dreamed of making Danone a global brand,” said Daniel Carasso of his first encounter with Antoine Riboud—who had insisted on the responsibility of every business not merely to its employees, but to the wider world. In a pivotal speech just a few months earlier, Antoine Riboud had laid the foundation for Danone’s dual commitment to business success and social progress, now a pillar of our corporate culture. A few decades later, his son Franck Riboud defined our mission: bringing health through food to as many people as possible. In 2014, we reached our strategic goals and reaffirmed the critical role of our four business lines, buoyed by the engagement of 100,000 employees in over 140 countries. The year was a turning point for us, bringing changes that included a new governance structure designed to create the conditions we need to build the Danone of tomorrow—and make it last. Read on to find out what we did during this transformative year and how it will make us stronger. 2014—SUCCESS FACES NEW CHALLENGES FRANCK RIBOUD EMMANUEL FABER Chairman, Board of Directors Chief Executive Officer Danone14 A CONVERSATION WITH FRANCK RIBOUD AND EMMANUEL FABER Danone should look like—not in 2015-2016, but in 2020, 2030 and even 2050.
  • P02 À 79 RA DANONE UK.Indd

    P02 À 79 RA DANONE UK.Indd

    DANONE 2003 THE YEAR IN REVIEW CHINA, HOD, PROBIOTICS… new frontiers Interview with Franck Riboud: ” The fastest moving food company” The world we live in Social responsibility DANONE2003 Contents Interview with 2 Zigzag Franck Riboud 4 Interview 10 In focus 4 Corporate governance at DANONE 16 Features 16 18 China 20 HOD Groupe Danone— 22 North Africa and the Middle East new frontiers 24 Probiotics 26 Business lines 28 Overview 30 Fresh Dairy Products 36 Beverages Our operations 42 Biscuits and Cereal Products in Asia-Pacifi c 48 Asia-Pacifi c 54 The big picture 56 DANONE and social responsibility 58 DANONE and water 48 60 DANONE and health 62 DANONE and globalization 64 Management The world 69 Key fi gures we live in 70 Groupe DANONE worldwide 72 Groupe DANONE performance 54 76 Groupe DANONE and shareholders THE YEAR IN REVIEW • 1 12 KEY EVENTS IN 2003 12 KEY EVENTS IN 2003 BSN-Gervais Third DANONE Tapping new DANONE merger International potential 30 years on Nutrition Prize in Egypt DECEMBER 2003 The 1973 merger NOVEMBER 2003 The DANONE OCTOBER 2003 Alongside local of BSN and Gervais DANONE, Withdrawal International Prize for Nutrition partner Rachid, DANONE opens initiated under the leadership of from glass is awarded to Dr. Ricardo its first biscuit factory in Egypt. Antoine Riboud (right) and Daniel Brassani from Guatemala’s Located at Borg El Arab, the Carasso, was built on shared values, completed Universidad del Valle in new site aims to make the JUNE 2003 DANONE sells its 44% interest complementary know-how and recognition of over 40 years’ most of the Egyptian market’s in BSN Glasspack, the company resulting common goals.
  • URD2019 EN.Pdf

    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
  • Sustainability Report 2011 Danone Sustainability Report 2011 1

    Sustainability Report 2011 Danone Sustainability Report 2011 1

    DANONE 2011 SUSTAINABILITY REPORT Strategy and Performance THE STRATEGY IN ACTION: Health, For All, Nature, People PERFORMANCE INDICATORS COMPLETE GRI INDEX PB Danone Sustainability Report 2011 COMMITMENTS AND PROGRESS Danone Sustainability Report 2011 1 STRATEGY 4 6 13 EDITORIAL: KEY SOCIAL THE STRATEGY IN ACTION: FRANCK RIBOUD TOPICS 2011 RESULTS FOCUS ON THE FOUR STRATEGIC PRIORITIES SOCIAL ISSUES 7 HEALTH 14 NUTRITION AND FOR ALL 27 HEALTH ISSUES 9 NATURE 36 ENVIRONMENTAL ISSUES 11 PEOPLE 43 57 74 87 DASHBOARD: MEASURING PROGRESS A SOCIAL INITIATIVE 2011 STAKEHOLDER AND PERFORMANCE BUILT ON DANONE’s COMMITMENTS THROUGHOUT SPECIFIC FEATURES AND OUTLOOK THE VALUE CHAIN CONSUMERS 58 DANONE WAY 75 SOCIAL INTEGRATION COMMUNITIES 64 RESPECT 80 TOOLS IN THE COMPANY'S BUSINESS 88 SUPPLIERS 64 DANONE'S EVALUATION STAKEHOLDERS AT THE ENVIRONMENT 66 BY NON-FINANCIAL RATING AGENCIES 83 HEART OF DIALOGUE 92 EMPLOYEES 68 CORPORATE GOVERNANCE 100 NUTRITION AND HEALTH GOVERNANCE 102 104 HISTORICAL APPROACH AND HIGHLIGHTS REFERENCE DOCUMENTS 105 HIGHLIGHTS AND KEY DATES 1972-2011 106 2 Danone Sustainability Report 2011 Danone Sustainability Report 2011 3 PERFORMANCE 110 120 124 GRI INDEX IMPACTS AND COMPANY PROFILE (*) Self-evaluation RESPONSIBILITIES AND REPORT of the application of GRI according IN BUSINESS, PARAMETERS to version 3.0 guidelines for the FROM END TO END GRI with approval COMPANY PROFILE 125 by KPMG Audit. REPORT PARAMETERS 126 VALIDATION OF THE REPORT BY AN EXTERNAL THIRD PARTY 131 134 230 PERFORMANCE CONTACTS INDICATORS GOVERNANCE, COMMITMENTS AND ENGAGEMENT 134 ECONOMIC 142 ENVIRONMENTAL 154 SOCIAL 182 HUMAN RIGHTS 200 SOCIETY 206 PRODUCT RESPONSIBILITY 216 2 Danone Sustainability Report 2011 Danone Sustainability Report 2011 3 SUSTAINABILITY REPORT 2011 EDITORIAL: FRANCK RIBOUD People often ask me why Danone’s sustainable "IN SUSTAINABLE development action places such importance on social innovation projects.
  • Sustainability Report Strategy

    Sustainability Report Strategy

    2010 Sustainability Report Strategy 8 14 KEY SOCIAL THE STRATEGY TOPICS IN ACTION: 4 2010 RESULTS FRANCK FOCUS ON THE RIBOUD FOUR STRATEGIC INTERVIEW PRIORITIES / Health / For All 80 / Nature MEASURING / People PROGRESS AND PERFORMANCE THROUGHOUT THE VALUE CHAIN / Danone Way 67 / Respect DASHBOARD: / Danone’s evaluation by 2010 STAKEHOLDER social responsibility COmmITMENTS rating agencies AND OUTLOOK 92 108 A SOCIAL HISTORICAL APPROACH BUILT APPROACH ON DANONE’S AND UNIQUE FEATURE HIGHLIGHTS / Social integration tools in the company’s business / Stakeholders at the heart of the dialogue / Corporate governance / Nutrition and Health governance 2 - Danone Sustainability Report 2010 This translation is for information only. Performance 114 GRI INDEX(*) (*) Self-evaluation of the application of GRI according to version 3.0 guidelines for the GRI with approval by KPMG Audit. 124 VALIDATION OF THE 140 REPORT BY PERFORMANCE AN EXTERNAL INDICATORS THIRD PARTY / Governance, Commitments and Engagement / Economic / Environmental / Social / Human Rights / Society / Product responsibility 128 UPSTREAM AND DOWNSTREAM 132 IMPACTS AND COMPANY RESPONSIBILITIES PROFILE AND REPORT PARAMETERS Danone Sustainability Report 2010 - 3 2010 REPORT SUSTAINABILITY The “dual economic and social project” that is the Franck Riboud foundation of the Danone way of doing business is almost forty years old. What still makes it timely interview today? Franck Riboud: this “dual project” was born of a simple “My vision fact that remains just as true today: a company cannot succeed in the long run if it turns its back on the society it for Danone: is a part of, if it only looks to its short-term economic gain. Danone’s founder understood very quickly that a company creating economic value and social value are both essential that creates to a company’s solidity.