e of this is the adoption
of a Food, Nutrition and Health
Charter spelling out our principles on
product ingredients, health benefits
and communications. Not that the
ideas are really new for us, since they
are drawn from our long experience in
nutrition and related fields. But this is
an important step in that it defines
clear, simple rules that make full
allowance for the progress of scientific
knowledge and official public-health
recommendations.
Another important initiative,
concerning our staff this time,
is the Evolution program to help all
employees acquire new skills and
qualifications. This has benefits
of two kinds, since it will preserve
the employability of participants and
at the same time enable our
organizations to adapt to change
and stay competitive. I look forward
to the results of the pilot projects
launched in around fifteen countries
in 2004, which look very promising
indeed.
Finally, in an area upstream from
our business operations properly
speaking, in 2004 we adopted our
Groundwater Resources Protection
Policy. This provides a clear basis
for long-term management of the
springs supplying DANONE’s water
businesses.
Are there areas where you consider
Group performance is clearly
inadequate?
F.R. > Our results in the area of
workplace safety show a worrying trend.
We have always believed that safety and
working conditions are the first
responsibility of any business, and there
must never be any letup in our attention
to this. In 2004, our Biscuit division took
an important first step to improve results
with its WISE project. We will very soon
be taking additional action to unite all our
teams behind this necessary effort.
Today, 2.7 billion people around the
world have to live on less than $2
a day. How can DANONE help to
achieve the UN’s Millennium Goals
in the fight against poverty?
F.R. > By helping as many children and
adults around the world as possible to
get the balanced nutrition they need to
live a full life. That is our challenge for
the years ahead—a challenge in
economic terms and in terms of social
responsibility. We have already gained
some useful experience in Indonesia,
India, South Africa and China. But we
need to go further and find new
responses, new ways to develop
products that are affordable for
consumers with very low incomes and
provide them with genuine nutritional
benefits. To do that, we will have to take a
completely new approach to understand
needs and lifestyles, and to cut
production and distribution costs while at
the same time ensuring that margins are
sufficient to make the business model
viable over time. This will naturally mean
working alongside organizations that have
a longstanding presence in developing
countries. Which is why I have set up a
dedicated group to work with me on the
project. We have called this program
“Dream”. Why? Because there can’t be
any dream more worthwhile than doing
everything we can to help meet one of the
greatest challenges of our era.
You’ve talked about globalization and
being “close to home around the
world.” Could you tell us more?
Franck Riboud > We are a world leader
in each of our businesses. But DANONE
is first and foremost a local leader, close
to local markets and lo
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