Amundi - Corporate Social Responsibility Report 2016

As part of its Responsible purchasing policy, the Amundi Purchasing

governance launched several initiatives in 2015 that continued in

2016:

establishment of supplier relations aimed at complying with the

commitments of the Responsible Supplier Relations Charter signed

by Crédit Agricole S.A.;

launch of a CSR rating process for its strategic suppliers by an

independent third party in order to limit the risks posed by these

suppliers and sub-contractors and to follow a rationale wherein

CSR behaviours support purchasing decisions based on technical

and financial criteria;

prevention of fraud risk and fair purchasing commercial practice

to guarantee the transparency of the process throughout an entire

purchase and the implementation of best practices regarding

tendering;

distribution of dashboards and purchasing indicators to Senior

Management covering, among other things, compliance with

payment deadlines, the volume of invoices without orders, the

compliance of supplier panels, the volume of business entrusted

to the sheltered sector, etc.

In 2016, Amundi also pursued its Responsible purchasing work within

the framework of a common Group action plan with the Purchasing

Department of Crédit Agricole S.A.:

incorporation within calls for tender and contracts of clauses relating

(i) to the Mediator in the event of conflicts and (ii) to the commitment

of our suppliers and sub-contractors to comply with the principles

set out in international agreements, laws and regulations applicable

in the countries in which the suppliers operate, as well as the

practices of the business sector to which they belong (human

rights, diversity and working conditions, environment, business

and value chain ethics);

incorporation in the procurement file of the notion of cost of sales

(better visibility of the impact of a purchase) and the addition of an

indicator of the estimated gains through Total Cost of Ownership

(TCO: overall cost of a product throughout its life cycle);

CSR training for buyers and the main requirement specifiers helps

to raise their awareness of best practices.

With regard to the rating of suppliers, in 2016, Amundi launched a

rating system for strategic suppliers whose CSR policy had never

been analysed by an independent third party and who did not have

a CSR rating monitored by the Group Purchasing Department of

Crédit Agricole S.A. A communications kit for suppliers was created

jointly by the Crédit Agricole S.A. Group Purchasing Department and

Ecovadis (independent third party) in order to introduce the CSR

rating system to our strategic suppliers. A minimumCSR performance

threshold is required following the CSR analysis; however, in the spirit

of continuous improvement, Amundi supports its suppliers in the

implementation of improvement plans.

In terms of recourse to sheltered sector companies and increasing

our business with such companies, the action plan initiated in

2014 significantly increased our expenditure with disability-friendly

companies (EA/ESAT)

(1)

, which tripled over the period. Monitoring of

services takes place every two months with the Group entities with

the highest contribution. For Group calls for tender in which Amundi

is a stakeholder, the selection of suppliers with an ESAT in addition

to a traditional offering is preferred. At 31 December 2016, business

given to companies in the sheltered sector amounted to €339,200,

up 93.8% from 2015. The number of companies benefiting from this

in 2016 is estimated at 16.94, versus 9.0 in 2015.

The timely payment of invoices is an important criterion in Amundi’s

responsible purchasing procedures.

Since 2013, a quarterly review of payment times is performed with

the Finance Department, with the goal of improving the processing of

payments and reducing payment delays. Indicators as to compliance

with payment periods are sent every quarter to the employees who

handle invoices and analyses of how to improve these payment times

are shared in meetings of the Purchasing Committee.

Several steps were taken throughout the year to improve the

processing of payments. At earlier stages, raise awareness among

the parties involved in the validation process, reiterate best practices

for the processing of invoices, provide a guide on the Intranet portal

of the Finance Department, reduce the number of invoices entered by

reducing the number of suppliers for expenditures with high volume

but small monetary amounts, and streamline high volume invoices.

At later stages, communicate the performance indicators quarterly

to those involved and to the Finance Department.

These actions significantly improved delays in processing, which

improved from 73% in 2014, to 81% in 2015 and 83% in 2016 (for

a set objective of 85% in 2016).

(1) EA: Adapted company/ESAT: Establishment and service for assistance through work.

AMUNDI

2016 Corporate social responsability report

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Acting as a community-minded, eco-aware citizen