CORPORATE SOCIAL RESPONSIBILITY REPORT
Nov 24 2020 employees
Participants Book updated 2016_02b
Russian Federation. ANGULO. Juan. Chargé d'Affaires a.i. Embassy of Chile. France. ANTALL-HORVÁTH. Veronika. Head of Office. Antall József Knowledge Centre.
WORLD TRADE ORGANIZATION
Apr 2 2012 Union des groupements d'achats publics (UGAP). Agence Nationale pour l'emploi ... ?????? ??????????????? ?????? (Productivity Centre Cyprus).
15. EU coverage of GP
"Contracting authorities of European Union Member States" covers also any Centre des liaisons européennes et internationales de sécurité sociale.
EU-CENTRAL AMERICA FREE TRADE AGREEMENT
“Contracting authorities of European Union Member States” covers also any Centre international d'études supérieures en sciences agronomiques ...
PROTOCOL Amending the Agreement on Government Procurement
Mar 7 2014 Union des groupements d'achats publics (UGAP) ... (e) ?????? ??????????????? ?????? (Productivity Centre Cyprus).
EU/CENTR-AM/Annex XVI/en 1 ANNEX XVI GOVERNMENT
Items 12 - 39 Centre des liaisons européennes et internationales de sécurité sociale ... Union des groupements d'achats publics (UGAP).
EU/CENTR-AM/Annex XVI/en 1 ANNEX XVI GOVERNMENT
Items 12 - 39 Centre des liaisons européennes et internationales de sécurité sociale ... Union des groupements d'achats publics (UGAP).
ANNEX 2-A TARIFF ELIMINATION SCHEDULE SECTION A General
R-BS in the tariff elimination schedule of the European Union shall be 75 EUR/tonne as of (d) ?????? ??????????????? ?????? (Productivity Centre Cyprus).
2019 European Hotel Transactions
European Union will influence the transactions market. which transferred ownership from Anbang Insurance to ... Centro Hotel Augusta. Germany. Mannheim.
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 theEncode Sans Expanded.
2GRAPHIC
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
2021PATTERN
MINTCOLOR 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
tVigilance plan CORPORATE SOCIAL
RESPONSIBILITY
REPORT
2020PEUGEOT 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 231.4.
Governance geared to
wards sustainable growth 34CREATING A TANGIBLE IMPACT
ON CLIMATE CHANGE
CLIMATE REPORT 39
2.1. Acknowledge climate-related risks to
identify sustainable opportunities 432.2. CO 2
Governance: put climate
at the core of the decision-making process 51 2.3.Cutting CO
2Vehicle emissions, a top
priority 562.4.
Moving forward into a carbon- efficient pr
oduction system 722.5.
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
933.1. 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
1183.5.
Equality and diversity 128
3.6.Reporting scope and methodology 133
MEETING CUSTOMERS"
EXPECTATIONS ON
QUALITY,
MOBILITY SOLUTIONS
ANDDA TAPRIVACY 135
4.1. Vehicle and service quality -
Customer satisfaction
1394.2.
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
1575.1. Vehicle safety 160
5.2.Improve air quality by reducing
v ehicle emissions 1705.3. Control of industrial discharges and nuisances: managingtheimpact on the en vironment andlocalresidents 178
5.4.
Protection of natural envir
onments andbiodiversity efforts 1825.5
Reporting scope and methodology 184
ENSURING PROTECTION
OF HUMAN RIGHTS
ANDPREVENTING ETHICS
VIOLATION
HUMAN RIGHTS REPORT
(INCLUDINGVIGILANCE PLAN) 1876.0. Vigilance plan 192
6.1.Ethics in business practices 197
6.2.Ensuring respect of human rights insupply chain
2176.3.
Responsible information andmarketing 228
6.4.Reporting scope andmethodology 234
8. 7.IMPLEMENTING RESPONSIBLE
USE OF NATURAL RESOURCES
2377.1. 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 2537.3. Sustainable water management: Contr
olling the water cy cle in facilities 2607.4.
Reporting scope and methodology 263
SUPPORTING A BALANCED
ECONOMIC DEVELOPMENT
OFTERRITORIES
2658.0. An innovation approach
asalev erofvalue-creation for our stakeholders inourhostterritories 2688.1.
Local sourcing development in host t
erritories 2708.2.
Balanced governance and distribution
of added value 280 8.3.Philanthropy and socially responsible mobility
2838.4.
Reporting scope andmethodology 286
APPENDICES 287
9.1. CSR reference guides followed by
Groupe PSA
2889.2.
Forums for dialogue with stakeholders intr
oduced byGroupe PSA 2899.3.
Concerning this report 291
9.4.Reporting scope andmethodology 292
9.5.Indexes 296
9.6.Auditor"s Examina
tion Report 308GROUPE PSA RESPONSIBILITY: BRINGING
TANGIBLE ANSWERS TO THE QUESTION
OF AFFORDABLE MOBILITY"
A long-time supporter of the UN Global Compact and the ILO Principles, Groupe PSA embarks environmental and societal impacts in all its decision-making processes in a 360-degree approach. At the most tumultuous moment of the Covid crisis, the Group never stepped back on ESG matters. On the contrary, it speeded up on pending decisions in order to protect its future and be true to its values:On the
labor dimension, it immediately rolled out through the company the most demanding health protocol in order to protect employees.On the environmental dimension taking the lead of
CO 2 emissions in Europe for 2020, it accelerated the operational phase of its Carbon Neutrality Project with 4 major steps forward: launching AMI, the Citroën full electric urban mobility device, launching the new eVMP platform (Electric Vehicle Modular Platform) to gradually move from two multi-energy platforms to two 100% state of the art electrified platforms to support the ramp up of the range of electric vehicles,
making the mobility brand Free2Move an auton- omous and agile entity, with a technological expertise of the urban shared mobility solutions, disrupting ways of working with 70% of time in remote working for all applicable job positions to reduce CO
2 footprint of commuting and energy consumption of facilities by 30%.On the
societal dimension, Fondation PSA brought exceptional support to the All United againstCoronavirus" Alliance, in addition to the Group"s
solidarity actions (donations of masks, production of respirators, 3D printing of protective screens and free vehicle availability for hospital employees) and a voluntary Top Management grant to support mobility solutions to people in precariousness.Finally, on the
economic dimension, Groupe PSA managed both urgent and long-term matters with the same efficiency and resilience. While immediately and responsibly adjusting the production to market demand, and tailoring support to the most fragile suppliers, teams achieved to implement 2 strategic decisions, in line with the group"s corporate purpose: make safe and sustainable mobility affordable.2020 has dramatically confronted us with our own collec-
tive and individual responsibilities vis a vis human lives and economic systems. The Covid pandemic and its unexpected brutal threat on life led to lockdowns and restrictions sowing the seeds of a deep socio-economic crisis.Groupe PSA chose PROACTIVE RESILIENCE to deal
with the pandemic waves and implemented decisions at an unprecedented pace to protect its employees first, and serve its corporate purpose: ensure freedom of movement by providing safe, sustainable and afforda- ble mobility solutions. As a mobility provider, Groupe PSA ranks in the front-run- ners of the necessary global transition and take this responsibility seriously. In this sanitary context, the group made sure, that this responsibility permanently guided its business strategic plan and its philanthropic actions to enhance performance, with no compromise on ethics. The human-centred lens it uses for all business operations were particularly helpful to see around corners, imagine what fitted best its stakeholders" interest and deliver a competitive edge with agility. (1) Socially Responsible Investment. The results collectively achieved in the last 6 years proved to be the best safeguard against the chaos brought by the COVID-19 crisis. The group"s positive financial position at the end of 2020 highlights the Group"s resilience, as a reward of the recent years of intensive work to increase its efficiency. These results also rely on a permanent watch on ESG data, used as pre financial indicators. Groupe PSA is a socially recognized company, as a member of the world"s leading SRI (1) indexes. It had its carbon tra-quotesdbs_dbs24.pdfusesText_30[PDF] Centronic SensorControl SC43 - Becker
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