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Sustainable Development &

Human Resources

Bernard Deryckere

CEO AlproMember of the Executive Team of Dean Foods

Top Management -

Strategic

Meeting 14th of September 2011

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Today

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Company Profile

•

The Alpro

philosophy –

Sustainability as part of our DNA

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SD and HR

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Question Time

Company Profile

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Key facts and figures about Alpro

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Alpro

founded in 1980

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Grown to €

260 million in revenues in 2010

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Clear European market leader in non-dairy soy-based products

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2 power brands: Alpro

soya and Provamel

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6 product categories

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3 channels

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3 wholly-owned commercial organizations in NL, UK and GE and more than 30 commercial partnerships in all other primary European markets

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4 plants in BE, FR, UK and NL

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~800 employees

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Key facts and figures about Alpro

•

Alpro

founded in 1980

•

Grown to €

260 million in revenues in 2010

•

Clear European market leader in non-dairy soy-based products

•

2 power brands: Alpro

soya and Provamel

•

6 product categories

•

3 channels

•

3 wholly-owned commercial organizations in NL, UK and GE and more than 30 commercial partnerships in all other primary European markets

•

4 plants in BE, FR, UK and NL

•

~800 employees

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Alpro, a division of Dean Foods

WhiteWave(1.5 B$)

Morningstar(1.0 B$)

Fresh Dairy Direct

(8.5 B$)

National chilled DSD and plant footprint

National premium health & welness

brands

US leader in national UHT

private label dairy

Alpro(0.35 B$)

US

European leaderin branded soy

EU

Sustainable DevelopmentCorporate Social Responsibility

8

A worldwide presence with almost 93 000 employees

Upstream5th ranked integrated, listed international oil & gas companyProduction 2010: 2.38 million boe/dProven reserves at end-2010: 10.7 billion boeInterests in 9 liquefaction plants and 6 regasification terminals

DownstreamEuropean leader in refining and marketing24 refineries: 2.38 million boe/day oil and gas productionNetwork: 17,490 service stations

ChemicalsA world-class integrated player in Petrochemicals, but also in

Fertilizers and Chemical Specialties (rubber processing, resins,adhesives and electroplating applications).

boe/d: barrel of oil equivalent per dayb/d : barrel per day

Total Group The 3 main business segments

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Total Petrochemicals: a leading world player

About 6,000 employees worldwide

Head office in Brussels (Belgium)

21 Manufacturing Sites (Europe, United States, Middle East, Asia)

5 Research Centers & 1 Technical Center

ProductsBase chemicals : olefins (ethylene & propylene), C4-fractions, aromaticsPolyolefins : : polyethylene & polypropyleneStyrenics : monomer styrene & polystyrene

Plastics: a material advantagePlastics are all around us and have become an indispensable part of our worldProducts made of plastics are strong, light, economical and recyclable Plastics are more than ever a material of the future: they facilitate our daily lives, at

the same

time bringing

solutions to challenges of the future

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The Alpro Philosophy – Sustainability as part of our DNA

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The Alpro

Philosophy – Sustainability as part of our DNA

Our Mission:

Alpro

creates delicious, naturally-healthy plant-based foods for themaximum wellbeing of everyone and with the utmost respect for our planet.

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•

People:

Offering high-quality naturally-healthy

products to consumers

leveraging an engaged employee base, with clear values of Ambition,

Leadership, Professionalism, Respect and Ownership.

The Alpro

Philosophy – Sustainability as part of our DNA

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A new look at healthy foods

FDA soy health claim:

Diets low in saturated fat and cholesterol that include 25 gramsof soy protein a day may reduce the risk of heart disease

Focus on a healthy diet

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People:

Offering high-quality naturally-healthy products to consumers

leveraging an engaged employee base, with clear values of Ambition,

Leadership, Professionalism, Respect and Ownership.

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Planet:

Taking responsibility towards the community at large by commercialising

products with minimum impact on the environment.

The Alpro

Philosophy – Sustainability as part of our DNA

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A renewed look at the production process:

By-pass the cow

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Vegetal alternatives are 5 to 10 times more efficient than animal products on key SD KPIs

x45

x20

x10

Source: Ecofys, Alpro

x3

x2,5

x5

Land

Water

Air

Energy

Cow’s milk vs

soy Cow’s meat vs

soy

CO2

KBOU

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People:

Offering high-quality naturally-healthy products to consumers

leveraging an engaged employee base, with clear values of Ambition,

Leadership, Professionalism, Respect and Ownership.

•

Planet:

Taking responsibility towards the community at large by commercialising

products with minimum impact on the environment.

•

Profit:

Value creation for our shareholders.

The Alpro

Philosophy – Sustainability as part of our DNA

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Integration of SD in our mission statement.

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Incorporate 3 P’s in Company objectives (OGSM).

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Follow up Eco indicators at Management team level.

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Personal KPI’s

to include SD action.

Sustainable development at Alpro

is about making green stuff seem normal …. Not about making normal stuff seem green.

The Alpro

Philosophy – Sustainability as part of our DNA

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The 3 P’s in the overriding objectives of the company

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Balanced Scorecard –

YTD 2011 vs. AOP

(1)

YTD Target: jan-reporting month

(3) GBP converted at budgeted currency rate(2)

Update on Quarterly basis

(4) Moving annual Total

Rating June/11 AOP 2011 Rating June/11 AOP 2011

Awareness (2) Internal mobility staff *

Price (2) FTE total

Penetration (2) FTE staff

Purchase per buyer (2) Voluntary leaves BC (%) (4)

NS Growth Branded (GAAP)(3) Voluntary leaves WC (%) (4)

NS Growth Added Value (GAAP)(3) Voluntary leaves Staff (%) (4)

% branded NS NPD - EU10 (2) Absenteeism blue collar short (FLY) (4)

Branded PG contr. after mktg (M€) (1) Absenteeism white collar short(FLY) (4)

Absenteeism staff short (FLY) (4)

Labour Safety: Fg

Rating June/11 AOP 2011 Labour Safety: Eg

Volume Soy (KTon - YTD) (1) Training + development as % salary cost ** (2)

Net Sales (M€-YTD) (1) * KPI calculated with assumption of # FTE's within department, instead of # of vacancies.

Net Sales (€/ton-YTD) ** Cost training p.q. / Gross salary p.q. - target: max 20% variance

NS Growth EU4 (GAAP)(3)

Renewal partnerships (2) Rating June/11 AOP 2011

Weighted Distribution (2) Customer Service Level (YTD)

Rate of sales (2) Variable Supply Chain Cost (€/ton - YTD)

Marketing effectiveness (ROI) (€) Fixed SC Cost excl. deprec. (M€ -YTD) (1)

Country contribution (M€) (1) Evolution OWC in% of Net Sales

# Consumer complaints (cpm)

Div. recalls w ith proven food safety risk

CAPEX (M€) (1)

Rating Q2 AOP 2011 SG&A (M€) (1)

Qtrly-review of interface obj. HR (2)

Qtrly-review of interface obj. F&A (2)

Qtrly-review of interface obj. IT/BA (2) Rating June/11 AOP 2011

Qtrly-review of interface obj. S&BD (2) # participations at major SD events (2)

Qtrly-review of interface obj. Legal (2) Leverage strategic NGO's

Sustainable Development

Brand Equity

Cust. Relationships / Partnerships

Best practice support service

Organization and Human Capital

Lean and agile Value Chain

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A long term sustainable, focused and branded growth strategy with several pillars

LT sustainable, focused and branded growth strategy in Europe

Branding

1

Client relation-

ships

2

Innovation

3

Core technology and assets

4

Partner network

5

Employees / organization6

Sustainable development Drivers and action plan

Plastic as solution enabler towards Megatrends, i.e.Population Growth - Combating shortages of food- Combating shortages of drinking water

Climate Change - Reducing the need to use fossil fuels- Safeguarding people from the effects of climate change

Sustainable innovation as unique tool to leverage on-going Megatrends

Innovation addressed through the whole life-cycle

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Ethanol To Bio-Ethylene

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Methanol To Olefins (MTO)

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PolyLactic

Acid (PLA)

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Syngas/Biotech

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Waste (Plastics)

Specific

energy

reduction

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Actions in line with waste hierarchy

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Life cycle thinking

Reducing

environmental

impacts for our

customers

FeedstockRenewable

origin

ProcessReduced

environmental

impacts

Use phaseReduced

environmental

impacts

End-of-lifeSound and efficient options

Reduce

Reuse

Recycle

Energy recovery

Landfilling

Alternative feedstock: Poly(Lactic Acid) (PLA)

“Sugar“ Platform Fermentation

OCH2OH

HH

OHH

OH

OH

HOH

HLactic acid Polymerisation

to PLAPLA: Polylactic acid

Pilot plant (1500t/y)Escanaffles (Belgium)

50/50 JV (Sept. 2007) Technology R&D programme

Pilot plant SOP Q1 2010

New products development

+

Polymerisation

Polyethylene PE 100RC for gas and water transportation

Polypropylene for packaging

Metallocene Polyethylene for film packaging

Polystyrene PS 1960 N for insulation (XPS)

Metallocene Polypropylene for fibers

Material savings : 20% Avoided CO2 emissions : 2900TeqCO2/1000TPE with 33% Lumicene

Material savings : 5% Avoided CO2 emissions : 280TeqCO2/1000TPP

Energy savings : 11% Avoided CO2 emissions : 12.5TeqCO2/1000TPS

Material savings : 17% Avoided CO2 emissions : 600TeqCO2/1000TPP

Allows ‘No sand-bed’

laying technqueAvoided CO2 emissions : 800TeqCO2/1000TPE

Reference : CO2equ. Emissions per inhabitant in EU27: 9.9T (EEA –

2010)

Use phase: Total Ecosolutions

Polystyrene PS 818R for TV back cover

Virgin material savings : 10% Avoided CO2 emissions : 0.7TeqCO2/1000TV

rPS 818R: from TV to TV Normanplast: rHDPE for lube pack Argedys: rLDPE shopping bagsrPS trading

Litter prevention/remediation

Feedstock Recycling: Dedicated to mixed-plastics difficult to mechanically recyclePyrolysis

Vacances propres Waste free oceans with EuPC

Professional associations activitiesPlastics Manufacturers Belgian green dot scheme Belgian indus. Pack. schemeFrench green dot scheme

Ingénieurs sans frontières

End-of-life: TP activities

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SD and HR

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SD & HR

How to look after the people’s interest without

compromising on business interest?

S&E Vision:CO2-neutralityEnergy savingsWater treatment

Just

like (or even more than) ecological resources, human resources are becoming precious & scarce and require to deal with in a

sustainable way.

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SD & HR

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Social Innovation: innovation in our labour organisation, labour relations, external relations with communities

→ Improving business results → Improving well being of employees → Improving development of employee talents → Improving Employee engagement

Sustainable development is at the heart of our HR vision. We create a safe and healthy workplace for our employees, offering them an

exciting and challenging organisation to work in, driven by Ambition, Leadership, Professionalism, Respect & Ownership.

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SD & HR

Sustainable HR Management

Labour Organisation

Labour Relations

Relations with outside world

Social Relations

Team Focus

Holistic view on employee

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Personalized, sustainable balance between the individual and the roles he/she wants to play in life and the business needs the individual is employed for.

SD & HR

Ratio (IQ)

Physical  Condition (PhQ)

Emotions(EQ)

A holistic view on our employees

Corporate Social Responsibility & Human Resources

Human Resources

Recruit, train & develop to push men and women to maximize their potential

Recruit for a career, not for a job Mainly startersJob change every 4 years to different business, profession or country

Build Total’s future : provide energy and materials for the future of our planet

Respect ProfessionalismAccountabilityExemplarity

Total Attitude : listening, boldness, crossfunctionality, mutual support

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Corporate Social ResponsibilityFrom local sustainable relations between sites and neighbourhood

Open doors Local education initiatives

To larger corporate initiativesEducation : Total Professeurs Associés’ branch office in BelgiumLocal Economic Growth : Regional development « Solidarité d’Entreprise »

Concentrating on environment and plasticsEuropean Waste Free OceansVacances PropresIngénieurs sans FrontièresSOS Planet

Inviting staff to join or propose initiativesRecycling of office waste & coffee cups with ISFPetroVolontaires

Integrating CSR in our social dialogue

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SD & HR

Some of our initiatives:

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Better Life Better Balance Better Business

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Healthy Alpro

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Growing People

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Redesign Organisational Culture and leadership model

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SD & HR

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Better Life Better Balance Better Business

→→ Improve the work life balance of our employees

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flexible hours-

easily change shifts with another colleague

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satellite work -

holidays can be taken per hour

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employees can partially exchange end of year premium in additional holidays

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SD & HR

Healthy Alpro is based on three pillars : healthy food, a healthy lifestyle and movement through sports.

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Ergonomic advice- Fit@work-

Healthy Alpro Sandwich

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Wellness Points -

IK KYOTO

- Bike To work -

Company Bikes

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Intranet page (moving/eat advice, circuits and practical info for walking –

running –

biking in the surroundings of the

company,…)

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… and lots more.

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SD & HR

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Alpro’s growth is attributed to our employees who have grown and developed with the company

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Training curriculum and minimum of trainings/ year for all employees

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Training investment and internal mobility KPI’s on our Balanced Score Card

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Competency driven pay

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Traineeships

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PMP process

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SD & HR

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Redesign Organisational Culture and leadership model

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Shop floor involvement-

Mutual trust

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Room for creativity-

Based on (self)discipline/policies

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Polyvalence (agreement with our unions) -

No hero model : servant leadership

Total Professeurs Associés (TPA) :

Created 10 years ago

Share knowledge and experience with educational world

Promote image of oil and chemical business and professions

Networking with universities and schools

Be part of Total’s « Corporate Social Responsibility » policy and actions

20 Belgian professors, 100 training sessions in Belgium, 20 in France and China for 2010-2011

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Local Economic Growth: « Solidarité d’entreprise »

Support economic activity and sustainable employment

Initial area: Mons – Borinage - Centre

Type of support:

Technological

Export

Competence transfer (ex. HSE Project)

No financial aid

Results for 2010 : 60 SME’s contacted/25 SME’s supported

Union representatives are stakeholders of the project

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2012

2010Context : Employment, underprivileged zone(20% of unemployment)To ensure continuity of the actual plans

2011Context : Environmental legacyProject : - Feasibility study and tests- In association with the ‘Chambre du Commerce’ in Gent

2010Context : Few industriesServicesHead Offices

Unemployment rate based on young people, in particular from foreign originProject : - Action based on young « entrepreneurs » from foreign origin- Active member of « Réseau Entreprendre »(2010 – 2012)

make from « solidarité d’entreprise » a key element of our Corporate Social Responsibility

2010 and after – Extension of plans in Belgium: perspectives

Engineers without frontiers (Ingénieurs Sans Frontières)

R&D activities and implementation of prototype manufacturing unit at Ouagadougou (Burkina Faso)

Targets:

Support a district in the town of Ouagadougou, by managing wastes, in particular by integration in local waste management intiatives.

Finding a process to melt the plastic waste respecting health and environment Producing standardized plastic pavements tested in laboratories before selling.

Financial support of 100 000 Euros during 3 years

Integrated with an internal waste recycling campaign of coffee cups for our personnel in Brussels

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Question Time