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AN EFFICIENT AND RESPONSIBLE GROUP
2. Operational excellence policies
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SAINT-GOBAIN
- REGISTRATION DOCUMENT 2016
mapping the CSR risks;
the risks;
evaluating the CSR performance of suppliers to classify
building common progress plans with suppliers.
purchases and incorporates the strategy for the development
of long-term partnerships with suppliers.
This general framework is adapted by the operational teams
based on the specific features of the trade and non-trade
constructive dialogue for improvement.
evaluated to determine priorities for action and engage a
evaluation is based on international and recognized sources.
The risks connected to suppliers are then identified and
labor and those connected to bribery are specially evaluated.
The risks of purchasing categories integrate the
environmental performance in particular the carbon and
water footprints and health and safety. The mapping
was reviewed in 2016, in a coordinated way. Risks connected
to the country of origin and risks connected to the purchase
categories are integrated. The risk on human rights, in
particular the fight against the forced labor and the child
Following this process, the methodology to map CSR risks
Non-trade responsible purchasing
a)
improvement plans.
constant dialog with the supplier and leads to the
establishment of action plans and CSR performance
on site is organized. The entire approach falls within a
allow the identification of suppliers “at risks”. Depending on
the level of risks identified, the supplier is answering to a
questionnaire based on documentation verified and evaluated
by a third party and, depending on the results; a social audit
This CSR risk analysis deployed in the non-trade purchasing
The Responsible Purchasing Policy is applied to non-trade
suppliers via the R-Net online platform, a private website
totally dedicated to the subject of Responsible Purchasing.
questionnaires, to obtain all information on Saint-Gobain’s
Responsible Purchasing guidelines and to access details of
their CSR evaluations or, where appropriate, the social audits.
Suppliers have access to R-Net to acknowledge receipt of the
Saint-Gobain Suppliers Charter, to send essential supporting
documents electronically (wood certificates, quality
certificates, ISO standards), to answer self-assessment
the agreed periods.
conduct around 40 to 50 audits a year, mainly in the
emerging countries. These audits may lead to de-listings if
the corrective plans necessary are not implemented within
The 2017-2021 objective is to assess the CSR performance of
almost all suppliers deemed to be a CSR risk and achieving
annual consolidated net sales of more than €100,000 with
the Group. With regard to social audits, the objective is to
in emerging countries (Brazil, China, India). The objective is to
propose an alternative to the CSR risk evaluation tools
already in place to suppliers in order to favor the suppliers’
commitment.
The department of non-trade purchasing initiated in 2016 a
program to audit on site the suppliers identified at risk by the
Group purchasing managers. Firstly, the program is deployed
anti-bribery, work conditions of suppliers’ employees, forced
labor or child labor. A constant information on the sustainable
development stakes are also communicated.
Principles of Conduct and Action, with a specific attention to
The Responsible purchasing policy integrates also a
continuous training program of purchasing managers on the
Trade responsible purchasing
b)
and external, of the objectives and principles of this policy.
To draw up and convey the Group’s Responsible Purchasing
Policy within the Building Distribution Sector, a rigorous and
methodical measure has been introduced. The aim is to
obtain acceptance by all the parties involved, both internal
and solutions, to then select the best suppliers meeting these
needs in the best possible way. Finally, they have to ensure
the availability of these products and solutions in the Sector’s
distribution network.
It is initially applied to distribution Category Managers, whose
role is to express the customer’s needs in terms of products
policy has been applied in two stages. The first stage,
between 2012 and 2013, concerned the “Strategic Partners”.
The second stage, launched in 2014, concerned the “National
Strategic” suppliers.
responses given, a constructive exchange takes place with
the supplier in order to jointly draw up action plans
incorporated within a measure for continuous improvement,
with characterized, quantified and planned commitments. The
standards and rules. They also undertake, within the scope of
the Sector’s Responsible Together program, to complete a
self-assessment questionnaire every two years. Based on the
Charter, agree to scrupulously monitor the requirements of
responsible development with regard to the environment,
social policy, legality and compliance of the products and
manufacturing processes with the national and international
confidentiality and competition law and to disseminate the
Responsible Purchasing Policy among their suppliers. The
partner suppliers, who are signatories to the Suppliers
In order to do this, all the Category Managers are initially
trained in Responsible Purchasing before signing the
Purchasers Charter. They thus undertake to observe the
principles of integrity, professionalism, spirit of service,
The suppliers known as “Strategic Partners” are those with
whom a strong international partnership is built year after
year; the “National Strategic” suppliers are those on whom
the Sector’s brands rely nationally.
recommendations on compliance with an expected effective
date or paths for improvement.
aspects of the production activities and to examine their
production capacities in terms of volume and quality. These
audits also relate to the supply chain upstream. Following an
audit, the supplier receives a report as well as
At the same time, risk mapping takes place and the Building
Distribution Sector conducts factory audits on selected
suppliers whose aim is to assess in particular their
management system and the environmental, social and legal