[PDF] CORPORATE SOCIAL RESPONSIBILITY REPORT

View - Download CORPORATE SOCIAL RESPONSIBILITY REPORT

Previous PDF

Next PDF

2.6 Layout standards

Depending on the communication,

the logo's location may vary.

The fundamental point is to have

a visible and legible logo.

In major communications, it is

preferable to center the Stellantis logo at the top or at the bottom of the page.

For space constraint reasons, on

websites and on stationery, the logo is placed at the top left of the page.

For titles and text, use the different

typeface styles available with the

Encode Sans Expanded.

2

GRAPHIC

SYSTEM

STELLANTIS GUIDELINES 18

CORPORATE SOCIAL

RESPONSABILITY

REPORT

2021 LOREM IPSUM

DOLOR SIT ADMET

Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod.

2021 CORPORATE SOCIAL

RESPONSABILITY REPORT

2021

PATTERN

MINT

COLOR TANGERINE

COLOR ORANGE

COLOR FONT

ENCODE SANS

EXPANDED THIN

LOGO MONOCHROME

BACKGROUND STELLANTIS BLUE

GRADIENT 100% 0% BLUE

BACKGROUND

Cover or poster

with only Stellantis Blue color Cover or poster with a filtered image Cover or poster with a full image

Declaration on Extra- Financial Performance*

Integrated report

Climate report

Human rights repor

t

Vigilance plan CORPORATE SOCIAL

RESPONSIBILITY

REPORT

2020

PEUGEOT S.A. SCOPE

* In compliance with the French transposition of EU Non Financial Reporting Directive.

TABLE OF CONTENTS

3. 1. 5. 2. 4.

EDITO 2

GROUPE PSA CONTRIBUTION

TOGLOBAL SUST

AINABLE

DEVELOPMENT

GOALS 4

CREATING SHARED

ANDLASTINGVALUE

INTEGRATED REPORT 7

1.1. A CSR program

thatisfullyintegra ted intotheGroupstrategy 8 1.2.

CSR in the value-creation model 17

1.3.

Transparency and CSR commitment: tangible r

esults for the Group and its stakeholders 23
1.4.

Governance geared to

wards sustainable growth 34

CREATING A TANGIBLE IMPACT

ON CLIMATE CHANGE

CLIMATE REPORT 39

2.1. Acknowledge climate-related risks to

identify sustainable opportunities 43
2.2. CO 2

Governance: put climate

at the core of the decision-making process 51 2.3.

Cutting CO

2

Vehicle emissions, a top

priority 56
2.4.

Moving forward into a carbon- efficient pr

oduction system 72
2.5.

Improving the environmental

performanc e of the supply chain: purchasing and logistics 85 2.6.

Reporting scope methodology 90

HUMAN RESOURCES: DRIVING

GROUPE PSA TRANSFORMATION

93

3.1. Co-constructing social dialogue 96

3.2.

Groupe PSA responsible

employment policy f or managing company transformations 100 3.3.

Attracting and developping all talents 108

3.4.

Safety, health and well-being in the workplace

118
3.5.

Equality and diversity 128

3.6.

Reporting scope and methodology 133

MEETING CUSTOMERS"

EXPECTATIONS ON

QUALITY,

MOBILITY SOLUTIONS

ANDDA TA

PRIVACY 135

4.1. Vehicle and service quality -

Customer satisfaction

139
4.2.

A presence in all mobility segments 146

4.3.

Consumer protection: responsible

management of customer data and relationships 153 4.4.

Reporting Scope Methodology 155

PREPARING FOR GROWING

SOCIETAL EXPECTATIONS

ONHEALTH AND SAFETY

157

5.1. Vehicle safety 160

5.2.

Improve air quality by reducing

v ehicle emissions 170
5.3. Control of industrial discharges and nuisances: managingtheimpact on the en vironment andlocalresidents 178
5.4.

Protection of natural envir

onments andbiodiversity efforts 182
5.5

Reporting scope and methodology 184

ENSURING PROTECTION

OF HUMAN RIGHTS

AND

PREVENTING ETHICS

VIOLATION

HUMAN RIGHTS REPORT

(INCLUDINGVIGILANCE PLAN) 187

6.0. Vigilance plan 192

6.1.

Ethics in business practices 197

6.2.

Ensuring respect of human rights insupply chain

217
6.3.

Responsible information andmarketing 228

6.4.

Reporting scope andmethodology 234

8. 7.

IMPLEMENTING RESPONSIBLE

USE OF NATURAL RESOURCES

237

7.1. Wise use of material in the vehicle

Life-cycle:

environmental impact of materials (circular economy and sustainable management of materials) 240 7.2.

Optimisation of material cycle in indus

trial processes, including waste 253

7.3. Sustainable water management: Contr

olling the water cy cle in facilities 260
7.4.

Reporting scope and methodology 263

SUPPORTING A BALANCED

ECONOMIC DEVELOPMENT

OFTERRITORIES

265

8.0. An innovation approach

asalev erofvalue-creation for our stakeholders inourhostterritoriesquotesdbs_dbs26.pdfusesText_32

[PDF] 1) pour différencier (voire individualiser) 2) pour remédier et mettre en œuvre les PPRE

[PDF] L équipement choisit devra être nomade, il servira aux visiteurs en déplacements et sera donc sujets à des limitations de tailles et de poids.

[PDF] PAS À PAS MODULE GESTION D HORAIRE «PRÉPARATION DES HORAIRES, GÉNÉRATION ET APPROBATION DES FEUILLES DE TEMPS»

[PDF] INVESTISSEMENT GLOBAL. Tenir compte des femmes dans le budget fédéral

[PDF] Dispositions réglementaires municipales sur l horaire de travail et l aménagement du temps de travail du personnel de l administration communale

[PDF] Module Soins Infirmiers en maternité et aux personnes atteintes d affections gynécologiques MODALITES

[PDF] Standards sur l accessibilité du Web au gouvernement du Québec : serez-vous sur la ligne de départ?

[PDF] Recueil des politiques de gestion

[PDF] TABLEAUX COMPARATIFS 1 PROJET DE LOI ORGANIQUE

[PDF] PLAN D ACCESSIBILITÉ PLURIANNUEL POUR LES PERSONNES HANDICAPÉES DE L ONTARIO

[PDF] PLR 2014 - EXTRAIT DU RAP DE LA MISSION : ENGAGEMENTS FINANCIERS DE L'ÉTAT

[PDF] TEMPS DE TRAVAIL. L e s. Sommaire. D o s s i e r s. d e. l a. D o c 2009 N 09-12-11. Références :

[PDF] Récit de mon expérience

[PDF] Atelier: Elaboration des messages clés

[PDF] Chapitre 4 CIRCUITS EN SÉRIE ET EN DÉRIVATION