CORPORATE SOCIAL RESPONSIBILITY REPORT

Transcription

Corporate Social Responsability Report - VALRHONA 2012-2013
CORPORATE
SOCIAL
RESPONSIBILITY
REPORT 2012-2013
Inspiring
CHRONOLOGY OF A COMMITMENT
FOUNDING PRINCIPLES OF VARLHONA’S RESPONSIBILITY
CHALLENGE 1
OUR
report CSR VALRHONA 2012-2013
SUPPLIERs
Responsible procurement policy
Focus on cocoa partnerships
This year marks the second consecutive year that Valrhona has
published its Corporate Social Responsibility Report. Even before
the standards were established, we recognised the need to ensure
sustainable development for the benefit of all our stakeholders when
we initiated the precursor to our vision of corporate responsibility
in the late 1980s. Our initial focus was on cocoa farmers and on
customers, who had our commitment of excellence, in exceptional
chocolate as well as in high quality cocoa beans. Our investment has
expanded, and today, we care about the interests of all the stakeholders
in our sphere of influence – suppliers, growers, employees, customers
and communities.
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Page 9
Page 9
Page 12
CHALLENGE 2
EMPLOYEES
Page 17
Supporting employee welfare
Contributing to employee development
Page 18
Page 20
OUR
Our goal is to sustainably meet the expectations of our partners
and stakeholders, as well as the individuals and communities who
are actively or passively affected by our decisions. With the aid
of satisfaction surveys, expectation surveys, and procedures for
collecting feedback and comments, we are in constant dialogue with
all of these groups, and it is our desire to fully integrate their needs
into the core of our strategy and our actions.
This year, we are proud to present tangible achievements that reflect
this commitment over the long term, including :
-At the international level, a new school in the Dominican Republic
and a cocoa dryer we funded in Madagascar.
- We attained an even higher ranking in the “Great Place To Work”
evaluations, in which we rank No. 10 for 2013 in the category
of companies with more than 500 employees.
- Closer to home, we provide support for the Terra Isara Foundation,
the Paul Bocuse Foundation and the Robert Ardouvin Foundation,
which all work individually and alongside the Fondation Valrhona
pour le Goût (Valrhona Foundation for Taste) for disadvantaged
groups or people who need special support
...among many other inspired and inspiring achievements that this
report will reveal.
Page 6
CHALLENGE 3
OUR
CUSTOMERS
Page 23
Skills sharing
Fostering creativity
Page 23
Page 25
CHALLENGE 4
Jean-Luc Grisot
CEO Valrhona
OUR
3
report CSR VALRHONA2012-2013
in the long term
Page 4
LOCAL COMMUNITIES
Page 27
Ties with local communities
Reducing our environmental footprint
Page 28
Page 30
CHRONOLOGY
OF A COMMITMENT
• Valrhona receives
OHSAS 18001
• El Pedregal,
the plantation
in Venezuela,
is established to preserve
the endangered Porcelana
cocoa species
• The first Grand Cru
chocolate, Guanaja,
is launched, paving the way
for a greater appreciation
of raw materials
and terroirs
• Chocolate factory
is founded by pastry chef
Albéric Guironnet –
Valrhona has just
turned 90 !
certification, standard
for the health
and safety of workers
in the company
• Valrhona wins
the «Prix Français
de la Qualité»
award, which honours
companies involved
in Excellence
initiatives
• Creation of the “Valrhona
Foundation for Taste”
(Fondation Valrhona pour le Goût)
• Valrhona implements the
“Disability Action” plan
and “Continued Employment”
action for employees who are victims
of an accident or illness
• Valrhona receives ISO 22000
certification, a standard for food safety
• “Responsible
Company Award” from
“Great Place To Work”
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1922
1984
• Valrhona becomes
a subsidiary
of the international
agri-food group
Soparind Bongrain
1986
1989
• The École
du Grand Chocolat,
dedicated to pastry chefs
worldwide,
is inaugurated
• Valrhona co-founds
the Pastry World Cup
1992
1997
• Valrhona signs
long-term
partnership
agreements with farmers
in Madagascar
and Trinidad
and Tobago
2004
2005
• Valrhona receives
certification,
environmental impact standard
• Valrhona writes its first report
for “Equality between men
and women” and employee
parity objective
ISO 14000
2006
2011
• ISO 26000 evaluation,
the international standard
aimed at helping businesses
to contribute towards sustainable
development.
Level: “Progression”
• “Great Place To Work”:
amongst the winners from
the first participation
• Valrhona acquires
the Loma Sotavento plantation
in the Dominican Republic
2012
2013
• Valrhona signs responsible
procurement commitments :
Buyers Code of Conduct ;
for suppliers, Responsible
Procurement Charter
• Construction
of the Cité du Chocolat,
based on a “Construction
Commitment Charter” and future
regional centre of tourist attraction.
90% of the companies selected
are local to the region.
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FOUNDING PRINCIPLES
OF VALrHONA’S RESPONSIBILITY
convinced that sustainable
performance is built by taking
the shared interests of all parties
into account.
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This goal echoes the requirements
for being a master chocolatier – a goal
Valrhona has been committed to since
1922.
A better place through taste, of course,
as Valrhona’s mandate is to produce
chocolate of exceptional quality .
The company continues to create new
products and is constantly developing
innovative techniques for processing
cocoa beans and transforming them into
chocolate.
Above all, a better place through
social responsibility, which has been
company policy for over 20 years.
The aim is to make a contribution to
the best of its abilities towards creating sustainable and significant growth
for all.
SUSTAINABLY INSPIRING
STAKEHOLDERS
SUPPORTING AN EVOLVING
GASTRONOMY INDUSTRY
THROUGH CO-DEVELOPMENT
Valrhona’s mission is to contribute
to the gastronomic enrichment
of people and offer chocolate with
unique, consistent and recognisable
chocolate flavours through relationships
based on sustainable, long-term codevelopment. The co-development path
was chosen based on the belief that
a win-win relationship is the best option ; where each decision taken increases
the satisfaction of all stakeholders.
The men and women of Valrhona are
Valrhona’s objective is to continuously meet the expectations of the four
groups of stakeholders that interact with
the company. Meeting their expectations goes beyond mere satisfaction.
It requires that what we provide them
with is more and better than the norm.
Valrhona provides a platform for quality
dialogue and the opportunity to listen,
which makes it possible for stakeholders
to express their needs and limitations.
This attitude contributes to a steady
expansion of the company’s scope
of action towards encompassing new
horizons and staying at the forefront
of evolving social issues.
Claus Meyer, a shareholder of the Noma restaurant in Copenhagen voted best restaurant in the world in 2010, 2011 and 2012 recently let the Valrhona team know what he expects of them :
“You make the best chocolate in the world –
show me how you also make the world a better place !”
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VALRHONA’S CSR APPROACH IS CENTRED
AROUND OUR FOUR STAKEHOLDER GROUPS
SUPPLIERS
Cocoa growers,
suppliers,
service providers
EMPLOYEES
Workers, supervisors,
managers in France
and abroad, permanent
or temporary staff,
social partners
CUSTOMERS
Hospitality, catering,
and retail trade
professionals,
as well as gourmet
consumers
COMMUNITIES
Local communities,
residents, associations,
foundations and institutions
Contributing to
build a better
culinary world
CHALLENGE 1
INSPIRING
in the long term
OUR
SUPPLIERS
Responsible procurement policy
Focus on cocoa partnerships
RESPONSIBLE PROCUREMENT POLICY
Economic development, respect for people, and the preservation of natural resources are key areas in which
Valrhona pursues balanced performance and takes a long-term view in its decision making. Among other
things, compliance with human rights, labour laws and environmental laws are strict basic rules that are
adhered to, consistent with the pursuit of optimal economic performance whilst ensuring sustainability.
Valrhona thus strives to improve sustainable development of its operations and its products and encourages its
suppliers to participate in this effort by adopting sustainable practices.
In 2013, Valrhona formalised this responsible procurement policy :
SIGNING OF THE BUYERS’ CODE
OF CONDUCT AND THE RESPONSIBLE
PROCUREMENT CHARTER IN 2013
1. Buy with a sense
of integrity and ethics
2. communicate
and collaborate
effectively and fairly
3.Act in a spirit
of sustainability
and collaboration
4. Encourage improvement
and performance plans
The Buyers’ Code of Conduct
is currently being implemented among
Valrhona’s buyers. They commit to
adhere to 4 pillars in their procurement
policy :
1. Buy with a sense of integrity
and ethics, including providing
the opportunity for suppliers to voice
their opinions on a regular basis and
in an emotionally neutral environment.
2. Communicate and collaborate
effectively and fairly, especially
by fostering an environment favourable
to producing innovative and competitive
solutions in response to identifying
the needs of the company.
3. Act in a spirit of sustainability
and collaboration, which includes
encouraging local suppliers to support
their local economies.
4. Encourage improvement and
performance plans, including building
long-term relationships based on mutual
interest.
With
the
Responsible
Procurement Charter, Valrhona
demands that its suppliers join forces
with the company in its responsibility
initiative with regard to compliance
with labour laws, political governance
and ethics, environmental protection
and risk management, and food security.
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CHALLENGE 1 SUSTAINABLY INSPIRING OUR SUPPLIERS
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Sustainability of trade relations
Valrhona seeks to establish long-term
relationships with its suppliers. While
the company regularly sends out calls
for tender to validate price positioning
and technical solutions for on-going
procurement, buyers nevertheless still
favour continuing with a business relationship that is already established. When
a supplier reaches its turnover limit with
the company, or the need arises to change
a purchase item, Valrhona agrees to be
open about sharing the changes that are to
be made. A relationship with an existing
supplier will not be broken off until all
possible solutions for adjusting the situation have been considered objectively.
The company has been entrusting assignments to a centre providing care through
employment (ESAT) for 10 years, including packaging its products. This ongoing support thus makes a contribution
to the objective of progress by employing
disabled people who work for the ESAT.
Common pursuit of innovative
solutions
Valrhona is committed to promoting
and supporting the improvement plans
of its suppliers by establishing a true partnership with them. The company is alert
to their on-going improvement process.
Valrhona also approved the loan of
equipment to this same ESAT. This
has made it possible for the packaging
workshop to avoid heavy financing
for equipment, since Valrhona provided the machines which the workshop
needed to carry out its subcontracting
functions. Buyers also automatically share
the safety data sheets of the products
they are developing in order to facilitate
optimisation of the methods applied in
the workshop.
ENCOURAGING THE CSR
DEVELOPMENT PRIORITIES
OF SUPPLIERS
The company wishes to involve its suppliers in its sustainable development
initiative; Valrhona systematically assigns
its responsible actions a higher priority.
Two examples : Printing, Écovadis audit
Valrhona exclusively uses printers that
carry the «Imprim’Vert» certification
or those that comply with the methods
approved by this certification. The printers are encouraged to use FSC or PEFC
certified paper, international labels that
guarantee that the paper comes from sustainable sources. An audit was conducted
to ensure that all of Valrhona’s advertising
and promotional printing materials comply with this rule.
Valrhona also uses Écovadis audits to
assess the environmental and social
performance of its new suppliers, especially for non-food traders. This international
organization evaluates companies across
the world according to a list of criteria
that is both transparent and uniform for
everyone. The increasing use of Écovadis
helps encourage suppliers to develop their
own eco-friendly initiatives.
RESPONSIBILITY WITH
REGARD TO UNPROCESSED
FOODSTUFFS
Soy lecithin: Guaranteed GMO free
Soy lecithin is used in the preparation
of many recipes to emulsify sugar, beans,
milk and cocoa butter in order to properly
adhere to product specifications. Valrhona
uses only natural and certified GMO
free soy lecithin in its processes –that
is, soy lecithin that has been extracted
from a non-genetically modified plant.
These guarantees are validated by a dual
documentary
and analytical control, with our suppliers
and internally.
Palm oil : the RSPO commitment
Palm oil has been removed from
the majority of Valrhona’s recipes.
It now remains in use in 0.6%
of the product ranges, where it was
retained for its unique properties
of texture and stability during firing.
Valrhona undertakes to purchase
only palm oil that carries the RSPO
certification. The “ Roundtable on
Sustainable Palm Oil ” was founded
in 2004 and brings together all those
involved in this industry: growers,
merchants, manufacturers, retailers,
NGOs and Alliance 7 (cross-industry
trade unions). It ensures that the palm
oil has been cultivated in accordance
with fundamental principles, including
environmental responsibility, conservation
of natural resources and biodiversity,
respect for employees, individuals
and communities, and responsible
development of new plantations.
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CONTRIBUTING
TO SUPPLIER DYNAMISM
FOCUS ON COCOA PARTNERS
95%
80% OF TOTAL CONTROL
OVER THE ENTIRE COCOA
TRADE
AIM : 95% BY 2015
One of the keys to the success
of the responsible procurement
of cocoa policy is the faultless
upstream management of the industry.
This ensures over 100% traceability
of supply and includes controlling
and implementing improvement plans
for cocoa preparation conditions
with regard to technical, environmental
and social aspects.
This is also how the company defines
total control of supply sources.
In 2013, 80% of the cocoa purchased
by Valrhona follows this process ;
the goal is to reach 95% by 2015.
SUSTAINABILITY
Valrhona and its partners are committed to long-term collaboration and thus
undertake procedures to ensure mutual
protection, such as visibility with regard
to volumes over several years, support
of shared growth, assessing resource requirements, projected income assurance
and control of market volatility.
Nearly 20 years ago, Valrhona began
signing long-term agreements with its
manufacturing partners and over the past
18 months the company has renewed
or signed new contracts as follows :
- 10 years in Madagascar
- 3 years in Papua New Guinea
- 10 years in Jamaica
- 7 years in Brazil
- 5 years in Peru
QUALITY AND INNOVATION
The creation of pure origin Grand Cru
chocolates, a Valrhona initiative in
the chocolate industry, has made it possible to appreciate the land and labour
of growers. Technical assistance programs
relating to planting, research and improvement are developed with partners. Pooling
expertise and sharing know-how enable
growers to develop sustainable production
while at the same time ensuring consistent
quality for Valrhona.
In addition, partners are involved
upstream in innovation prospects and also
contribute to research programs.
“ We used to plant mango, but it did
not allow us to live properly. The young
people went to the city, while the elders
remained in the valley. The lucrative
prices Valrhona pays are attracting
younger generations to the area again.
Cocoa production is once again an
attractive production.”
Alex Pintado Cordova,
grower in Barrios,
Peru
“ Valrhona has made us, the producers, aware of the impact
that fermentation, drying and selection techniques have
on the final result, the chocolate.
Valrhona has thus created a new link,
completely new, between cocoa as an agricultural product and chocolate as a finished product.
This is new in the world of chocolate. Valrhona has helped us project a better and clearer picture
of Dominican cocoa. This has probably helped other
colleagues and producers to sell more
cocoa from the Dominican Republic.
Valrhona has had a hand in all of this.”
Massimiliano Wax,
Rizek Cocoa,
Dominican Republic
SUPPORTING COMMUNITIES
As part of its commitment to partnerships,
Valrhona finances initiatives and supports
local communities. The construction
of a dryer in Madagascar and co-funding
of a school in the Dominican Republic are
two examples of projects carried out over
the past year.
Valrhona has had a relationship with the
MILLOT plantation in Madagascar for
over 20 years. The growth of the company and the development of “Manjari”
and “Tanariva” Grands Crus de Terroir
required a significant increase in the supply of exceptionally high quality cocoa.
A training of cocoa farmers
in Jamaica
Valrhona exclusively buys the entire
cocoa crop of the Millot plantation
– this commitment is formalised by
a partnership agreement that is valid until
2022. The cocoa is fermented and dried
on the Millot Estate in Ambanja in accordance with a specific protocol developed
and tested over several years, in order
to ensure stability of the flavour profile typical to Madagascar. However, the Millot
plantation did not produce enough cocoa
to ensure the growth of the company.
Therefore, a method for collecting fresh
cocoa was set up under the control of the
Millot establishments, in which cocoa
is selected from other producers in the
vicinity of the Estate and collected with
their own vehicles, thereby delivering fresh
cocoa three times per week for fermenting
and drying.
The drying facilities, however, became
saturated and the increasing development of fresh cocoa collection required
the construction of an additional dryer.
Financing this dryer encompasses several
aspects of the CSR strategy :
• Social level : improved working
conditions, higher incomes for producers through the purchase of additional
volumes
• Economic level : supporting sustainable
growth for both companies
• Environmental level : incentives for
producers to maintain and develop cocoa
plantations by guaranteeing a price that
reflects quality
Valrhona’s funding of this facility reinforces the company’s historic partnership
with Millot, while contributing to the
strategy of co-development with growers
and support of the cocoa industry in
Madagascar.
Opening of the dryer in Madagascar
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“ This autobus solar dryer dries about 4000 kg of cocoa beans in 5 to 6 days. The wooden drawers
are positioned on rails and rolled out
on castors, thus making it possible
to place the drawers out in the sun
with a minimum of manual labour.
This is an additional benefit in terms
of quality of work, time and difficulty.
With this new dryer, we can process
large volumes of cocoa preparation
quickly and with a uniform drying
quality. The increase in volume of beans will allow us to double
our purchases of fresh beans from
our partner farmers and therefore
significantly increase revenue and customer loyalty. We can also
approach new farmers to become
Millot suppliers of fresh beans for Valrhona.”
Bruno Dunoyer,
Millot Estate,
Madagascar
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AIM 2015
80%
Currently
Valrhona values and develops the skills of growers by supporting a strategy of long-term co-development
with its partners.
FUPAROCA
In 1998, Hurricane
“Georges” destroyed
almost all the cocoa
plantations in
the eastern
and central regions
of the Dominican
Republic. RIZEK
ORGANICO
then created the nonprofit foundation, FUPAROCA, in 2001.
This foundation is involved
in the welfare, recovery and organic
management of cocoa plantations,
with the aim of renewing
and rehabilitating cocoa plantations
and improving the quality of life
of the producers.
FUPAROCA is now comprised
of approximately 4,000 member
producers. Its main objectives are
to educate, train, guide and supervise
the producers in the development
of their farms - through excellent
management and respect for
the environment - to produce organic
cocoa that complies with the most
selective quality criteria.
At the ceremony, school children were singing
the national anthem and dancing meringue
VALRHONA’S STAND ON CHILD LABOUR
The new elementary school of Los Indios, Loma Sotavento
Co-financing a school
in the Dominican Republic
Valrhona has had a relationship with
the Rizek family spanning nearly 10 years,
which includes purchasing cocoa beans
and conducting various research projects
related to improving cocoa preparation.
In 2010, Valrhona bought “ Loma
Sotavento ”, a plantation located in the
province of Maria Trinidad Sanchez in Los
Indios Del Factor. The name dates back
to the early 19th century and is derived
from the indigenous caves in the surrounding mountains and the river Del Factor,
which has its source in these mountains.
A rehabilitation program has been set
up to sustain cocoa production on
the plantation and to prepare exceptional
cocoa for future product developments.
This community is comprised of 15 families totalling 132 people, and its income
is derived from cocoa and fruit production (coconut, banana, yam, cassava
and orange) as well as ecotourism.
As part of the CSR strategy and actions
in aid of local communities that produce
the best cocoas, and in collaboration
with this long-standing partner and local
What is Valrhona’s position vis-à-vis
the challenges of child labour on cocoa
farms ?
Child labour is one of our concerns in all
cocoa producing countries. We therefore
take measures to fight against this scourge:
agreements were signed in this regard with
our local partners and we also implement our Responsible Procurement Charter with all of our suppliers.
authorities, an urgent need to renovate the
primary school in the village of Los Indios
was identified. Built in 1968, the school
had been poorly maintained and no longer
met safe and healthy teaching conditions.
A technical and financial study of the renovation project revealed that it would be
more efficient to construct an entirely new
school, which resulted in Valrhona financing this project equally with Fuparoca.
Work on the school began in July 2012
and the children were able to start using
the school in January 2013, when they
returned after the holiday season. They
now have two classrooms, toilets and a
kitchen.
On 29 May 2013, the school was opened in the presence of local authorities,
the cocoa partner RIZEK and members of
its Fuparoca Foundation, some Valrhona
clients, journalists and 23 Valrhona employees.
Funding for the school is part of the actions
of the CSR strategy in aid of local communities. It makes a significant contribution
to the improvement of the conditions
of the children’s education.
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“I think that the construction of this school is a very good investment
because every person, no matter their origin, has the right to a good
education with good infrastructure and trained personnel.
I thank God and those who mobilised to make this generous donation to build
this beautiful school, which consists of two rooms, two toilets, an office and a kitchen. The entire community is happy and grateful that they have a place worthy of sharing education.”
Ynocencia Salazar,
Teacher
Jean-François DARGEIN,
Valrhona Procurement Manager
How do you establish whether there are
children working in plantations where you
source supplies ?
Our Cocoa Policy gives us a direct and close
relationship with producers, thus ensuring
80% traceability of our supplies. We are very
careful in monitoring these relationships and doing so in the long term; furthermore,
our sourcers are very much familiar with each
of these plantations, which they visit regularly.
We are thus assured that there are no children
working on these plantations.
And for the remaining 20% ?
In addition to our Responsible Procurement
Charter, in our trade agreements we provide
specifications detailing the conditions of
production, both with regard to technical
and social aspects. In particular, it requires
compliance with national and international
laws on child labour. Moreover, whenever
possible, we use international certifications
(Fair Trade, Rain Forest, UTZ, etc.) which
represent additional means of control.
How do you control compliance with these
commitments by the growers ?
The controls are achieved through regular
visits to plantations, either directly by our
sourcers or, in the case of certified plantations,
by certification bodies, such as RainForest,
UTZ and Fair Trade, to ensure that the labour
force employed is qualified. In addition,
we join in the work done in the field by
specialised organisations, such as the Cocoa
Interprofessional Union or the World Cocoa
Foundation.
Are you taking proactive initiatives to
protect children ?
In some areas, Valrhona encourages initiatives,
such as building schools on plantations in order
to facilitate children’s access to education. Two recent examples are a school built by the Millot Plantation of Madagascar and the new school on the Loma Sotavento
Plantation in the Dominican Republic that
Valrhona co-funded.
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CHALLENGE 2
in the long term
OUR
EMPLOYEES
Promoting employee welfare
Contribution to employee development
16
17
Valrhona considers it essential that employee issues are integrated into the business strategy.
The aim is that they receive all possible support from their employer, at different levels – not just the wellbeing and integration of everybody every day, but also the development of their potential and aspirations
for the future.
HUMAN RESOURCES
INDICATORS 2012
WORKER SAFETY WEEK
642 employees
Safety and risk prevention are deeply rooted priorities, not only for the company but also
for the Soparind Bongrain group at large.
Worker Safety Week is a new way to promote awareness and progress. Established
in 2012, it was repeated in 2013, but on a different scale. The aim is to make everyone
even more aware of safety issues while placing great emphasis on individual contributions.
All employees, as well as some of the company’s service providers, are invited
to participate in themed workshops. For example, in the 2013 event, physiotherapists
and occupational therapists taught employees preventive health exercises they could
perform daily: warming up in the morning, relaxing a few moments, improving posture…
simple movements that are useful to the individual’s general welfare. They demonstrated
various applications for different work situations – sitting down or moving around,
handling equipment or sitting at a computer workstation.
A contest for the Best Safety Ideas is also organised during this week to gather input from
everyone with regard to improving preventive measures. In 2012, this led to reviewing
the weight of loads that are carried manually. These days, 92% of the weight handled
manually is less than 12 kg. The winning idea in 2013 will improve automatic detection
of the presence of a person in the aisles. A study is currently being conducted
with regard to the solutions that are to be put in place.
93%
of which are
permanent
95 new jobs, including
51 permanent
rEpartition MEN / women
45% 55%
INSPIRING
CHALLENGE 2 SUSTAINABLY INSPIRING OUR EMPLOYEES
PROMOTING EMPLOYEE WELFARE
Employees form the backbone of the company’s performance. Valrhona is especially aware
of its responsibilities in this regard, both towards its own employees and towards those of its service providers.
The company is committed first and foremost to preserving their health and safety, and to respecting
the values of diversity, non-discrimination and shared management of human resources. In addition,
acting in the interest of the welfare of employees forms part of the company’s initiative of Excellence.
Responsibility vis-à-vis in-house
incapacitation and disability
Valrhona actively assumes an attitude
of responsibility with regard to temporary incapacitation or disability that may
arise during the course of working for
the company. The Continued Employment and Disability Policy that was
introduced in 2006, offers effective
support in this regard. It provides for transitional periods, adaptation of the workstation or transferring within the company.
Every possible solution is considered to
avoid dismissal due to incapacity. In some
cases, support tools for everyday life can
also be funded to facilitate continued
employment. Each situation is examined
with the greatest care until a new situation
is worked out that is adapted to the person
concerned.
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VALRHONA PLACED 10th
IN “GREAT PLACE TO WORK”
Among French companies
with more than 500 employees, Valrhona was ranked :
No.
2011
12
No.
11
2012
No.
10
2013
Special Mention
for Responsible Company
The “Great Place to Work” ranking
seeks to identify companies for whom “it
is good to work”. Renewed annually, it
assesses the work environment of
countless companies in France and
around the world, across all sectors.
Employees are given a questionnaire
pertaining to criteria of trust in management, assessment of colleagues,
and pride of belonging. In 2012, 84%
of Valrhona’s employees stated that
they were proud to work for the company.
This great ranking accompanied by a
steady improvement each year reflects
the constant improvements made in
terms of human resources and quality of
life at work.
Taking disability into consideration
Employment of people with physical
disabilities takes place through courses
aimed at retention or career exploration,
which two people already underwent in
early 2013. In addition, training in sign
language is offered to employees who
request this under their individual right
to training and all formalities or official
communications are interpreted for hearing impaired employees.
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TWO INITIATIVES
FOR PSYCHOLOGICAL
WELL-BEING OF EMPLOYEES
IMPLEMENTED IN 2013
Employee Focus promotes action
in the prevention of psychosocial risks.
The goal is to provide employees
who so request with support that is
totally individualised and outside
the company. A listening centre
consisting of independent psychologists
is now available on a toll-free number
operated every day, round the clock,
anonymously. This number has been
communicated to all employees ;
a letter containing a detachable card
with the details of the listening centre
was sent to their homes. Any employee
is therefore in a position to address
any professional or personal difficulties
he/she encounters.
The Trauma Management Cell
is an ad hoc device that can be
activated in case of collective shock
in the company. A team of
psychologists and victimologists
then intervene on-site to provide
guidance and support.
Sharing sessions are conducted
in groups, followed by individual
sessions for employees who request it.
DIVERSITY AND EQUAL
OPPORTUNITY
Equal opportunities for men
and women
Valrhona considers gender equality to
be undisputed at the time of recruitment. Various activities are also conducted to promote equality at all levels,
both upstream with regard to training
and trades chosen, and subsequently in
the individual’s professional life.
Since 2012, Valrhona has been actively
involved in the “Déployons nos Elles” programme in grades 3 and 4 in the region.
The goal is to change perceptions about
occupations dominated by women and
men and to explain that skill has no gender. Valrhona employees go to the classrooms to tell their stories and, in turn,
the students are invited to different
departments to observe employees in
their professional surroundings.
To combat unequal pay and pursue
the various goals of improving equity
between women and men, a joint committee of six people was established
in 2011. It communicates any situations encountered directly to Human
Resources. An internal study is also under
way to analyse and better understand
the cause of the wage gap, including identification of the barriers that parents could
cause. Discussions are currently held with
employees and their supervisors, before
and after parental leave, with the aim
of creating a plan of action with respect
to the resulting problem areas.
Awareness of diversity
Valrhona sees diversity as an opportunity and invites everybody to realise
their potential. Diversity training has
been carried out with all management
teams since 2013. The course is run in two
sessions during the year; it introduces
the basic concepts and highlights legal
obligations, while teaching participants
how to better identify discriminatory
criteria or fight against at times unconscious stereotyping. It gives trainees a range
of tools to utilise for ensuring equal treatment for all.
COMMUNICATION
IN THE WORKPLACE AND JOINT
COMMITTEES
Communication in the workplace is
based on shared responsibility between
management, staff representatives and
employees. Participatory practices foster a calm work environment where
listening and sharing prevails. Joint
committees are regularly organised
to improve working together on the
implementation of agreements, rules or
elements of remuneration. They are set
up by focus area, for example, with regard
to social security, job classification,
physical arduousness or, more recently,
transportation and carpooling.
OFFICE REFURBISHING
Two projects are under way to redevelop and modernise offices and recreational facilities for improving well-being in
everyday life. The first phase was to establish needs, whereby employees were
involved in developing the guidelines for
shaping these new spaces. With regard
to refurbishing the offices, it was established, for example, that workstations had to be adapted to the time that
each employee spends there. Thus, it is
the length of time on the job that is supported, rather than the level of responsibility. The first phase of the works will
commence in 2015.
CONTINUED EMPLOYMENT
AND DISABILITY POLICY
CHALLENGE 2 SUSTAINABLY INSPIRING OUR EMPLOYEES
3,3%
INVESTMENT IN TRAINING IN 2012
495 employees have attended one
or more training courses during the year,
that is,
of the payroll is devoted to training.
(Valrhona has therefore surpassed
the regulatory requirement of 1.5%
in France for the past 4 years.)
24%
87%
11600
hours of training were provided.
of the workforce.
of the training is provided by employees who are recognised experts in their fields,
and part of the internal training network “Ex&Co”.
CONTRIBUTION TO EMPLOYEE DEVELOPMENT
Investment in training is one of the most important ambitions
of excellence and responsibility to which Valrhona is committed.
In recent years, the company has grown to such an extent that it is
gradually outgrowing its SME status and moving towards being
a Midcap company. Supporting the development of skills, talents
and careers is crucial to change.
DEVELOPMENT
OF EMPLOYABILITY :
QUALIFYING TRAINING
A first set of training courses have the dual
role of developing the employees’ level of
expertise in chocolate, the company’s core
business, but also of increasing their employability through on-going training.
These training activities are conducted in
three prongs:
- In-house by expert personnel from the
Ex&Co network
- In synergy with other companies in the
Soparind Bongrain group that are also
involved in the chocolate trade
- Through an inter-company arrangement
within the local ADRIAL group of companies, which recruits and trains a workforce in a previously precarious situation
over the course of 18 months.
This course is intended for employees with
supervisory duties or in charge of projects.
Training is atypical and non-operational ;
it focuses on the impact of interpersonal
skills in management styles, decisionmaking and project management.
The program is driven by the idea that
taking the human factor into account
is the most sustainable way of making
the organisation efficient. It also encourages cooperation between people from
different departments to create working communities dealing with various
issues. The first employees to complete
the programme reported that they had
experienced it as professionally and personally truly enriching. It is therefore part
of the objective of joint progress towards
Excellence.
These lead to a qualification recognised
at the level of the industry standard, such
as the Certificate of Professional Qualification as a line operator or a machine operator, or one of the diplomas recognised
by Alliance 7, the Federation of Grocery
and Dietetic Products.
THE YOUNG MANAGERS
COURSE
THE LEADERSHIP SCHOOL :
“ The most human is
the most effective
in the long term ”
In 2012, a new training course was set
up, namely “The Leadership School.”
Training sessions for young managers have
been conducted for the past five years with
a view to supporting them in their first
management experience. To date, nearly
80 employees have attended this course,
which combines theoretical contributions, practical implementation, coaching
and appropriation of internal company
processes.
21
CAREERS DAY :
A UNIFYING AND UNIQUE
ANNUAL EVENT
Established in 2001, this day brings
all the employees together and has
become a real tradition in terms
of cohesion and togetherness.
Each year a profession or a key
challenge within the company is
identified and examined in detail :
a major project, strategic development,
international issue, etc. Previous
themes explored were “vision, values
and CSR” in 2012 and “customer
relations” in 2013.
With 560 employees taking part
in 2013, the day typically takes
the form of workshops that are
planned and presented entirely
by employees. Each year sees more
ingenuity applied in the form of games,
videos or parodies, all aimed
at surprising and capturing the interest
of the participants. There is also
a fun contest organised, called
the ChocoCup.
A feature of 2013 was the presence
of two corporate clients, Gaëlle
and Richard Sève, chocolatiers
and pastry chefs from Lyon.
They participated in workshops
and acted as ChocoCup judges.
They also took part in a mock interview
to better describe their expectations
of the company and put their own
challenges in perspective.
20
TRAVELS: EXPLORING A PLANTATION
From 27 to 30 May 2013, there was an “ expedition
to discover cocoa ” to the Valrhona plantation of Loma
Sotavento in the Dominican Republic. This trip had
the distinction of being the first event that brought together
all the stakeholders in the company. Besides management,
buyers and pastry customers, 23 employees chosen
from different positions were invited. The objective was
to enable people to share in the business strategy
and, more particularly, for them to meet customers
and growers and by exploring the source of cocoa,
life on the plantation and the daily lives of farmers,
to offer everybody a broader perspective of the work
everybody else performs. It was an experience that left
intense memories, as the testimonials prove :
“ A great first contact with real pods that you can see, touch and taste; now I can really understand all the complexities that underlie cocoa cultivation.”
Maud Barbe,
Head UAP BBC
“ First time I see cocoa in the flesh! I now have an awareness that the Valrhona taste begins with a bean
planted somewhere in the Dominican Republic.”
Véronique Battandier,
Cream Supervisor, Winkler et Pliage
CHALLENGE 3
in the long term
CUSTOMERs
Skills sharing
Fostering creativity
A company that produces an exceptional chocolate every day obviously has a mission to satisfy its customers.
For Valrhona, however, there is more to it. Inspiring our customers on the long term means integrating
these expectations in the creative process, seamlessly supporting them in practising their art, and supporting
them in their own responsibility initiatives.
22
SKILLS SHARING
Valrhona considers customer relationships opportunities to grow
together in the service of the culinary industry. Just as interacting
with growers is an everyday requirement for refining the taste of cocoa,
the teams work hand-in-hand with pastry and other chefs for
the betterment of gastronomy.
Jean-Paul Hevin
L’ÉCOLE DU GRAND CHOCOLAT
Founded in 1989, the school aims to be
a dynamic repository of pastry expertise.
The first of its kind, today it has three
centres of learning in France and Japan,
led by 24 pastry chefs who received 8,000
customers in 2012.
training, offer ad hoc advice or assignment
to a customer’s premises upon request.
Each year, internationally renowned chefs
are invited to teach side-by-side with
the permanent staff, thus broadening
the knowledge imparted.
Conservation of techniques
and preparations
Over the years, the school has compiled
course workbooks – called “The Essentials” – which each participant receives.
Comprising all the traditional pastry subrecipes, it is continually updated with new
information and creations, and particularly in recent years, with elements from
continents other than Europe.
An international community of sharing
In addition, the École is now proving
to be a great place for communication,
creating a space for professionals from
around the world to meet in a spirit of
gastronomic interaction. This is an opportunity for them to expand their network
of contacts, discover new trends and gain
insight into the gastronomic cultures of
other countries. Valrhona is proud to be
the initiator of these multiple meetings
and to be contributing to the development
of this community on a yearly basis.
Imparting the trade of chocolate pastry
chef
This is done by 24 chefs who provide
CUSTOMER SATISFACTION
The survey institute SOFRES
conducts a study among Valrhona
customers in France every year.
In 2012, 98% of them gave
a positive assessment of both
the products and services provided
by the company – a record high.
Today this approach extends
internationally.
Challenge feeds progress ;
therefore, the objective is now
to convert, within this category,
more and more “satisfied” or “very
satisfied” customers to “extremely
satisfied” customers !
23
INSPIRING
OUR
CHALLENGE 3 SUSTAINABLY INSPIRING OUR CUSTOMERS
NEW IN 2013 :
VALRHONA.TV
24
To facilitate the dissemination and
exchange of expertise and information
among professional chefs, a new
Internet information service was
created in January 2013.
VALRHONA.TV is a program that
broadcasts interviews and stories
about the world of chocolate, and
more broadly about the world of
gastronomy. It highlights suppliers,
experts, renowned places and topical
stories. It is an active clearinghouse
of ideas, discovery and learning.
Broadcasts are updated every month,
including:
- Between us - a series of private
interviews with prominent leaders
who share their stories and their
passions or introduce remarkable
suppliers.
- Backstage - a program revealing
the pastry-making techniques and
tricks used in the top kitchens of the
world of gastronomy.
- Essentials of Great Chocolate,
which makes studying at the École
du Grand Chocolat accessible
for all those who do not have
the opportunity to attend one of its
training centres.
Valrhona’s mission is to support the diversity of its customers
and the emergence of new talent.
TAILOR-MADE PROPOSALS
Valrhona has implemented various customisation tools that afford chefs the opportunity to keep pushing their creativity
a little further. There are, for example,
three pastry designers working in
the Creative Workshop, designing moulds
to comply with requests for specific shapes
and recipes. The customer then receives
a tool that belongs to him exclusively.
Custom chocolate coatings or special
recipes can be made on request to meet
individual demands. They also remain
the exclusive property of their initiator.
PROMOTING CRAFTS: PASTRY
COMPETITIONS
The Pastry World Cup “ Coupe du
Monde de la Pâtisserie ”
Valrhona is a founding partner of what
has become the world’s largest event for
pastry chefs: The Pastry World Cup.
This competition provides a unique
opportunity for them to showcase their
talents and gives the winner major international recognition. Besides Valrhona’s
participation in organising the event, the
company also identifies promising chefs
around the world early on, encouraging
them to participate, and supporting the
formation of teams. Valrhona furthermore
organises elimination challenges on all the
continents. A book containing the achievements is published each year, with sales
donated to a chosen organisation – recently, for example, it was given to Japanese
pastry chefs in the wake of the tsunami.
C3 Chocolate Chef Competition
The company is also responsible for
this event initiated in 2008. This hautecouture chocolate competition is especially for restaurant desserts. It brings together
a jury and candidates from all over the
world around creations vying for originality both in aesthetics and taste. In its
third year in 2012, the trophy was won by
a Hong Kong pastry chef working in
France, Iris Lau, winning on a podium
consisting for the first time of only
women. This accomplished young professional won great media coverage and
an award that will allow her to continue
developing her art.
Le prix de la James Beard Foundation
Across the Atlantic, Valrhona is also
involved in promoting the pastry industry
by supporting the activities of the James
Beard Foundation. Founded in New York
in 2001, the work of this foundation
is aimed at developing the culinary arts
across the United States. It pays tribute
to the various trades in gastronomy with its
annual awards ceremony, the JBF Awards,
of which Valrhona is the official sponsor.
Throughout the year, the foundation
encourages and supports the culinary
community by publishing a quarterly
magazine, Beard House, and organising
many events. Valrhona extends its partnership by regularly participating in these
events, such as the JBF Media Awards,
the JBF Gala, and the Chefs’ Dinners,
used as fundraisers that enable the foundation to continue its work.
CONGRATULATIONS
TO THE 2013 WINNERS !
In its thirteenth year, the Pastry World
Cup 2013 saw 22 teams compete
from all five continents. Each team
consisted of a pastry chef, a chocolatier
and a glazer. They had to make
a side dish, a dessert and a sculpture.
Sculptures this year were allowed
to reach a new height of 125 cm,
and the teams were able to push
themselves to new limits in creating
unprecedented shapes.
After two days of relentless competition,
the gold medal was awarded to
the French team of Quentin Bailly,
Mathieu Blandin and Joffrey Lafontaine.
Aged 28 to 33 years, they combined
the most advanced techniques
of their pastry expertise with
extraordinary creativity. Their sculpture
of intertwined sugar and chocolate truly
created the illusion of movement,
tipping the scales in their favour with
the panel of judges.
The silver medal was awarded
to the Japanese team (Tetsuro Akasaki,
Daisuke Tomita and Koh Moriyama),
while the Italian team (Francesco Boccia,
Marcello Boccia and Lucca Cantarin)
walked away with bronze.
The company joined in 2009 the global
network of Chefs and corporate partners,
as associated member of the Bocuse
d’Or. With the Italian Chef Enrico Crippa
(3*** at the Piazza Duomo, in Alba),
the Danish Chef Rasmus Koefed and
Paul Bocuse, President, 24 teams
were competing for the trophy. France,
represented by Thibaut Ruggeri (Maison
Lenôtre), won the Bocuse d’Or 2013.
25
FOSTERING CREATIVITY
CHALLENGE 4
in the long term
LOCAL COMMUNITIES
Ties with local communities
Reducing our environmental footprint
Valrhona has a strong sense of responsibility with regard to the community, whether this refers
to individuals living close to places of production or collective bodies who perform tasks of public
interest in the region. More generally, the company is making an active effort to study the impact
of its activities on the environment in order to reduce its emissions and protect natural resources.
bilan rse Valrhona 2013
26
OUR
ANNUAL RESIDENT SATISFACTION SURVEY
Concerned about the impact of its industrial site located at the heart of an urban community, Valrhona started
to conduct an annual survey 10 years ago in order to determine the level of satisfaction of local residents,
as well as their expectations. In line with the results of previous years, the 2012 survey indicates that :
do not perceive any nuisance
that may be generated by the company.
The main emission perceived is the
smell of chocolate. Only 1% reported
noise pollution.
of residents
have a “good” to “very
good” impression
of the company.
believe the company
communicates sufficiently
with them, meaning that local
advertising is not a nuisance
and, on the contrary, a majority
of people want to learn more
about the products.
think Valrhona contributes
to local vitality. Employment
and donations to charities are listed
first, followed by subcontracting
generated by the activity.
Finally, the main topic
on which residents would like
to be consulted to a greater
extent is that of new products –
by giving them taste tests !
There is a decided appetite
for Valrhona !
27
INSPIRING
CHALLENGE 4 SUSTAINABLY INSPIRING OUR LOCAL COMMUNITIES
As a major economic player in the community, Valrhona collaborates extensively with business and political
communities of the region. This is a commitment that is directed at the residents, people in difficult
circumstances, and support for social initiatives for employees.
28
DEVELOPING THE APPEAL
OF THE AREA
Valrhona contributes to the vitality
of the region through job creation, its use
of local sub-contractors and the company’s reputation. The forthcoming opening
of the Cité du Chocolat should provide new impetus to tourism in the
area. Construction of this unique place,
devoted entirely to chocolate, is a major investment under the auspices of
Valrhona. The preparatory phase of this
project has received support from both the
Rhône-Alpes region and the government.
INVESTMENT IN LOCAL
POPULATIONS
Valrhona implements a series of actions
to help two main sectors of the population :
- The youth, through actions with schools
or child welfare associations. For example,
Valrhona works with the Robert Ardouvin
Foundation in Vercheny. This organisation’s purpose is to welcome siblings separated from their parents and placed in the
care of the social welfare system in “guest”
houses managed by volunteer families.
It offers them a family environment as
well as school and education related rehabilitation. Valrhona supports this foun-
dation through various projects it runs
throughout the year, such as arranging
for the children to visit the chocolate
factory. For more information on all
the foundation’s activities, please visit
www.village-ardouvin.com.
- The ADRIAL employer association.
Co-founded in 2010 by Valrhona and
5 other companies, today this group
unites 13 local companies. It sets up training and contracts especially adapted
to help local low-skilled workers. Since
its inception, 60 people have received
training contracts, 13 of which resulted
in a permanent position.
PROCUREMENT OF SERVICES
FROM THE PROTECTED
WORKER SECTOR
Valrhona also supports skills development
of disabled workers in the region through
close collaboration with the ESAT of
the Drôme region, which has a school
in Tain-l’Hermitage itself. This organisation has been contracted for various longterm assignments – the packaging plant
has, for example, been doing on-going
work for the company for 10 years –
or on an ad hoc basis, such as catering
for internal events or, more recently,
carrying out administrative tasks.
EMPLOYEES’ SUPPORT
OF SOCIAL INITIATIVES
Every year Valrhona supports charitable
and community organisations, particularly those in which its employees are
involved. In 2012, 17 tons of donations
were sent to charities and 2 tons to local
social welfare organisations.
Supporting an approach initiated by
Soparind Bongrain, the Human Resources
department has, since 2012, been giving
employees who so wish the opportunity
to direct their donations through Arrondi Solidaire. This programme collects
the cents at the bottom of their payslips as well as a few euros extra for those
who choose to contribute a bit more.
These micro-donations add up every
month and are paid to the associations.
Last year they benefited micro-credit
organisations such as ADIE, which helps
people in France who are excluded from
the labour market to start their own
business, or PlaNet Finance, which provides microloans internationally. For
more information on this initiative, please
visit www.larrondisolidaire.org. There are
currently 127 employees who contribute
in this way.
A MAJOR CONTRIBUTION TO THE AREA:
Cité du Chocolat
SOCIAL
SPONSORSHIP :
Cité du Chocolat is a new space where the general public can explore the world
of chocolate. Spanning 1000 m², its inauguration in October 2013 is the culmination
of seven years of study and numerous collaborations, and represents a major private
investment on the company’s historic site in Tain l’Hermitage.
The Fondation Valrhona pour le Goût
(Valrhona Foundation for Taste), created
in 2006, is dedicated to the transmission
of Valrhona’s values and flavors to fragile
groups, as a mind-opening experience.
The Fondation is working in close
partnership with the Judiciary Protection
of Youth in the Drôme-Ardèche area,
the Diffessens association for the respect
of disabilities, the Fondation Bocuse
and the Melting Pot Fondation of the
Danish Chef Claus Meyer.
A public mandate
The Cité fulfils a mandate to inform and teach the general public about chocolate,
its production, its trades and its economic, social and environmental issues. Through
interviews and reports, it presents the work of cocoa farmers, people working in
the production of various chocolate products and pastry chefs in their workshop.
The people introduced to the public in the videos and photos are all actual suppliers,
employees and customers of Valrhona. The tasting section – essential to the project
– was developed in collaboration with members of the Pôle d’Analyse Sensorielle,
the company’s in-house chocolate evaluation unit. Finally, an exhibition space showcases
creations by chocolate professionals with a view to introducing contemporary talent.
Responsible construction
From start to finish, the design of the project is based on a vision of responsibility.
The company made a deliberate choice to work primarily with local businesses.
The result is that 90% of the providers selected for the project are from the Rhône-Alpes
region (architects, construction workers, interior designers and creators of animated
cartoons). For the construction itself, the companies selected are committed through
a Valrhona Construction Site Charter. In particular, this includes different aspects relating
to respect for the environment. In a spirit of sharing and adding value, Valrhona undertakes
to include their names in communication regarding the Cité. Much attention has also
been paid to reducing disturbances to the Tain l’Hermitage downtown neighbourhood
and to the communication of the progress schedule.
Part of the Valrhona’s CSR strategy,
the Fondation is currently working to
develop concrete actions based on
the
company’s
expertise:
sustain
agricultural best practices of the cocoa
producers, humanitarian projects of the
Chefs and assist the local associations
promoting culinary expertise.
As such, the team was enriched with
the
recruitment
of
René
Buttin,
experimented in missions of corporate
social responsibility and in international
humanitarian projects.
Facilities for the disabled
Particular attention was paid to accessibility for the disabled. All activities and discovery
stages have been equipped with systems to make them accessible regardless
of the nature of disability – motor, visually impaired, hard of hearing or intellectual
disabilities.
A centre of attraction for business activity
In addition to the teams hired to welcome visitors, the Cité is an attraction eagerly awaited
by all tourism operators in the region. It is a means to a new and strong image for
the Drôme region and is expected to become a major crossing destination. Ultimately,
its creation has been accompanied by numerous exchanges with the local authorities
and tourism agencies to better integrate this new space in the life of the community :
creating parking facilities, organising traffic routes, etc..
THE CENTRAL THEME OF THE CITÉ : TASTE, ACTIVITIES AND RESOURCES
29
TIES WITH LOCAL COMMUNITIES
CHALLENGE 4 SUSTAINABLY INSPIRING OUR LOCAL COMMUNITIES
REDUCING OUR ENVIRONMENTAL FOOTPRINT
31
At every stage of its activity, Valrhona pays the greatest attention to environmental aspects. From the outset,
the company has encouraged environmentally friendly practices for its procurement of natural raw materials
or non-food purchases. Downstream, it closely follows its environmental footprint and develops tools
for measuring and monitoring this.
TOOLS FOR ENVIRONMENTAL
GOVERNANCE
Defining, measuring, and improving
environmental performance is first of
all based on standards and regulations.
Valrhona makes all the necessary human
and material resources available for ensuring compliance and anticipating changes.
The ISO 14001 certification, which
Valrhona obtained in 2005, represents
an annual assessment of good management of environmental issues. The company also participates in several other
assessment processes – for instance, the Bilan Carbone (which determines a company’s carbon footprint) and the Recherche
des Substances Dangereuses dans l’Eau
(water pollution tests) – in an on-going
effort to reduce its impact on the environment. Now that the spectrum of indicators is developing, the company is in
the process of creating a new position,
that of Head of Energy, in order to structure management of these actions.
LIMITING CONSUMABLES
AND IMPROVING POLLUTANT
EMISSIONS
Environmental challenges require the implementation of increasingly rigorous projects to reduce energy consumption and
harmful emissions to the environment.
Valrhona combats waste production by
recycling 80% of the waste that its activities generate.
Energy and carbon footprint
A first carbon footprint assessment was
conducted in 2012 and renewed in 2013
in order to compile an inventory of direct and indirect energy consumption
generated by the company’s activities.
Carbon emissions from Valrhona
amounted to 4490 tons in 2011 and 4572
tons in 2012. The potential for savings
is being investigated, such as optimising air
conditioning and investing in less-energyintensive roasting technology. Due to the
current state of technology, no savings are
possible, compensatory measures are being
planned, to be implemented in 2014.
Property often contributes significantly
to the carbon footprint. In the new Cité
du Chocolat, heating and air conditioning
systems operate entirely with a heat pump,
which contributes to a significant reduction in energy consumption. The green
facade also provides additional insulation.
Water treatment
Valrhona is committed to ensuring effective treatment of its wastewater prior
to its discharge into the natural environment. The RSDE diagnostic tests for
the presence of 33 substances in the
wastewater discharged on the basis of
prescribed standards. According to the
2013 assessment, it was found that
Valrhona has to monitor only 3 of the 33
substances. After two years of very regular
measurements, a quarterly technical and
organisational monitoring action plan was
put in place to sustain the achievements
and progress in the identified areas.
30
RESPONDING TO TOMORROW’S CHALLENGES IN THE FIELDS
OF AGRICULTURE AND FOOD : THE TERRA ISARA FOUNDATION
Valrhona supports the Terra Isara Foundation, which promotes sustainable agricultural
practices. Linked to the engineering school of the same name, its mission is to help
define new agricultural and food systems that are capable of producing healthy
food in sufficient quantities, while preserving natural resources and allowing those
who work the land to make a decent living off the fruits of their labour.
This is done in operational activities based on three pillars :
- Training - by offering loans at 0% interest. In 2012, 11 students benefitted from
this support, while 25 new engineering students will benefit in 2013.
- Innovation in agro-ecology - through funding doctoral theses and a program
of applied research. For example, on-going studies are being conducted
on the reciprocal influence of the cultivation of selected crops in the same
growing area, showing that the different varieties benefit from the properties
of their neighbours, which makes them naturally more resistant and cost-effective.
- Supporting businesses within the context of AGRAPOLE - a business incubator
with the purpose of supporting projects in the field of eco-design and eco-innovation
over the course of three years.
For further information, please visit www.terraisara.fr
FORMER, INNOVER, ENTREPRENDRE :
Quelles actions pour l’agriculture et l’alimentation de demain ?
Contributing to build
a better culinary world
Our 7 corporate commitments
3
4
Personal development of the employees
Foster talented, committed and happy employees
Maintain environmental responsibility
Protect natural resources connected to our activities
and reduce our environmental impact
5
In pursuit of culinary excellence
Preserve and promote the cumulative knowhow and expertise, from manufacturing to
the development of chocolate
6
7
This document is printed on PEFC / FSC certified paper.
2
Creating and Sharing value
Build partnerships and CSR initiatives with our suppliers
and our customers
From discovery to knowledge
of chocolate
Make of every chocolate taster an informed enthusiast
Maintain close relationships with regions
supporting our activities
Act as economic and social stimulus to local communities
Jean-Luc GRISOT
CEO
Philippe ANQUETIL
CFO
Alexis CALVET
Marketing and Communication
Manager
Jean-François DARGEIN
Logistics and purchases
Manager
éric MARCHISIO
Sales
Manager
Arnaud MEYBECK
Industrial
Manager
Philippe RIDENT
Human Ressources
Manager
Vincent SIGAUD
Quality and Excellence
Manager
Isabelle VALLAT
Research and Development
Manager
Frank VIDAL
Manager
of Cité du Chocolat
26600 Tain l’Hermitage - France - Tél. : + 33 (0)4 75 07 90 90
www.valrhona.com
| Juillet 2013 - 10948 GB | © Photos : Valrhona - J. BRYON - QUINARD - CHAPOUILLET - Jean Delmarty - Laurent . Vu - Sophie Brandstrom- Studio BERGOEND - Architectures Barillot.
1
That Our Cocoa be a source of well-being
Sustainably develop our quality cocoa into exceptional
chocolate tastes and flavors

CORPORATE SOCIAL RESPONSIBILITY REPORT

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