La mesure de l’Engagement chez DANONE

Lyon, 24 juin 2008

© 2007 Towers Perrin-ISR Results of the Danone People Survey 2007 2

GPTW vs Baromètre Salariés

GPTW

Evalue le climat interne

Leadership du Groupe

Image concurrentielle

Leadership de la CBU

Information

Développement

Rémunération

Evaluation de la performance

Formation

Efficacité opérationnelle

Style de Management

Encadrement direct

Engagement

Culture et Valeurs

Réaction à l’enquête

Mon Travail

Responsabilité Sociale

Baromètre SalariésEvalue la politique RH et la

stratégie

180 questions pour les managers120 questions pour les non

managers

58questions

Credibilité

Respect

Equité

Fierté

Convivialité

CO

NF

IAN

CE

© 2008 Towers Perrin-ISR The Danone People Survey 3

Méthodologie de l’enquête Great Place To Work

� Le Great Place to Work® Institute est un groupe de c onsultants en organisation présents dans 29 pays (essentiellement amérique du nord, amérique latine et europe de l’ouest)

� Chaque année, ses filiales mènent des enquêtes aupr ès des salariés des entreprises et publient des listes nationales des “Employeurs de choix”dans les principales editions de la presse économ ique de chaque pays

� Dans chaque société, sont interviewés 250 salariés représentatifs des différentes catégories professionnelles à travers un questionnaire auto-administré

Résultats:

� Classement des meilleurs employeurs

� Comparaison avec les concurrents

� Médiatisation

© 2008 Towers Perrin-ISR The Danone People Survey 4

Un peu d'histoire

� 1999� Enquête auprès des Managers du Groupe� Première initiative visant toute cette population au niveau mondial� Répétée en 2001

� 2003� Début de la mesure de l‘Engagement� Questionnaire spécifique pour les 150 Exécutives du Groupe

� 2005� Raffinement de la mesure de l’Engagement (principal e résultante

mesurée par l'enquête)� Questionnaire spécifique développé pour des non mana gers (15

CBUs)

� 2007� Enquête non managers étendue à 44 CBUs� 30.000 participants au total� Plus grande comparabilité entre les 3 enquêtes (Exéc utives-

Managers-Non Managers)

© 2008 Towers Perrin-ISR The Danone People Survey 5

Evolution des objectifs

� Trois évolutions majeures� D'une enquête d'image interne à une enquête d‘Engagement des salariés� D’un outil de communication corporate à un outil de management� Une appropriation de plus en plus décentralisée

— Analyse au niveau de l’équipe (1.000 rapports distr ibués)

� Les objectifs clés aujourd’hui� Mesurer la progression de l’Engagement des salariés du Groupe� Comparer les opinions à celles des benchmarks Towers Perrin-ISR

— Entreprises du même secteur— Entreprises « haute performance »— Entreprises du même pays

� Déterminer les leviers de l‘Engagement , ce sur quoi il faut s’améliorer pour optimiser l’attachement et la motivation du personnel

� Mesurer l'efficacité des initiatives RH� Par la mise en place d’ateliers de travail et d’outil d’aide à la décision , bâtir un

processus de plans d'action

© 2008 Towers Perrin-ISR The Danone People Survey 6

Coloured bars indicate a statistically significant difference

Groupe leadership

Corporate social responsibility

Information

Culture & values

CBU leadership

Competitive image

Organizational efficiency

Immediate management

Development

Engagement

My job

Reaction to the survey

Pay & benefits

Evaluation

Training

Comparaison historique 2007 vs. 2003 Managers

89

77

6

533

26

53

1

11

6

-20 -10 0 10 20

Diff vs. 2003

© 2008 Towers Perrin-ISR The Danone People Survey 7

0

-4

-3

-3

-3

-13

-15

-12

-8

-15

4

-2

-30 -20 -10 0 10 20 30

Competitive image

Groupe leadership

Evaluation

CBU leadership

Engagement

Immediate management

My Job

Corporate social responsibility

Culture & values

Reaction to the survey

Development

Organizational Efficiency

Pay & Benefits

Diff vs. HP Mgt

Managers 2007 (N=7640)

Global FMCG Management Norm (N=57211)

Global HP Mgt Norm (74124)

L e g e n d

Diff vs. FMCG Mgt

11

7

6

5

3

1

0

-2

-2

-3

-3

13

1

-30 -20 -10 0 10 20 30

NA

Coloured bars indicate a statistically significant difference

Comparaison vs FMCG & les normes HP

Managers

© 2008 Towers Perrin-ISR The Danone People Survey 8

Pourquoi l’engagement est- il

important ?

• Engagement predicts financial performance (research conducted in 2005 and 2006).

13,7

-3,8

27,8

-11,2

17,1

-5,9

-20

0

20

40

Percent (%)

Net Income growth

rate over 1 year

EPS growth

rate over 1 year

Variation of total Assets

over 1 year

High Engagement Low Engagement

© 2008 Towers Perrin-ISR The Danone People Survey 9

Cognitive• I believe strongly in the goals and objectives of m y company.• I fully support the values for which my company sta nds.

Affective• I am proud to work for:

• My CBU• My WWBU• Groupe DANONE

• I would recommend Groupe DANONE as a good place to work.

Behavioural-Stay• It would take a lot to make me look for another emp loyer.

Behavioural-Act� I am willing to work beyond what is required in my job to help my company

succeed.

La mesure de l’engagement chez Danone

� ISR’s Engagement model covers 4 dimensions

© 2008 Towers Perrin-ISR The Danone People Survey 10

Typologie de l’engagement (Managers)

12%

Disengaged

24%

Shopping

59%

Fully engaged

Think Feel Act Stay

5%

Coasting

• Engagement continues to rise, both quantitatively ( +2 points vs. 2005) and qualitatively• The percentage of “Shoppers” has decreased by 10 per centage points

10%34%50% 6%vs. 2005

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

© 2008 Towers Perrin-ISR The Danone People Survey 11

Analyse de l’engagement

-30

-30 300

A 91

B 87 3 *

C 83 8 *

D 92 -2 *

Total Favorable Differences From Benchmark

0 25 50 75 100

91

87

83

92

3

8

-2

-20 -10 10 20

300100

A 95

B 93 2 *

C 89 6 *

D 95 0

Total Favorable Differences From Benchmark

0 25 50 75

95

93

89

95

2

6

0

-20 -10 10 20

LegendC. ISR GLOBAL FMCG MANAGEMENT NORM (57211)

D. ISR GLOBAL HIGH PERFORMANCE MANAGEMENT NORM (74124)

A. GROUPE DANONE MANAGERS OVERALL 2007 (7640)

B. GROUPE DANONE MANAGERS OVERALL 2005 (7022)

I fully support the values for which my company sta nds

I believe strongly in the goals and objectives of m y company

© 2008 Towers Perrin-ISR The Danone People Survey 12

Analyse de l’engagement

A 92

B 90 1 *

C 83 8 *

D

Total Favorable Differences From Benchmark

0 25 50 75 100

92

90

83

1

8

-30 -20 -10 0 10 20 30

I am proud to work for: Groupe DANONE

LegendC. ISR GLOBAL FMCG MANAGEMENT NORM (57211)

D. ISR GLOBAL HIGH PERFORMANCE MANAGEMENT NORM (74124)

A. GROUPE DANONE MANAGERS OVERALL 2007 (7640)

B. GROUPE DANONE MANAGERS OVERALL 2005 (7022)

A 85

B 84 0

C 80 5 *

D 88 -3 *

Total Favorable Differences From Benchmark

0 25 50 75 100

85

84

80

88

0

5

-3

-30 -20 -10 0 10 20 30

I would recommend Groupe DANONE as a good place to work

© 2008 Towers Perrin-ISR The Danone People Survey 13

The “Variance explained” indicates the amount of variation in Manager Engagement that can be explained by other survey categories and is determined through statistical analysis. Explained variances above 40% are considered robust.

� Culture & values remain the number 1 driver of Managers’ Engagement.

� CBU leadership replaces Development as one of the top 3 drivers.

EngagementVariance explained

= 59%

Survey CategoriesItems

Culture &values

Groupleadership

CBUleadership

– Regarding Groupe DANONE's values, I consider them to be motivating for myself. (Q80b)

– My CBU operates with integrity in its: Internal dealings [i.e. with employees]. (Q29a)

– Groupe DANONE has a distinct culture that truly sets it apart from other major international groups. (Q67)

– I have confidence in the decisions made by the senior management of my WWBU. (Q33c)

– I believe the senior management of Groupe DANONE has a clear vision for the future. (Q32)

– I feel that the overall situation of Groupe DANONE is improving etc. (Q72)

– I believe my CBU's objectives are motivating. (Q78c)

– The behaviors of my CBU's senior management are consistent with Groupe DANONE's values. (Q21)

– I have confidence in the decisions made by the senior management of my CBU. (Q33b)

.36

.30

.22

Leviers de l’engagement en 2007 Managers

14

People and Organisation are good for Growth!Analysis of Danone Manager Survey

Objective :Identify the key factors of successful people management to support growth

Approach :• linking Managers Opinion to Business Performance• identifying the specific dimensions of Manager opinion that have the greatest impact on business performance

A typology of Growth for 50 CBUs :Criteria : Sustainable Growth over 2,5 years (2002, 2003 & 1st semester 2004)

15

People and Organisationare good for

Growth!

Analysis of Danone Manager Survey

16

Looking for good practices in the field

BUGOOD PRACTICES

Bonafont, Danone Turkey, Danone Italy, Danone Mexic o, Danone Dairy UK, Danone Waters UK, Danone Canada, Danone Sp ain,

Danone Russia, Robust, Frucor …

17

The People & Organisation Propeller:5 drivers for growth

© 2008 Towers Perrin-ISR The Danone People Survey 18

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