mework of reference allowing teams to integrate
sustainable development into day-to-day projects.
Report
Designed as a managerial initiative with the aim of persuading
the greatest possible number of employees to take part in the
evaluation of practices,DANONEWay:
- has met the objectives that the Group’s CEO had fixed
(appropriation of problems of sustainable development by
management teams, concrete evaluation of subsidiaries’ impact
vis-à-vis their stakeholders and consolidated communicable
photography of the Group’s practices),
- has contributed to the hiring of employees (the results of
surveys carried out on employees demonstrate that this
dimension is a major element in motivation, creating
enthusiasm within transverse working groups, and resulting in
the implementation of several hundreds of ideas and plans for
improvement with regard to all kinds of company’s
responsibility).
The new challenges
The new challenges facing Groupe DANONE are linked to:
- the acceleration of its internationalisation that will lead the
teams in several new countries to different economic and
social contexts, that rises the question of the necessary
“securisation” of the fundamentals of DANONE in terms of
social and environmental responsibility,
- the new dimension of the dual commitment to business
performance and social progress expressed by the CEO at the
last meeting of the General Directors in September 2006, and
his expectation to see company innovation plans emerging in
each subsidiary,
- externally, the increase in the public’s expectations, notably
regarding the search for solutions to meet the challenges of
the planet (global warming,malnutrition, etc.), collectively
constructed together with local players in the common
interest of all stakeholders.
The new DANONEWay and three-five year objectives
Based on experience accumulated over a period of six years, the
Sustainable Development and Social Responsibility Department
wanted to transform the DANONEWay initiative in terms of
simplification, better anchorage in business and the
reinforcement of the capacity for innovation through the
prioritisation of fewer but more distinctive action plans.
This is why the new DANONEWay,DANONEWay Ahead
currently being tested in several subsidiaries,will be based on
two additional pillars:
- Fewer (less than 20) voluntarily centred social responsibility
practices considered as indispensable and applicable to all
subsidiaries worldwide, the evaluation of which will be
integrated into the internal control process (with the
possibility of internal and external audits),
- These practices result in a classification of subsidiaries in
various areas where their responsibility is engaged: human
rights, human resources, environment, clients and consumers,
governance and relations with local communities,
- The objective is to ensure, in each country where we are
located, that we are operating according to the standards
required in terms of respecting human rights, access to training,
proper remuneration, protection of nature, the preservation of
local resources, the quality of local resources and equilibrium
in exchanges with territories.The objective for all subsidiaries
will be to achieve full compliance as quickly as possible.
- The accompaniment of company innovation projects carried<
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