Grouper Deanne Case Study
In 1994, BBS changed its name to Grouper Deanne, adopting the name of the Group’s best known international brand. Under its current CEO, Franca Ribbon, the company has pursued its focus on the three product groups: dairy, beverages, and cereals (Bruce, 2009). Today, Deanne is a Fortune 500 company with a mission to produce healthy, nutritious, and affordable food and beverage products for as many people as possible (Daemon, 2010). Deanne, with 160 plants and around 80,000 employees, has a presence in all five continents and over 120 countries.
In 2008, Deanne recorded ?¬15. 2 billion in sales. Deanne enjoys leading positions in healthy food: worldwide in fresh dairy products (No. 1), worldwide in bottled water (No. 2), worldwide In baby nutrition (No. 2), in Europe In medical nutrition (No.
1) (Deanne, 2009). Its portfolio of brands and products Includes Active, a protocol dairy product line; Dinette, a brand of cream desserts: Unnatural, an Infant product line: Dandelion, a brand of yogurts; and Avian, a brand of bottled water (Reuters, 2013).
Listed on Erroneous Paris, Deanne is also ranked among the main indexes of social responsibility: DOD Jones Sustainability Index Sotto and World, ASPI Rezone Advanced Sustainable Performance Indices), and Thebes Sustainability index (Deanne, 2012). With a strong commitment to high-quality, wholesome, nutritious and Innovative products, The Daemon Company Is committed to encouraging healthy eating and living and strives to innovate with one goal in mind: to create foods for families and individuals with their health and enjoyment in mind (Screwier, 2013).
Daemon’s high index of Social responsibility is resulted from Daemon’s outstanding practice with transparency, accountability and credibility towards its stakeholders. Daemon’s responsibility for transparency is seen through its high level of public disclosure, high responsibility for environment/sustainable development, and Daemon’s success in Nutrition ; Health governance seeks to establish rules that are stricter than existing regulations with the aim of raising up their products’ relevance and ensuring greater trust and transparency in the group’s communications (Deanne, 2011).
This approach is based on several in-house tools (Deanne, 2010), and on the application of national, regional and/or international odes of best practice such as the Code of Advertising and Marketing Communication Practice for Foods and Non-Alcoholic Beverages of the International Chamber of Commerce (Deanne, 2011). Another example of Daemon’s responsibility for transparency to its stakeholders is seen in its main objectives to provide transparent and practical nutrition information.
Deanne promoted healthy behaviors through responsible product communication practices and involvement in information and education. By providing clear and reliable product information, Deanne helps consumers make informed food choices. Daemon’s health claims are exclusively based on recognized scientific data and expressed in a transparent and reliable manner for customers (Deanne, 2011).
Deanne provides consumers with practical nutrition information on pack and on the internet, even where there is no regulatory requirement (Dairy products, Waters).
Also, in the European Union countries, this information is provided in the form of Guideline Daily Amounts (GA) per serving with regard to calories, protein, carbohydrates including sugars, fat including saturates, fiber and sodium (Deanne, 2011). In 2011, Deanne achieved high success in its main purpose of transparency: 99% of products provided nutrition information on pack, 72% of products provided front-of-package nutrition information (energy icon of the GA labeling system in Europe), and 67% of products provided nutrition information on the internet (Deanne, 2011).
In addition, 83% (in sales) of dairy products and 96% of baby nutrition products provide precise information about the appropriate serving size to be consumed as part of a healthy diet. Daemon’s transparency resulted high Pigeon rating based on ISO 26000, which represents a energetic framework for defining and managing a social responsibility program. In July 2011, Deanne was therefore rated among a peer group of 17 companies in the food sector and maintained its position as the leader in the food industry, with a stable general score of 60/100.
Deanne achieved almost high levels in all six indicators of ISO 26000 such as Human Rights (70), Environment (60), Human Resources (69), Business Behavior (55), Corporate Governance (53), and Community Involvement (58) (Deanne, 2011, p. 84). Moreover, Deanne secures the durability of both its partners, suppliers and its own development. RESPECT also represents significant improvement in business relationships, in terms of comprehensiveness and transparency of information to be documented and shared (Deanne, 2011, p. 89). Accountability Deanne is seen through its treatment of employees.
Daemon’s goal is to become a “Great Place to Grow,” recognized both within and outside the company as a place where all employees can learn and develop their skills. The program called CODE and Deanne Leadership College (DEL) was launched with the objective: to increase the autonomy and accountability of all group employees and to make Deanne a “Great Place to Grow. As of December 31, 2011, 15,000 first level managers and 25,000 other employees had been trained. Most of this training was Accountability of Deanne is also seen through discomfort agreements with trade unions on Health and safety topics.
On September 29, 2011, Deanne signed a worldwide framework agreement on health, safety, working conditions and stress with the II-JP (International Union of Food workers).
The agreement declares that health and safety at work, working conditions and preventing stress in the workplace are complex and closely interwoven issues that require shared preventive assure. The Deanne-II-JP agreement restates each party’s responsibilities. The company is responsible for the health and safety of its workers and of all individuals working at the locations for which it is accountable (Deanne, 2011, p. 91). 0 Moreover, during 2011, Deanne has significantly up-graded its internal management systems to ensure they are more robust and applied consistently across all the (Country Business Units) CUBS within the Baby nutrition division. One of the main objectives was the clear accountability in each country for implementing management systems ND monitoring marketing practices (Deanne, 2011, p.
226). The credibility of a global food company like Deanne hinges on our capacity to be consistent in our mission and to adjust to local conditions.
In 2011, Deanne continued efforts on the strategic priorities. Followings are examples of credibility of Deanne: inventing new models to bring health through food “to as many people as possible”; creating of a production and R&D unit in India dedicated to low-income populations in 2011; launching Buffoon, a first nutrition product for children; etc (Deanne, 2011, p. ).
The experience in India will enhance action of Deanne taken for five years in Bangladesh to develop products and distribution channels that meet the needs of a greater number of consumers.
These new approaches drive innovation in countries where the group has long Been established. Moreover, in 2011, Deanne launched the “Synapses” project defining the principal working focuses for 2012 such as: 1) strengthen credibility and reputation (nationality and promotion of upstream agriculture); 2) define new sourcing models partnerships with very small farms for example; 3) innovate through connections with stakeholders, including civil society players; 4) develop new skills and attitudes with employees from the purchasing departments (Deanne, 2011, p. 65). 0 In addition to the abovementioned, Deanne pays strong attention on Quality in order to ensure Credibility.
During the past years a Product governance policy has been set up, to ensure product safety and quality at every step of the product life cycle, from the marketing brief to the product specifications and throughout the food chain, from “farm to fork”. This policy supports the credibility of Deanne and its brands, drives consumers preference and, through continuous improvement, contributes to economic performance and robustness of the business (Deanne, 2011, p. 2). 00 0 Deanne Quality vision is sustained by 4 strong pillars (Deanne, 2011, p. 22): First pillar is Food safety and hazard assessment by ensuring food safety – the product to be safe and healthy. Olin 2011, Deanne teams have worked on the consolidation and improvement of organization and processes for risk assessment, guidelines for risk management and product testing through the setting up of the new Deanne Food safety Center.
Second pillar is to ensure quality procedures throughout the entire food chain “from farm to fork”, “from conception to consumption,” which means to make the product safe and compliant with its value product design; quality in product execution, and finally, quality in the way to listen to consumer’s perception at the point of sale and consumption. In 2011, Deanne finished drawing up a new set of Operating Models (Dooms) as foundation of the local to global product governance system. Third pillar is Consumer trust and Confidence. Deanne is listening to public authorities as voice of the consumers for addressing public health issues.
Fourth pillar is People Development.
Deanne continued updating and revamping training packages and organizing successful training sessions for creating a strong quality community through improvement of quality knowledge culture and people empowerment. In conclusion, my abovementioned analysis shows that corporate government criteria of Deanne is well managed and organized by company’s transparency, accountability and credibility on corporate social responsibility by making Deanne to be “Leader in Food Industry’.
