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Human resources


Bonduelle started out as a family business in 1853 and has since become the world leader in ready-to-use vegetables. Its development is based on two foundations: respect for nature – essential for a group whose activity is in direct daily contact with the Earth -, and the will to place mankind at the heart of a sustainable company vision.


People, a priority for Bonduelle

This project aims to offer the best of nature whilst respecting ethical principles shaped by six generations involved in agricultural processing. As such, the group has been a pioneer in sustainable development in line with the objectives set out by group shareholders: sustainability, independence, employee development

 

 

A few figures

9755 employees  (full-time equivalent)

13 years average length of time spent working for the Group

172 776h Number of training hours

28h Average training duration per individual

In 2012 the Bonduelle Group wrote an ethics charter giving substance to the values it has held for many years and wishes to continue to promote:

6 QUESTIONS for Bruno Rauwel, Group Human Resources Director

Health and safety, social dialogue, working conditions, training, diversity, etc. At Bonduelle, the development of the men and women who devote themselves to their profession is fundamental. This is why the Group is increasing its efforts to offer its 9569 full-time equivalent employees optimal work conditions and real opportunities for personal and professional development.

1. What are the main areas of Bonduelle's Human Resources policy ?

For the year 2011-2012, our HR policy was based on several areas: safety at work - a major theme of the year with the creation of a world Safety network - training, equal opportunity, employment of senior citizens, professional development and pay.

2. What has Bonduelle undertaken in terms of health and safety ?

Physical, health and mental well-being: anyone working for or with Bonduelle has the right to a safe and healthy work environment. We commit to maintaining the best possible degree of well-being for all.

  • To achieve this, we are developing a policy of preventing negative effects on health and working conditions.
  • In 2011, we redefined the responsibilities of each person at all the levels of hierarchy and ran a campaign to raise awareness.
  • The reporting system was strengthened and made mandatory in plant Board Meetings.
  • The amount of pay related bonuses is now linked to the performance of employees with regard to safety.
  • We have set up a Safety network within the group to dialogue on good practices, investments and priorities.

3. Tell us about the social dialogue component

Our social dialogue activity was clearly shown in 2011 – 2012 by signing the amendment to the GPEC agreement, the amendment to the senior citizen and elderly employee agreement and the amendment to the Well-being at work agreement. We should also mention the signing of the gender equality agreement and the Work hardness agreement and the Handipol 4 agreement.

4. And working conditions ?

We have signed an agreement on work hardness with the social partners. To meet the objectives of this agreement, 10% of the training budget will be assigned to safety-work hardness. On another front, the amendment to the Well-being at work agreement aims to increase the awareness and understanding of stress at work and psychosocial risks… These agreements are part of the continuous actions that have long been conducted by the group, which has also developed specific actions for seasonal staff. We should also note that according to the employment basins in which our plants are located, we give priority to local employment or the employment of people from economic areas that have few opportunities.

5. Now let's discuss training

This is core to our HR policy. In 2011-2012, we gave priority to 4 areas:

  • Support and development of safety in all our activities
  • Capitalising on skills
  • Discovery and integration into the Group
  • Developing new talents

In 2002, we launched Université Bonduelle, which accelerates the development of skills and the human aspects of the Group. It has 3 objectives: sharing the values and culture of the business, developing know-how and activity expertise, developing relational and managerial skills. For 2012-2013, with regard to training, we are focusing on the issues of business culture, activity expertise and social responsibility.

6. The Group is also very devoted to the notion of diversity !

This is a very important subject. Our policy of fighting any form of discrimination naturally applies to recruitment but also throughout the professional career. It is accompanied by actions designed to increase diversity. Hence, an agreement on gender equality based on 4 subjects was signed in 2011- 2012: recruitment, work conditions, actual remuneration, interaction between professional activity and the exercise of family responsibility. Employing people with disabilities is another pillar of the group’s diversity policy. In France, numerous disability initiatives already exist: 

  • creation of the disability mission with a pilot unit in each facility and a group-wide Joint Monitoring Committee; 
  • organization of information and awareness-building campaigns for employees with a disability rating of 10% or more;
  • opening up of all accessible positions to people with disabilities; 
  • possible mentoring with the agreement of the disabled employee,…

Our employees talk to us

Hélène D'Huyvetter

Factory Manager, Renescure

Play video

When you buy a box of peas in the supermarket, a code printed on the box enables us to trace the vegetable and find out the conditions under which it was grown and harvested, and the manufacturing processes it undergoes before until it ends up on your plate.

 

Hélène D'Huyvetter, Factory Manager, Renescure.

Pauline Larive

Process Quality Manager, Estrées, Safety

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I am responsible for ensuring food safety as well as consumer satisfaction in terms of the organoleptic quality of the product.

 

Nelly CABANNES, Quality Assistant, Bordères.

Enriching the soil by tilling it differently is our first return on investment

 

Géry Capelle, Agronomic Development Manager, Estrées

In the factory, we have launched a continuous safety improvement project which has two objectives: to implement safety sheets at all workstations and train all employees in safety requirements.

 

Pauline Larive, Process Quality Manager, Renescure

The STOP method

(Safety Training Observation Program)

The STOP method developed by DuPont de Nemours, is based on a preventivebehavior observation approach. It enables employees tointegrate the safest working practices into their work culture,to optimize safety performance and reduce or eliminate injuryand occupational illness. 

Participants are trained in methodsto provide them with the skills, tools and motivation to workmore safely. They then return to their workplace and pass onthese skills to their co-workers to ensure that safety is theresponsibility of everybody, every day.

Results and perspectives

Accidents at work reduced by 19%

Aim for 0 accidents at work and always ensure the highest level of safety at work.

78,16% of individual development reviews conducted.

Conduct 100% of development reviews and increasingly encourage employee development and training.

264 workers with a disability full-time equivalent

Continue work to promote greater equality, diversity and integration of people with disabilities

The ethics charter written in 2012 will be implemented in 2012-2013

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