2O21 EXTRA FINANCIAL WORKING TOGETHER TO BETTER NOURISH AND PROTECT THE PLANET - Lesaffre
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EXTRA FINANCIAL
PERFORMANCE REPORT
2O21
WORKING TOGETHER
TO BETTER NOURISH
AND PROTECT THE PLANET
1
Our CSR commitments at the
heart of our business model
“In 2050, we will be 9 billion inhabitants on this Earth. 9 billion
people to nourish while still protecting our planet. 2050 is tomorrow.
What solutions will we bring to this immense, complex, and urgent
challenge? Are we ready to take it up? And how can we respond to it?
I am convinced that Lesaffre must grow in a sustainable and
responsible way. We are committed to managing our carbon
footprint and our energy consumption.
Our 11,000 employees are driven every day by a shared mission:
working together to better nourish and protect the planet. To
achieve this, we tap into our unique fermentation skills and our
knowledge of microorganisms to improve food, human and animal
health, and to protect the environment.”
Brice-Audren RICHE,
Lesaffre CEO
2 3
contents
CSR AT THE HEART OF
OUR COMMITMENT
To use fermentation, every
day, for a healthier and more
sustainable world by revealing
01 02 03
the infinite potential of
microorganisms
Working ...to contribute …while
together... to better protecting
To guarantee the health and safety P22
nourishing the planet
the world...
of our employees
To develop and protect P27 To protect crops while preserving P61
our human capital biodiversity and soil fertility
To guarantee our products P41
health and safety quality
To act ethically in our business P31 To decarbonize the activities at P64
relationships our industrial sites
To contribute to preserving P43
human health capital
To contribute to the economic P34 To use circularity to preserve P68
and social development of local resources and protect the
To improve food’s nutritional and P47
communities environment
taste qualities and to enable access
to healthy and sustainable food for all
To drive animal nutrition/health P52
to better nourish and protect the planet
4 5
Preamble
Corporate Social
Responsibility (CSR)
at the heart of our
commitment
66
1 D ÉC L A R AT I O N D E P E R F O R M A N C E EXTRA FINANCIÈRE 7
17
By situating fermentation A shared mission:
at the heart of our activities our resources working together to better nourish
create value for all our stakeholders. and protect the planet.
Employees engaged Familial share ownership Industrial solutions to meet A key global player in fermentation
in a shared mission and solid financial assets scientific evolutions for nearly 170 years, we remain
deeply committed to our mission
With a presence on every continent, A key global player, dedicated to and requirements
and we push our boundaries with
our 11,000 employees bring together the living for more than a century, We offer technologically cutting- passion, to explore the infinite
more than 90 nationalities, working in 2021 we achieved a turnover in edge equipment to create quality potential of microorganisms and
daily to better nourish and protect excess of 2.2 billion euros and we products while optimizing the use fermentation in each of our 4
the planet. This huge cultural continue to invest globally to develop of natural resources. Through our activity sectors:
diversity guarantees an open- our industrial, technological and sales global network of production sites,
minded, listening and understanding network. we can achieve the same quality
approach, which draws on a
• Baking
levels throughout the world while
a standard setter in baking
know-how based on the spirit of Intellectual resources and a also adapting to local needs and
fermentation since 1853, we
collaboration and inclusion. global network of expertise requirements.
believe that bread, a source of
Our R&D experts, spread over our plant-proteins, is one of the most
More than a century of 10 research centers throughout the promising solutions to nourish
fermentation expertise world, strive to provide ever-more the growing global population in a
Today, our ambition is to be one relevant answers to food and health healthy and sustainable way. Every
of the leaders of the fundamental needs through biotechnology and day, we co-innovate with bakers
movement to deploy fermentation, biotransformation, always respecting all over the world to offer baking
one of the most promising answers the highest health and safety products and services.
to nourish the growing population standards. These panels of experts,
in a healthier and more sustainable who cover all our areas of activity,
way. On the strength of this work daily to find synergies between
experience and this diversity, we food, nutrition, taste,
collaborate with clients, partners, and pleasure needs.
and researchers to find ever-more
pertinent solutions to nutrition,
health, naturality, and environmental
respect needs. As such, every day • Food taste and pleasure • Industrial biotechnology
we explore and reveal the infinite through our subsidiaries Fermentis, through our subsidiaries LIS,
potential of microorganisms. Biospringer and Ennolys: our Procelys and Leaf: we design
yeasts and yeast derivatives, fermentation-based alternatives
and our natural flavor molecules to petroleum-based molecules
strengthen tastes and aromas in that help industrial manufacturers
many types of food, while our to reduce their environmental
fermentation yeasts enhance the footprint. We also develop lines of
taste characteristics of beers, wine, cellular nutrients that improve the
and spirits. health and well-being of humans
and animals.
• Health and well-being
through our subsidiaries Gnosis,
Phileo and Agrauxine: we develop
solutions to boost human health
with dietary supplements,
functional foods, and drugs and
to optimize farming productivity
while developing sustainable
livestock and agricultural systems.
8 9
76
production sites
in more than
50
countries
11,000 employees
and more than
62
applied
science
centers 90
nationalities
8
sensory
analysis
labs
Our industrial expertise,
scientific and technical 600
R&D experts and
2.2 billioneuros turnover
60
international
partnerships
Our solutions are distributed in
185
countries
78sales
offices
10 11
Our CSR strategy:
sustainable production while taking care
of people and the environment
An integral part of Group strategy, our commitments are structured around 3 pillars:
Our activities are
We care We care about
SUSTAINABLE
about PEOPLE the ENVIRONMENT
by nature
Our development Fermentation and Our concern for
based on people micro-organism as planet ressources
Humans are at the heart of
the key to our future Our activities are part
our activities. Respect, trust, of a discernible eco-system.
A key global player in fermentation
and safety guide our relationships
for 170 years, we work to find
with our employees and all the We produce with a determination
ever more pertinent responses
Thanks to our resources and through other players in our environment.
to nutrition, health, naturality,
and environmental respect needs.
to reduce our environmental
impact: energy savings,
our activities, we maximize the positive In addition, being based in more
than 50 countries enables us
Our activities are dedicated to
treatment of our used water,
reduction of our carbon footprint,
impacts for our shareholders to be close to local communities
to better target our solidarity
better nourishing and protecting
the planet.
waste reduction or conversion…
actions through the ECHO
program.
For our clients: For our employees: For animals:
concrete solutions, which support to develop their skills solutions to improve
we improve constantly Above and beyond the technical health and well-being
Our industrial excellence supports training organized by each of the Our probiotics and yeast derivative
our clients’ development in their Group’s activity sectors, we also train products offer numerous benefits
markets by putting at their service
the full range of our expertise in
our employees through our Léon
Lesaffre training academy, created
for animal nutrition and health and
help to combat the risks of antibiotic Our ethical values, the bedrock
of our CSR approach
the fields of yeast and bacterial in 2006. The Léon Lesaffre Institute resistance in humans.
production, fermentation, and focuses its support on the sharing of
transformation: R&D, pilot projects knowledge and know-how between For the planet:
and cutting-edge industrial tools, employees. Each year, 200 managers
a shared commitment to We are committed to maintaining ethical business relationships with
a high-quality standards approach, from our subsidiaries and Business all our stakeholders: our employees, our suppliers and subcontractors,
Units (BUs) benefit from the 10
respect the environment
local sales policy. our clients, and our partners. This commitment is formalized in our
training sessions currently available Our activities respect the territories
code of conduct and our suppliers’ charter, which consolidates all our
at the Institute. in which they operate and are
For science: requirements with regards to our stakeholders, internal and external.
based on products and processes
constantly evolving that respect the environment. Our
Research & Development For the world’s population:
products for agriculture and livestock
solutions to improve health
Our women and men constantly farming help to reduce the need for
seek to develop the infinite potential and well-being pesticides and mineral fertilizers,
of fermentation for the benefit of Our products make it possible for while contributing to the valorization
humanity. Since 1853, the study everyone to access healthy and of our co-products.
of microorganisms has been our sustainable food. They also improve
daily work life. We participate in the nutritional and taste quality of
the writing of numerous scientific food while reducing its salt content
studies. and increasing its protein provision.
12 13
Our CSR governance,
structured at all Group levels
Our
The Board of Directors has a committee entirely devoted to perspectives
The CSR Committee Corporate Social Responsibility (CSR) issues. It ensures that societal Number
and Board of Directors and environmental commitments are taken into account as part of meetings In the light of the climate emergency
shareholder relations of the Group’s economic development. Each year, it also approves in 2021: 6 and the need to contribute to
the current Extra Financial Performance Report.
a sustainable economy, the
management of our carbon footprint
and the circularity of our activities
The General Management approves the strategic CSR policies and axes and monitors
constitute two fundamental axes of
the Group’s Sustainable Development strategy progress. It also approves the current
General Management Extra Financial Performance Report and liaises regularly with members of the our development strategy.
Executive Committee CSR group to monitor the deployment of action plans As such, we aim to achieve the two
and the achievement of objectives. following objectives as a priority:
• To reduce the global carbon
The CSR sub-committee is made up of seven Executive Committee
footprint (Scope 1, 2 and 3) of our
members from different professions and management teams.
Number activities, in accordance with the
The Comex CSR It meets every two months. Its mission is to propose the guiding
of meetings Paris Agreement.
sub-committee principles, CSR policies and their deployment throughout the Group’s
value chain to the Group’s General Management and the Executive in 2021: 8 • To streamline the use of natural
Committee for sign-off. resources, while optimizing our
energy consumption.
The Regions and Business Units Management participates, in co-construction with To achieve this, initially during 2021
Regions and Business Units the Group, in CSR strategy development. They are tasked with adapting it to their ac- we strengthened the governance
Management tivities and ensuring its operational deployment. As part of the Group’s commitments, and measurement of our Scope 1
they set their own objectives and put in place action plans to achieve them.
and Scope 2 CO2 emissions. We
created a new role in our industrial
sector and recruited a Sustainability
Development Manager. Attached to
A Sustainability Development Manager, attached to the Group Industrial Management
The Sustainability the Group Industrial Management
Team, was appointed in 2021. He consolidates the objectives to reduce our water and
Development Manager energy consumption, and our carbon footprint. His actions make it possible team, he will consolidate the
to accelerate and strengthen the work undertaken in these areas. objectives to reduce the Group’s
environmental footprint and
undertake the necessary actions to
achieve this within our production
sites.
To continue the measures already
undertaken and with a view to
The CSR AWARDS, a boost for CSR formalizing an approach with a 2030
timescale, 2022 will be devoted to
initiating:
To raise awareness and to mobilize all Group subsidiaries and BUs present • The assessment of our greenhouse
employees on the path to sustainable their projects for assessment in one gas emissions upstream from
development, in 2014 the Group’s of the four following categories: product production and usage
governance created an internal Environment, Social, Societal or (Scope 3), initially across a sample
challenge dedicated to CSR: the CSR Innovation. Employees and a jury, group of representative sites.
AWARDS. This event has become made up of members from the • Reflection on the definition and
a tool for sharing and engagement Executive Committee and the Board follow-up of quantitative objectives
among and between teams around of Directors, select projects and on key challenges in the current
CSR best practice and issues. vote to choose and reward the best Extra Financial Performance
among them in each category. Report.
For its fourth edition in October 2021, this event, previously organized in a presentation format, had to be re-imagined,
to adapt to pandemic constraints. As such, this challenge was able to open its doors to all employees with an email
address, thereby further encouraging the sharing of ideas and best practice.
14 15
Our CSR performance tackling the priority Our CSR Our opportunities, Contribution
2020-
challenges identified by the Group
Performance Indicators 2019 2020 2021 2021
pillars risks, and challenges to SDGs
Variation
Plant Crop surface area protected against
0.9 1.1 1.6
Within our strategy, we have prioritized our efforts on 10 major CSR challenges, each of which contributes protection hydric stress worldwide by our +45%
MF55product (ha) million million million
to the United Nations’ Sustainable Development Goals (SDGs). The methodology for rating our CSR risks and
opportunities, as well as a description of each of these risks, is set out in the appendices to this document.
Climate Quantity of biogas reused per year 16 18 18
=
(Nm3) millions millions millions
2020-
Our CSR Our opportunities, Contribution Proportion of water returned
Performance Indicators 2019 2020 2021 2021 77% 80% 83% +3 pts
pillars risks, and challenges to SDGs compared to water used (%)
Variation
Circular
TF2: frequency rate of accidents economy
with or without lost time for Lesaffre 14.5 11.8 13.0 +10% Agricultural land area for which the
Employee health employees potash needs are covered by our 230,000 215,000 217,100 +1%
co-products (ha)
and safety TF3: frequency rate of accidents
with or without lost time for Lesaffre N/A 11.9 12.7 +7%
employees and temporary staff
Employee turnover rate for All Group CSR policies have been approved by the Executive Committee and signed-off by the Group Managing Director.
9.0% 9.9% 11.2% +1.3%
permanent staff All employees can access this information on the internal CSR SharePoint platform.
Career
Number of executives progressing on
and talent an international trajectory
110 92 94 +2%
progression
Rate of role changes in management
5% 14% 8% -6 pts
teams
Number of employees involved
in charitable actions with the 200 482 360 -25%
ECHO program each year
Charity
Number of charity projects identified
37 63 30 -52%
via the ECHO platform each year
Product health
and safety Percentage of sites covered by GFSI
72% 71% 75% +4 pts
(FSSC 22000, BRC, IFS) certification(s)
quality
Equivalent number of people who
Human health have received treatment based on 64.7 59.2 57.5
-3%
biosourced, yeast and yeast derivative millions millions millions
products
Proportion of bread made with
1/3 1/3 1/3 =
Lesaffre yeast worldwide
Food
Number of consumers who benefit
153 133
from salt reduction thanks to N/A -13%
Biospringer yeast ingredients millions millions
Equivalent proportion of milk and
dairy products consumed worldwide
1/5 1/5 1/4 +25%
covered by live yeasts and yeast
additives produced by Phileo
Animal health
and nutrition
Equivalent proportion of eggs
produced or consumed in the world
1/7 1/6 1/6 =
covered by Phileo live yeasts
and yeast additives
1- The risk identified in 2020 “The Environmental Impact of Production” has been divided into 2 sub-challenges to emphasize the importance for the Group to specifically address the
challenges linked to the climate and the circular economy. Information on the Group’s responsible purchasing has been purposely added to the current EFPR in chapter 1.3 ‘To act
ethically in our business relationships’, since our ethics do not stem from the CSR risks analysis but are at the heart of our business relationships and policies.
16 17
01
WORKING TOGETHER
to guarantee the safety and
well-being of teams and local
communities
18 19Since the start of the global Health protocols were put in place
pandemic, we have focused promptly. The human resources
our efforts on safeguarding teams bolstered their support
our employees’ health and work, particularly in terms of
ensuring continued market communication and training, to
access to our solutions. best assist all employees. The Group
Quality, Safety and Environment
Since 2020, management of the management team and the
Covid-19 health crisis has been subsidiaries’ safety officers made
effectively organized at Group it possible to provide subsidiaries
and regional level. Our products and employees with surgical masks,
contribute to the food sovereignty hydroalcoholic gel, thermometers,
of each country by supplying the and other protective health
essential ingredients and solutions equipment. The Group crisis unit,
for human and animal nutrition and led by the Group Managing Director,
health, and crop protection. has continued to operate in 2021 to
Drawing on our international follow the developing situation, take
experience and our decentralized the necessary health precautions and
structure in this way we have ensured to maintain the link with employees.
the protection of all our employees
and guaranteed the continuity of This year, engagement to help those
activities without stoppage, with the hit hardest by the pandemic also
11,000 exception of two weeks in China. continued, through donations of
health equipment, and financial and
collaborators of food aid.
90
nationalities
A key global player in By working together, we put human
fermentation for nearly relationships at the heart of our
170 years, Lesaffre, priorities. We share strong values,
which is established on such as trust, humility, passion,
every continent, counts entrepreneurial spirit, and respect,
11,000 employees and 90 which are an integral part of our
nationalities. identity. We seek to build an enriching
working environment and to develop
On the strength of this experience stimulating missions in a family
and diversity, we work with our business with an international reach.
clients, partners, and researchers This aim rests upon three pillars:
to find answers to food, health, and • To contribute to an exciting mission.
environmental respect needs. As such, • To grow within a worldwide network.
every day, thanks to the passion and • To make a personal impact.
commitment of our teams we explore
and reveal the infinite potential of
yeast and microorganisms.
20 21To ensure regular communication After four years of consecutive zero accident objective. To this end,
between these different bodies, reductions, the work accident since 2014 we have undertaken an
the Safety Community, which frequency rates (TF2 and TF3) accident prevention and safety at
has operated for several years, have risen slightly compared to work approach applied and adhered
is tasked with facilitating our 2020. As for the number of work to by all our subsidiaries. As part of
approach. It brings together 120 accidents with lost time, that figure a continued drive to improve, our 10
employees including the subsidiaries’ decreased in 2021 compared to fundamental principles were updated
safety officers and regional safety 2020. The good performance in 2021. Our roadmap to ‘zero
coordinators. This community’s shown in the deployment of BBS accident’ frames all our actions.
objective is to encourage sharing and the effective implementation
experiences, best practices, to of actions to improve in terms of
work through shared issues and to safety should result in the frequency
facilitate the effective deployment of rates improving from 2022, since
the safety policy within all sites. these actions have a delayed impact. Lesaffre participates in the
The work accident frequency rate United Nations’ ‘Good
The core team, made up of regional for employees including temporary health and well-being’
coordinators and the Quality, Safety staff (TF3) increased by 7% between Sustainable Development
and Environment management 2020 and 2021, during which time Goal: to guarantee the health
and safety of our employees.
team, organize a monthly update the work accident frequency rate
to communicate actions being for employees alone (TF2) increased
undertaken, minimum safety by 10% over the same timescale.
requirements, and accidents. Each Despite this rise in the 2020-2021
regional coordinator is tasked period, the TF2 is still 13% lower than
with communicating the essential in 2019. The increase is principally
information to their regional linked to the rise in the number of
community and coordinating the accidents at certain sites, particularly
safety and accident prevention in Europe. This increase had a direct
To guarantee the health
actions at regional level. effect on the Group indicators.
Specific action plans, including
The Group is developing a shared training and reinforcing BBS, have
and safety of our employees
approach to accident prevention and been deployed at these sites.
work safety with the final objective
of zero accident, which is also We consider every accident to be
part of continued actions already one accident too many and we work
undertaken by each subsidiary. actively to achieve the ambitious
We enshrine our accident We guarantee its application
prevention and safety at thanks to clear governance,
work policy in an operational established at each level of the 2021 Key performance Other monitoring indicators
excellence approach, which Group: indicators in our action plans
involves all permanent and • The Industrial Director, also
temporary employees and must a member of the Executive
Accident frequency Number of safety
be adhered to without exception Committee, leads the safety rate with or without 15
13.0 inspections and
by all our subsidiaries. To ensure approach. 11.8 N/A 12,500 15,000
lost time for Lesaffre behavioral safety visits
this challenge is managed at the • The Group Quality, Safety and employees (TF2) (BBS)
highest level, safety is an integral Environment Director and
2019 2020 2021
part of our strategic plan and the Group Safety Coordinator 2019 2020 2021
focuses on: supervise its implementation.
• The development of a safety • The safety coordinators for Accident frequency
N/A 11.9 12.7 89 %
and prevention culture. each region are the link for this rate with or without N/A 82 %
Proportion of actions
• The improvement of behavior supervision at regional level. lost time for Lesaffre
concluded from those
in terms of safety. • The subsidiaries’ safety officers employees and
identified during a BBS
• The strengthening of managers’ oversee its application and temporary staff (TF3)
2019 2020 2021 2019 2020 2021
safety leadership. adherence at local level.
2 - TF3 represents the accident frequency rate with or without lost time for Lesaffre employees and temporary staff.
TF3 = Total number of accidents * 1,000,000 / Total number of hours worked total.
3 - TF2 represents the accident frequency rate with or without lost time for Lesaffre employees.
TF2 = Total number of accidents * 1,000,000 / Total number of hours worked.
22 23Our 10 fundamental principles
structure the Group’s safety approach
in each of our subsidiaries
01 02 03 04 05 06
Safety at work
prevention policy
Safety manager Laws, regulations,
and minimum safety
Accident analysis First aid and emergency
responder area
Safety training
Each subsidiary shall appoint a Each subsidiary analyzes all work Each subsidiary defines a safety
Annually, each subsidiary prepares
competent individual to ensure the requirements accidents (with or without lost time)
Each subsidiary has a dedicated area
training program adapted to its
application of and adherence to the and puts in place corrective actions activity and personnel. This program
or updates a safety at work and equipment for treatment in case
safety at work prevention policy. Each subsidiary ensures compliance to avoid repetition. The analyses and includes local compulsory training
prevention policy signed by the of work accidents and a team of
A prevention and safety committee and monitoring of applicable local actions must be formalized and set and training recommended following
site manager. This policy states the responders relative to the function
made up of representative site safety laws and regulations. out in a dedicated log. the risk assessment. Each subsidiary
commitment of the subsidiary in of its subsidiary and its personnel.
personnel can complete the safety Each subsidiary implements the also ensures initial safety training for
terms of actions, monitoring, and
organization. Lesaffre minimum safety every new employee and training at
continuous improvement. It must be
requirements. workstations. This training must be
communicated, shared, deployed,
formalized and tracked.
and checked.
07 08 09 10
Risk assessment Prevention and work
safety action plans
Safety inspections and
behavioral safety visits
Safety indicators
Each subsidiary identifies and Each subsidiary sets up a monthly
evaluates the risks at work to which reporting process according
Each subsidiary defines an Each subsidiary organizes safety
its employees are exposed. to the 6 safety and prevention
effective action plan to reduce, and inspections and behavioral safety
This risk assessment must be indicators as defined by the Group:
wherever possible, to eliminate the visits with a frequency adapted
formalized and updated Accident frequency rate 1, 2 and
occupational risks identified in the to its activity and personnel.
at least once a year. 3, Accident severity, Number of
risk assessment document. These formalized visits must
safety actions concluded/number
make it possible to prevent risky
of actions opened, number of safety
situations and monitor the practical
inspections and behavioral safety
implementation of the action plan
visits carried out.
referred to in point 08.
24 25
1To develop and protect
our human capital
Since its creation, Lesaffre has The HR Leadership Team, which
capitalized on our employees’ includes the Group team and regional While the number of executives
entrepreneurial spirit, innovation, HR directors, works throughout the progressing internationally and the
professional expertise, and diversity year on operational applications of permanent employee rate remained
to improve the Group’s international the policy and the integration of best relatively stable between 2020
success in bioindustry. The strength practices within subsidiaries. and 2021, the rate of change in
of its human capital enables Lesaffre Leadership Team roles decreased by
to attract and retain our employees by It is supported in facilitating our 41%. In 2020, the rate of change in
offering them dynamic careers and by commitments by a network of leadership roles was relatively high
investing in their skills development. HR employees, functionally led (14%), which compensated for a
Guaranteeing the application This commitment takes the form
by the HR management, which
helps our managers and covers all
relatively low rate in 2019 (5%). The
2021 rate translates to an annual
of our requirements and of a policy to attract and retain
talent borne by the Group’s Human
Group entities at regional, country,
subsidiary, and production site level,
average trend (8%).
reinforcing our safety culture
Resources (HR) Director, a member as close to our employees as possible.
of the Executive Committee. This Our commitment, “To offer dynamic
policy affirms the Group’s wish to career progression that values the
offer dynamic career progression talent of employees and promotes By placing human relationships
To ensure the proper application of We have strengthened the efficacy that values the talent of employees the potential of our teams’ initiatives”, at the heart of our strategy and
our safety approach across all our of action plan follow ups established and promotes the potential of team translates through two major encouraging youth employment,
subsidiaries, we have put in place after each safety visit and inspection. initiatives. At Executive Committee objectives: Lesaffre participates in the
Our three levels of monitoring: Our teams concluded 89% of safety level, an HR sub-committee, • To attract and integrate the best United Nations’ ‘Decent
• Behavioral safety visits (BBS), actions in 2021 (compared to 82% in comprised of operations and talent. work and economic growth’
perspectives participative visits at workstation or 2020). functional managers, contributes to • To create employee loyalty Sustainable Development
task level. decisions for the development of and develop their skills. Goal.
As part of our continued • Safety inspections, at production site To raise daily awareness among all social policies.
improvement, we have and workshop level. our employees, in 2021 we launched
identified the following • Safety audits carried out by regional a widespread safety communications
work axes: coordinators, at site level. campaign. The campaign, translated
•T
o guarantee and into 13 languages, was deployed
2021 Key performance Other monitoring indicators
In 2021, we stepped up our around seven themes including, Group
monitor the application
behavioral visits and safety safety culture, the main causes of indicators for our action plans
of our 10 fundamental
safety principles. inspections. The aim of this approach accidents, and even the wearing of
Average of gender
is to improve our ability to prevent individual protective equipment. Each Employee turnover 87.8
•T
o pursue improved Equality Index N/A 86
risky behavior, strengthen our safety subsidiary benefited from explanatory rate for permanent 9% 9.9% 11.2% (8 French entities)
behavior and the safety vigilance throughout our organization leaflets, posters, videos, and other
culture, on a daily basis. staff
and thus prevent work accidents. tools, in particular to search out 2019 2020 2021
•T
o deploy new safety Our employees and on-site safety risks, educational tools to reinforce 2019 2020 2021
training. managers carried out more than individual responsibility in terms of
Number of nationalities
15,000 safety visits and inspections safety. 12 13
represented among the N/A
in the Group in 2021, which is
executives progressing
almost 20% more than in 2020,
Rate of role changes internationally
thus surpassing the objective we set 14% 2019 2020 2021
ourselves. The safety and technical in Leadership Teams, 8%
5%
teams worked to develop online in the TOP450
Number of countries
tools that optimize the performance 2019 2020 2021 27 27
in which executives
of behavioral visits and safety N/A
are progressing
inspections via smartphones and
internationally
tablets. 2019 2020 2021
Number of executives Proportion of Volun-
110 94 66.7
4 - A behavioral safety visit aims to establish a dialogue and develop shared reflection on how to alter behavior to improve safety. One or two visitors observe an employee at progressing on an 92 teers for International 55.6 55.6
their workstation. After the observation, the observers talk with the observed employee and ask questions so that the employee observed evaluates the risks and finds their international Experience (VIE) hired
own solutions to improve safety. trajectory on permanent contracts
5 - A safety inspection involves a visual and technical inspection of a situation. It comprises a tour of the workshop or the production site, during which equipment 2019 2020 2021 2019 2020 2021
and safety instructions are checked.
6 - A safety audit is carried out at site level by the coordinators.
26 27How to attract and integrate
the best talent?
By strengthening our
employer brand By constructing differentiated
integration programs The aim is to increase our reputation
In an extremely competitive context, and build a pool of young talent. In
more than three years ago we We are working to build 2021, with this objective in mind, we
initiated work to strengthen and differentiated integration journeys specifically targeted partnerships to
improve our employer brand. Working according to new employee profiles. focus on the schools and universities
groups bringing together Lesaffre These programs make it easier for operating in the same activity
employees in China, France and new recruits to take up their posts and sectors as the Group. In 2021, we
in the Central and Eastern Europe to fully integrate into the company. also developed a fruitful partnership
region undertook a study to define a In 2021, we focused on the definition with two other major players in the
differentiating value proposition: to of role types and career schematics agri-food industry, Bel and METRO,
build a career at Lesaffre, is to have a for industrial and sales talent from with the ESSEC Business School
personal impact within a worldwide their point of hire to strengthen the Food Business Challenge Chair.
network united by a shared passion to personalization of their integration Additionally, we participated in an
better nourish and protect the planet. journey. event, the PhD Fair, to strengthen our
Work continued in 2021 to define and attractiveness among an audience of
communicate our employer brand. doctors and post doctorates, who are
As part of this, 80 recruiters were By developing partnerships sought after by R&D.
trained in the employer brand to raise with universities
their awareness. All the subsidiaries
also benefited from internal and For several years, we have developed
external tools to share employer partnerships with grandes écoles
brand messages. Also, the Human (leading French higher education
Resources management team met colleges) and universities in the
with each regional HRD to support activity field or skills in which we have
them with the deployment of these a particular interest.
tools.
Renewing our social commitment
to benefit our employees 55.6%
How to create employee loyalty
International Volunteering
in Business (VIE) hired on
permanent contracts
In line with the HR policy, and to
structure the deployment of our
highlighting career paths and making
them readable for our employees.
To keep pace with the rapid changes
in our society and our activity, this
and develop their skills?
approach, the Human Resources team •T
o improve HR efficacy at a roadmap is revised and presented
has established, with the Executive worldwide level by digitalizing the to the Executive Committee every 3
Committee HR sub-committee, a HR process, and by clarifying the HR years. It is developed every year as By facilitating internal detection of talent. These routes • Priority access for our employees
roadmap setting out the priority work teams’ roles and responsibilities at part of the fiscal year and monitored and international mobility cover all industrial talent, in other to all job vacancies published by the
axes from now until 2024. It rests on all levels of the organization. twice a year by the HR Leadership words 60% of Group employees and Group through a dedicated online
five commitments: •T
o support the Group’s development Team (HRLT). HR leaders were will be applied progressively to sales tool, available in all subsidiaries.
In 2021, to facilitate our employees’
• To strengthen attractivity by by preparing the industrial leaders of appointed in 2021 for each pillar of talent. This project complements all •L inking each employee to an HR
internal and international mobility, we
improving the talent acquisition tomorrow and professionalizing the the HR roadmap to structure and actions that we have put in place to manager, to offer a personalized
carried out a job title harmonization
process and strengthening our HR community. monitor key actions, with the support encourage internal and international follow-up.
project for two professional career
employee brand. •T
o be a catalyst for cultural changes of a working group, made up of mobility: • The development of Volunteers for
routes: the “expert” route and the
• To optimize the employee by anticipating new types of work members of the HR community. •A process of annual interviews International Experience contracts
“management” route. This project
experience by promoting and by preserving the human factor and people reviews, which make (VIE).
defined a common language to bring
management role models, by in the culture and relationships it possible for us to coordinate the
coherence between the regions in
matching of our employees needs
systemizing annual interviews for within the Group. which we operate by facilitating
and skills.
managers and experts, and by clearly the identification of needs and the
28 29To act ethically
By encouraging taking the In all our French businesses, the of staff. Conscious of their social
initiative and collaboration social dialogue is structured around impact, our businesses also sign
Employee Representative Bodies partnerships with establishments
in our business
with trade union pluralism expressed adapted to or working in a targeted
Dedicated training programs enable
through an electoral process. manner with ESAT (A French non-
our managers to develop their
profit organization that helps people
management, leadership and project
relationships
In 2021, 18 agreements were signed with disabilities into work) or EAs
management skills while also sharing
by the Group’s French entities on the (disability-friendly companies)
the Group’s values. For several
following subjects: for certain general purchasing, to
years, our internal academy, The
•R emote working: Augrauxine, LIS. broaden their positive contribution
Léon Lesaffre Training Institute,
• Incentives: Agrauxine. Renewal for and to encourage the employment
has enabled us to boost our leaders’
LINT, SIL. of people with disabilities. Among
expertise. In 2021, we worked to
•M andatory Annual Negotiation: the actions undertaken in 2021, the
launch an online academy, which All our activities and our business dealings rest upon our ethical values,
Ennolys, LIS, SIL, SILFALA ; Biospringer Business Unit organized
makes it possible for all our managers integrity, respect for people and the environment. These values are
Compulsory. an awareness day on visual disabilities
to access a library of career paths and at the heart of all our policies and we make sure they are shared by
•S ocial and Economic Committee with the Valentin Haüy Professional
managerial training resources, from each of our stakeholders. A standard-setting player globally, we have
(SEC): SILFALA. Reeducation Training Centre to
the finest universities. a responsibility to take into account social, societal and environmental
•P rofessional equality: LIS, Ennolys. coincide with the European week
•C ompulsory Company Pension for the employment of people with issues across our entire value chain and particularly at each stage of
Savings Scheme: LIS, Lint, SIL. disabilities. our purchasing process. Our Sustainable and Responsible Purchasing
By listening to our employees •A rduous work: LIS. approach, led by the Group Purchasing management team, is being
•S pecific agreements: agreement to Gender equality is one of our created and currently represents one of the 6 pillars of our purchasing
Above and beyond the objectives deploy additional shifts and a drying long-term commitments. We focus strategy: to integrate ESG (Environmental, Social, Governance) criteria
set by our policy to attract and agreement extension amendment our attention both at the level of in the management of our purchasing.
retain talent, we are committed to for LIS. leadership bodies, the leadership
guaranteeing working conditions that teams, and also at industrial site
respect our employees. At worldwide level. We publish annually the gender
level, we have launched several
By offering an inclusive and equality index for the Group’s eight
studies, in particular on the subjects French entities in accordance with the
of renumeration and social security,
open working environment
5th September 2018 “Professional
to get closer to employee needs. Future” law. The professional equality
Each entity within the Group
ensures they welcome and support
candidates and employees with a
index average for these eight entities
is 87.8 out of 100 for 2021, an Engaging our suppliers to respect
disability by organizing awareness
activities with directors, HR teams,
increase compared to 2020.
our ethical principles
managers, and employees. These
Our measures are led locally by the
perspectives entities and take into account the
following structural specifics: nature
It is essential that our suppliers and
partners share the ethical principles
• To offer quality products and services
that meet our clients’ needs.
of the roles, age structure, number we have set ourselves. To engage • To develop innovation in all our fields
• To launch our our suppliers, from 2017 we have of activity.
e-learningplatform and formalized a Suppliers’ Charter, the • To encourage the respect and
significantly broaden requirements of which are inspired development of our partners
our training offering. by the recommendations of the throughout their journey in the
• To formalize and Organization for Economic Cooperation business.
standardize our gender and Development (OECD), the • To manage the consequences
equality approach,
on a worldwide level.
87.8/100 International Labor Organization (ILO),
the United Nations Global Compact and
of our activities by undertaking
environmentally responsible actions. An internal communications plan
the average gender
equality index the Universal Declaration of Human facilitated the deployment of this
• To continue reflection
(8 French entities) Rights. We expect our suppliers to conform charter among our purchasing
around the promotion
to the 12 commitments in the Charter, community in all our subsidiaries.
of participation in
This charter, available on our website, particularly concerning the respect It was sent to every Lesaffre
physical and sporting
is applicable to all our suppliers and of current regulations, standards, and International supplier, and we
activities.
presents, above and beyond our laws, our values in terms of ethics, strive to continue its deployment
expectations for our suppliers, our own safety, well-being, and sustainable with all our suppliers.
commitments: development.
7 - The Suppliers’ Charter is available on our website lesaffre.com
30 31Integrating CSR challenges Reducing our packaging and
in our purchasing processes encouraging the use of sustainable
and innovative solutions Our
To identify our strategic suppliers and competition law and misappropriation. all useful documentation concerning perspectives
to enable us to prioritize our action Each buyer can thus evaluate their the implementation of their CSR
plans, we have mapped the supplier suppliers’ risk level in terms of these strategy, where appropriate. This is a For several years, the Purchasing For example, we initiated, in •T
o finalize the
risks that integrate CSR criteria. This subjects, enabling us to establish a first step towards strengthening our Management team has worked with collaboration with the production Sustainable and
map was developed by the Group strategic list of suppliers on whom we evaluation process for our suppliers’ the Packaging department to find sites and the Industrial, Research and Responsible Purchasing
Risk Management team and includes, can focus. CSR performance. innovative solutions to reduce our Development, Quality, Group Sales roadmap in accordance
above and beyond market, strategic packaging and optimize the use of and Marketing management teams, with the Group CSR
and operational risks, several social To gain insight into the CSR recyclable packaging, while meeting our a large-scale project with the aim of strategy.
criteria. These include corporate performance of the suppliers with quality and food safety requirements. replacing our non-recyclable plastic and
•T
o lead the Purchasing
societal responsibility, fraud and whom we work, we collect, during To do this, we have prioritized the aluminum films with recyclable films. To
community and train
corruption risks, the risk linked to the tendering and approval phases, following work axes: orientate our action plans towards the
our buyers in the
• The lightening of films and cardboard. more effective solution to improve the
integration of CSR
• A reduction of the thickness of plastic sustainability of our yeast packaging, a
issues throughout the
and aluminum films. global assessment of available expertise
purchasing process.
• A reduction of the surface used by has been launched.
films per packaging unit. •T
o obtain Ecovadis
• The identification and substitution rating at Group level
of non-recyclable materials with before the end of the
recyclable materials. 2022 exercise.
•T
o establish a specific
roadmap for packaging
purchasing.
Being a responsible partner
Above and beyond what we expect responsible attitude with regards to
from our suppliers, we also commit to our suppliers and to paying them in • We aim to deploy the Ecovadis
being a responsible partner ourselves. accordance with the applicable laws rating at Group level. In 2021, five
• Our suppliers are selected and regulations. We rigorously and Lesaffre entities attained Ecovadis
according to a standardized and regularly control the timescales for rating: Agrauxine, SIL, Biospringer
fair procedure. The Purchasing supplier payments. North America, Biospringer Group,
management team applies the • The Purchasing Function aims to Lis France. Other entities, such as
principle of free competition and encourage the suppliers with whom Guangxi Yipinxian Biotechnology,
rejects unambiguously all corrupt we work towards greater innovation will initiate the process in 2022.
practices. and progress, technically as well as
• We commit to adopting a socially.
32 33In 2021, we saw a decline in the number of actions undertaken. This is
explained by the exceptionally significant number of projects linked to the
Distribution of projects 2020 global pandemic, which at that time represented almost 40% of our
of the ECHO program actions. After this exceptional year, the number of projects returned to a more
To contribute
usual level. In fact, the number of charitable projects undertaken through the
in 2021 ECHO program dropped more than 50% between 2020 and 2021, but by less
than 20% between 2019 and 2021. As for the number of employees involved
in our charitable projects, it decreased by 25% between 2020 and 2021, but
to the long-term
MUTUAL AID
increased by 80% in 2021 compared to 2019. Meanwhile, the setting up of
EDUCATION actions described in the rest of this chapter aims to increase the number of
projects in years to come.
ENVIRONMENT
economic and social SPORTS & HEALTH
CULTURE
To achieve this objective, our charitable policy is set out around three
commitments:
development of
• To encourage each subsidiary and Business Unit to undertake a charitable
2 policy through the ECHO program.
6 • To enable each employee to support a project.
• To participate in local economic and social life by implementing actions that
local communities 0 promote employment, education, training, and health to reconcile economic
activity and societal well-being.
Lesaffre has a presence in numerous countries where the local populations
face difficulties in terms of health, nutrition, food, the environment, and The action plans linked to these objectives are
education. Thanks to its global establishment and strong local ties, we described in the rest of this chapter and enable us
have the necessary proximity to pursue our mission and our charitable to contribute to the ‘Quality education
commitment: to better nourish and protect the planet and to contribute for all’ and ‘Good health and well-being’
to the economic and social development of local communities, while 10 12
Sustainable Development Goals.
respecting their needs and their environment.
This commitment is part of our DNA and is formalized in a charity policy in
which the actions are, for the most ambitious, signed off by the Executive
Committee. The charity, donations, and partnerships hub, led by the Group
Communications management team, implements this policy and leads the
Developing the ECHO charitable program
different action plans.
2021
Our ECHO program has existed for are selected according to four main and Business Units after a review of
Key performance 3 years and a total of 130 charitable criteria: the dossiers by the ECHO committee
indicators projects have been implemented • Their coherence with the Group or the Executive Committee CSR sub-
since its creation. It brings together mission: to better nourish and committee, depending on the amount
30 charitable projects carried all our charitable actions, which protect the planet. requested. The review committee
out by the ECHO program can each be carried out by one or • Their relevance in terms of the local meets regularly throughout the year
more employees. Our charitable communities’ needs, above and to avoid delaying the implementation
actions cover five areas: education, beyond the Lesaffre mission. of projects.
63 mutual aid, sport and health, the • The geographic location with
37 30
environment, and culture. respect to the Group’s presence to Three funds co-exist:
ensure on-the-ground monitoring. • A Matching Fund to increase the
2019 2020 2021
To develop this program, ECHO • The commitment of one of more reach of a project. The amount
correspondents have been identified employees to establish an ongoing allocated by our subsidiaries/BUs
and make it possible to share and constructive relationship with can be doubled by this fund.
360 employees involved in our communications about the program. the association supported. • A New Project Fund to venture to
charitable projects per year They help project leaders to define create an initial project: this fund
the actions of solidarity that can To encourage our subsidiaries and makes it possible to launch with
be set up with associations. The Business Units to get more involved 100% Group finance for the first
482 program also benefits from an online in the economic and social life of year, which is progressively reduced
360
platform, a central register for projects communities, the ECHO program for the two following years.
200
undertaken by subsidiaries and also benefits from several funds • An Emergency Fund to help during
Business Units around the world. In based on a matching system, which a natural, health or industrial
2019 2020 2021 this way, employees can propose new makes it possible for them to provide disaster.
charitable projects or get involved additional financial support. The
in projects already under way. The ECHO Group Fund is allocated based
projects that join the ECHO program on applications from our subsidiaries
34 35[Project 2] In Egypt, Lesaffre Egypt mobilized to develop
giving deaf people better a multi-skills training program with
the aim of offering opportunities to
opportunities to integrate
deaf and hard of hearing people to
in their community pursue a professional goal in the field
of baking. The 21 subjects taught
In the Baking Center™, 10 Lesaffre
covered the technical aspects of
Egypt employees shared their know-
baking, quality and safety monitoring,
how with 12 deaf people, during
as well as computer and soft skills.
more than 4,900 hours of training.
Entirely carried out and financed
In Egypt, as in other countries, deaf
by Lesaffre, the training program
or hard of hearing people are often
was able to start in September
socially isolated. They face difficulties
2020, thanks to a driven and multi-
accessing education and professional
discipline team, including human
training, and then encounter
resources, other support functions
problems finding a job and a place in
and the Baking Center™.
their community.
Our
perspectives Encouraging our employees [Project 3] In Mexico, vulnerable population in the face of
Our short-term priority
work axes are linked to
to get involved through supporting care personnel
and the vulnerable
the Covid-19 crisis on two fronts:
• 71,000 pieces of protective health
our charitable policy
commitments:
the CSR Awards population in the face
of the Covid-19 crisis
equipment were given to frontline
pandemic health workers in six
hospitals.
• To increase each year • 3,906 families in neighboring
the number of mutual In Mexico, the government response communities affected by the
In 2021 the fourth edition of the CSR Awards took to the global pandemic was slow and
aid projects carried economic crisis caused by the virus
out by our employees, place. This internal challenge dedicated to CSR projects, disorganized, which severely affected received food parcels thanks to our
subsidiaries, and included a round table dedicated to skills charity to the economy in 2020. Employees at partnership with a food bank.
Business Units explain our 2024 commitment: that 15% of our entities Safmex, our subsidiary in Mexico,
throughout the world. will have have set up a skills charity program. supported care personnel and the
• To develop each
year charitable skills In October 2021, 16 projects were presented in the
partnerships. societal category. Among them, 4 charitable funding and
skills charity projects were chosen to participate in the
final:
[Project 4] In Vietnam, production), Phileo offered alternative
[Project 1] In Zambia, vulnerable in the face of climate
offering training to livestock solutions to the antibiotics used daily
forming a research change. The program contributes to to prevent disease in family chicken
helping the livestock farmers earn a
farmers to help them to
partnership with a vet to help farms. At the end of this project,
living from their livestock activities reduce antibiotic use in their antibiotics use had reduced by 66%
local livestock farmers while training them in the intrinsic livestock and the chicken mortality rate had
links between human, animal, and dropped by 40%.
In Zambia, on the edge of the Kafue Phileo by Lesaffre set up a training
environmental health. R&D experts
National Park, Phileo by Lesaffre has program for traditional chicken
from Phileo help to train the livestock This initiative responds to the United
launched a research partnership with farming families in the Mekong Delta
farmers, with the aim of improving Nations’ objectives for Food and
the Melindika association with the to help them reduce antibiotic use
production and preventing disease Agriculture, which identified family
aim to encourage rural development in their livestock over a period of 3
in their cattle, their source of income farms as a major player to promote
by supporting livestock farmers. The years. This project involved 300 vets
and food. sustainable development and to
1.5 million Zambian farmers who and 115 farmers. In collaboration
produce the major proportion of eradicate hunger.
with Viparc (Vietnamese platform for
national food supplies are extremely antimicrobial reduction in chicken
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