DOCSLIB.ORG

Corporate Governance Refers to Ing, Strictly Speak- Also Forsocietyatlarge

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Governance Refers to Ing, Strictly Speak- Also Forsocietyatlarge CORPORATE BOARD OF DIRECTORS Franck Riboud, 51, Emmanuel Faber, 43, Jean Laurent1, 62, Benoît Potier1, 49, Chairman and Chief Executive Vice-President Chairman of the Board, Chairman of Operating Officer Asia-Pacific Calyon SA Management Board, Air Liquide SA GOVERNANCE Jacques Vincent, 61, Richard Goblet d’Alviella1, Hakan Mogren1, 62, Vice Chairman and 58, Chief Executive Officer, Deputy Chairman, Naomasa Tsuritani2, 62, Chief Operating Officer Sofina SA Astra Zeneca Senior Managing Director, Yakult Honsha Bruno Bonnell1, 48, Bernard Hours, 50, Jacques Nahmias1, 59, 1. Independent director. Chairman, Infogrames Executive Vice-President Chairman, 2. Co-opted at the Board Meeting Entertainment Fresh Dairy Products Pétrofrance Chimie SA of 14 February 2007 to replace Hirokatsu Hirano, who resigned. Naomasa Tsuritani will sit on the Michel David-Weill, 74, Christian Laubie1, 68, board until the Annual General Meeting of Shareholders in 2008, Chairman of Supervisory member, Haut Conseil du when Hirokatsu Hirano’s mandate Board, Eurazeo commissariat aux comptes was due to expire. THE DANONE MODEL Corporate governance comprises the rules and procedures adopted by a company to reach its targets, take decisions and exercise its powers. At DANONE, governance is based on a willingness to listen. In recent years the quality of gover- for engagement with all stakeholders imperative defines the core mission nance in big international corporations to drive progress at Group subsidiaries of the Group Risks department, which has come in for increasingly close scru- in areas under their responsibility— combines the Internal Audit and Risk tiny. Highly publicized business failures from labor policies to product quality Management units and reports to the associated with fraud, mismanagement to supplier and client relations—we Group Secretariat General. 6 6 0 and unethical behavior, albeit excep- consider decision-making as a whole. The Group Risks department’s primary 0 0 0 2 tional, have made this a fundamental Thus, good corporate governance cer- responsibility is to monitor all Group 2 E E N concern not only for shareholders but tainly means effective controls to companies and organizations for com- N O O N also for society at large. Strictly speak- ensure proper implementation of deci- pliance with applicable laws and N A A D ing, corporate governance refers to sions. But it should also provide for regulations, as well as with manage- D : : l the rules and procedures adopted to decision-making processes based on ment principles, procedures, policies l 6 7 2 achieve two fundamental goals: com- willingness to listen, on dialog and on and other internally defined require- 2 l l pliance with applicable law and the capacity to look ahead and allow ments. The department also assists regulations, and effective risk control. for a full range of challenges, risks and the Group’s general management and As a result, the concept of corporate opportunities. Board of Directors with the assess- governance is often viewed as practi- ment and ongoing improvement of Franck Riboud and Benoît Potier, cally identical with internal controls EFFECTIVE INTERNAL CONTROL internal control and risk management Chairman of Air Liquide SA, and risk management. Danone takes Good governance is impossible procedures. at the meeting of Group executives a broader view. In keeping with the without mechanisms for effective at Evian in September 2006. principles of our DANONE Way process control and secure operation. This (cont. page 31) >>> 2> <5 2> <1 3> 1/ DANIEL CARASSO Honorary Chairman <4 2/ JEAN LAURENT Activities Chairman of the Board, Calyon SA 3/ BRUNO BONNELL of the Board of Directors Chairman, Infogrames Entertainment 4/ MICHEL DAVID-WEILL In 2006, efforts to enhance the efficiency of Board for the Board of Directors regarding the appointment Chairman of the Supervisory Board, Eurazeo operation continued. The Board met five times during of Directors; preparing deliberations of the Board 5/ CHRISTIAN LAUBIE the year for an average of three hours per meeting. on governance issues; conducting, at their request, Member, Haut Conseil du commissariat aux comptes In addition to recurrent matters such as business assessments of the Board of Directors and the Audit reviews, Group finances, treasury, guarantees and Committee; proposing criteria for all forms of executive endorsements granted, share buybacks and cancellation, compensation; making proposals to the Board and the adoption of financial statements, the Board for the grant of stock options or free allotments Quantitative criteria for other Committee members and Chief Operating Officer, €1,592,980; Emmanuel considered significant acquisitions and divestments to senior executives; proposing the distribution relate to Group budget targets for operating margin Faber, Executive Vice-President Asia-Pacific, €998,084; at various stages of advancement. Following a first self- of Directors’ fees; and, in a general way, drawing up on ordinary business, net ordinary income per Bernard Hours, Executive Vice-President Fresh Dairy assessment in 2004, a number of changes were introduced any recommendations on group compensation share and operating expense. The compensation Products, €1,364,170. in 2005 and a new self-assessment was conducted policies that the Board may ask for. of the Chief Executive Officer and the Chief Operating in 2006. This led to the adoption of revised internal Board Officer is set by the Board of Directors on the basis MANAGEMENT COMPENSATION regulations at the meeting held December 15, 2006. MANAGEMENT COMPENSATION of the recommendations of its Nomination At the end of 2006 the Board of Directors decided Management compensation is made up of a fixed salary and Compensation Committee. Policies governing to create a third governing body, the Social INTERNATIONAL AUDIT COMMITTEE and a variable bonus representing between 40 and 60% compensation of other Executive Committee members Responsibility Committee. Its mission will include The Audit Committee met six times. It reviewed procedures of the total. Bonuses are determined on the basis are reviewed annually by the same Committee. the following tasks: examine the main environment- 6 6 0 adopted for the monitoring and valuation of non-current of business, staff development and individual targets. Total direct and indirect compensation attributed related risks and opportunities facing the Group; 0 0 0 2 2 assets, in particular those relating to home-and-office For all members of the Executive Committee, bonuses to Directors and the 19 members of the Board carry out assessments of the labor policies which E E N deliveries in Europe, progress on Sarbanes Oxley are based on a combination of quantitative business of Directors and Executive Committee for the 2006 the Group conducts; review reporting systems; N O O N compliance, risk monitoring and assessment, approval targets and qualitative assessments of strategy pursued financial year came to €11.4 million. Of this, and ensure the implementation of ethics rules defined N A A D of internal and external audit plans, and policies over the year. In the cases of the Chief Executive €11.1 million was attributed to Executive Committee by the Group. As regards the Group’s investment D : : l for pre-approval of the statutory auditor’s assignments and Chief Operating Officer, the business criteria members in connection with their functions on in social action programs, the Committee’s mission l 8 9 2 2 l other than those for audit purposes. for bonuses are the Group targets for sales, the Committee, an amount including €6 million in is to evaluate their impact both on local communities l operating margin on ordinary business, free cash variable compensation. Other benefits, including and on the Group; to examine how the rules drawn NOMINATION AND COMPENSATION COMMITTEE flow and net ordinary income per share supplementary pension entitlements allocated up by the Group have been implemented in social The Committee met once in 2006, conducting a detailed announced to financial markets. The business criteria to the same members in 2006, totaled €0.6 million. investment and programs; to prevent any conflicts review of all compensation and benefits granted to members used in the calculation of the bonuses of Executive Compensation of each of the four members of interest between social investment and the rest of the Executive Committee. At its meeting on December Committee members in charge of a Business Line are of the Executive Committee who are also members of the Group’s activities; and, more broadly, to prepare 15, the Board of Directors adopted internal regulations based on the Business Line's budget targets for sales, of the Board of Directors was as follows in 2006: and explain the Committee’s work in social investment for the Committee, defining its various assignments. operating income on ordinary business, free cash Franck Riboud, Chairman and Chief Executive Officer, and action programs. In particular, it is charged with drawing up proposals flow and operating margin on ordinary business. €2,579,100; Jacques Vincent, Deputy Chairman Corporate governance 6/ HIROKATSU HIRANO Adviser of the International Business division, Yakult Honsha. Naomasa Tsuritani was o-opted at the Board Meeting of 14 February 2007 to replace Hirokatsu Hirano, who had resi- gned. Naomasa Tsuritani will sit on the board until the 2008 >>> Annual General Meeting, when Hirokatsu Hirano’s mandate was due to expire. The Group Audit Charter
Load more

Recommended publications
  • 2008 Economic and Social Report
    Welcome to our factory BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE Economic and Social Report DANONE 08 economic and social report Interview with Franck Riboud A BUSINESS FOCUSED 100% ON HEALTH, WITH CLEAR PRIORITIES Special report: Nature NATURE, OUR PATH TO THE FUTURE Strategy DANONE FOR ALL? DANONE 2008 To our readers 2008 Annual reports often focus attention on earnings and num- 23 au 26 bers. But a business is much more Juillet 2009 than that. It’s about people and Evian - France the way they go about things; www.evianmasters.com it’s about values and challenges, a shared culture and a common project. Which is why Danone 08 looks beyond the figures in the hope of sharing with you some of what makes our experience a special adventure. The editorial team Danone 08 is also on www.danone.com Selected texts, insider news, photos and films—meet the people who are the real subject of Danone 08. More information to carry on the adventure. Danone 2008 —— 03 Contents 2008 Introducing a delicious dessert 06 FRANCK RIBOUD 62 DANONE FOR ALL? BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE A business 100% focused on Nearly 2 billion people DANONEeconomic and social report with all the goodness of Activia. health, with clear priorities. around the world have 08 access to at least one Danone product. 16 HIGHLIGHTS Achieving organic growth of 8.4%, Danone confirmed 72 INTERVIEW its targets—a roundup of Bernard Hours talks about the initiatives and products the Danone business model that set their mark on and levers for growth.
    [Show full text]
  • Corporate-Governance.Pdf
    6.1 GOVERNANCE BODIES 208 6.4 DETAILED INFORMATION ON LONG-TERM Board of Directors 209 AND MULTI-ANNUAL COMPENSATION PLANS 260 Audit Committee 220 Group Performance Shares 260 Nomination and Compensation Committee 222 Former stock-option plans (situation at December 31, 2017) 275 Social Responsibility Committee 223 Group Performance Units 276 Strategy Committee 225 Executive Committee 225 6.5 DANONE SHARES HELD BY THE BOARD OF Application of the AFEP-MEDEF Corporate Governance Code DIRECTORS AND EXECUTIVE COMMITTEE MEMBERS 280 for listed companies 226 Number of DANONE shares held by the Board members and the Executive Committee members 6.2 POSITIONS AND RESPONSIBILITIES (which includes 1 Director) 280 OF THE DIRECTORS AND NOMINEES Transactions on DANONE shares 281 TO THE BOARD OF DIRECTORS 228 6.6 RELATED PARTY AGREEMENTS 6.3 COMPENSATION AND BENEFITS AND COMMITMENTS 281 OF GOVERNANCE BODIES 240 Statutory auditors’ special report on related party agreements Compensation policy for corporate officers 240 and commitments 281 Compensation and benefits granted to corporate officers for 2017 Agreements and commitments submitted for approval by the and compensation principles for 2018 244 Shareholders’ Meeting 281 Other compensation and benefits to which corporate officers are entitled 253 Agreements and commitments already approved by the Shareholders’ Meeting 282 Compensation of the other Board members 258 6 CORPORATE GOVERNANCE 6 corporate governance 6.1 Governance bodies In accordance with Article L. 225-37 of the French commercial code, this section on Corporate Governance includes the Board’s report on cor- porate governance, the composition of the Board of Directors and the conditions for the preparation and organization of its work (section 6.1 Governance bodies).
    [Show full text]
  • 2010 Sustainability Report Strategy
    2010 Sustainability Report Strategy 8 14 KEY SOCIAL THE STRATEGY TOPICS IN ACTION: 4 2010 RESULTS FRANCK FOCUS ON THE RIBOUD FOUR STRATEGIC INTERVIEW PRIORITIES / Health / For All 80 / Nature MEASURING / People PROGRESS AND PERFORMANCE THROUGHOUT THE VALUE CHAIN / Danone Way 67 / Respect DASHBOARD: / Danone’s evaluation by 2010 STAKEHOLDER social responsibility COmmITMENTS rating agencies AND OUTLOOK 92 108 A SOCIAL HISTORICAL APPROACH BUILT APPROACH ON DANONE’S AND UNIQUE FEATURE HIGHLIGHTS / Social integration tools in the company’s business / Stakeholders at the heart of the dialogue / Corporate governance / Nutrition and Health governance 2 - Danone Sustainability Report 2010 This translation is for information only. Performance 114 GRI INDEX(*) (*) Self-evaluation of the application of GRI according to version 3.0 guidelines for the GRI with approval by KPMG Audit. 124 VALIDATION OF THE 140 REPORT BY PERFORMANCE AN EXTERNAL INDICATORS THIRD PARTY / Governance, Commitments and Engagement / Economic / Environmental / Social / Human Rights / Society / Product responsibility 128 UPSTREAM AND DOWNSTREAM 132 IMPACTS AND COMPANY RESPONSIBILITIES PROFILE AND REPORT PARAMETERS Danone Sustainability Report 2010 - 3 2010 REPORT SUSTAINABILITY The “dual economic and social project” that is the Franck Riboud foundation of the Danone way of doing business is almost forty years old. What still makes it timely interview today? Franck Riboud: this “dual project” was born of a simple “My vision fact that remains just as true today: a company cannot succeed in the long run if it turns its back on the society it for Danone: is a part of, if it only looks to its short-term economic gain. Danone’s founder understood very quickly that a company creating economic value and social value are both essential that creates to a company’s solidity.
    [Show full text]
  • RA DANONE POUR PDF 08/04/2003 18:46 Page 2
    RA DANONE POUR PDF 08/04/2003 18:46 Page 2 Sommaire Le Groupe DANONE Message du Président 1 Repères 2002 2_3 Le Groupe DANONE dans le monde 4_5 Le Groupe DANONE en chiffres 6_9 Conseil d’administration et Comités 10_11 Faits marquants 2002 12_13 Stratégie 14_17 Responsabilité sociale et environnementale 18_21 Ressources humaines 22_23 Gouvernement de l’entreprise 24_26 Activité et résultats 2002 27_30 Le Groupe DANONE et ses actionnaires 31_33 Les métiers du Groupe Pôle Produits Laitiers Frais 34_41 Pôle Boissons 42_49 Pôle Biscuits et Produits Céréaliers 50_57 Asie-Pacifique 58_62 Autres Activités Alimentaires 63 Comptes Rapport des Commissaires aux Comptes 66 Comptes consolidés 67_91 Informations relatives à la société mère 92_93 Rémunérations 94 Les dates clés de l’année 2003 94 © photos : Bruno Vautrelle (pages 34/35, 42/43 et 50/51) - Photothèque Groupe DANONE RA DANONE POUR PDF 08/04/2003 18:46 Page 3 Message du Président / 1 Message du Président Il y a quelques mois, interrogé par des journalistes et analystes internationaux, j’avais exprimé l’ambition du Groupe DANONE en ces termes : devenir “the fastest moving food company”, littéralement l’entreprise agroalimentaire la plus rapide du marché, mélange de croissance, de dynamisme, de faculté d’adaptation et de réactivité. Marquée par de très bons résultats, l’année 2002 illustre bien, je crois, notre capacité à répondre à cette ambition. La croissance organique de nos ventes est la plus forte de tout notre secteur, permettant une progression significative, en cette fin d’année 2002, de nos marges opérationnelles. C’est maintenant un fait acquis : nous devons ce dynamisme à la focalisation de nos ressources et à l’équilibre géographique que nous avons construit ces dernières années.
    [Show full text]
  • 2009 Sustainability Report
    Danone 2009 Sustainability Report Strategy 4 8 72 2009 OUR APPROACH TO 2009-2011 A PIVOTAL YEAR CORPORATE SOCIAL Reinventing the company . 72 Editorial by Franck Riboud . .5 RESPONSIBILITY Four strategic priorities underlying Danone’s strategy . .73 Historical evolution and key characteristics A new organisation tailored of our approach . .8 to this strategy . .75 Historical evolution and uniqueness of the Danone business model . .9 78 Key phases of the social initiative THE STRATEGY and reference texts . .14 IN ACTION: Key social topics . .18 2009 MAIN RESULTS Impacts and responsibilities upstream AND OUTLOOK and downstream of the activities . .24 Focus on the four Danone uniqueness strategic priorities . 78 in the implementation Health . .79 of the approach . 28 For all . .90 Governance . .29 Nature . .96 Stakeholders at the centre People . .104 of the dialogue process . .49 How symbiosis between Danone’s Dedicated management tools . .52 four strategic priorities adds value . .122 Danone Way: Leading and managing sustainable development across Danone and all country business units . 52 RESPECT: a joint initiative with suppliers . 61 Bonus system integrating social performance . .70 Th is translation is for information only. 2 - Danone Sustainability Report 2009 Performance 126 168 DASHBOARD: 2009 MANAGEMENT COMMITMENTS TO APPROACH AND STAKEHOLDERS AND PERFORMANCE OUTLOOK INDICATORS BASED The environment . .128 ON GLOBAL REPORTING INITIATIVE (GRI) Consumers . .130 Economic performance indicators . .168 Employees . .132 Environmental performance Suppliers . .136 indicators . .178 Communities . .138 Social performance indicators . .210 Human rights performance 140 indicators . .232 COMPANY PROFILE Society performance indicators . .242 AND REPORT Product responsibility PARAMETERS performance indicators . .250 Company profi le . .141 Report parameters . .143 GRI Index and content .
    [Show full text]
  • Cp Board Dancommunities Final En
    ————————— PRESS RELEASE ———————— Paris, March 31st 2008 First board meeting of the French Risk Mutual Fund (FCPR) danone.communities The Board of Directors of the French Risk Mutual Fund (FCPR) danone.communities held its first meeting today in Paris. Besides Franck Riboud (CEO of Groupe Danone, Chairman of the Board of the FCPR danone.communities), Muhammad Yunus (Nobel Peace Prize and Vice-Chairman of the Board of the FCPR of danone.communities) and Emmanuel Faber (Vice-President of Groupe Danone), the directors are Gary Hirshberg, Georges Pauget, Jacques Bungert, Jay Naidoo, Jean- Michel Severino, Maria Nowak, Xóchilt Gálvez and Zinedine Zidane. The engagement of these directors and their individual contributions to danone.communities reflect their histories, personal commitment and career paths. At the same time, their knowledge or their interest in the issues facing countries in the developing world, their experience of communities and community action, and the broad range of geographical areas they represent make them a driving force for the project’s success. In particular, all share the same conviction that there is a real place for social enterprises in today’s economy. Muhammad Yunus is the founder of Grameen Bank, the world’s first micro-credit institution. Grameen Bank has nearly 1,400 branches in Bangladesh and is present in over 50,000 villages. Since its founding in 1983, it has distributed USD 4.69 million in loans with reimbursement rates of 99%. In 2006 Muhammad Yunus teamed up with Danone to found Grameen Danone Foods, a business based on the social enterprise model. He was awarded the 2006 Nobel Peace Prize for his work as a founder and unflagging promoter of the concept of social business.
    [Show full text]
  • DANONE REPORT on the SHAREHOLDERS' MEETING of APRIL 29, 2014 at the MAISON DE LA MUTUALITÉ
    DANONE REPORT ON THE SHAREHOLDERS’ MEETING OF APRIL 29, 2014 at the MAISON DE LA MUTUALITÉ 1/10 A total of 1,073 shareholders attended Danone’s Shareholders’ Meeting, which was held in Paris, France, at the Maison de la Mutualité, on Tuesday April 29, 2014. A total of 5,922 shareholders were present or represented, with a 52.20% quorum. Four presentations were made to shareholders at the meeting: 1. a financial presentation, by Pierre-André TERRISSE, Chief Financial Officer; 2. a presentation of Danone’s basic principles of food safety and on the Group’s business model and geographic presence, by Emmanuel FABER, Deputy General Manager; 3. a presentation on Danone and the consumer, by Bernard HOURS, Deputy General Manager; and 4. a closing speech, by Franck RIBOUD, Chairman and Chief Executive Officer. 1. Financial presentation on 2013 results and on first-quarter 2014 sales, by Pierre- André TERRISSE Pierre-André TERRISSE began his presentation with the Group’s key financial figures for 2013, which included sales growth of 2.1%. After explaining that the year saw many events that resulted in mixed performance between the Group’s four Divisions, he presented the annual sales figures for each one: - Fresh Dairy Products saw gradual growth of organic sales over the year, as the ambitious goals for the U.S. and Russian markets were achieved and the situation in Europe began to improve; - Water sales continued to grow very robustly, as in 2012; - After getting off to a very strong start, Early Life Nutrition sales were severely affected by the Fonterra false alarm; and - Medical Nutrition sales growth remained firm.
    [Show full text]
  • Registration Document
    2EGISTRATIONß$OCUMENT DANONE 15 124 2EGISTRATIONß$OCUMENTß 4 658 844 7 45 213 20 113 8 45 8 8 995 475 87 787 9 784 9 654 8 457 854 4 987 874 98 544 98 654 124 9 784 4 55 457 15 1 112 015 78 854 451 124 Regulations 10 541 10 07 474 45 154 5 154 Estimate Estimate 58 954 58 32 154 54 565 658 32 154 32 113 32 154 78 789 78 8 954 8 45 213 20 Research 457 8 8 995 451 Group Profits 475 Accounts 87 787 20 11 784 9 ment 112 1 Manage 654 10 541 Markets 23 854 213 7 Estimates 8 45 45 45 Procedures 658 78 789 98 544Reference 4 Com mit 987 874 844 s tee 544 98 654 rs rs 124 9 784 ito Comp any e Aud Activities ens 78 789 Lic Fiscal years Equity 8 995 8 554 554 457 Evolution 15 1 112 78 Plants Dividen Employees Patents ds 015 451 578 Finance 854 Proper Trends Regula ty Statem Meeting 541 10 Equity 474 ents 45 154 Assets 5 154 Meeting Estimate Estimate 58 954 58 32 154 Equipment Shareholders tions 47 897 47 54 565 Treasur y 451 015 451 Capital expenditure Capital Income 857 Contracts 32 8 954 Governance 32 154 1 112 1 154 658 789 78 8 954 8 10 541 10 Investments Research 5 154 5 451 658 Group Profits Accounts 20 agement 1 1 10 541 Man Markets 11 23 12 Estimates 45 213 45 Procedures 658 78 789 98 544Reference Committee s Company e Auditors Auditors ens Fiscal years Activities 78 789 Lic Equity 554 995 8 Groupe DANONE - 15, rue du Helder - 75 439 Paris Cedex 09 - Visitors: 17, boulevard Haussmann - 75 009 Paris - Tel: + 33 (0) 1 Evolution 15 Investor Relations: +33 1 44 35 20 76 - Free shareholders number: 0800 320 323 (free from land lines in continental
    [Show full text]
  • « Homo Faber » : Ce Qu'un Patron Ne Peut Pas Faire
    MENU AOC Service abonnement : [email protected] mercredi 24 mars 2021 ÉCONOMIE « Homo Faber » : ce qu’un patron ne peut pas faire Par Michel Offerlé POLITISTE La révocation le 14 mars du PDG de Danone, Emmanuel Faber, peut s’interpréter comme l’acmé d’un conflit entre managers « réformateurs » et actionnaires. Mais elle témoigne également d’un monde capitaliste traversé par des transformations plus larges. L’histoire présente d’Emmanuel Faber, c’est l’histoire d’un patron atypique qui voulait faire de la politique et changer sa société et la société en se servant, disent ses détracteurs, du fanion et de la tribune Danone pour détourner les finalités de son entreprise et au-delà des entreprises. favoris agrandir imprimer print partager twitter faceboook linkedin copier le lien mail publicité « Et puis, des patrons dans cette entreprise, il y en a eu avant nous, et de plus grands que nous, et il y en aura encore d’autres. Nous ne sommes que de passage et de service. Patron pour certains, cela donne plus le devoir de se taire que le droit de s’exprimer. Par bien des côtés je les comprends. » Emmanuel Faber, 2011. L’éviction d’Emmanuel Faber de la direction de Danone peut être lue de manières contrastées. Pour comprendre cette « affaire », il convient de faire un détour et revenir sur la trajectoire personnelle d’Emmanuel Faber, avant de retracer les péripéties de son congédiement, pour comprendre comment ces événements peuvent être construits et interprétés. Au-delà du cas Faber se joue la question des marges de manœuvre des « réformateurs » des grandes entreprises, qui, au nom des « raisons d’être », entendent aussi faire de la politique, autrement.
    [Show full text]
  • Corporate Governance at Lines and Evaluates Their Potential Danone Addresses Social Responsi- Impact on the Group
    GOVERNANCE DANONE 2007 areas where improvement is neces- sary. Over 40 eld audits were per- formed in 2007 alone. Danone also remains rmly committed to main- taining a transparent, reliable nan- cial reporting system, even though the Group is no longer subject to Sar- banes Oxley requirements since it delisted from the New York Stock Exchange last July. In 2007 our internal regulation efforts bene ted from a robust set of tools. Vestalis, an approach deployed in most of Danone’s business units, xtending beyond the traditional areas helps identify and rank operational of internal control and risk manage- risks for entire countries or business ment, corporate governance at lines and evaluates their potential Danone addresses social responsi- impact on the Group. bility, public health and other critical More recently, the DANgo (Danone new challenges. For, in today’s envi- Governing and Operating) program ronment, the importance of good has centralized best practices from all corporate governance is in no doubt business lines, ensuring that these are for international businesses. consistent Group-wide. Danone has Danone has long been sensitive to also stepped up internal anti-fraud Ethese issues and since 1995 has redou- measures through a special program bled its efforts to meet the highest and related awareness campaigns. standards of governance. With com- These efforts were rewarded in 2007 prehensive rules and procedures for when Danone was recognized by the Corporate governance the Danone Way takes in new business challenges, while still being driven primarily by dialog and the ability to listen. regulatory compliance and effective Dow Jones Sustainability Index (DJSI) risk management already in place, for its outstanding performance in Danone’s Corporate Risk Management corporate governance, more speci - department is now focusing on imple- cally in the areas of risk management mentation at subsidiaries of the and codes of conduct.
    [Show full text]
  • 2014 Economic and Social Report
    ECONOMIC AND SOCIAL REPORT BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE DANONE 14 BRINGING HEALTH THROUGH FOOD TO AS MANY PEOPLE AS POSSIBLE ECONOMIC AND SOCIAL REPORT REINVENTING OURSELVES TO MEET THE FOOD CHALLENGES OF A NEW ERA — 1 PAGE 37 PROTECTING AND SUPPORTING DANONE’S ECOSYSTEM FOR GROWTH AND VALUE — 2 PAGE 59 LEVERAGING LOCAL TEAMS. BRINGING A SHARED MISSION TO LIFE. CHANGING AND GROWING TOGETHER — 3 PAGE 85 PREFACE “Antoine and I dreamed of making Danone a global brand,” said Daniel Carasso of his first encounter with Antoine Riboud—who had insisted on the responsibility of every business not merely to its employees, but to the wider world. In a pivotal speech just a few months earlier, Antoine Riboud had laid the foundation for Danone’s dual commitment to business success and social progress, now a pillar of our corporate culture. A few decades later, his son Franck Riboud defined our mission: bringing health through food to as many people as possible. In 2014, we reached our strategic goals and reaffirmed the critical role of our four business lines, buoyed by the engagement of 100,000 employees in over 140 countries. The year was a turning point for us, bringing changes that included a new governance structure designed to create the conditions we need to build the Danone of tomorrow—and make it last. Read on to find out what we did during this transformative year and how it will make us stronger. 2014—SUCCESS FACES NEW CHALLENGES FRANCK RIBOUD EMMANUEL FABER Chairman, Board of Directors Chief Executive Officer Danone14 A CONVERSATION WITH FRANCK RIBOUD AND EMMANUEL FABER Danone should look like—not in 2015-2016, but in 2020, 2030 and even 2050.
    [Show full text]
  • P02 À 79 RA DANONE UK.Indd
    DANONE 2003 THE YEAR IN REVIEW CHINA, HOD, PROBIOTICS… new frontiers Interview with Franck Riboud: ” The fastest moving food company” The world we live in Social responsibility DANONE2003 Contents Interview with 2 Zigzag Franck Riboud 4 Interview 10 In focus 4 Corporate governance at DANONE 16 Features 16 18 China 20 HOD Groupe Danone— 22 North Africa and the Middle East new frontiers 24 Probiotics 26 Business lines 28 Overview 30 Fresh Dairy Products 36 Beverages Our operations 42 Biscuits and Cereal Products in Asia-Pacifi c 48 Asia-Pacifi c 54 The big picture 56 DANONE and social responsibility 58 DANONE and water 48 60 DANONE and health 62 DANONE and globalization 64 Management The world 69 Key fi gures we live in 70 Groupe DANONE worldwide 72 Groupe DANONE performance 54 76 Groupe DANONE and shareholders THE YEAR IN REVIEW • 1 12 KEY EVENTS IN 2003 12 KEY EVENTS IN 2003 BSN-Gervais Third DANONE Tapping new DANONE merger International potential 30 years on Nutrition Prize in Egypt DECEMBER 2003 The 1973 merger NOVEMBER 2003 The DANONE OCTOBER 2003 Alongside local of BSN and Gervais DANONE, Withdrawal International Prize for Nutrition partner Rachid, DANONE opens initiated under the leadership of from glass is awarded to Dr. Ricardo its first biscuit factory in Egypt. Antoine Riboud (right) and Daniel Brassani from Guatemala’s Located at Borg El Arab, the Carasso, was built on shared values, completed Universidad del Valle in new site aims to make the JUNE 2003 DANONE sells its 44% interest complementary know-how and recognition of over 40 years’ most of the Egyptian market’s in BSN Glasspack, the company resulting common goals.
    [Show full text]