Business and Corporate Social Responsibility Report 2009

Fromageries Bel Head Offices 16, boulevard Malesherbes 75008 Paris Tel.:+33 (0)1 40 07 72 50

www.groupe-bel.com

French corporation (société anonyme) with a share capital of €10,308,502.50

RCS Paris B 542 088 067 Stories and Smiles… Sharing smiles! Made with dairy goodness, Bel’s products bring smiles every day to the 120 countries where the Group is present. Its delightful and gourmet brands fly the colors of enthusiasm, a fundamental Bel value. ®,

Whether consumers choose Bel’s® core brands, ®The Laughing Cow ® ® , and Boursin , or its local brands, Mini Babybel , Kiri , Leerdammer they appreciate the healthy pleasure and cheerfulness delivered by Profile those products. Bel’s story is a family story. Bel’s family-controlled ownership structure allows the Group to Contents combine long-term vision with lasting performance. In 2009, backed 04 Interview with Antoine Fiévet, by the commitment of its 11,500 employees, Bel generated sales of Chairman and Chief Executive Officer over m2.2 billion. 07 Bel’s approach to Corporate Social Responsibility 10 Corporate governance renewed 12 Earnings advance

14 Consumers

16 Sharing smiles and pleasure 18 Bringing dairy goodness 20 Close ties to consumers 22 The Laughing Cow® out of the box! 24 Local strategies to meet Group objectives

28 Employees

30 An organization closer to market 32 Development for all 34 A community to thrive in

36 Communities

38 The environment, a common property to be preserved 41 A dynamic for shared responsibility 42 Involvement in society’s challenges

44 Dashboards

46 CSR dashboard 54 Summary management report 56 Consolidated income statement 57 Consolidated balance sheet 58 Consolidated cash flow statement

3 Interview with Antoine Fiévet, Chairman and CEO

Briefly, how would you explain that performance?

Beyond the power of our brands and a growth strategy adapted to our various markets, the Group was able to lean on the commitment of its 11,500 employees. Day after day, around the world, they were mobilized enthusiastically and professionally to focus on clearly stated priorities.

Day after day, around the world, our 11,500 employees Bel’s business model is resilient even in tough The anticipated recovery appears to be lagging years. What makes it unique and effective? in many countries. What’s the outlook for 2010 mobilize to make Bel’s business and the years ahead? plan come to life. Our business model is simple and clear. It is based on powerful, differentiated and universal Bel is a family-controlled company and it has brands that draw customers from all over the always taken the long-term view by focusing world. Our five international brands, which are on sustainable and profitable growth. In the central focus of our actions, are successful this area, we have set two ambitious goals year after year. to guarantee our independence and to You took operational command of Bel in 2009. prime the engine of our future expansion. How would you qualify the year’s results? I’m convinced that our potential for organic growth remains considerable. That potential First, we should look at the goals we set for ourselves a year ago, after a is first of all geographical, in terms of each particularly tough 2008, when we were affected by unfavorable raw material region where we are already present and the prices. We sought to regain volume growth momentum, restore our financial Our mission sets a very high bar for number of countries we have yet to conquer. position, and make our organization more flexible and responsive. It is also enhanced by our brands, which are These goals were met by the end of 2009, and the results have been very our actions vis-à-vis our customers, affordable, innovative and full of personality, satisfactory. Despite depressed consumer spending, we maintained our sales, employees and the communities in as well as the products we will launch grew our volumes and increased our profitability. Lastly, our balance sheet is which we operate. It’s the foundation of our tomorrow aimed at consumers with very healthy, which allows us to contemplate the future with confidence and ambition. modest purchasing power. corporate responsibility.

But the year was marred by a deep recession. We live in a society that is questioning growth and its rationale. What’s your What impact did it have on Bel’s activities in different parts of the world? viewpoint and the company’s view on this subject?

The situation we observed was mixed. activities outside Europe — in North The question of the purpose of growth is part of a wider discussion about the While Eastern European markets were America, despite difficult economic company’s role and responsibilities. particularly hard hit, Western Europe conditions as well, and in Africa, the The mission of our company is clear. It is, above all, sharing smiles with families, showed strong resilience with volumes of Middle East and Asia. The expansion smiles derived from the pleasure of sharing happy and big-hearted products, smiles all our major brands chalking up growth. outside our historical frontiers has now associated with dairy goodness. Our 2009 performance was fuelled, become a powerful avenue of growth This mission sets a very high bar for our actions vis-à-vis our customers, employees and above all, by the momentum of our for our Group. the communities in which we operate. It’s the foundation of our corporate responsibility.

4 5 Interview with Antoine Fiévet, Chairman and CEO Corporate social responsibility

What does this mission mean for consumers?

Every word in our mission statement is all Bel products, is what our loveable, happy important and refers to very precise objectives. and friendly brands bring to our customers. Dairy goodness refers to the quality, safety, Lastly, in trying to address all families, nutritional content, flavor, and taste of our we have affirmed our commitment to making products. Smiles, the distinctive signature of our products even more affordable.

Corporate social responsibility makes just as much of a contribution as financial imperatives — they both go together.

The mission also addresses the Group’s employees. How do you see Bel’s responsibility in this area?

“Sharing smiles” is a promise primarily intended for our employees and their families, the 11,500 families of the Group worldwide. Our collective responsibility is to build a community based on mutual respect, where every individual can develop and grow, a community motivated and mobilized by a meaningful project, where everybody is sure of his ability to contribute, to play a real role.

Corporate social responsibility (CSR) is sometimes seen as a fad. What is it really at Bel? BEL’S APPROACH TO

Even if it were a fad, and it made units. For others, we have us move forward, it would be opened the door and are moving CORPORATE SOCIAL beneficial. As for me, I believe in a common direction. sincerely that CSR makes just We approach these challenges as much of a contribution as with the enthusiasm that has RESPONSIBILITY financial imperatives — they both always inspired the men and go together. women of Bel. We are therefore determined, The mission Bel has assigned itself Perhaps as a sign of the times and ongoing while remaining modest. On some creates a very demanding framework turbulence in the world, the need for of the priorities we have outlined, for action. That framework is the meaning has become increasingly important significant progress has been for the public and all stakeholders, including made over the years, notably wellspring of the corporate social companies. It’s a phenomenon that has in terms of the environmental responsibility (CSR) policy clearly been amplified by the recent performance of our production accompanying the Group’s growth. economic crisis. And it is against this backdrop that Bel has sought to formalize its mission statement, its raison d’être and purpose: Sharing smiles with families by bringing the pleasure of dairy goodness.

6 7 Corporate social responsibility

The 5 pillars guiding Bel’s approach to CSR

Smiles play a key role in the various communities where Bel operates. The five pillars encompass all actions undertaken by Bel in the area of sustainable development.*

2. The brands’ social role Bel’s brands have a place in the family heart and they forge bonds between generations. The brands are 3. Environment 1. An affordable therefore well positioned as good and ecodesign nutritional allies of parents, to help them Bel implements benefit raise their children well and to solutions to reduce Bel keeps its promise to support them in important societal its environmental customers through a nutrition issues such as good nutrition, footprint by taking policy adapted to the dietary healthy living, physical exercise, into account all aspects challenges of the countries environmental protection, and of its products’ life cycles, From mission Deploying and measuring where the Group operates, and support for worthy causes. including raw material use by developing more affordable and selection, packaging, to responsibility The validity of a CSR policy must be assessed product ranges for the cheese manufacturing, on a measured basis of continued progress. populations most in need. distribution, and product Bel’s mission is demanding and part of a real This process involves several stages, including end of life. dynamic. It is the Group’s stated commitment to analyzing what already exists, setting priorities, its consumers, employees and the communities setting realistic and ambitious goals, preparing the where the company operates. As such, it helps corresponding action plans, and lastly measuring to identify all the associated responsibilities the progress made with key performance and to set priorities. indicators. Actions have already been undertaken for each of the five pillars of our approach, in some case 5. The Bel community Effort integrated into for many years. Other actions are perpetual and By virtue of its family subject to regular target revisions, as described owned nature, Bel the business strategy in this business report. Some areas, however, is a different kind of require the collection of data not easily accessible company, and it plans to In the same way the mission is bringing the in certain countries as a result of legal or socio- remain so by strengthening its company together, CSR is progressively guiding economic barriers. Inventories are thus already values and what makes it special. actions at all Bel subsidiaries and functions. It under way or have been recently launched. The goal is to fully integrate is aimed at allowing Bel to continue growing its Generalizing this policy requires deployment and bond with all employees 4. Community relations business and driving economic performance, while and ownership of the priorities at all operational in a dynamic, enthusiastic and Located close to market, Bel is concerned by the having a positive impact on society, the community entities and functions, while adapting them meaningful environment by societal challenges facing its host communities. and the environment. to local conditions. Through this cross-sector, helping each employee reach the The Group takes care to forge partnerships with deep but calibrated process, the Group will in pinnacle of her/his ambitions and government entities and local economic players, the years ahead be able to measure and analyze personal development, regardless and encourages them to adopt a responsible approach to the progress made for the five pillars on which of age, sex, nationality, or status. sustainable development wherever possible. its CSR approach is based. *The tables for tracking the Group’s CSR approach can be found on pages 46 to 53 of this report.

8 9 Éric de Poncins Corporate governance Vice-President Bel Americas

CORPORATE GOVERNANCE RENEWED

A family-controlled company, Bel introduced changes to its corporate governance structure in 2009, to meet the challenges ahead. Antoine Fiévet, a descendant of Jules Bel, who founded the company in 1865, was named Bel Chairman and CEO. He subsequently made changes to and expanded the membership of the Group Francis le Cam Patrick Longuechaud Francis le Cam Vice-PresidentVice-Président Bel Management Committee. Vice-President Human Europe de l’Ouest. Resources and Organization Western Europe

The Board of Directors Fromageries Bel is a French corporation The Audit Committee, operating under Antoine Fiévet, (société anonyme) listed on the Euronext the exclusive and joint responsibility Antoine Fiévet Chairman and CEO Paris stock exchange. At December of the Board of Directors, monitors the Chairman and Chief Executive Officer Michel Arnaud, 31, 2009, the Unibel holding company preparation of financial information and Director and members of the Bel/Fiévet family, the effectiveness of internal control Philippe Deloffre, descendants of the company’s founder, systems, risk management, and Unibel’s Permanent Representative held a combined 69.2% of Fromageries the statutory auditing of the annual James Lightburn*, Bel’s share capital. company and consolidated accounts Director by auditors. It also ensures the Luc Luyten*, Unibel, which is 96.5% owned by independence of auditors. Director members of the Bel/Fiévet family group, Florian Sauvin, is the Bel Group holding company. The Appointments and Compensation Director Committee notably issues proposals to Johnny Thijs*, In that capacity, Unibel defines the the Board of Directors concerning the Director long-term vision and sets the major selection and compensation of Group Xavier Leroy Vice-President Bel strategic guidelines to ensure the managers, officers and directors. It also Bruno Schoch Guillaume Jouët Eastern Europe Audit Committee Group’s development, profitability and takes part in implementing the Group’s Deputy General Manager Vice President Communications, Group Finance, Legal Affairs, Philippe Deloffre, independence. strategic plan for human resources Public Affairs and Corporate Information Technology Systems, Chairman management. Social Responsibility and Development James Lightburn* The Board of Directors Johnny Thijs* The Group’s corporate governance Group Management Hubert Mayet changed in 2009. The change followed Vice-President Group Committee Manufacturing and Appointments and a decision by the Board of Directors on Working under the authority of CEO Technical Division Compensation Committee January 19, 2009 to terminate Gérard and Chairman Antoine Fiévet, the Luc Luyten*, Boivin’s mandate as Chairman and Group Management Committee is in Chairman Chief Executive Officer, effective as of charge of the operating management Antoine Fiévet the end of the Annual General Meeting of the Bel Group, implementing the Ernst Pankert of May 14, 2009. The Board strategy as established by the Board (non-director, committee expert) subsequently named Antoine Fiévet as of Directors for the company as well *Independent director Chairman and CEO, and confirmed as for all of its subsidiaries, ensuring Bruno Schoch as Deputy General the coordination between the various Deputy General Manager Manager, Group Finance, Legal Affairs, Group entities, and monitoring Bruno Schoch Information Technology Systems, and operating results and directives. Its Development. membership includes the deputy Marina Menu general manager and eight vice- Pedro Fernandes Vice-President Bel International The Board of Directors includes presidents, each one individually Vice-President Innovation and Brands seven members, three of who are responsible for a business activity independent directors. It is assisted or an operational region, and all in its work by two specialized upholding the Group’s strategy committees, both of which meet and mission. an average of four times a year. 10 Group Management Committee Key figures

Breakdown of sales volumes (%) by region earnings advance 8% Eastern Europe Western In 2009, steady sales and higher earnings marked the performance of Bel’s Europe business model, which is based on highly differentiated, universal brands and balanced international expansion aimed at spreading risk while % offering robust prospects for growth. 47

Sales show resilience Earnings trend up In 2009, sales edged up a slight Operating income advanced 58% over 2008, 0.2% to €2,221 million, despite a as a result of measures to cut fixed costs and turbulent economic environment. the success achieved through the company’s The “International” region and the positions in various markets. Although still “Americas” region both reported below the 2007 level, consolidated net profit - double-digit sales growth, confirming Group share grew 73% to €85 million, primarily their roles as growth vectors for the as a result of lower financing costs. In 2009, Group. Conversely, sales in Eastern the Group cut its debt to €357 million, down Europe were severely affected by the 26% from €483 million at end 2008. Going recession. In Western Europe, where forward, in market conditions expected to % the Group has strong positions, Bel remain difficult, the Bel Group will continue to 8 consolidated its market share by pay close attention to its resource allocation. adopting an aggressive sales and Nevertheless, building on the results achieved Americas marketing strategy. in the past year, the Group enters 2010 with confidence. 37 % International

Sales* The Bel workforce 2,217 2,221 Operating income* 11,500 employees 149 Consolidated net profit - Group share* 31 30 + 0.2% countries with a international 95 Group presence 85 and local brands nationalities + 58% 36 49 + 73% Over 120 production countries in which Bel 2008 2009 2008 2009 2008 2009 27 *In millions of euros. *In millions of euros. *In millions of euros. units around the world products are distributed 12 13 The story of Matthias and Lea A few minutes before going on stage. ffering our Lea and Matthias sit together in the hallway, anxious and enthusiastic about performing a O show for their parents. Inseparable from the first rehearsals, the two are partners in the final tableau, but for the moment they are quietly sharing a snack. ® cheese Matthias has brought some Mini Babybel customers packed for him by his mother. “Here,” he says. “This one is for you because it’s milk and it’s what a daily dose of cheerfulness you need to become a beautiful dancer. Plus,” he adds with a grin, “This cheese is too funny!” is as essential as offering a daily serving of milk!

15 Consumers

Innovation paves way Key figures SHARING SMILES to enormous potential countries 120 ® The Laughing Cow AND PLEASURE At Bel, innovation is a permanent state of mind, one of its founding values. is enjoyed in nearly And its brands constitute an inexhaustible source of inspiration. all countries.

31 new products in 2009 Successful ingredients for innovating Bel launched 31 product innovations include listening to consumers, core brands and around the world in 2009, introducing capitalizing on the power of the core 5 some 30 local brands. Bel’s success is underpinned by its happy, new tastes, new textures and new brands and harnessing the expertise Successful local packaging. Among these were Kiri® of the manufacturing teams who make delightful, irreverent, and gourmet brands. Labneh in Kuwait, the United Arab these products a reality at the Group’s Synonymous with cheerfulness and conviviality strategies Emirates, Bahrain 27 production sites. and always hallmarked by modernity, Bel’s and Jordan, the ® brands have attracted consumers all over After carefully studying local consumer habits, the Babybel box, When customers innovate Group adapts its strategy to each country to develop an assortment of Consumers of Bel products are also the world. its brands and build leadership positions. Bel also 14 natural, goat, major innovators, inventing new uses Bel Foodservice harnesses the power of its more than 20 other cheddar, and Swiss- and developing new eating habits. In European consumers can enjoy brands, which benefit from strong brand recognition flavored portions, the Middle East, Kiri® has become a Bel cheeses in pre-cooked meals, Brands dear in local markets. A few examples of those brands Boursin® Tartine, an leading ingredient in cooking recipes thanks to Bel Foodservice PAI, the include the unique cocktail cheese, Apéricube® in easy-to-spread version of the famous for the month of Ramadan. During that intermediary food products unit that to consumers France and Japan, Shotska®, the leading cheese fresh cheese, blue cheese-flavored time, the Group very actively advertises sells core Group brands to food in the Ukraine, Maredsous®, the leader in Belgium, The Laughing Cow® light in the UK, and promotes the brand, and in so industry players. In 2009, co-branded Bel has successfully fostered strong bonds between and Régal Picon®, a processed cheese sold widely and new Leerdammer® packaging, doing breaks a new sales record every Père Dodu and The Laughing Cow® consumers and its core brands The Laughing Cow®, in Africa, the Middle East and the Levant region. which closes back to better preserve year. In Belgium, marketing teams poultry products, Kiri®, Mini Babybel®, Boursin®, and Leerdammer®. These local brands are being developed at the same taste, notably for the Moelleux tender observed that a growing number of manufactured and sold These brands are simultaneously universal and dear time as the Group’s core brands, which are sold on cheese recipe. consumers were using Mini Babybel® by the Doux group, to consumers. The most emblematic of them, The five continents. for raclette fondues and began received awards in Laughing Cow®, brings smiles and good humor with promoting the cheese for that very France. Breaded chicken its playful wink, in addition to fulfilling the promise usage. with The Laughing Cow®, of flavor and good taste. a product sold into the In 2009, Bel capitalized on the well-established catering channel, won consumer ties of its brands and its efforts to develop the “2009 Catering Flavor

them globally, demonstrating the brands’ strong 31 products were launched in 2009, of Year”, while the resilience in tough economic times. As a result, including blue-cheese flavored pre-cooked Père Dodu and The Group led in its category in 24 countries and ranked The Laughing Cow® Deli-Light in Laughing Cow® Duo product, sold in among the top three in 43 others. the UK, backed by an advertising retail chains, was named “2010 Flavor campaign highlighting the products of the Year.” authenticity. In 2009, the Würstels sausage range featuring Leerdammer® cheese, sold by food industry group Wüber, won acclaim from Italian consumers and professionals alike as a significant innovation during the 2009 Tuttofood trade show.

Offering sliced, shredded and creamy cheeses, Bel adapts its products to the diversified tastes of millions of consumers around the world.

16 17 Consumers

Nutrition at Bel BRINGING and the pleasure dairy goodness of eating well Bel’s nutrition policy, a fundamental challenge for a Group that reaches millions of people every day, encompasses the notions of food safety and dietary balance without Bel endeavors constantly to create cheeses that forgetting taste, flavor and the In 2009, Mini Babybel® Opening new frontiers pleasure of eating well. advertising highlighted appeal to every taste and pocketbook. Hand in the product’s natural and glove with its role in offering food to millions of Those symbolic figures aside, in reality just 5% Food safety and quality healthy characteristics. people each day comes the responsibility of of the world’s population is currently addressed by Bel puts its reputation with consumers ensuring nutritional benefit and affordability the Group’s cheese. Markets like Brazil and India in play when manufacturing millions have yet to be conquered, and other frontiers still of cheese portions daily at its plants. have to be opened. Bel is seeking to bring “dairy These production facilities comply Pleasure first goodness” to consumers with very modest with very strict standards, and the Bel’s nutritional policy is based on the purchasing power and, in so doing, support Group has a rigorous tracking and conviction that while a balanced diet 33 million consumers balanced nutrition. Bel has been reviewing its testing policy to ensure the safety and is essential, it should not be the only model in an attempt to respond to this challenge: quality of its products. The start-up of factor. Room must be made for the a day to develop products affordable for the half of the the new Mini Babybel® production line enjoyment of eating. earth’s population that lives on less than two in Slovakia, for example, was subject From this standpoint, Bel is Thanks to their individual portions format and dollars a day by rethinking recipes, manufacturing, to 7,000 laboratory tests to ensure convinced that a good diet is possible excellent conservation packaging, Bel cheeses can packaging, and distribution. The challenge has compliance in the strictest terms. by eating reasonable quantities offer the benefits of milk to millions of people around motivated employees from across all Group adapted to the various stages of the world. In 2009, the equivalent of 12 billion Bel functions. The first fruit of their labor will be Nutrients human growth and individual health, cheese portions were consumed, representing nearly introduced in Vietnam in 2010. for a well balanced diet while building on the greatest two portions per earthly inhabitant. Bel’s core brands Milk contains nutrients key to a possible amount of diversity. touch no less than 33 million persons each day. balanced diet, including proteins, fat, Lastly, Bel strives to promote the Such figures imply real responsibilities. calcium, and vitamins. Over the past idea that a balanced diet should be several years, Bel has lowered the salt fit within the framework of structured content of its cheeses significantly meals, eaten and shared in moments and developed low fat versions of of true conviviality. its products. The Group has also enriched the vitamin D and calcium content of some recipes, notably in Africa and more recently in The Laughing Cow® portions sold by Bel Foodservice to school cafeterias. To formalize its nutritional policy, Bel in 2009 developed “nutrition passports” to identify targeted levels of all nutrients in each of its products. The passports pinpointed areas where Key figures The Laughing Cow® improvements could be made, with brand is translated into all local languages. In the fruits of those efforts expected Vietnamese, it becomes to bud in 2010. -25% 25,000 “Con bo cuoi.” The average amount by which salt The number of biological tests content has been reduced in Bel conducted annually at each products over the past 10 years. Bel production site.

18 19 Consumers

The Mini Babybel® partnership with the “Walking Bus in Kent” program is one of 6 CSR projects led by Bel’s subsidiary Social role of brands in the UK. CLOSE TIES is to encourage TO CONSUMERS good behavior

Every day, via the media, Bel’s brands address and maintain close ties to millions of consumers, creating a sense of responsibility. Through advertising, the brands can become parental allies by keying in on society’s Bel brands maintain close connections with challenges to better help children grow. consumers. To that end, advertising campaigns support the Group’s nutrition policy by spotlighting Responsible communications to be respected when and promoting good eating habits, good cheer and charter addressing that specific good behavior. A signatory of the UDA (French audience. Bel’s responsible Advertisers Association) charter for communications charter is responsible communication, Bel a voluntary commitment has extended its efforts in this area that applies to all Group by preparing its own charter. Six brands worldwide. Messages that build Focusing on proximity commitments are included in the Group’s charter, such as providing Brands and physical bonds The number of advertising messages reaching accurate nutritional information activity individuals increases every day. Against that and encouraging good eating Attentive to a healthy Since its founding, Bel has used an irreverent, warm backdrop, and in addition to traditional media, Bel habits. Furthermore, because Bel’s lifestyle and consumer and lively tone in its messaging. Each of its brands focuses on customer proximity. Bel Americas has advertising is often aimed at children, health, Bel encourages creates memorable and humorous advertising invested in street marketing campaigns to meet each commitment spells out the rules its customers to sagas. In France and every other country where Bel customers and has strengthened its presence at participate in physical is present, advertising successfully builds on the digital media outlets to enable easy and effective activities, an essential friendly character of the brands. contact. Enhancing customer relations via the partner to eating well. This is notably Internet is another area where the Group has the case with Mini Babybel®, a cheese invested, building on its encouraging experience for which the advertising message is with Bel Tchiz Box in France. focused on movement. In the UK, the brand is a partner in the “Walking Bus in Kent” program, which encourages students to walk to school as part of their daily exercise regimen. The third “Nutrition and practical In the Netherlands, The Laughing health” symposium was held in Key figures Cow® supports the Royal Dutch Casablanca in 2009, with 290 Swimming Federation to promote pediatricians, nutritionists and other swimming among children. experts in attendance. 47,000 In a similar vein, also undertaken were children participate in the Nutrition symposium public initiatives like The Laughing ® “Walking Bus in Kent” Bel also plays a role in Cow nutritional guide, which is aimed ® Since 2007, The Laughing Cow program. accommodating better eating at mothers and distributed in the has partnered with the Royal habits among peoples. Moroccan press each year. Dutch Swimming Federation, In North Africa, Bel has organized which shares its family- and health-oriented values with Bel. symposiums led by international experts to sensitize doctors — who 290 are key information sources for their people attended the third patients — about the importance Bel nutrition symposium of good eating habits. in Casablanca.

20 21 Consumers

THE LAUGHING COW® OUT OF THE BOX!

From past to present, the company’s flagship brand cultivates new means of expression.

modernity. These include a temporary 150-sqm internationally recognized product, innovative strategy? Can the keys Homage exhibition hall, an 80-seat auditorium, a shop with this new establishment now must to the success of a food brand be over 200 products, a dining area, and a 1,350-sqm stand on its own, assert and ported to a cultural and touristy site? to its origins children’s garden. Located in the heart of the differentiate itself, and add value Can we, as a manufacturer, interest prefecture of Jura, La Maison de La vache qui rit® to the brand, while maintaining the the public in art and culture? That’s La Maison de La vache qui rit® (The Laughing Cow® was designed by architects Reichen et Robert & values that have made The Laughing the bet the Bel Group has made House) opened its doors for the first time on May Associés and was built according to HPE Cow® a success. To accomplish with the opening of La Maison de 21, 2009, in Lons-le-Saunier, France. While the standards for green building. this, La Maison de La vache qui La vache qui rit®. Jura and Franche-Compté regions are traditionally rit® must not rest on the product’s recognized and appreciated for the famous AOC laurels by simply recounting the past ® Comté, Morbier and Mont d’Or cheeses, the Bel Cross-discipline and retracing The Laughing Cow ’s Architects Reichen et Robert & Group’s presence here is a history, glorious as that may be. Associés designed La Maison de reminder that the area is also innovation La Maison de La vache qui rit® must La vache qui rit®, which was built according to HPE standards for La Maison de La vache qui the birthplace of the most also be a place where the brand’s green building. rit® received backing from the famous processed cheese. La Maison de La vache qui rit® straddles future is invented, where new and city of Lons-le-Saunier, the More than just another the frontiers of several worlds, including experimental links are formed department of Jura and the company museum, the Group manufacturing, marketing, tourism, leisure, culture, between a cheese with a heritage, Franche-Comté region. has sought to remake the site and pedagogy. While building on a mythical and customers who are now guests in The Laughing Cow®’s and a new means of expression for image, where visitors the company. The establishment’s rediscover the values of conviviality, humor and goal, which is to combine a brand’s innovation that characterize the brand and the past with its future, to test ideas numerous advertising campaigns that have and to bear witness to the Group’s contributed to its popularity. Spanning commitments to nutrition and 3,450 square meters, La Maison de La vache sustainable development, is an ® Key figure qui rit offers the public a wealth of walking trails 27,000 original idea not often found in the and a diversity of space wholly exceptional to the people visited La Maison world of private company museums. Franche-Comté region. The museum in fact covers de La vache qui rit ® (The But could it be any other way for The ® “just” 1,100 square meters, leaving room for Laughing Cow® House) in its Laughing Cow , which has always complementary facilities that lend the site its first six months of existence. based its success on an offbeat and

22 23 Consumers

Key figures 2,000 3 6 employees subsidiaries production units LOCAL STRATEGIES Eastern Europe TO MEET GROUP Bel Eastern Europe includes sales entities Core brands given priority in Slovakia, the Czech Republic and At the same time, Bel’s core brands are the Ukraine, and six production sites that strategic priority in the Eastern Europe region distribute Bel products to 16 countries. The and the focus of development and investment OBJECTIVES main production unit is located in Poland. efforts. In 2009, The Laughing Cow® got off to In 2009, Eastern European sales a promising start in Ukraine, while Kiri® was were severely impacted by the deep solidly established in the Czech market Giving priority to core brands is a key objective in the Group’s drive for recession plaguing the region. and successfully re-launched in Slovakia. Leerdammer® was also launched in the international growth. Within that framework, each region implements a strategy Strong local brands Czech Republic during the year. Building on adapted to the specifics of its markets and local consumer habits. Specific to this region, Bel’s local brands the growth momentum, Bel expects the sales are well entrenched among consumers and their of its core brands to double in Eastern Europe in eating habits, and account for 80% of Eastern the short term. Europe’s sales. Notable among them are Shostka®, the leading Western Europe cheese brand in Ukraine, Zeletava® ® in the Czech Republic and Karicka® Shostka , the top in Slovakia. The leading positions cheese in Ukraine The birthplace and starting point of Consolidation momentum acquired by these robust and For the fourth time in its ® Bel’s expansion, Western Europe still In 2009, the Group’s core and local brands showed enduring brands are poised to history, Shostka , Ukraine’s accounts for 60% of the more than just resilience. Bel Western Europe grow stronger thanks to Bel’s leading cheese brand, was Group’s sales. In 2009, volumes drove momentum by using its in-depth market active support, notably through named “Cheese of the in the region, where Bel is present in all knowledge to develop effective promotional- innovation. The launch of Shostka® year” in 2009. 12 countries, advanced 2%. offer campaigns and to successfully launch new slices, for example, marked the products, such as Leerdammer® Moelleux in introduction of a truly new product Strong market positions thin slices and wedges, limited series Apéricube® in the Ukrainian market. Western European markets share two main and new Boursin® recipes. As a result, volumes of Mini Babybel® in Michalovce characteristics: fairly weak growth rates typical all core and local brands advanced during the year, Eastern Europe plays an important cheese-manufacturing role of mature markets and leading positions for Bel’s and the performance in the first quarter of 2010 was because it exports a portion of its production outside the region. brands. Under those conditions, Bel’s goal has been particularly encouraging. In October 2009, a new Mini Babybel® production line was to consolidate volumes and market share within the inaugurated at the Michalovce production unit in Slovakia. Local region to confront competition teams, backed by the shared know-how and experience of their that is particularly fierce despite colleagues in Évron, France, met the manufacturing challenge lackluster economic conditions. Bel Industries and got the export-dedicated line up and running on time and Group division Bel Industries is in time to feed Key dedicated to food industry customers to other Group whom it sells specially prepared dairy Successful launch of Boursin® tartine regions. figures proteins to meet their needs for Knowing how to offer consumers new delights is a key attribute manufacturing such products as ice ® of a major brand. Proving that in 2009 was Boursin , which cream, yogurt and dairy-based deserts. ® 4,000 inspired several innovations including the new Boursin tartine In 2009, Bel Industries focused on employees range — two tasty and smooth strengthening its sales and marketing textured recipes that are easy to efforts in international markets. As a spread. The new range, which was result of those efforts, the division’s warmly received by consumers, sales volumes weathered the subsidiaries contributed to the brand’s 10% recessionary storm well, breaking down 12 increase in volumes during the year. evenly between Europe and the rest of the world, despite turbulent economic conditions and strong price volatility. 12 production units

24 25 Consumers Key figures 600 3 3 employees subsidiaries production units

International Americas

Bel International groups the regional A strong local presence A new avenue of growth for Bel, the Core brand investment strategy markets of Africa and the Caribbean, Bel’s growth is driven by the presence of its teams in the Americas region has been reporting sales To confront the fierce competition in North American the Near and Middle East and Asia region’s various markets, where the Group operates a growth of more than 10% each year markets, Bel decided to focus its efforts on The Pacific. In 2009, all three regional total of 15 local entities, five of which were (14.3% in 2009). Laughing Cow®, Mini Babybel® and Boursin®, and markets reported robust growth, pushing opened in the past three years. As a result, to plan for significant, optimal investment in terms Bel International’s volumes and sales up Bel is more attuned to customer needs Enormous potential of the advertising required to promote those brands. more than 13% for the year. and can respond more rapidly with better The U.S. and Canada have a combined population The strategy has paid off. Following on the success adapted products. Innovation also plays an of 350 million people. Consumers in of The Laughing Cow® in Fast growing markets active local role with the launch of new these two priority markets enjoy a high 2008, the first Mini Babybel® In 2009, 10 countries in the International recipes like Kiri® Labneh, inspired by a standard of living and offer durable advertising campaign tailored region recorded volume growth in fermented milk-based recipe popular in growth prospects for Bel’s products, for the US market was rolled excess of 10%, with three of them the Middle East. Bel has also which are perfectly adapted to local out in 2009 with impressive posting growth of over 40%. The created new packaging adapted to tastes. Elsewhere in the region, Bel is results. In addition, a promising strong performance stemmed from the local habits, such as The Laughing actively studying expansion opportunities test campaign carried out at development of products adapted to Cow® in glass jars and blocks, as in South America, primarily in Brazil, the end of the year for Boursin® local eating habits and highly effective well as new packaging to improve and in Central America. In 2009, a first pointed to significant growth spending on promotional offers. the shelf life of Belcube®, a step was taken in Mexico via a partnership with prospects for Boursin® in 2010. In the Middle East, TV and on-site product exported from France to Sigma Alimentos, one of the country’s main retail campaigns to promote Kiri® for cooking Japan. These innovations have all food chains, to sell The Laughing Cow® and Mini have led to increasingly impressive contributed to the impressive growth Babybel®. results year after year. achieved in the International region.

® The Laughing Cow The Laughing Cow® cooks up success in Algeria on the road To strengthen its position and broaden its cooking range with In 2009, 550,000 samples of The a new, highly attractive taste, Bel in January 2009 launched Laughing Cow® light were distributed ® garlic and aromatic herb-flavored The Laughing Cow Chef. in the US as part of a promotional The launch of the product in the Algerian market offer campaign. The campaign was backed by an advertising campaign and targeted working moms seeking cook booklet giveaways. Initial results were healthy food. very encouraging with the product winning a 7% market share in very short time, despite very limited distribution.

Mini Babybel® success story “Better way to snack on the go”. A TV commercial targeting busy urbanites in the U.S. found the right words to tout the tasty and healthy virtues of Mini Babybel®, which can by eaten anytime, anywhere. After 12 weeks on the air and an innovative on-site promotional-offer campaign, sales Key figures of the cheese bounded 30% in 2009. 4,000 15 6 employees subsidiaries production units

26 27 Helping each employee become an enthusiastic ! contributor to success

TheAt the Tangiers story production site. of an idea Since 2003, an annual innovation challenge has encouraged employees in Tangiers to make suggestions aimed at improving security, organization and even product quality. The Tangiers staff came up with an idea that will facilitate the work of several persons at the production site. The idea will certainly be implemented and could be selected as the year’s best idea by a jury. Shared drive and enthusiasm keep everything moving forward.

i is writt is. Kir en like th This is Kiri spread on a slice of bread.

29 Employees

AN ORGANIZATION

The experience sharing model for CLOSER TO MARKET production units enabled teams in Michalovce, Slovakia to take advantage of the Mini Babybel® manufacturing know-how gained by teams in Evron, France.

The center of gravity in the Bel world is shifting. been reassigned directly to regional head offices. of their respective functions everywhere Means such as the transfer of €22 million for within the Group. They are now Active on five continents, Bel revised its operations and some 100 management functions responsible for projects and cross- organizational structure in 2009, to enhance its are now under the same operational responsibility, sector transformation opportunities for driving international growth. giving local teams greater agility and faster work, such as responsiveness to market opportunities. deploying a lean manufacturing organization, Making the accelerating global New geographical development of the organization function Boursin® brand breakdown and rolling out the “People First” The organizational transformation has profoundly human resources program, as well networking. Similarly, inter-production In 2009, the Group sought to make its international changed how the company operates, requiring as preparing new solutions destined unit sponsorships to transfer expertise plans even more clear-cut. Accordingly, Bel Eastern careful guidance so that the Group and its for local markets. between manufacturing sites remains Europe was set up to respond to the region’s employees can make the most from the change. based to a large degree on bonding specific characteristics, particularly in terms of Accompanying change among teams. Lons-le Saunier, for purchasing and eating habits, which differ Redefining roles As a result of the new organization, example, serves as the reference significantly from those observed in Western Europe. The decentralization of operational decisions and some 100 managers will assume new for the Cairo production unit, where The four-region organization, which now includes Bel resources gives the regions greater autonomy over roles and responsibilities, including technicians were dispatched to share Western Europe, Bel Eastern Europe, Bel Americas, everyday management. At the same time, central regional manufacturing managers, their know-how enthusiastically and Bel International, better reflects the realities of divisions like Manufacturing and Technical, Finance, supply chain managers, country with their Egyptian colleagues. the markets where the Group is active. Human Resources, and Marketing and Innovation managers, and production site Experience sharing has not been have become expert and support centers, with managers. These changes represent limited to manufacturing. The PACE stronger roles for their teams in terms of strategy, real growth opportunities for those project, implemented under Bel’s Locally delegated guidance, innovation, and the performance tracking employees and amount to a true SAP information system, allows all The Bel managerial advance for many. Group countries in the deployment phase workforce responsibility training and individual coaching to take advantage of previous resources have been deployed experience acquired at other sites The main goal of the new organization is to give to ensure that all the changes are around the world. greater autonomy to regional management by successful. 11,500 placing decision-making centers closer to markets employees, including and consumers. As a result, several functions Sharing experiences is a key 10,000 at production sites previously under the authority of central head focus offices, such as manufacturing operations, Cross-sector work across regions application development and supply chain, have and functions remains a priority in all business areas to ensure the 36 nationalities success of the Group’s international development. In manufacturing, the Bel’s new organization enhances “Performance Formula” program rolled the Group’s growth prospects and creates development opportunities out in 2009 to improve raw materials 115 management for employees. productivity gave rise to new and post changes under the new promising ideas thanks to effective organization.

30 31 Employees

Campus, Bel’s company DEVELOPMENT FOR ALL university, is broadening its training with new courses covering the Group’s functions and managerial approach.

People First, Bel’s global human employee’s geographical and/or functional growth resources program, is based on prospects and by proposing paths for success, e.g. training, promotion or mobility. the idea that men and women are the primary drivers of growth. The program’s goal Real prospects is to coach employees in for growth their professional careers and develop them into Regularly conducting the reviews gives Bel an enthusiastic participants exhaustive, individual and collective view of its Talent for growing business activities in the Group’s success. managers and their prospects for new professional experience and, in so doing, can help them develop. “Growing Further Together” is how vital to develop a common working In addition, the company’s leadership In 2009, the reviews led to 206 promotions and 39 Bel describes its contract to develop language and skills in all Bel regions. program will be continued in 2010 with international transfers, bringing the total number of the skills and expertise of its That’s why training is now a priority 300 managers expected to participate. expatriated employees to 67, up 43% versus 2008. employees. on the 2010 agenda. The goal of the program is to instill Growing Bel’s geographical expansion has led to the creation Training at Campus, Bel’s company a managerial spirit in sync with Bel’s of talent pools in the regions to such a degree A promise from day one university, was enriched in 2009 (and values deep within the organization. within Bel that a growing number of the movements concern In 2009, Bel developed an employer will be in 2010) with the addition of managers from around the world. As a result of brand advertising campaign based on a seven new courses covering general Production units in the In 2009, Bel conducted implementing this policy, Bel has made it a longer- question to its future employees, “How abilities in management and skills spotlight annual reviews for its 1,300 term goal to fill two-thirds of its executive positions far can we go together?”. evaluation, and Bel knows the importance of managers, thereby making this with in-house talent. The campaign highlighted 5 values such functions as maintaining know-how and best essential component of all human the real possibility that by purchasing, trade practices at its production units, which Ethics, innovation, development and performance joining Bel, a recruit could negotiation, supply are renowned for their enthusiastic enthusiasm, competence, policies universal. The goal of contribute to the Group’s chain, and category and highly professional teams who and cohesion are the values the reviews, now conducted growth as well as his management. manufacture the Group’s products. that inspire Bel employees in countries where previously own. The campaign was In 2009, three new The training programs concern every day. they were not the local norm, rolled out on a country- function-based manufacturing, quality control, and is to measure performance and by-country basis, in step skills guides were hygiene, as well as employee and competence and project them with each country’s efforts to recruit developed for sales, information product safety. Significant efforts into the future by determining the talent with long-term growth potential at systems and human resources. are made to ensure the operating campuses and universities. The finance and supply chain skills excellence of all newcomers. GROWING GROWING GROWING guides will be developed in 2010. f u r t h e r f u r t h e r Training given priorityf u r t h e r TOGETHER TOGETHER Growing international expansionTOGETHER and the new organization have made it

Bel seeks employees who can actively contribute to a group undergoing a The Bel 67 39 206 complete transformation and can grow expatriated international managerial promotions within the company. An ambitious program workforce employees, promotions (geographical and/or to develop and manage skills puts people at the heart of Bel’s success. up 43% in 2009 in 2009 functional) in 2009

32 33 Employees

A COMMUNITY TO THRIVE IN

Bel’s promise of “sharing smiles” is aimed units by 25% in five years. As a result, there are three times fewer work-related accidents at Bel than employees as well as consumers. The Group’s in the dairy industry as a whole. The goal over the responsibility to its community of employees next three years is to lower the rate even more. consists of creating a meaningful bond and Group production units worldwide are involved in work environment to help all staff members the effort. The Cairo plant, for example, became OHSAS 18001-certified for occupational health and Federating enthusiasm contribute to the development of the business safety in December 2009. In France, the Pacy-sur- every day. Eure production unit, which manufactures core At the core of Bel’s values, cohesion is essential to working cheese brand Boursin®, had already obtained this at Bel. It unites everybody around Group projects and certification. perpetuates a true community spirit. The Groupe Bel sailboat has created Zero accident objective a bond among company employees. In 2009, skipper Kito de Pavant Bel’s first obligation to its employees is to ensure Bel commits to its Accessible information for all in their native made stops in Italy, Egypt, Syria, their safety. Work accidents, their frequency and Shared and transparent information languages. It effectively Turkey, Spain, and the United States seriousness are carefully tracked and the data employees is the best tool for uniting teams complements the information to meet local teams. are centralized. Action plans are implemented around common goals and priorities provided by local management. to significantly reduce their number. To offer a work environment where all employees can To that end, the internal newsletter, The goal of this approach, followed at all production contribute to the best of their abilities, Bel decided “DailyBel”, offers news about the The Groupe Bel sailboat, What could have been summed sites, is to achieve zero accident. Group efforts to formalize its main commitments to the Group’s Group’s projects and achievements, flagship of the entire up as an external communications have cut the accident rate at the French production 11,500 staff members and their families through two as well as stories about Bel team workforce operation has created great charters, including one for ethics and the other for members around the world. The sailing sponsorship program, excitement within the company. Staff labor relations. Several key ideas are contained in Published in 12 languages, “DailyBel” which has partnered with skipper Kito members the world over, particularly the labor-relations charter, which is currently being is available to the entire Bel workforce de Pavant since 2005, has inspired all at the production units, have united in prepared. In this way, employees at all levels of and to over 80% of all employees Group subsidiaries and employees. an outpouring of support for Kito de hierarchy will have the right to a documented and Pavant and his trials and successes,

UctěníU památky structured annual performance review. Furthermore, ZodpovědnýZ ClClaire Chrétien, such as taking second place in the ří která zemřela během Marketing:M přístup: Zapojení zemětřesení na Haiti CCesta do hlubin dodavatele Čtěte na str. 4 spotřebitelova srdce Čtěte na str. 3 compensation and benefits for employees and their Čtěte na str. 2 2009 Transat Jacques-Vabre yachting Časopis spolupracovníků skupiny Bel EerbetoonE aan families will be assured, even in countries where such MVO:M ClaireCl Chrétien, Marketing:M race. The ship has thus created a Marketing:M UnaU inmersión beroepb op verdwenen tijdens de RSE:R en el corazón consumententrends leveranciers aardbeving op Haïti ImplicarI a los Lees verder op pagina 2 del consumidor HomenajeH a Lees verder op pagina 3 Lees verder op pagina 4 proveedores ClaireCl Chrétien, Leer pág.2 Leer pág.3 2010 desaparecida durante obligations are not mandated by law. Č 21 BŘEZEN/DUBEN el seísmo de Haití bond among all employees. Kito’s Leer pág.4 REORGANIZACE Nieuwsbrief voor de medewerkers van de Bel groep ÚVODNÍK Průmyslové a technické La publicación de los colaboradores visits to Bel subsidiaries have become del grupo Bel ředitelství Skupiny v akci Nº21 MARZO/ABRIL DE 2010

Nr 21 MAART/APRIL 2010 Průmyslové a technické ředitelství Skupiny (DITG) vedlo v roce 2009 spolu s reorganizací a projekty velkého rozsahu podporovanou aktivitu, very popular events around the world. REORGANISATIE REORGANIZACIÓN která potrvá i v roce 2010. EDITORIAL

WOORD VOORAF é a La DITG en acción DITG in actie ok 2009 byl pro Průmyslov y, Lidské technické ředitelství Skupin , tak jako pro celou Skupinu And the support of Bel’s workforce HomenagemH i technické synonymem reorganizace. Entre reorganización y proyectos de envergadura, la dirección industrial y Reorganisaties en grote projecten… voor de directie industrie en technieka CClaire Chrétien, ůmyslo- R Hubert Mayet, víceprezident Pr úspěchydesaparecida no ství společ- técnica del Grupo (DITG) ha desarrollado en 2009 una constante actividad van de Groep (DITG) was 2009 een veelbewogenRSA:R jaar. Ook in 2010 moet vého a technického ředitel bohatý na Průmyslovésismo a technické do Haiti que se prolongará en 2010. nog veel werk verzet worden. implicarimp os ředitelství Skupiny nosti Bel, komentuje tento rok Ler p. 4 události: „Průmyslové a technické ředi- fornecedores úspěšně dokončilo v roce é způsoby Marketing:M telství Skupiny revidovalo sv vého ředi- Ler p. 3 2009 velké projekty, jako doesn’t end at the shoreline either. als fungování zavedením průmyslo 009 stondum mergulhovoor DITG, net například zavedení nové iblížením části ara la DITG, al igual que para el t kader telství v každé zóně a př závodům. z velkých voor de hele Groep, in he Logros humanos resto del Grupo, el año 2009 ha no coração do průmyslové organizační struktur pro rozvoj k výrobnímé a výkonné van herstructurering . Hubert sido sinónimo de reorganiza- consumidordustrie struktury, snížení zásob, Zároveň jsme posílili odborn i obory: Zprovoznění linky na Mini Babybel v Michalovcích (Slovensko) bylo jedním y a la vez técnicos ción. Hubert Mayer, Vicepresi- Mayet, vice-president in O jornal dos projektů Průmyslového a technického ředitelství Skupiny v roce 2009. P řízení investic a inovaci složky jdoucí napříč jednotlivým „společná mobilizace v dente de la Dirección Industrial y Técnica Een succesverhaal 2 Ler p. 2 ikt terug op dit ní zařazení přeje k faktu, že velmi En 2009, la dirección indus- en techniek van Bel, bl v colaboradoresoblasti výroby. Tolik zásobování, kvalitu a pracov a moderni- de Bel, pasa revista a este intenso año: “De directie industrie en Pro Jean-Philippe Gourdon, rámci jednotlivých projektů bylaýšení pro- trial y técnica del Grupo ha van mensen roerige jaar: do grupo Bel v průmyslu.“ ost a řady Apéricube pro Japonsko Rok 2009 “La DITG ha revisado sus modos de fun- e van functio- úspěšně řízených projektů silná, jinak řečeno, došlo k nav As evidence of that encouragement, investic“. sacado adelante importantes techniek heeft haar wijz ředitele pro inženýring, bezpečn, „byl rok zaci výrobního závodu Açores. komuni- cionamiento, estableciendo una direc- Employee safety is the en techniek e loep genomen díky účinné spolupráci duktivity, snížení zásob a řízení neren opnieuw onder d životní prostředí společnosti Bel m bez- byl také poznamenán posílením. „Rozhodli proyectos como son el ción industrial en cada zona y acercando In 2009 heeft de directie irectie industrie mezi výrobními závody en in elke regio een d 2009 rovněž poznamenán zřízení kací mezi výrobními závodyobou,“ potvr- establecimiento de la nueva a las fábricas una parte de las estructuras lte van de ont- a sídlem společnosti. vytvořena v Kurs na rok 2010 industrie en techniek van benoemd en een gedee pečnostní funkce, která byla jsme se pracovat více s výr „Tak můžeme stmi přímo organización industrial, la de desarrollo. Al mismo tiempo, hemos oductievestigin- Využívám tedy tohoto Po roce 2009, který byl událo lmi zají- de Groep een aantal grote wikkelingstak bij de pr posledním čtvrtletí roku“. zuje Jean-Philippe Gourdon. závodů, reducción de los stocks, el reforzado las áreas de pericia y de pres- hebben we de prostoru, abych poděkoval nabit, se rok 2010 jeví také jakoanovenými ve projecten voltooid. gen ondergebracht. Ook lépe pochopit potřeby výrobních out control de las inversiones y la taciones trasversales: Supply chain, ca- nsversale per- mavý z hlediska aktivit. Mezi st subject of specific action Een nieuwe industriële expertisegroepen en tra týmům za odvedenou 2009: nosný rok zvláště pokud jde o investice,rava a nabídn investic výrobního innovación en el campo de la lidad y ofi očítáme zahá- cios industriales.” some 7,500 employee thumbprints are t gebied van sup- formancecentra op he práci a za tyto úspěchy, jim odpovídající řešení. Příp cíli jmenujme spuštění anového zavedení nové Para Jean- organisatie, projecten op ustriële vak- Mezi realizované projekty p bybelu čná týmová producción. Son muchos los Philippe Gourdon, Director de Ingeniería, ply chain, kwaliteit en ind De ingebruikname van de productielijn Mini Babybel in Michalovce (Slowakije), pro rok 2010 byla tedy skute blaho- závodu ve Vietnamu „Činíme tak se het gebied van voorraad- . Voor een van de grote projecten in 2009 van DITG. jak lidské, tak technické, jení provozu výrobní linky Mini Ba kapacit Seguridad y Medio Ambiente de Bel, eld” Hubert Mayet si mimo jiné výrobní kapacity v Kanadě. u a s tím, proyectos gestionados con gebieden verder ontwikk orna de něž diverse můžeme být na Slovensku, navýšení výrobních cké práce.“ último trimestre de 2009 también ha es- La puesta en marcha de la línea Mini Babybel en Mi vermindering, investerings- irecteur en- lectieve mobilisatie vo , specifi éxito gracias a la coopera- “el grandes proyectos de la DITG en 2009. Jean-Philippe Gourdon, d ntensievere sa- ctieverhoging, záměrem zůstat co nejblíže terénaše zna- beheer en productie- milieu van Bel, gekenmerkt door een i projecten zoals produ právem hrdi. V roce 2010 v severní Africe, zavedení nové tado marcado por la creación de una chalovce (Eslovaquia) era uno de los gineering, veiligheid en uctie-afdelin- n investerings- že poskytneme místním týmůmzici metodikun ción efi caz entre las fábricas Nº21 MARÇO/ABRIL DE 2010al van 2009 menspraak met de prod voorraadvermindering e nás čekají nové výzvy. función de seguridad”. Haiti’dekiH depremuna intensifi plans at Bel production innovaties. Projecten die “stond het laatste kwarta REORGANIZAÇÃOR werken manažer technických losti. Chceme jim dát k dispo y la sede. Aprovecho este cación de la comunicación gen. “We wilden meer samen upřesňuje Hubert Mayet. succesvol verliepen dankzij oprichting van beheer.” Musíme tedy pokračovat Thierry Vialard, a prostředky,“ RSE:R sırasında ölencon las fábricas. bricas así como el aumento de la pro- ook in het teken van de met operations, aldus Jean-Philippe Svědectví nictvím sjed- espacio para agradecer a los 2009: un año satisfactorio “Hemos decidido tra- affixed to the mast of the Groupe Bel služeb společnosti Bel Egypt een doeltreffende e v úsilí. Já ale vím, že mohu rní Děje se tak hlavně prostřed i a rozvo- Claire Chrétien’inbajar con el nivel operativo desde una ductividad, la reducción de las existen- een veiligheidsfunctie.” Gourdon. Op deze manier krijgen w Střední východ a seve Pazarlama:P equipos el trabajoTedarikçilerid realizado dey Entre los proyectos realizados, conta- hoeften van Koers op 2010 počítat s dynamikou a se zóny MONA ( zi styčnými nocování standardů bezpečnosty. „Jedná fase más temprana, cias y la gestión de las inversiones.” samenwerking tussen de een beter beeld van de be belooft 2010 Afrika). Spolupráce me los logros conseguidos,işin içine katmaka la mos con la puesta en marchaanısına de una saygı confi rma Jean- t Na een zeer druk 2009, „Průmyslové Průmyslového a ük Philippe Gourdon. productievestigingen en he A DITG opem het gebied acçãoprofesionálním přístupem osobami v rámci ci jem odbornostiTüketicinin v oblasti údržb kalbine,“ ujišťuje Okuyunuz s. 4 2009: een succesvol jaar de fabrieken, met name r te worden. We a technické vez humanos y técnicos, de línea de producción de Mini Babybel en De esta manera, ten: start van evenmin een rustig jaa lství Skupiny a zástup se o velký projekt pro rok 2010 podemos comprender mejor las nece- hoofdkantoor. Ik maak van EDITORIALEen greep uit de projec ften, en kunnen týmůet de Průmyslovéhovoor- a ředitelství technického ředite možnila mimo jiné doğrudan„Cílem dalış je zavést Rumbo a 2010 units around the world. Mini Babybel in van investeringsbehoe gaan onder meer starten m výrobních závodů u los que podemosOkuyunuz sentirnos s. 3 Eslovaquia, el aumento de la capacidad sidades de las fábricas, especialmente aanreiken. De technického ředitelství je skutečným právné praktiky. Jean-Philippe Gourdon. tačem za Tras un denso 2009, 2010 también se deze gelegenheid dan ook een productielijn van we adequate oplossingen ouw van een natrvalo zavést s orgullosos. En 2010, nos de producción en África del Norte, el de productie- eden voor bereidingen voor de b dirigentem“ nické ředitelství řízení údržby asistované počí ostupů. en términos de inversión y proponerles presenta movido. Uno de los objetivos Slowakije, verhoging van voorbereidende werkzaamh namSkupiny. en nieuwe Společně Průmyslové a tech častní přípravy Okuyunuz s. 2 lanzamiento de una línea de Apericube gebruik om mijn dank uit te tart van eenEntre a reorganização e os projectosnieuwe fabriek de in Viet envergadura, a Direcção Vzhledem k tomu, dy účelem optimalizace našich p aguardan nuevos desafíos, soluciones más adecuadas. La prepa- es la preparación del lanzamiento de capaciteit in Noord-Afrika, s van 2010 wa- Skupiny se rovněžestičními ú rozpočty, k ndardizo- sailboat. installerenpřispějeme in k napsání spreken aan iedereen die de investeringsprojecten productiecapaciteit že mám na starosti a dohledu nad inv por lo que debemos conti- específi ca para Japón y la moderniza- ración de las inversiones 2010 ha sido voor Japan specifi eke productielijn voorIndustrial e TécnicaHubert do MayetGrupo (DITG) teve em 2009turen uma forte actividade, yslovou bezpečnost ostupy a dodržování Ve stejném duchu chceme sta rnost v una nueva fábrica en Vietnam y la im- ren dus echt teamwork.” “We willen de lokalebudoucnosti struc společnosti nás upozorňuje na p ción de la fábrica de las Azores. El año un auténtico trabajo de equipo.” hieraan heeft bijgedragen. nisering van de et “de col- Canada. údržbu, práce a prům Egypt, jsem v gramu. Tím se z vat naše zařízení a zúročit odbovoří silnou nuar nuestros esfuerzos. Bel Grubu plantación de nuevas capacidades de Apéricube en de moder is bijzonder ingenomen m havenBel. en stellen ve společnosti Bel časového harmonodirigent, jenž nám 2009 también ha estado marcado por Hubert Een menselijke en technische k werd 2009que perdurará em 2010. zo veel mogelijk hand ktu s Průmyslovým něj stává skutečný m oblasti technologie, která t Pero sé que puedo contar ile çalışanların Mayet se felicita porque producción en Canadá. fabriek op de Azoren. Oo n middelen pravidelném konta podporu a je pojítke • “la movilización elstvím Skupiny. poskytuje důležitou . común ha sido muy intensa en las fá- “Actuamos prestatie waar we trots op o, o onze expertise, methoden e , a technickým ředit kými týmy Skupiny stránku společnosti Bel.“ con el dinamismo y la gazetesi permaneciendo muy próximos al terre- kale teams” íklad pracovali na s různými technic kunnen zijn. In 2010 staan we e reor- ter beschikking aan de lo Nedávno jsme např kacích týkajících profesionalidad de los no y poniendo nuestra pericia al servi- Thierry Vialard,al verantwoordelijkecomo para todo o Grup et. DitHubert doen weMayet, technických specifi voor nieuwe uitdagingen en Het verhaal van ypte ubert verduidelijkt Hubert May slového equipos de la DITG. Juntos Testimonio Thierry Vialard, cio de los equipos locales a quienes technische dienstano Bel 2009 Eg foi sinónimo d lementerenViceprezident Průmy Responsable zetten we onze inspanningen e da onder meer door het imp ví Skupiny del Servicio Técnico Bel Egipto deseamos ofrecer la metodología y los ganização para a DITG. H idsnormena technického en ředitelst A tribute to contribuiremos a escribir el betreffende een aantal fabrieken in het van uniforme veilighe medios necesarios”, onverminderd voort. Ik weet Mayet, vice-presidentécnica da Bel, ikkelen op het futuro de Bel. “DITG is als een Midden-Oosten en Noord-Afrika. Door door expertise te ontw CSRC : ClaireCl Chrétien, “La DITG es un Mayet. Eso pasa esencialmente precisa Hubert por la dat ik kan rekenen op de “A DITG reviu “Het is een heel 2/03/10 19:16:52 Norte. La colaboración de los interlocu- orkestleider” Tde samenwerking met medewerkers van auténtico director direcção industrial e t gebied MarketingM van onderhoud. : gettingt who was killed in the tores de la DITG con los representantes homogeneización de los estándares de dynamiek en professionaliteit de DITG en vertegenwoordigerscionamento van de , verzekert de orquesta” Sucessos Uit hoofde van mijn comenta este intenso ano: goingbelangrijki to projectthe heartvoor 2010 suppliers Haiti earthquake Hubert Mayet, de las fábricas ha permitido, entre otras seguridad y por el desarrollo de una van de medewerkers van functie als verant- fabrieken hebben we goedeirecção praktijken industrial We willen een Como encargado del cosas, perpetuar las buenas prácticas. os seus modos de fun Jean-Philippe Gourdon. Vicepresidente de excelencia en mantenimiento. woordelijke voor het kunnen vastleggen. Ook neemtando das DITG fábri- of consumer rhoudsbeheer involved See p. 4 mantenimiento, de las La DITG participa también en la DITG. Samen werken we aan humanos e implementando uma d computergesteund onde No 21 MART/NISAN 2010 la Dirección de un campo importante para “Se2010, trata onderhoud, deel aan de voorbereiding ens follow-up de desen- procesopti- See p. 3 Industrial y Técni obras y de la seguridad preparación y en el seguimiento de los de toekomst van Bel. van investeringsbudgetten door ons interestsopzetten ten behoeve van ca del Grupo industrial de Bel Egipto, tengo técnicos werkzaamheden em cada zona e aproxim , reforçá- presupuestos de inversión, indicándo- asegura Jean-Philippe Gourdon. te begeleiden in de procedures en DailyBel_N21_TCH_JVDANAT3.indd doel willen we 1 contactos regulares con la DITG. en industriële veiligheid van de cas uma parte das estrutura ção e de Seemalisatie. p. 2 Met hetzelfde YENİ ORGANİZASYON nos los procedimientos y el calendario idea es organizar una gestión del man-La Hubert Mayet, Em 2009, a direcção tijdschema’s. DITG is als een orkest- tandaardiseren Recientemente, por ejemplo, hemos ustrie productievestiging van Bel Egypte, heb volvimento. Ao mesmo tempo ook onze installaties s pertinentes. Se convierte así en un tenimiento asistido por ordenador para vice-president directie ind leider die wezenlijke steun biedt en de trabajado en las especifi industrialik regelmatig e técnica contact met do DITG.Grupo Onlangs ais: supply chain, knowhow, de rodutividade, a caciones auténtico director de orquesta que nos schakelmos os vormt pólos tussen de especializa de verschillende en onze technologische técnicas que afectan a varias fábricas optimizar nuestros procesos. Con esa en techniek Groep levouhebben a cabowe bijvoorbeeld importantes samengewerkt es industriais.” italiseren.” • a gestão dos ofrece un apoyo esencial y actúa como caties technischeperformance teams transvers van de Groep. krachtO arranque van de da Groep, linha Mini kap Babybel em Michalovcecomo (Eslováquia) o aumento foi um de dos p grandes projectos In-house magazine de la zona Oriente Medio-África del misma intención, deseamos estanda- aan technische specifi rdon, Director un vínculo entre los diferentes equipos tarefas, tais como a qualidade e actividad da DITG em 2009. redução dos stocks e Grubun Endüstriyel ve Teknik do diálogo coms for Bel Group técnicos del Grupo. rizar nuestras instalaciones y rentabili- implementação de uma nova Para Jean-Philippe Gouança e ambientemente investimentos”. BAŞYAZI cado por um reforço employees zar la pericia tecnológica que constitu- organização industrial, a de engenharia, segur “Decidimoste trabalhar operacional, mai “o ano de 2009 foi igual as fábricas. 2009, 2010 ye la punta de lanza del Grupo Bel.” redução dos stocks, o da Bel, no último trimes- e Gourdon. Rumo a 2010 İdaresi (DITG) harekete geçti ça”. a montante com a par mado. Entre os • marcado pela criação, cer melhor as Após um denso ano de controlo dos investimentos e confirma Jean-Philipp ção do lança- tre, de uma função seguran s, em1/03/10 espe- 19:08:43prevê-se igualmente ani DailyBel_N21_VE.indd 1 a inovação em matéria de co Assim, podemos conhe a no Vietname estimento, pro- objectivos, está a prepara Yeni Organizasyon ve büyüme projeleri arasında, Grubun Endüstriyel produção. Todos estes zados, conta- necessidades das fábrica as capacida- 2009: um ano benéfi is adaptadas. mento de uma nova fábric projectos foram geridos com de uma linha de cial em termos de inv . «Fazemo- ve Teknik İdaresi (DITG) 2009’da desteklenen bir faaliyet başlattı, bu faaliyet DailyBel_N21_VN.indd 1 Entre os projectos reali imentos para e a implementação de nov sucesso graças a uma ybel na Eslová- pondo-lhes soluções ma caz entre as mos com o arranque verdadeiro des de produção no Canadátante próximos do 2010’da da devam ettirilecektir. No.21 MARCH/APRIL capacidades 2010 A preparação dos invest Marketing: cooperação efi produção de Mini Bab lo permanecendo bas ossa experiência 1/03/10 18:58:52 o Norte, com 2010 constituiu assim um Aliás, Hubert Einblicke in SÖV: fábricas e a sede. Aproveito quia, com o aumento das “a mobilização terreno e colocando pasa n locais a quem trabalho de equipa.”REORGANIZATION todologia e Die Lieferantenrubun tamamında olduğu gibi, Wir trauern um assim esta oportunidade de produção na África dlinha de Apéri- em campos ao serviço das equi das Herz des Mayet felicita-se pois a t. Isto passa DITG için de 2009 yılı Yeni Claire Chrétien, die beim para agradecer às equipas o lançamento de uma desejamos propor uma me einbeziehen ca para o Japãoa dos eAçores. com a comum foi bastante forte geneização Verbrauchers Organizasyon ile eş anlamlı todo o trabalho realizado e cube específi meios», indica Hubert Maye Erdbeben in Haiti ums Lesen Sie auf S. 2 Lesen Sieolmuştur. auf S. 3 Hubert Mayet, Bel todos os sucessos modernizaçãoEDITORIAL da coufábric igualmente mar- The DITGessencialmente in pelaaction homonça e pelo desen- Hem insan Leben gekommen ist pecialização ema Gendüstriyel ve teknik idaresi başkan yar- alcançados, não só humanos O ano de 2009 fi responsável das normas de segura kaynağı, hem de el Egipto dımcısı, bu çok yoğun yılı tekrar ele alarak, Lesen Sie auf S. 4 mas também técnicos. Estes Thierry Vialard, volvimento de uma“Trata-se es de uma obr rojects, kept the Bel “DITG, her bir alanda assegura Jean- teknik başarılar şunları söylüyor: sucessos deixam-nos Testemunho pelo serviço técnico da B manutenção. da zona MONA (Médio Oriente África importante para 2010,A ideia consiste em s (DITG) busy during 2009, endüstriyel bir idare yerleştirerek ve gelişme- bastante orgulhosos. Reorganization, coupled with the roll-out manutenção of major p 2009 yılında, Grubun do Norte). A colaboração entre Philippe Gourdon. yapılarından bir kısmını fabrikalara yaklaş Esperam por nós novos or com o intuitoe. endüstriyel ve teknik “A DITG é os correspondentesGroup’s Technical da DITG e os and Manufacturingorganizar a gestão da Operation tırarak, işleyiş yöntemlerini gözden geçir- desafi os em 2010. Devemos um verdadeiro representantes das fábricas permitiu, processos. Do idaresi, örneğin yeni and 2010 promises to deliver assistida pormore computad of the sam miştir. Uzmanlık alanlarını ve yatay assim prosseguir com os chefe de entre outros, perenizar as boas práticas. s standardizar endüstriyel organizasyonun Zeitschrift A DITG participa igualmente na de optimizar os nossos performansı aynı anda güçlendirdik: orquestra” focar-nos sobre yerleştirilmesi, stokların für die Mitarbeiter yük nossos esforços. Mas sei preparação e no acompanhamento dos mesmo modo, desejamo Tedarik zinciri, kalite ve endüstriyel bölüm.” Como encarregado orçamentos de investimento, indicando- a que constitui azaltılması, yatırımların der Bel-Gruppe que posso contar com o da manutenção as nossas instalações e Bel’in mühendislik, güvenlik ve çevre BD21 ARABE VECT 01 nos os procedimentoshe year 2009 e a was agenda marked a by • Michalovce’de (Slovakya) Mini Babybel serisinin baºlatılması 2009 yılında DITG’nin bü dinamismo e o dos trabalhosDailyBel_N21_ARAB_JVDANAT3.indd e da 1 a experiência tecnológic kontrolü ve üretim alanında müdürü, Jean-Philippe Gourdon’a göre, seguir. É igualmentereorganization um verdadeiro within Group projelerinden biriydi. ssionalismo das equipas -03 indd 1 o trunfo do grupo Bel.” yenilik gibi çok önemli işleri “2009 Yılı, son çeyrekte bir güvenlik işlevi- profi chefe de orquestraManufacturing que nos and oferece Technical um artması, stokların azalması ve yatırımların da DITG. Juntos, vamos segurança industrial da Bel Egipto, apoio essencial e faz a ligação com as NR21 mÄrZ/aPril 2010 başarıyla gerçekleştirdi. nin oluşturulmuş olmasıyla da farklılaşan mantenho contactos regulares com ca- Operations as it was throughout “Operasyonel bölümler ile daha yönetimi gibi hususlarda, atölyelerdekidiyerek diferentes equipas técnicas do Grupo. bir yıldır”. sayılabilir. şeklinde teyit contribuir para escrever o a DITG. Por exemplo, trabalhámos T Fabrikalar ile merkez Operational and the rest of the Group. Hubert Mayet, Bel fazla çalışma kararı aldık”, Böylece, ortak seferberlik çok güçlü oldu.” futuro da Bel. recentemente juntos nas especifi arasındaki etkin işbirliği Vice President for the area, looks back at 7 ediyor Jean-Philippe Gourdon. “ sevincini belirtiyor. individualções técnicas relativas success a várias fábricas “The DITG reviewed sayesinde başarı ile 2009: taşıyıcı bir yıl 34 a very intense year. 1/03/10 19:07:1 özellikle yatırımlar yönünden, fabrikaların 35 Gerçekleştirilen projeler arasında, Hubert Mayet, During 2009, the Bel Group’s its operating practices, appointing new yönetilen bir o kadar proje... 2010 Aşaması NEUor Slovakya’da bir Mini Babybel üretim hat- ihtiyaçlarını daha iyi kavrayabiliyoruzerebi- ve Vice-presidente da Direcção manufacturing and technical manufacturing managers in each zone GerçekleştirilenGANISATI tüm oN Yoğun bir 2009 yılından sonra, 2010 yılı er tının faaliyete başlaması, Kuzey Afrika’daı, kendilerine daha uygun çözümler ön Industrial e Técnica da Bel management team was and developing a closer relationship be- bu çalışma ve gurur da hareketli geçeceğe benziyor. Hedefl EDITor üretim kapasitelerinin arttırılmas liyoruz. Bundan dolayı 2010 yatırımlarınındu.” called on to handle major tween our factories and product develop- IAL arasında, Vietnam’da yeni bir fabrikanın duyabileceğimiz hem insan Japonya için özgün bir Apéricube ürün - hazırlanması tam bir ekip çalışması“üretkenliğin ol projects, such as the setting ment. At the same time, we strengthened Diekaynağı, hemDITG de teknik in AktionDiğer taraftan, Hubert Mayet lansman hazırlığı ve Kanada’da yeni üre- dizisinin piyasaya çıkarılması ve Azor ada up of a new industrial our cross-functional centers of expertise f the most important tim kapasitelerinin uygulamaya sokul- lovce, Slovakia, one o tüm bu başarılar için ekiplere larındaki fabrikanın modernizasyonu and performance, supply chain, quality oduction line in Micha ması var.“Bunları, sahaya çok yakın kalarak organization, a reduction in Jean- The Mini Babybel pr and running. teşekkür etmek için bu TG in 2009, is now up and manufacturing techniques.” projects for the DI yerel ekiplere uzmanlığımızı ve diye metodları açıklıyor inventories, strict control satırlardan istifade01/03/2010 22:02:30 ediyorum. Philippe Gourdon, Engineering, Safety projects such as increasing production Bel Mısır teknik aktararak gerçekleştiriyoruz.” P.indd 1 over investments and Zwischen Neuorganisation2/03/10 19:27:25 und weitreichenThierry Vialard, DailyBel_N21_V 2010’da bizi yeni mücadele Tanıklık il- manufacturing innovation. and Environmental Director for Bel, adds 2009 was also noteworthy for being a yearvolumes, reducing inventory levels and daire sorumlusu Hubert Mayet. Bunun yolu esas olarak that, “2009 was also noteworthy regard- in which the links between our factories managing investments.” Industriellesahaları bekliyor. und Technische Dolayısıyla, Direktion der Gruden Projekten kann die güvenlik standartlarının homojenleştir All of these projects were “We decided to work ing the setting up of a safety department were strengthened. çabalarımızı sürdürmemiz üzerinde çalıştık. DITG ilgili kişileri ve mesi ve bir idame uzmanlığının geliştiril- successfully managed confirms “DITG tamppe bir (DITG)fabrika temsilcileri für 2009 arasındaki işbirliği, “2010 yılında önemli in the fourth quarter.” upstream with operations,” Setting our sights on 2010eine intensivegerekli. Ama DITGAktivität vorweisen, die a dir” mesinden geçiyor. “This will enable orkestra şefi diğer şeylerin yanı sıra, diye teminat thanks to effective Jean-Philippe Gourdon. 2009 was a year full of developments ekiplerinin, dinamizm uch 2010 andauern wird. işler yapılması söz konusudur.” Amaç, Bel Mısır’ın idamesi, iyi uygulamaların da kalıcı olmasını collaboration between the us to better understand the needs of our veriyor Jean-Philippe Gourdon. “ ce. 2009: a thriving year and 2010 is shaping up to be no differ- ve profesyonelliğine çalışmaları ve sağladı. DITG, bize takip edilecek plants and head offi Starting a new production line for Mini plants, in particular when it comes to in- ent. Preparations for the launch of a new güvenebileceğimi biliyorum. muameleler ve takvimi bildirerek, yöntemlerimizi optimum hale getirmek için,n ie in der gesamten Grup endüstriyel I would therefore like Babybel in Slovakia was among the list vestment, and to offer them the solutions factory in Vietnam and the creation of Birlikte, Bel’in geleceğini - güvenliğinden aynı zamanda yatırım bütçelerinin bilgisayar yardımıyla idame yönetimini pe war das Jahr 2009 für to take this opportunity of major projects undertaken this year, that are best suited to their needs. This expanded manufacturing capacities in yazmaya katkıda sorumlu bir kişi olarak, hazırlanması ve takibine de düzenlenmesidir. Aynı niyetle, tesislerimizi together with the increase of our manu- resulted in making decisionsMenschliche on where to Canada are among und these objectives. die Industrielle und Tech DITG ile düzenli katılmaktadır. Böylelikle, bize hayati standartlaştırmak ve Bel grubunun mızra- to thank our staff for Hubert bulunacağız. - bir destek sağlayan ve Grubun farklı facturing capacity in North Africa, the invest in 2010 a real team effort. ” “We are making progress while keeping nische Direktion gleich aralıklarla temaslarım oluyor. Mesela ğını oluşturan teknolojik uzmanlığı serma- all their work in contributing technische“the Erfolge W - teknik ekipleri arasındaki bağı sağlayan • kick-off of an Apéricube line specifi - Mayet is also pleased to report that, a close eye on local conditions bedeutendand pro- mit Neuorganisation. Hubert yakın zamanda MONA (Orta Doğu- konumundadır. yeye dönüştürmeyi istiyoruz.” to these successes and Kuzey Afrika) alanındaki çok sayıda tam bir orkestra şefi cally for Japan and the modernization buy-in of all those involved2009 was total, führte on viding die Industrielleour expertise to staff on Mayet,the Vice-President der DITG von achievements, on both Hubert Mayet, fabrikayı ilgilendiren teknik şartnameler of our plant in the Azores (Portugal). und Technischeground, Direktion to whom we want to offerBel, stress- both zieht eine Bilanz über dieses inten personal and technical Grubun endüstriyel - der Gruppe methodologieswichtige and resources,”sive Jahr: „Die DITG überarbeitetean yardımcısı ihre levels, of which we can feel head of ve teknik idaresi başk Thierry Vialard, Projekte durch,es Hubert wie Mayet.die This will essentiallyFunktionsweisen, indem sie in jeder proud. Fresh challenges Contribution involve the alignment of safety stan- technical services at Bel Egypt Zone eine industrielle Direktion einführ 2/03/10 19:18:31 any other Einführungthings, der neuen await us in 2010, which will region. Among m dards and an improvement in expertise - en members of the te “Thisund einenis Teil der Entwicklungsstruk require us to continue to “The DITG is an collaboration betwe Industrie-Organisation, ives of the when it comes to maintenance. adds - outstanding DITG and representat turen den Betrieben annäherte. Gleich work hard. I know, however, elped todie establish Reduzierung an important der project for 2010, factories involved h The idea is to - ‘orchestra e DITG also zeitig verstärkten wir die transversalen that I will be able to count on best practices. Th Vorräte, die KontrolleJean-Philippe der Gourdon. conductor’” the preparation Expertise- und Performancepole: Sup the dynamism and - contributed during optimize our process with a computer- I have the responsi vestmentInvestitionen projects by und die DailyBel_N21_TUR_JVDANAT3.indd 1- and tracking of in ized maintenance managementply Chain, system. Qualität und Industrieberei professionalism of the DITG. bility for mainte- procedures and outlining for us the Innovation im Bereich der - nance, works and n addition, it has Working in the same spirit, che.“we will Jean-Philippe be Gourdon, Direktor Der Start der Mini Babybel-Linie in Michalovce (Slowak By working together, we can s schedule to follow. I at Bel Egypt and thu u mightProduktion. call an Allelooking diese to standardize our equipment der DITG im Jahr 2009. contribute to creating a industrial safety served as what yo für Engineering, Sicherheit und Umwelt ei) war eines der großen Projekte r contact with the tra conductor”, have been in regula outstanding “orches Projekte warenand erfolgreich take advantage of the beitechnological Bel, erläutert: successful future for Bel. tly worked, for and serving as an „Das Jahr 2009 war DITG. We have recen providing support expertise which is the Bel group’s great- geprägt durch eine Verstärkung des Aus ical specifi cations n thedank Group’s der effizienten auch geprägt vom Aufbau einer Funk example, on techn essential link betwee • - jekten wie Steigerung der Produktivität, of plants in the eams. est asset.” - tausches mit den Standorten. relating to a number various technical t Kooperation zwischen den tion ‚Sicherheit’ im letzten Quartal.“ „Wir haben st – Northern Africa) Abbau der Vorräte und Verwaltung der Hubert Mayet, MONA (Middle Ea beschlossen, mit dem operativen Werken und der Zentrale. Bereich Investitionen sehr stark war“ Group Vice-President, Technical 2009: Ein erfolgreiches Jahr mehr im Vorfeld zu arbeiten“, . and Manufacturing Operations Ich möchte deshalb diese bestätigt Zu den durchgeführten Projekten gehö Jean-Philippe Gourdon. Gelegenheit nutzen, um „Dadurch kön- Kurs auf 2010 ren auch der Start einer Produktionslinie- nen wir die Bedürfnisse der Werke, vor allen Mitarbeitern für die Nach einem ereignisreichen Jahr 2009 Mini Babybel1/03/10 in der 18:56:32 Slowakei, die Erhö allem bei den Investitionen, besser ver geleistete Arbeit und für die - kündigt sich auch ein voll gepacktes Jahr hung der Produktionskapazitäten in - stehen und ihnen besser geeignete sowohl menschlichen als Lösungen vorschlagen. Die Vorbereitung 2010 an. Zu den Zielen gehören die Vor Nordafrika, die Einführung einer spezifi - - bereitung der Inbetriebnahme eines A_VA.indd 1 auch technischen Erfolge, schen Cheese&Fun-Linie für Japan und der Investitionen 2010 war somit eine DailyBel_N21_JVD neuen Werks in Vietnam und der Aufbau auf die wir stolz sein die Modernisierung des Werks auf den echte Teamarbeit“. Hubert Mayet freut neuer Produktionskapazitäten in Kanada. können, zu danken. Azoren. Und das Jahr 2009 war auch sich im Übrigen darüber, dass „ die „Dabei arbeiten wir sehr eng mit den ein 2010 erwarten uns neue gemeinsame Mobilisierung zu den Pro - zelnen Betrieben zusammen und stellen- Herausforderungen. Wir Bericht unsere Expertise in den Dienst der lokalen müssen deshalb unsere Thierry Vialard, Leiter der technischen Belegschaften, denen wir eine Methode Bemühungen fortsetzen. Abteilung Bel Ägypten und Mittel an die Hand geben möchten“, Doch ich weiß, dass ich präzisiert Hubert Mayet. Dies erfolgt im „Die DITG ist ein auf die Dynamik und Kollegen der DITG und den Vertretern Wesentlichen über die Homogenisierung echter Dirigent“ der Werke erlaubte es unter anderem, Professionalität der Teams Als Zuständiger für der Sicherheitsstandards und die Ent die guten Praktiken dauerhaft - der DITG zählen kann. Wartung, Arbeiten wicklung einer Wartungs-Expertise. einzuführen. Die DITG wirkt auch an „Das Gemeinsam werden wir und industrielle der Vorbereitung und Kontrolle der ist ein wichtiges Projekt für 2010“, Sicherheit bei Bel versi- einen Beitrag zur Zukunft Investitionsbudgets mit, indem sie chert Jean-Philippe Gourdon. Ägypten habe ich uns die einzuhaltenden Verfahren und „Die Idee von Bel leisten. regelmäßige Kontakte mit der DITG. dabei ist, eine Computergestützte War Zum Beispiel arbeiteten wir vor Kurzem den Zeitplan mitteilt. Auf diese Weise - fungiert sie als Dirigent der uns, tungsteuerung einzusetzen, um unsere Hubert Mayet, an den technischen Spezifikationen dem „Orchester“, eine wesentliche Prozesse zu optimieren. Mit demselben Vice-President Industrielle und für mehrere Werke der MONA-Zone (Mittlerer Osten-Nordafrika). Die Unterstützung zukommen lässt und Ziel möchten wir unsere Anlagen stan Technische Direktion der Gruppe - Zusammenarbeit zwischen den die Verbindung zu den verschiedenen dardisieren und die technologische Ex technischen Teams der Gruppe herstellt. pertise, die die Speerspitze der Bel-Grup- pe bildet, besser nutzen.“ - •

JavierOne afternoon on the ’sbeach. story Javier and his family were walking along a calm and protected stretch ® of beach. Off on the horizon, he saw a red sailboat® (The Laughing with a familiar Cow ).image on its sail. For Javier, it was La vaca que rie “Look!” said his grandfather. “Your favorite cheese is crossing the seas and oceans.” Tomorrow, Javier will go to the port to get a closer look at the sailboat and its crew, who fly Bel’s colors and uphold its values the world over. Perhaps there he will meet a few Bel employees who themselves have come to admire the Groupe Bel. The flagship vessel has forged a genuine Acting within bond among Bel subsidiaries, which, in turn, advance the mission of sharing smiles with all the communities the Group has gotten to know. communities to broaden the world ’s smile

Present in numerous countries to be closer to its customers, Bel invests in the communities where it operates to ensure that its activity is respectful and a source of momentum for local growth.

37 Communities

CSR data

the end of 2009, the targets for the THE ENVIRONMENT, Limiting 2003-2012 plan had practically been 100% met (see table below). As a result, of dairy suppliers to Bel environmental new targets will be set in 2010. in France have signed the A COMMON PROPERTY Key performance indicators “Dairy Farmer Best impact measured each year and published Practices Charter”. in a company reference document Efforts to minimize the environmental called the DDR are used to assess TO BE PRESERVED impact at Bel’s manufacturing sites are the progress made at the production notably aimed at lowering water and units. In 2009, the report showed plants are certified energy consumption and cutting all significant improvement. 6 ISO 14001*. Respecting the environment is a core principle forms pollution, such as greenhouse In the area of water, efforts are aimed A responsible dialogue gas emissions and waste production. primarily at lowering consumption of Bel’s commitment to communities and it goes and wastewater discharges, followed hand in hand with the overall view of seeking to with the agricultural by treatment optimization. For fossil reduce the environmental impact of all Group Long-term view fuels and greenhouse gas emissions, -19.1% The amount by which CO2 activities. world the Group is also striving to reduce The Group’s efforts, for which consumption by improving processes emissions were lowered at LCA has brought to light the weight of dairy and dairy ambitious targets are set in all and equipment, thereby decreasing the production units from raw material production in the environmental footprint areas of environmental impact, are heat needs and increasing the 2003 to 2009. of cheese manufacturing, prompting Bel’s response programmed over several years. By recovery rate. Effort is based to contribute to “sensible” agriculture. French and * The international standard for Dutch milk collection rights, which account for 70% of environmental management. on LCA the 1.7 billion liters of milk acquired directly from dairy farmers, have the most sophisticated controls over Life Cycle Analysis (LCA) uses various barometers to production conditions. These certified systems handle 2003-2009 2003-2012 measure the environmental impact of a product quality, food safety, animal health and well-being, and Results Targets over its entire life cycle, from raw material environmental protection. In France, which accounts 3 production upstream, to manufacturing, 30% of milk collection rights, the Group relies Water consumption (m /t) - 20.8% - 20% packaging, transport, and waste disposal. on the “Best Farming Practices Charter.” Fossil fuel usage in metric ton oil Because LCA assesses the phases with the One hundred percent, representing equivalent (TOE) per metric ton of cheese - 19% - 22% strongest impact, it can identify priority 1,400 dairy farmers under contract produced areas that need action. Bel ended 2009 with Bel in France, signed the charter Greenhouse gas emissions (CO2 in kilograms per metric ton of cheese - 19.1% - 22% with LCAs begun on six core brand following an assessment by a Bel produced) references. All its products stand to technician, trained and authorized to check for benefit from the assessments. The compliance. In addition, Bel dairy farmers formally Non-recycled solid waste (kilograms per metric ton of cheese produced) - 22.2% - 42% resulting action plans will be progressively deployed commit to an improvement plan, over the course of on a product-by-product, site-by-site basis. which Bel experts continue their support.

to implement and follow Durable up the actions necessary to reach the company’s involvement goals in this area. An Life cycle analysis example Raw materials, including environmental safety ® for manufacturing a 12-portion box of The Laughing Cow in Dole, France the production of milk and the While the idea of preserving natural engineer supports and manufacture of solid raw materials resources may be more advanced and coordinates the entire used in product formulations Greenhouse Energy Water better known in some countries than network, and ensures that gas emissions (in %) consumption (in %) consumption (in %) (including transport). Manufacturing and packaging others, Bel believes it has the same best practices are spread 83 63 73 of cheeses at Bel production units. importance everywhere and should and shared. Lastly, training Packaging, including the receive the same amount of attention sessions are held regularly manufacturing and transport of 2 4 2 in all countries where the Group is at the production units 8 13 9 packaging to Bel production units. 11 16 16 present. That’s why all 27 of Bel’s to ensure that everybody Logistics and distribution, including storage and distribution production units have an organization becomes a player in Impact of each phase in the product life cycle broken down for the three key indicators to the point of sale in France. dedicated to environmental issues, respecting the environment.

38 39 Communities CSR data suppliers were assessed for their CSR practices in 2009. The goal is 120 to evaluate 350 by 2012.

Environmental concerns are playing an increasingly larger role in packaging design. A DYNAMIC FOR SHARED RESPONSIBILITY

® performance indicators, such as the wax to enclose Mini Babybel . Bel’s sustainable development policy does not stop at the The right ratio of packaging weight to product In regards to packaging end of life, weight and the percentage of material the Group has partnered with company’s doors. To improve its impact on the community, amount of that can be recycled. Targets for these Nespresso to recover and recycle the Group is aware that it has the power to extend its efforts performance indicators will be set as micro aluminum waste at pilot sorting among its suppliers. To that end, Bel has committed packaging of 2010. centers. to undertaking a responsible purchasing program, Lastly, Bel is playing a role in Packaging is one of the defining encouraging the sorting and recycling the cornerstones of which were laid in 2009. characteristics of Bel cheeses, and the Ecological design of its cardboard boxes. For example, symbol of the company’s know-how. an informative comic strip has been Often presented in portion form, the initiatives added on the back of Kiri® boxes in cheeses are practical and delightful France to sensitize young consumers responsibility performance of its to eat. But individual packaging Bel is working with its suppliers to waste recycling. Applying CSR suppliers. An initial portfolio of 120 serves two other functions as well. to reduce the weight of its current suppliers, constituting a representative It makes an appropriate nutritional packaging while guaranteeing in purchasing sample in terms of purchasing, size and snack affordable for consumers and it sufficient levels of safety, quality, geographical footprint, were polled. guarantees food safety. security, and attractiveness for its For starters, Bel decided to integrate The high response rate showed that Despite these advantages, such customers. These efforts involve CSR ideas into the workings of its awareness is already growing. packaging is sometimes criticized for decreasing the thickness of purchasing department. The first step Another positive development was its environmental impact, notably for the aluminum foil around the involved preparing a “Sustainable that none of the suppliers received an the amount of waste it generates. portions that today ranges Purchasing Charter” to share the Group’s eliminatory rating for unacceptable Aware of that impact, the Group is from 10 to 12 microns, as commitments with its suppliers and practices. Bel’s goal is to evaluate its working to reduce its global packaging well as lowering the weight of to encourage continued progress in 350 strategic suppliers by 2012. tonnage at the source to minimize its the cardboard boxes for The terms of the social and environmental environmental footprint. Since 2005, Laughing Cow® and Kiri®. In aspects of their activities. The charter over 1,200 metric tons of packaging addition, the Group along with will be distributed to suppliers during the A ripple effect have been cut, including 320.5 metric research institutes is studying bidding process or at the beginning of tons in 2009 alone. Going even further new, more environmentally trade relations, in an attempt to gain their The evaluation effort opens the With the “Sustainable in this direction, Bel has established friendly materials like vegetable commitment. door to CSR in Bel’s dialogue with Purchasing Charter”, In 2009, purchasing agents at the its suppliers and creates a space for suppliers commit to a CSR policy shared head offices were given sustainable exchanging best practices. It can with Bel. For Bel, CSR also purchasing training courses, which will identify suppliers at risk, necessitating means sensitizing be extended to all purchasing agents in the preparation of joint plans for young consumers 2010. improvement. supplier selection criteria to environmental These action plans, initiated by during the bidding process problems. the suppliers, are also aimed at in 2010. All else being equal, the Over Supplier strengthening the business ties that decision tends to favor the supplier Bel seeks to reinforce. Following the whose CSR commitments most closely evaluations 2009 evaluation campaign, the first resemble those of the Bel Group. 320 joint action plans are expected to be metric tons of With the help of the EcoVadis company, implemented in 2010. Furthermore, in the Group also launched an effort to line with the policy’s prevailing view, packaging was assess the environmental and social Bel will include a CSR weighting in its CSR data eliminated in 2009.

40 41 Communities

Bel’s Corporate The Bel Group financed in full INVOLVEMENT the construction of day care Foundation center in Mali for the SOS Villages d’Enfants association. IN SOCIETY’S CHALLENGES Bel’s business is to offer consumers www.sosve.org tasty, useful and healthy products. That’s a big responsibility because its products often address children, and food plays such a crucial role in the development and well being of everyone. Founded by Bel and Unibel Philanthropic and sponsorship activities are in 2008, the Bel Corporate Foundation is the result of the willingness of the natural extensions of Bel’s responsibility to Group’s shareholders to strengthen society. Through its brands and corporate Bel’s charitable role in societal issues. foundation, the Group takes action in line with its values related to the societal challenges Helping the well-being of children facing the territories where it is present. The Bel Foundation focuses on children and their well being in Bel Germany and France and around the world, notably ® Leerdammer led the Ein in two influential areas, food and separated from their parents, a place Herz für Kinder operation environmental protection. Rather than where the children can be raised in a to support disadvantaged children. back weighty and long-term projects, family setting until adulthood. The Bel Red Nose Day! the Foundation favors a patchwork Foundation financed the construction approach of hope-inspiring actions, of a day-care center in Mali for the Group brands play a role in the commitment to Bel UK employees played a personal role in a strong which placed end-to-end, create association, in perfect accordance with societal challenges in countries where Bel operates. advertising and donation-collection campaign that positive momentum for children. its role. Some 50 children are housed Mini Babybel® offers an example in the UK, where Bel netted over £305,000, or €350,000. there, and families receive information CSR data UK has been involved in several ambitious projects. That success stemmed in large part from employee 10 projects supported around about food and the prevention of Mini Babybel® is a sponsor of Red Nose Day, a involvement and the spirit of the operation, a marriage the globe diseases and accidents. national event aimed at raising money to fight poverty of generosity and laughter, in perfect harmony with the In its first 18 months of existence, projects supported and help disadvantaged children. In 2009, spirit and values of the brand and Bel. the Foundation has aided 10 projects 10 Getting employees involved by the Bel Foundation led by 9 non-profit associations in In December 2009, the Foundation 6 different countries. selected seven new projects and sought Compas Austral, France Among the projects is SOS Children’s to encourage Group employees to SOS Villages d’Enfants, Mali Villages, a 50-year-old non-profit that participate in the Foundation’s life and SOS Villages d’Enfants, provides a welcoming home for children mission. The Board of Directors set up Madagascar 10 grants to be awarded each year for actions led by non-profit associations, in Un Regard, un Enfant, Morocco £305,796 were raised for Comic Relief, a non-profit line with the Foundation’s mission and Agronomes et Vétérinaires association, as part of “Red sponsored by Bel employees. Sans Frontières, Mali Nose Day”, sponsored by Antenna Technologies, Mini Babybel® in the UK. Madagascar

Foundation website La Voie de la Lune, France The Foundation’s website at Les Amis de la Haute‑Égypte, www.fondation-bel.org offers Egypt a presentation of the initiatives Oiseau-Lire, France supported. Non-profits can also use Pour un sourire d’Enfant, the site to submit projects to Bel’s Cambodia Board of Directors.

42 43 Dashboards

46 CSR dashboards 54 Summary management report 56 Consolidated income statement 57 Consolidated balance sheet 58 Consolidated cash flow statement

45 CSR dashboards

CORPORATE SOCIAL RESPONSIBILITY

Corporate Social Responsibility (CSR) is now an integral Bel’s CSR effort is under way and it the time has come to deploy the Group’s is expected to lead to the development seeks to irrigate all Group operating overall strategy in each of the functions of differentiated roadmaps for each of part of Bel’s business development strategy. Its aim is to activities. At the organizational level, a and regions. the major countries where the Group enable the Group to pursue sustainable and profitable steering committee sets the tone by It’s a particularly delicate exercise operates. End 2010 is also the deadline growth, while making a positive impact where it operates. exploring and proposing key guidance, requiring adaptation to a variety of local for the consolidation of higher precision Accordingly, CSR has become a strategic imperative that which is then submitted to the Group realities because Bel’s many operating performance indicators in all areas, to Management Committee, where the CSR subsidiaries are spread over five enable better CSR guidance. extends to all Group regions and functions. function has permanent representation. continents. Nevertheless, the overall objectives and The CSR network is supported by In many cases, local regulations and/or partial indicators, which figure in the dedicated functional heads, who lead cultural diversity will require localization following dashboards, already show working groups specific to each major work that will likely take a considerable key programs associated with the five function. After a long period devoted to amount of time. The process, however, is pillars underpinning CSR across the a complete inventory and prioritization, now under way and by the end of 2010 entire Group.

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

1. Develop a coherent nutritional policy on an international Group scale recognized • Goals to improve the nutritional composition of our international • Develop action plans based on the “Nutrition Passport” for all four An affordable and validated by nutritional experts. brands (“Nutrition Passport”) were established and of the Group’s operational regions. nutritional subsequently validated by the Group Management Committee. benefit

• Target thresholds and limits were established for calcium, • Identify and launch formulation renovation programs to reach Bring an affordable and adapted 2. Adapt the formulation of our products by 2015 to composition targets recom- fat and salt, three essential nutrients in our products. nutritional composition targets set for 2013 and 2015, depending nutritional benefit to the widest mended and validated by a panel of experts. on the brand. number of customers through our products. • Where relevant, formalize the progress process through publicly stated charters (minimum in France in 2010).

3. Strengthen the organization dedicated to nutrition; train teams. • Ad hoc committees were created, and the international • Strengthen existing training programs and determine the target “nutrition network” was set up and activated. audiences.

• Raise awareness of the Group’s nutrition program among all 11,500 employees within the 33 subsidiaries and in 15 languages.

• Build a nutrition dedicated portal aimed at all employees.

4. Make our product range more affordable for consumers with very modest • A formulation specially adapted for the nutritional needs of • Launch the product range in Vietnam. purchasing power. Vietnamese consumers was developed.

• Form partnerships with associations aimed at exploring a fair breakdown of added value in the distribution channel.

46 47 CSR dashboards

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

1. Define the mission specific to each of the Group’s international brands in the effort • First frames aimed principally at children were realized for • Formalize the mission of concerned brands using expert opinions to promote responsible behavior by our customers. brands: for each issue. Social role ® of the brands – The Laughing Cow and guidance on nutritional habits, • Prepare corresponding action plans, adapted to local issues. – Mini Babybel® and advocacy of healthy living and Give our brands a “vector of social physical activity, progress” role by encouraging – Kiri® and education, whetting taste. consumers to adopt responsible behaviors. 2. Develop information programs focusing on balanced diets and nutrition. • Initiatives were taken in several countries to provide • Integrate these programs into action plans broken down by information aimed at health practitioners, parents and others. region.

3. Lend our support to social organizations working on behalf of the poor. • Initiatives were taken in most countries pertaining to the • Formalize the “prohibition” of product destruction and set up donation of unsold products or products whose sell-by networks for making donations to non-profits. dates were too short to place the products on the shelves.

4. Adopt responsible communication rules. • Bel France became a signatory of the UDA (French Advertisers • Account for annual commitments and achievements. Association) Charter for responsible communication.

• The worldwide Bel Charter for responsible • Systematically submit the charter to all consulted outside communication was prepared with six commitments and a agencies. particular focus on children: – Improve access to nutritional information, • Ensure that the six commitments are taken into account. – Encourage good eating habits, – Develop promotional offers where the benefit is clear and unambiguous, • Broaden employee awareness about responsible communication – Manage customer-related data with loyalty to our by following the dedicated Belmark training program. customers, – Proscribe behavior contrary to the respect of others • Integrate the CSR management visa in the validation process of in our advertising messages, advertising campaign principles. – Take into account the environmental impact of our advertising efforts.

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

1. Gather reliable, hard data to guide choices and priorities in reducing environmental • A life Cycle Analysis (LCA) of six major reference products • Create and deploy action plans by product, site and life cycle Environment impact. was conducted, leading to the development of a model for phase. and ecodesign the environmental impact of our entire production.

• Key indicators were identified and quantified, including Reducing the environmental water consumption, fossil fuel consumption, greenhouse footprint of all our activities. gas emissions, and non-recycled solid waste.

• Results were presented and awareness raised among all teams concerned.

2. Lower the environmental impact of our production units — 2012 plan compared to • 2009 performance was compared to 2003 • Considering 2009 results compared to 2012 objectives: set new 2003 (measures per metric ton of cheese produced): (measures per metric ton of cheese produced): medium-term targets for key indicators. 3 – Water consumption (m3/t): -20%, - Water consumption (m /t): -21%, – Fossil fuel consumption (TOE/t): -22%, - Fossil fuel consumption (TOE/t): -19%,

– Greenhouse gas emissions (CO2 in kg/t): -22%, - Greenhouse gas emissions (CO2 in kg/t): -19%, – Non-recycled solid waste (kg/t): -42%. - Non–recycled solid waste (kg/t): -22%.

• ISO 14001-certify the environmental management systems of the production • Six production units out of 27 total were certified by end • Progressively put environmental management systems into place units with all cheese production sites certified by 2013. 2009. to meet 2013 target.

48 49 CSR dashboards

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

3. Encourage more environmentally friendly farming practices. • Mutual commitments to best practices and other progress were • Revise and strengthen the “Charter of Best Farming Practices” in Environment made with dairy producers in France and the Netherlands, which France (contribution at the initiative of the farming trade). and ecodesign together account for 70% of the Group’s milk collection rights.

• A CSR assessment of raw materials used in new or • Obtain RSPO certification for our supply of palm oil. Reducing the environmental renewed production formulations was implemented. footprint of all our activities.

4. Develop more environmentally friendly packaging. • An environmental impact analysis of packaging was • Strengthen the ecodesign efforts for packaging: conducted as part of a product life cycle analysis (LCA). - Build a database by packaging type, • Key environmental indicators were established, including: - Define targets by packaging type for the Group’s main - Packaging weight per kilogram of cheese, brands, setting thresholds and limits for these references. - Percentage of recycled original material, - Recyclability rate, - Recycling rate.

• An ecodesign manual was drafted for all Group • Recruit an expert in packaging eco-design. employees involved in packaging.

• The establishment of recycling channel for aluminum • Validate the economic viability of the channel at our 3 pilot sites. micro waste was promoted in France (Club Cela, in partnership with Nespresso).

• Packaging was reduced by more than 300 metric tons in 2009, • Continue research on source reduction and alternative materials bringing the total reduction to 1,050 metric tons since 2007. compatible with our production systems.

• Children were encouraged to recycle and made aware of environmental issues through the Kiri® brand in Europe.

5. Take greater account of the environment in non-industrial activities. • An “ecocitizen office” program was rolled out at • Systematically catalogue supplies meeting sustainable Group headquarters to implement selective sorting, development criteria. paper recycling and the reorganization of printers and photocopying machines, etc. • Limit travel by improving the video-conferencing system.

• Sales force eco-driving training courses were given to 25 • Extend the eco-driving training program to other sales forces employees of Bel Foodservice. within the Group.

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

1. Optimize the economic and social usefulness of the Company and its operations in • Thirty-three subsidiaries were operating around the • Model the value of our main locations’ social and economic Community host countries. world. impact; define the KPIs. relations • Twenty-seven production units were located close to consumer areas. Affirming our footprint in all countries where we are present 2. Make our purchasing policy an area of CSR progress that is shared with our • A sustainable purchasing charter was drawn up. • Implement plans to improve the CSR of the supplier group suppliers. assessed in 2009. • A CSR clause was included in contracts and bid invitations.

• CSR performance and practices were assessed for • Deploy the second phase of the supplier evaluations, i.e., the new 120 strategic suppliers. sample of 120 suppliers with a view to assessing all 350 strategic suppliers in the next three years.

• All central purchasing people were trained in sustainable • Continue training among non-central purchasers. purchasing.

3. Set aside a portion of the value created by the Company for the disadvantaged. • Bel’s Corporate Foundation completed its first year of • Continue and track programs. operations with 10 projects in 6 countries, including France, Morocco, Madagascar, Mali, Egypt, and • Strengthen employee involvement by awarding 10 grants annually Cambodia involving the well-being of children or in the for employee-advocated projects to help local communities. areas of the environment and nutrition.

50 51 CSR dashboards

The five pillars Areas of progress (three-to-five year horizon) Position and achievements in 2009 Objectives for 2010

1. Better reflect the diversity of our markets in our teams and promote equality of Growing opportunity. the Bel community • Promote cultural diversity and international integration. • 36 nationalities worked at the Group. • Aim for French-non-French parity at the Group’s main management posts. Developing a community where employees bond with and are at the • 67 employees were expatriated, up 43% vs. 2008. • Raise the percentage of non-French expatriates to 30%. heart of the business plan. 39 employees were promoted internationally.

• Tend toward gender parity. • Of the Group’s 80 primary managers, 20% were women and • Aim for male/female employment parity at the Group’s main 80% were men. management posts.

• Develop specific programs to favor diversity, including the employment of disabled • Employment of disabled persons was developed at • Launch pilot programs to encourage diversity, equality of persons. headquarters (cafeteria management, collections and opportunity and private/professional life balance at subsidiaries in selective sorting in the offices). Algeria, the U.K., France, the Netherlands, Portugal, and Slovakia.

2. Develop a standardized social reporting process for the Group and its subsidiaries.

• Complete the implementation of a Group-wide HRIS by 2012. • The first elements of a consolidated international monthly • Define key performance indicators that are compatible with reporting process were implemented. the diverse HR systems at our 33 subsidiaries.

3. Develop skills, training and safety.

• Make Bel a “talent factory” at all its main functions. • A managerial behavior guide was disseminated. • Determine the target number of annual training hours per employee.

• Be the sector benchmark for skills development. • Efforts to establish guides for Group functions were • Strengthen key functions by developing Campus training continued. programs (10 training programs, including 5 new ones).

• The “Talent Factory” approach was formalized with Morocco • Strengthen training spending for all Group employees. serving as the pilot.

• Develop a “zero accident” policy. • Accident frequency rate totaled 10.29* vs. 37.4 for the French • Make a complete inventory and standardized reporting dairy sector. process at the international level. *Number of accidents with work stoppage, divided by the number of hours worked times 1,000,000.

• A Group safety function and worldwide coordination policy • Increase awareness and communication about the “zero were developed. accident” program.

• Egyptian site became the second production unit to obtain OHSAS 18001 certification.

4. Workforce social protection and benefits.

• Develop good quality social protections adapted to labor conditions at each of our • Best market practices were benchmarked. • Take inventory of all our subsidiaries. locations. • Define priorities on a country-by-country basis.

5. Facilitate labor relations bonds, respect fundamental rights.

• Develop common labor management charters and policies for the entire Group. • Goals and priorities were identified. • Prepare policies and the corresponding commitments for deployment in 2011.

• Draft a Group-wide ethics charter. • Local ethics charters were adopted in Poland and Portugal. • Assemble a working and drafting group to deploy the Group’s ethics charter in 2011.

• Develop a tool to conduct a Group-wide human resources climate survey by 2011. • Design the survey and prepare the action plan.

6. Involve all employees in the Group’s CSR effort.

• Integrate CSR into the company’s operating guidance. • Group Management Committee redefined CSR priorities and • Base action plans at the main operating subsidiaries and validated the Group’s roadmap. functions on Group policy.

• Make employees aware and players in the effort. • Group’s 11,500 employees were made aware of efforts with • Set up a network of CSR correspondents. tools adapted for different audiences. • Introduce an award for best practices.

• Structure for central guidance and functional managers was • Strengthen reporting formalization. beefed up.

52 53 2009 Annual Results

2009 annual results Summary management report M€2,221 Sales M€149 Operating income Key figures € In 2009, consolidated sales in millions of euros 2009 2008 % change M 85 and volume showed strong Consolidated net profit – Group share resilience in a particularly Sales 2,221 2,217 +0.2% turbulent environment. Operating income 149 95 +58% Consolidated net profit – 85 49 +73% Group share

Operating income rebuilt Organic growth, i.e. sales excluding foreign Business in Eastern Europe was severely impacted million, representing 40% of equity at by momentum in Group’s to closely monitor resource exchange fluctuations and changes in the scope by the recession and will require tough measures to end 2009, down from 57% and €483 international markets. allocation. of consolidation, edged down a slight 0.4% for the turn the situation around. million a year earlier. full year, despite a recovery observed in the fourth Despite the uncertainty, quarter. Sales of branded cheeses, the Group’s core The advance in 2009 earnings stemmed from active the Group remains activity, continued to advance, measures implemented since 2008 to cut fixed Dividend confident in the performance of its business model but the growth was not enough to costs and the success of positioning the company’s going forward. The Bel model is based on highly ® Debt reduction offset the contraction in industrial business activity more equally across various On March 24, 2010, the Board of Directors voted differentiated, universal brands (The Laughing Cow , product sales caused by steep price markets. to propose a dividend of €4.85 per share, payable Boursin®, Leerdammer®, Kiri®, and Mini Babybel®) continues. declines. as of May 19, 2010. The dividend is subject to and balanced international expansion, which Operating income, which totaled €149 million, was the approval of the Ordinary General Meeting of spreads risk while offering robust prospects for The “International” and “Americas” impacted by asset write-downs during the year, Shareholders, scheduled for May 12, 2010. growth. regions continued to offer strong notably in Eastern Europe. growth vectors for the Group. Both regions reported double-digit sales growth, benefiting Net financing costs decreased more than 30% Outlook for 2010 from investments made over the past years, the versus the previous year as a result of lower interest adaptation of international brands in the regions’ rates and efforts to pay down debt. After taking into Following the severe global economic turbulence various markets and carefully selected distribution account net financing costs that marked 2009, Fromageries Bel expects market channels. and income tax expense conditions to remain difficult in 2010. for the year, consolidated Sales remain Furthermore, the Group believes the economic In the mature markets of Western Europe where Bel net profit — Group share recovery — if confirmed — will be weak in has strong positions, the Group maintained market totaled €85 million, up from steady. developed countries, where consumer spending share by adapting its sales and marketing strategy to €49 million in 2008, but still is suffering from high unemployment. In response, soft consumer spending. Accordingly, a number of below 2007. a policy of sustained promotional offers will be promotional offers were implemented. Those efforts, needed. coupled with the drop in dairy by-product prices, At December 31, 2009, the Group’s total equity Against this backdrop and new pressure on raw adversely impacted Western European sales, which stood at €902 million, compared with €850 million a material prices observed at end 2009, the Group will were down sharply. year earlier. Net financial debt was reduced to €357 continue its efforts to tightly control fixed costs and

54 55 2009 Annual Results CONSOLIDATED INCOME STATEMENT CONSOLIDATED BALANCE SHEET at December 31, 2009 vs. prior year at December 31, 2009 vs. prior year, before appropriation of earnings

in thousands of euros December 2009 December 2008 Assets (in thousands of euros) December 2009 December 2008 NON CURRENT ASSETS Revenue from sales 2,220,655 2,216,975 Goodwill 382,523 406,340

Cost of goods and services sold (1,517,065) (1,609,884) Other intangible assets 311,234 322,307 Property, plant and equipment 549,419 567,178 GROSS MARGIN 703,590 607,091 Assets available for sale 38,357 51,646 Sales and marketing expense (340,124) (346,470) Other financial assets 1 ,192 236

Research and development expense (17,610) (18,450) Loans and advances 7,157 6 ,493 Trade and other receivables 1,721 12 Administrative and general overhead expense (150,838) (135,010) Deferred tax assets 11,657 6,095 Other operating income and expense 912 953 Non-current assets held for sale 578 720 TOTAL 1,303,838 1,361,027 INCOME FROM ORDINARY ACTIVITIES 195,930 108,114 CURRENT ASSETS Other non-recurring income and expense (46,950) (13,573) Inventories and work-in-progress 178,529 219,135 OPERATING INCOME 148,980 94,541 Trade and other receivables 386,191 411,859

Income from cash and cash equivalents 4,171 13,214 Other financial assets 361 195 Loans and advances 177 243 Cost of gross financial indebtedness (25,278) (44,680) Collectible tax assets 27,336 39,864 COST OF NET FINANCIAL INDEBTEDNESS (21 ,107) (31,466) Cash and cash equivalents 116,281 245,807 TOTAL 708, 875 917,103 Other financial income and expense (3,479) (8,034) TOTAL ASSETS 2,012,713 2 ,278 ,130 PRE-TAX PROFIT 124,394 55,041

Income tax expense (36,770) (6,017) EQUITY AND LIABILITIES (in thousands of euros) December 2009 December 2008

NET PROFIT OF THE CONSOLIDATED GROUP 87,624 49,024 Share capital 10,308 10, 308 Minority interest (2,670) 132 Additional paid-in capital 21,967 21,967 Reserves 846,491 793 ,155 Treasury shares -7,390 -7,757 CONSOLIDATED NET PROFIT - GROUP SHARE 84,954 49,156 EQUITY (Group share ) 871,376 817,673 MINORITY INTEREST 30, 520 32,215 EARNINGS PER SHARE (IN EUROS) 12.43 7.20 EQUITY 901,896 849,888

DILUTED EARNINGS PER SHARE (IN EUROS) 12.32 7.16 NON CURRENT LIABILITIES Provisions 8,729 6,823 Employee benefits 36,105 36,136 Deferred tax liabilities 140,816 133,868 Liabilities related to assets held under finance lease - over one year 81 Long-term borrowings and financial liabilities 409,973 619,239 Other liabilities 33, 529 30,340 TOTAL 629,152 826,487 CURRENT LIABILITIES Provisions 16,016 6,411 Employee benefits 1,947 2,258 Liabilities related to assets held under finance lease - less than one year 82 97 Short-term borrowings and financial liabilities 54,691 98,636 Other financial liabilities 11,010 23,621 Trade and other payables 364,325 435,875 Due tax liabilities 25,085 24,101 Current bank facilities and other borrowings 8,509 10,756 TOTAL 481,665 601,755 TOTAL EQUITY AND LIABILITIES 2,012 ,713 2,278,130

56 57 2009 Annual Results

CONSOLIDATED CASH FLOW STATEMENT at December 31, 2009

(In thousands of euros) December 2009 December 2008

Cash flow from (used in) operating activities Pre-tax profit 124,394 55,041 Adjustments for: Depreciation and write-downs 121,602 68,426 Capital gains (losses) on disposals 5,813 3,202 Reclassification of dividends and borrowing costs 23,876 34,330 Other non-cash items on the income statement (133) (120) Cash flow 275,552 160,879 Increase (decrease) in inventories, current receivables and (4,990) 75,541 payables Increase (decrease) in non-current receivables and payables 666 1, 090 Income taxes paid (20,753) (12,282) Net cash flow generated by operating activities (1) 250,475 225,228

Cash flow from (used in) investing activities Acquisition of activities (included in the scope of consolidation) (1,184) (414,591) Disposals of activities (included in the scope of consolidation) 8,254 Acquisitions of tangible and intangible assets (78,922) (138,022) Disposals of tangible and intangible assets 1,467 1,431 Investment grants received 2,442 10,459 Acquisitions of financial assets (1,860) (1,750) Disposals of financial assets 1,792 7,287 Interest received 61 Dividends received 545 709 Net cash flow from (used in) investing activities (2) (75,720) (526,162)

Cash flow from (used in) financing activities Dividends paid (23,520) (35,090) Interest paid (24,375) (35,096) Treasury shares (2,499) Repayment of debt resulting from finance lease contracts (98) (154) Increase (decrease) in current accounts with entities outside 431 10,537 the scope of consolidation Borrowings and financial liabilities issued 13,744 670,591 Repayments of borrowings and financial liabilities (276,603) (114,839) Bel Group contact information Net cash flow from (used in) financing activities (3) (310,421) 493 ,450 • Guillaume Jouët, VP Communications, Public Affairs and Corporate Social Responsibility Tel.: +33(0)1 40 07 72 50 – e-mail: [email protected] Net increase (decrease) in cash and cash equivalents (1)+(2)+(3) (135,666) 192,516 • Frédérique Gaulard, Head of CSR Net cash and cash equivalents at the beginning of the period 235,051 40,319 Tel.: +33(0)1 40 07 72 50 – e-mail: [email protected] Effect of foreign exchange rate variations (2,147) 2,738 Other items with no effect on cash 10,486 (522) Design and production: Tel.: +33 (0)1 53 23 35 35; photo credits: Stewart Cohen/Getty, DR, Patrick Gaillardin, Net cash and cash equivalents at the end of the period 107,724 235,051 Brian Gordon Green/Getty Images, Groupe Bel, Lisa Klein Michel/Saatchi, Gilles Martin-Raget, Éric Larrayadieu/Interlinks- Image, Seux Paule/hemis.fr, Tristan Paviot, Lucille Reyboz, Stéphanie Têtu/Eyedea. At the closing date, net cash and cash equivalents comprised the following: This annual report was printed by an Imprim’vert printer Marketable securities and money market instruments 62,206 142,311 using paper that meets PEFC environmental standards. Cash on hand and balances with banks 54,027 103,496 Current used bank facilities including overdrafts and accrued The PEFC (Programme for the Endorsement of Forest Certification) (8,509) (10,756) interest label certifies that forests are managed according to sustainable management requirements.

Total 107,724 235,051

58 59 Business and Corporate Social Responsibility Report 2009

Fromageries Bel Head Offices 16, boulevard Malesherbes 75008 Paris Tel.:+33 (0)1 40 07 72 50

www.groupe-bel.com

French corporation (société anonyme) with a share capital of €10,308,502.50

RCS Paris B 542 088 067 Stories and Smiles…