Responsibility and profitability are the levers of Bel’s growth model, which has opted to combine financial and non-financial performance. This model is overseen by the Executive Committee, and is the result of a high level of integration between our growth strategy and commitments. It is gradually being applied at all levels of the company: in our facilities and brands, in our investments, as well as in our decision-making processes.
A responsible and profitable model
A positive business model
Our mission:
Give access to healthier and more sustainable food for all
Our ambition:
Create a responsible and profitable growth model
Our resources:
- A solid family-owned company
- Our values: dare, care, commit
- 30 iconic household brands
- The individual portion, key to its products’ uniqueness
- 10,902 skilled, committed employees around the world
- Industrial facilities with strong local ties: 31 productions sites in 15 countries
- Partners committed to Bel: 1,169 milk producers, 6,100 suppliers, and coalitions for positive collective action (ex. Carrefour’s Food Transition Pact, the United Nations “Race to Net Zero” campaign, the Science-Based Targets Network for biodiversity, the “Too Good To Go” pact)
Optimized and holistic performance management
From farm to fork, Bel is committed to creating value for all the stakeholders it works with. The Group has made corporate social responsibility (CSR) and the creation of shared value central to its growth model.
Four strategic levers for a positive business model
By giving access to healthier and more sustainable food for all, Bel is determined to develop a food model that respects the planet’s natural resources, benefits every facet of its ecosystem and enables it to take action on behalf of the generations of today and tomorrow.
Fulfilling our mission through six priority challenges
CSR is an integral part of the Group’s mission and is central to its strategic plan. It is overseen by the Executive committee and applied to brand and country-level roadmaps in order to examine each decision and action through a CSR lens. Six priority challenges have been set based on the findings of the Group’s materiality and risk analyses.
