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Social, societal and environmental responsibility
5.2 Information concerning Danone's social, societal and environmental performance in compliance with the Grenelle II law
DANONE
REGISTRATION DOCUMENT 2015
175
By age
As of December 31, 2015, more than 88% of Danone employees (Social Indicators Scope, see
Methodology Note
) were under age 50.
Year ended December 31
Workforce percentage
(a)
2015
< 20 years old
0.5%
from 20 to 29 years old
24.0%
from 30 to 39 years old
39.6%
from 40 to 49 years old
24.2%
from 50 to 59 years old
10.5%
> 60 years old
1.2%
Total
100.0%
(a) Social Indicators Scope (see
Methodology note
).
By geographical area
As of December 31, 2015, less than 20% of all employees in Western Europe, North America and Africa and the Middle East were under
age 30, while employees under age 30 in the other geographical areas accounted for 26% to 29% of the workforce.
Year ended December 31
2015
Workforce percentage
(a)
Less than 30 years old From 30 to 49 years old
50 years and older
Africa and Middle East
18%
70%
13%
Asia-Pacific
28%
67%
5%
Eastern Europe
26%
61%
14%
Western Europe
16%
57%
26%
Latin America
29%
65%
6%
North America
15%
59%
26%
(a) Social Indicators Scope (see
Methodology Note
).
New hires and dismissals
In a tense international economic environment, Danone must adjust
as necessary to changes in the market, projects and competition
and adapt its organization in order to return to sustainable growth
and ensure its long-term viability. An ongoing social dialogue re-
garding the impacts of these adjustments on employment is part of
an employee support system designed to minimize these impacts.
Alternative solutions to layoffs are routinely sought, such as changing
the organizations and related activities, discontinuing the use of
temporary workers, re-insourcing activities and providing training
or leave periods. When layoffs become inevitable, a significant
employee support system is set up to minimize the consequences
for individuals. The continued employment of workers following
the sale of several sites has therefore been made possible by the
guarantees implemented by Danone.
In 2015, there were 7,010 dismissals compared to 8,773 in 2014 (Social
Indicators Scope, see
Methodology Note
) along with 13,662 new hires.
Compensation and promotion
Compensation
Danone fosters competitive and equitable compensation based on
its own system of evaluating and classifying jobs to support human
resources development worldwide and create an individualized
compensation management approach that takes into account the
local requirements and situations of the various subsidiaries.
This policy is updated annually within each subsidiary based on
market studies by country of external compensation levels and
on decision-making tools and processes that guarantee equitable
compensation. Median salaries by classification level and wage
increase rules are defined relative to local jobmarket conditions and
subsidiaries' needs, and based on the ability of Danone's subsidiaries
to generate growth and profits, as well as employment performance.
Moreover, the compensation policy is based on an overall com-
pensation approach related to economic, social and managerial
performance goals (see section 6.3
Compensation and benefits of
corporate officers and governance bodies
).