CSR COMMITMENTS
2.1 3 DEPLOYING A RESPONSIBLE
PURCHASING POLICY A responsible cross-functional purchasing policy incorporating Bolloré Logistics CSR issues Through each of the four pillars of its ’Powering Sustainable Logistics’ CSR program, Bolloré Logistics is committed to improving the policies, procedures and actions surrounding its responsible purchasing approach across the 109 regions where the company operates. Bolloré Logistics must be constantly vigilant to the integrity of the third parties with which it works to prevent cases of corruption, human rights violations or damage to the environment. This would pose a legal, commercial and financial risk for Bolloré Logistics. Bolloré Logistics, one of the top ten global logistics operators with a strong presence in Africa, works regularly with several thousands of suppliers and subcontractors. The company is a global supply chain player where it acts as an aggregator of transport and logistics solutions (purchasing and the sale of freight, logistics and multimodal transport capacity). Considering its economic model, the weight of Bolloré Logistics purchasing is very high in light of its turnover. Most purchases are made in one of four families: • Operational purchases, specific to Bolloré Logistics. Freight purchases are central to Bolloré Logistics activities. This category accounts for 90% of all Bolloré Logistics purchases. In this segment, maritime and air capacity purchases account for 70% of the financial volume. The remaining 30% covers road transport purchases; • Operational purchases also cover warehousing when outsourced to an external service provider; • Capex investments (infrastructure), focused on major construction projects (office buildings and warehouses) around the world. This purchasing family is shared by the whole of the Bolloré Group; • General purchases, also known as ’non-production’ purchases: IT, telephony, travel, fuel, etc. This purchasing family is shared by the whole of the Bolloré Group; • Industrial purchases: lifting equipment, racks, trucks, etc. This purchasing family is shared by the whole of the Bolloré Group.
Each purchasing family is managed by a central team and implemented by a network of local representatives. All purchasing is overseen by the Bolloré Group Purchasing Director who sits on the Group Ethics and CSR Committee. Each of the directors of the four purchasing families appointed two Ethics and CSR officers to its team. These Ethics and CSR officers participate in the Steering Committee of the Bolloré Logistics CSR program: ’Powering Sustainable Logistics’.
Harmonizing the responsible purchasing policy centrally by considering local specificities The Bolloré Group’s Code of Conduct (revised once in 2017 with a new version set for distribution on International Anti-Corruption Day) and the Ethics and CSR Charter (updated in 2020) are the reference documents for each of the divisions and business units, including Bolloré Logistics. After the Diversity and Inclusion Charter (2018) and the Human Rights Charter (2019), the responsible purchasing policy was formalized in a Responsible Purchasing Charter in 2020. The Responsible Purchasing Charter includes aspects of the Ethics and CSR Charter, the Code of Conduct, the Diversity and Inclusion Charter and the Human Rights Charter where they apply to relationships with suppliers. All of these documents are available at www.bollore.com and www.bollore-logistics.com. Similarly, the suppliers have access to the online whistleblowing system at www.bollore.com. The Responsible Purchasing Charter, signed by the Group Purchasing Director, sets out the fundamental principles governing the relations of each Bolloré Group entity with its suppliers. It is underpinned by the Group’s values and its international commitments through the Fundamental Conventions of the ILO, the United Nations Global Compact and the OECD Guiding Principles. The Responsible Purchasing Charter formalizes: the ethics regulations which the Purchasing teams must comply with; the supplier selection process; and the Group’s environmental, social and ethical expectations of suppliers.
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