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6Corporate social responsibilityIn 2012, Sequana implemented a groupwide corporate socialresponsibility (CSR) policy aimed at bringing more consistencyto its efforts and stepping up its focus on key CSR challenges.The Group has chosen to base its 2012-2015 CSR policy on internationalstandard ISO 26000, which ensures that policies dulycover all aspects of corporate social responsibility.ISO 26000 was developed through global consensus and publishedby ISO/TMB, a working group on corporate social responsibilityset up by the International Organisation for Standardisation(ISO). ISO 26000 provides guidance on the principles underpinningcorporate social responsibility and provides and defineskey terms. It also covers stakeholder dialogue and the key issuesand areas where action can be taken. ISO 26000 also providesguidance on how businesses and organisations can operate in asocially responsible way. The standard is intended for use by alltypes of company and organisation. Although some sections ofISO 26000 are more relevant to certain companies than others,all core subjects must nevertheless be considered.ISO 26000 is based on 7 core subjects and 37 underlying issues:Organisational governanceHuman rightsLabour practicesEnvironmentFair operating practicesConsumer issuesCommunity involvement and developmentIn referring to ISO 26000, Sequana first considered which of the37 issues represented a key priority for a paper group. It then drewup a comprehensive list of the CSR initiatives in place within theGroup in light of these priorities. As a result of this analysis, eightareas for action were identified providing a focus for the Groupand a concrete guarantee that all relevant CSR issues would beduly taken into account. The following eight issues and the associatedaction plans therefore provide the basis for Sequana’s CSRpolicy over the period 2012-2015:■■Organisational governance: define a groupwide CSR policyencompassing all businesses and subsidiaries. The policy shouldset out commitments and objectives in each field and be basedaround a dedicated network of CSR correspondents and a transparentand reliable reporting system.■■Business ethics: introduce a code of conduct and clear internalpolicies to guarantee compliance with laws and regulations oncorruption and competition.■■Management and use of natural resources – product traceability:improve product traceability in order to reduce supply chainrisks; increase responsibly-sourced raw materials as a proportionof total raw materials used by the Group; and optimisewaste management to develop a circular economy.■■Energy management: review energy consumption processes inorder to improve energy efficiency and help develop renewableenergy sources.■■Water stewardship: manage water better in order to reducewater abstraction and improve wastewater quality.■■Working conditions: maintain a safe working environment toensure the health and safety of employees at work.■■Human resource development: step up the skills and knowledgedevelopment policy and protect diversity across the Group.■■Encourage customers to purchase sustainable products: reportresponsibly on the environmental performance of Group productsin order to advise and encourage customers to use productsand services meeting the highest environmental standards.By focusing on these issues and implementing the associatedaction plans, Sequana can ensure that its CSR policy considersthe impact of its activities – particularly its paper business – andthat CSR concerns are fully embedded in its governance, strategyand actions.The action plans apply to the entire Group, comprising the22 plants operated by Arjowiggins and Antalis’ 108 distributioncentres.To help readers, this chapter presents the Group’s commitments,initiatives and achievements based on the structure of ISO 26000and its seven core subjects. Readers are invited to consult theconcordance table on page 213 at the end of this chapter whichlinks the initiatives undertaken by Sequana to ISO 26000 andthe regulatory disclosures required by the Grenelle II Act. Socialand environmental indicators have been verified by ConstantinAssociés (a member of the Deloitte Touche Tohmatsu Limitednetwork), one of the Group’s statutory auditors, and are indicatedin the following chapter by the ✓ symbol.196 | Sequana | 2012 Document de référence (English version)
Corporate social responsibility6Organisational governanceDecision-making structure and processSequana is continually strengthening its decision-making systemin order to guarantee the utmost transparency when implementingactions and strategies. The Group endeavours to use financialand natural resources and its human capital as effectively as possibleand in a way that better reflects its commitment to socialresponsibility. It also aims to achieve a fair balance between thedegree of power, responsibility and expertise of its decision-makers.It strives to keep track of the implementation of these decisionsin order to ensure that they are implemented in a responsiblemanner and to determine accountability for the positive or negativeoutcomes they may have. The CSR function is representedon the Group’s three main executive committees (Sequana,Arjowiggins and Antalis), either systematically or on an ad hocbasis, ensuring it a voice on the Group’s highest decision-makingbody. After a CSR department was set up in 2011, a networkof CSR correspondents was formally appointed and effective in2012. For Arjowiggins, the CSR department comprises one representativefor each division as well as for the medical/hospitalbusiness. For Antalis, the CSR department comprises one correspondentfor each region, one for the Packaging business, andone for Antalis’ headquarters. The role of these correspondentsis to act as the focal point between their specific entity and theGroup and to promote cross-functional cooperation via workinggroups and other exchanges. For more technical issues, the CSRnetwork was also strengthened and a correspondent systematicallyappointed in every entity for energy/environment, safety andproduct matters. The HR network was already in place and formallydesignated before this reorganisation.The CSR correspondents report to the Group Head of CSR andtheir work is discussed during face-to-face meetings or videoconferences, depending on the subject concerned. Entities mayalso put in place CSR initiatives or organisations at a local level.Promotion of diversitySequana is an international group and its operations span fivecontinents. Although it is chiefly present in Europe, whichaccounts for 77% of its employees, 6% of its staff are based inNorth America, 9% in South America, 4% in Asia and Australiaand 4% in Africa. This international dimension means that theGroup is not inclined to differentiate its policies along the linesof national or ethnic criteria but constantly seeks to capitalise onthe mutually enriching interplay between various cultures. Theexecutive committees of Antalis and Arjowiggins boast a totalof seven different nationalities and all of the nationalities presentin the Group are represented on the various operating committeesand at the regular management meetings, proof of Sequana’smulti-cultural and international profile.Due to the industrial and logistic nature of the Group’s businesses,ensuring a diverse workforce is not always easy, particularly asregards the employment of staff with disabilities. Obtaining statisticsfor staff with disabilities is made more complex by differentlocal laws and regulations, which may prevent such data beingcollected or may be based on a different definition of disability.Disabled staff make up 1.99% of employees at Antalis (basedon 14 entities representing 53% of the workforce) and 2.79% atArjowiggins (based on 12 entities representing 71% of the workforce).This percentage is 2.42% for the Group (based on 61% ofthe workforce).Dialogue and relations with stakeholdersAs a global paper group, Sequana’s responsibility towards its differentstakeholders (listed below) is important and is based onthe principles of transparency, accountability, cooperation andresponsible communication. Constructive dialogue is an integralpart of forging a well-balanced group in terms of economic,social, environmental and responsibility issues, and a means ofguaranteeing Sequana’s existence over the long term.Stakeholder mappingThe Group has to deal on an occasional or regular basis withmany different economic, social and environmental players fromthe private, institutional or not-for-profit sectors. Stakeholderswhose needs and expectations need to be considered include:■■Customers: focused mainly on the business-to-business sector, theGroup’s customers are mainly major paper manufacturers, printers,service companies, paper distributors and government bodies.Their expectations in terms of corporate social responsibilityissues vary widely from one country and business to the next: somerequire guarantees from the Group that it respects core CSR valuesand principles while others look to Sequana for guidance andinspiration in these fields.■■Shareholders/investors: Sequana’s main responsibility towards itsshareholders in terms of CSR is a duty of transparency and disclosureregarding its actions and obligations. Shareholders and investorsshould be provided with all of the information they need toensure that they are dealing with a responsible corporate citizen.■ ■ Suppliers: Sequana works with a large number of suppliers inboth its distribution and production businesses. The expectationsof these suppliers should be met through a process of constructive,ethical dialogue, and assurance sought that they also respectand continually enforce the Group’s CSR values. Clearly statingits principles and values in any dealings it may have with suppliersboth upstream and downstream of its production and distributionactivities is a crucial part of its responsibility. Sequana helpsits suppliers engineer positive changes in their businesses, therebyreinforcing the policies it espouses internally.Sequana | 2012 Document de référence (English version) | 197
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Chapter 1PRESENTATION OF THE GROUPP
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