In 1972 in Marseille, Danone’s founder, Antoine Riboud, outlined a vision for the company, where economic and social goals would be interdependent. It was visionary thinking - ahead of its time - and ever since, this dual project, as it became known, has been the cornerstone of Danone’s mission as a company.
- Culture and Engagement
- Health and Safety
- Inclusive Diversity
- Employee Training and Development
- Social Dialogue
Our four core “HOPE” values HUMANISM, OPENNESS, PROXIMITY and ENTHUSIASM guide the way we behave every day, the way we work and progress in our business, the way we connect with our communities, and the way we develop our employees.
Sharing responsibility, respect for others
Attention to individuals, whether they're consumers, colleagues or fellow citizens, is at the heart of our decisions.
Curiosity, agility et dialogue
Diversity is a source of wealth and change a constant opportunity.
Accessibility, authenticity et empathy
Engaging with communities in our common quest to find better health through better food for the greatest number.
Boldness, passion et appetite
There are no limits. There are only obstables to be overcome.
HEALTH & SAFETY
In the constantly evolving economic and social environment, adapting to health and safety challenges is a priority for Danone.
In 2004, we launched WISE, our program to develop a health and safety culture (which has now evolved into WISE²).
Our goal is to continue the current trend over the past 20 years and reduce the number of workplace accidents, as well as to raise general awareness around education, healthcare, and wellbeing.
In 2010, Danone launched the Dan’Cares program with the goal of providing all Danone employees with quality healthcare coverage of major risks, while taking account of different market practices.
About 70% of Danone employees live in emerging countries where healthcare systems are often expensive to access. Dan’Cares’ specificity lies in its scope of application: it is destined to be rolled out in all Danone subsidiaries, including in countries where such coverage is not traditionally provided.
With a presence in over 120 countries, our teams, consumers, and community represent a rich array of geographical specificities,cultures, communities, and lifestyles. Valuing diversity and fostering inclusion is all about recognizing, respecting, and leveraging human differences to encourage employees to be their best selves, fuelling teams’ performances.
At Danone, we are committed to creating and an inclusive and diverse environment, one where all Danoners feel comfortable being themselves and contributing to their highest potential.
Our brands have an opportunity to exert positive social impact globally as well as locally. They should represent the diversity of our consumers in their communications, as well as in the product choice they offer across their various markets.
Our commitment to diversity extends to our suppliers as well, and we are making a special effort to contract with women-owned and minority-owned businesses.
Driving forward Inclusive Diversity in 365 days
Danone Inclsusive Diversity 2020
DRIVING PROGRESS THROUGH A COMBINATION OF TOP-DOWN AND BOTTOM-UP APPROACHES
We know that a commitment from the top is key to nurturing diversity and inclusion. We have two dedicated Executive Committee members who are charged with making sure these issues feature prominently at high-level company discussions. We also believe that our passionate Danoners around the world are our greatest assets when it comes to having a real, on-the-ground impact. We empower Danoners across different functions and countries to become “Inclusive Diversity” (ID) champions. Currently, we have more than 400 ID champions who work with our HR and leadership teams to make sure that we are achieving our diversity and inclusion goals across the company.
PROMOTING INCLUSIVE BEHAVIORS
We are proud of our progress :
- Target 2025 40% of women in all levels & functions
- Target 2025 First Line Danoners: 28% of women on gender balance at different levels within Danone,
and we are inspired to go even further (and beyond gender entirely) in the coming years.
Danone commits to reach 30% women executives by 2020. At the end of 2019, this indicator has reached 27%.
Moreover, in 2019, the proportion of Danone:
- Female directors accounted for 42%, achieving the 2020 target.
- Female managers, directors and executives accounted for 51%.
- 30% of executives were from underrepresented nationalities.
- 48% of directors were from underrepresented nationalities.
Global Parental Policy
The Global Parental Policy is an initiative which aims to offer a consistent standard of support to all parents-to-be employed across the world.
Danone’s parental policy is based on three key elements:
- Pre-natal support such as adapted working conditions and nutritional advice during pregnancy.
- Extended parental leave, covering both men and women which include 18 weeks for the birth parent or 14 weeks for the legally adoptive parent and 10 working days for the secondary caregiver.
- Post-natal support including job protection measures and return-to-work support, flexible working conditions, and support for breastfeeding by providing lactation rooms for mothers in offices that employ more than 50 women.
OUR INCLUSIVE DIVERSITY EFFORTS RECOGNIZED BY EXTERNAL INDEXES
EMPOWERING EVERYONE WITHIN OUR WIDER ECOSYSTEM OF PARTNERS
BUSINESS FOR INCLUSIVE GROWTH
To help tackle social inequalities and promote inclusive growth, we partnered with the OECD to launch the ‘Business for Inclusive Growth’ (B4IG) coalition in 2019. B4IG brings together more than 40 companies, organizations and philanthropic organizations. Each member has pledged to advance human rights and promote inclusion in their workplaces and supply chains.
EMPLOYEE TRAINING & DEVELOPMENT
Our ambition is to provide diverse and varied learning opportunities to all employees around the world. When most of the learning is done on the job, through the support of each manager, we provide training programs to all Danoners: internally developed content as well as best from the external content, incl. some with certifications.
Our internal experts are very involved to create high quality internal learning solutions; many managers are also being recognized for facilitating sessions and being involved in our face-to-face events.
Permanent employees participated in at least one training course in 2019. (excluding certain subsidiaries).
of professionally empowered people by Danone Ecosystem.
Our Campus X ecosystem has been recognized to be at the front edge of Learning system, aiming at providing a wide range on content to our Danoners both functional and leadership content (50 000 different content as of now). It’s leveraged by approx. 20 000 Danoners every month.
Social dialogue between management, trade unions, and employee representatives is an essential tool for Danone. It helps to align collective efforts to improve the group's performance.
For the past several years, this dialogue has been carried out at an international scale through worldwide agreements with labour unions. Signing these agreements ensures working conditions are continuously improved. It is key for Danone’s success, and the wellbeing of its employees.
Since 1976, 10 international agreements have been signed between Danone and the International Union of Food and Allied Workers. These agreements establish a common foundation of social policies, such as equal and non-discriminatory hiring processes, safe and healthy working conditions, and the right to training throughout the company.