The LDC Group bases its identity on its local socio-economic impact and the human bonds that are woven into the regions where its sites are located. We want anyone who comes into contact with the Group or its subsidiaries to feel comfortable. Taking care of our employees is our priority. We enjoy a close relationship with the agricultural world, and with our suppliers and sub-contractors. We also work to end poverty and waste by supporting food assistance associations. Our attachment to the people who invest their efforts in their region is one of the corner stones of our development.
The LDC Groups bases its identity on its local socio-economic impact and the human bonds that are woven into the regions where its sites are located. We want anyone who comes into contact with the Group or its subsidiaries to feel comfortable. Taking care of our employees is our priority. We enjoy a close relationship with the agricultural world, and with our suppliers and sub-contractors. We also work to end poverty and waste by supporting food assistance associations. Our attachment to the people who invest their efforts in their region is one of the corner stones of our development.
To drive the growth of its activities, the Group has experienced a period of significant recruitment in all its production areas, supported by the implementation of HR and health and safety at work policies. Almost 1,500 people on temporary contracts are employed on a permanent contract each year. 89% of the Group’s employees have a permanent contract.
We work closely with recruitment services, including temporary employment agencies. We work with our Human Resources teams to develop partnerships with schools and encourage training through work/study contracts and internships. A training catalogue is available to support each employee in their skills acquisition and development. We train internally through knowledge sharing between our employees (LDC businesses training school; LDC management, dedicated internal trainers who are experts in their field), and we work with training and professional support centres.
Sharing the values of effort and sporting challenges means that the Group’s employees regularly join forces to take part in sports competitions at local or national level. A team of 180 Group employee runners took part in the 2019 edition of the Marathon du Médoc, for example. Events and challenges are often organised so that employees are able to enjoy each other’s company: festive season events, conventions, photo awards…
The Group is a partner for major events which it shares with its employees, such as the Tour de France and the Vendée Globe. More generally we support many local sports and cultural clubs across the regions where the Group is located.
The Group is involved in several professional and inter-professional bodies through its administrator employees (federations, clubs, professional unions…) to help develop collective approaches that support business activities and provide solutions to the challenges facing society.
The proximity between the farms and the slaughter sites has always given the Group a considerable advantage in terms of being able to procure its primary purchase, namely live poultry, locally. This is a major advantage with regard to duty of vigilance.
Finally, the Group takes action against food poverty and waste, primarily by making food gifts to local charities: food banks, soup kitchens, refuges, special programmes such as the Programme Malin in France…
Built on the principle of decentralisation through autonomous subsidiaries led by directly involved departments, the LDC Group cultivates and defends an organisation based on entrepreneurship and the capitalisation and transmission of know-how and values, and the responsibility of everyone, regardless of their level in the company. As our businesses are supported by the people who form LDC, LDC’s Management considers it to be important to know what’s going on in the field and to be aware of everyone’s day-to-day preoccupations and the activity’s needs. The Group works to create and maintain comfort, health and security in the working environment of all its employees. Health at work is a key area of action within the Group.
We are developing a program for the prevention of work accidents and work-related illness, based on the principle of continuous improvement. We are therefore working to reduce the rate of frequency and gravity of accidents and work-related illness. Each subsidiary has a member of staff who is qualified in facilitating these programs. Work station ergonomics have been reviewed and health and security are taken into consideration for all our investments. A new Health-Security 2019-2023 roadmap has been defined. It is based on:
– diagnosing of causes of absenteeism and defining corrective actions,
– staying in touch with absent employees to help them prepare calmly for their return to the company,
– developing continuous improvement methods on our pilot sites,
– cross-audits by our Safety Representatives trained within the subsidiaries for exchanging best practices and sharing of experiences.
The Group and its employees are mobilised to deal with the coronavirus health crisis. Our approach is to stay mobilised, responsive, united and inventive in the face of the changes we are confronted with. While our core business remains up and running to continue serving our customers and supplying stores, our employees adhere to strict hygiene, health and safety measures. In addition to the usual rules already in place on our sites, further initiatives have been taken and many barrier measures have been introduced to protect everyone against COVID-19:
At this stage, all the preventive measures that have been introduced appear to be effective as no active transmission chain has been identified on our plants.
Furthermore, the Group attaches great importance to social relations and compliance within and by the company. This means:
The Group has committed to ensuring that by 2025 at least 70% of employees undergo training each year. We pay particular attention to training young people and passing on knowledge and develop training based on work/study placements and internships. Our goal for 2025 is 3% more employees on work/study placements.
We know that our employees are more effective if they feel supported at work. Throughout their career, we support our employees through participative management, bespoke training, mobility and professional development possibilities that promote involvement through the very wide range of potential jobs and professions and a vast geographical presence in the regions of France and Europe. Our commitment is ambitious, namely 20% professional or geographical mobility (change of coefficient and/or status, or role, or transfer within the Group) by 2025.
Find out more about the support we offer our employees in the “Join us” section.
The Group is committed to a responsible supply chain. Partner referencing is carried out in a manner that is consistent with our ethics and values: promotion of human rights, origin and traceability guarantees, actions for sustainable development that is both close by can be maintained over time.
Our poultry which has been hatched and reared by local subsidiaries constitutes the Group’s primary purchase and represents 70% of purchases in terms of value. The Group relies on long-standing partnerships with production organisation, and the contractual commitments with subsidiary producer groups. This model ensures business outlets for farmers and commits the sector to complying with specifications and to continuous improvement. We also work to reinforce the local origins of raw materials used in the composition of animal feed (see the chapter on sustainable farming).
For ingredients and raw materials excluding packaging, we opt for local procurement when the market or customer specifications permit it.
To manage, secure and make our purchases more responsible, we have created a Quality Charter adapted to the purchasing categories and a Framework Contract. Developed to be consistent with the Group’s ethical declaration and law on the duty of care, these tools are monitored by a procurement steering committee, with an annual assessment of suppliers carried out by quality teams. This toolkit structures our relationship with our suppliers, both for the Poultry Activity and for the Convenience Activity, and makes it possible analyse and monitor purchases regularly.
Our objective by 2025: 100% of the Group’s main suppliers and service providers signed up to our responsible purchasing charter.
The Group makes every effort to find an outlet for all of the products generated through its activities.
Our products are sold on the traditional retail, dining and catering and food processing networks. We also develop partnerships to make our poultry and catered food products available to food aid associations in order to help fight again waste and food poverty.
In 2019 the LDC Group signed a national conventions with the food banks group. At its plants, it recommends the different types of support that can be offered, such as food donations. Several plants, such as Loeuf and Marie Surgelés have established conventions with local food banks for a local effect. Le Gaulois is also a partner in the Programme Malin in order to help families on tight food budgets to eat more healthily, and particularly at the time of the birth of a new child and for the first 1000 days of that child’s life.
Frequency rate for work accident + work-related illness
Share of geographic and professional mobility of employees
Percentage of work-study students integrated into the teams
Percentage of employees having attended at least one training course during the year
Percentage of purchases governed by the Group Purchasing Charter (foodstuffs, packaging)
Amount of sponsorship including donations of unsold goods (in millions of euros)
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