Bolloré Logistics brochure – 2018

A driving force

for sustainable growth

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Powering

Sustainable Logistics WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

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Mathilde Dumoulin, Sustainability Development Manager, gives her insight on Bolloré Logistics’ new sustainable agenda

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s one of the world’s leading transport and logistics operators providing services across 106 countries on five continents,

Bolloré Logistics is all too aware of its responsibility to ensure that those operations are sustainable.

Falling under the wider global organisation, Bolloré Transport & Logistics, Bolloré Logistics is one of four business units that consists of more than 20,200 04

staff and employees. The company has a clear vision – to be the leading provider of transport and logistics in each and every one of its geographical locations.

One particular area in which Bolloré Logistics has a major distribution network is Asia Pacific. It has a presence in 20 countries, including Singapore, where its main contract logistics hubs are situated.

For Sustainability Development Manager, Mathilde Dumoulin, Singapore is a key market for freight and logistics. “Besides its strategic location, Singapore is a great innovation hub,” she says. “The growth in Asia is also an opportunity for Bolloré Logistics to improve and to think more innovatively as we develop in this region.”

Particularly from a sustainability perspective, Singapore represents a fantastic pioneer

location. The company engaged its sustainability strategy from 2010, by investing in the “Green Hub” – the first energy-efficient logistics facility in Singapore to receive the Green Mark Platinum and LEED Gold certifications.

Again pioneering low-emitting transport solutions in Singapore, Bolloré Logistics also introduced its first hybrid shuttle in March 2015. Powered by highly efficient diesel and electric motors, the truck serves iconic retail stores from the Green Hub. The hybrid technology reduces fuel consumption and harmful atmospheric emissions such as CO2 and suspended particles by up to 30%.

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"THE GROWTH IN ASIA IS ALSO AN OPPORTUNITY FOR BOLLORÉ LOGISTICS TO IMPROVE AND TO THINK MORE INNOVATIVELY AS WE DEVELOP IN THIS REGION” — Mathilde Dumoulin, Sustainability Development Manager

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Real Construction, Real Solutions Nam Aik Builders (P) Ltd was formerly known as Nam Aik Contractor (P) Ltd and was incorporated on 26/10/1993 in Singapore. It was changed to it’s current name on 11/01/1994. This company was founded by Mr Chew Kian Nam as a General Contractor in Building Construction including Major Upgrading works.

UNIQUE ADVANTAGE Because the company with its management team’s comprehensive knowledge and experience in this industry together with experienced workers from all trades, it is able to undertake ‘turn-keys’ projects, from building construction to M&E to interior design and finishing in both industrial and commercial sector.

MISSION Our mission is to be a premier service provider in building and construction and stay emphasis on customer section in delivery of design , engineering and construction services.

HISTORY The organization is primarly involved as a main contractor in the construction and additional/upgrading work industry. Apart from this, the company also undertakes interior renovation and furniture work. The list of projects that were awarded certificates of successful completion or completed is mentioned below. In the case of Bollore Logistics S’pore Pte Ltd formely known as SDV Logistic (one of the top 10 Global Logistics/warehousing company from France), we are their in-house resident contractor responsible for all upgrading works and new setup facility.

namaik.com namaik@signet.com.sg +65 6 862-7553 +65 6 862-974 6

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BIO

Those two key milestones reinforced BollorÊ Logistics’ position as key actor for sustainable logistics in Singapore, combining economic growth with environmental protection.

With such a major logistical network, BollorĂŠ Logistics invests a great deal into monitoring, improving and ultimately reducing its carbon footprint. This commitment was first structured at a global level in 2000 with the creation of the Group Code of Ethics.

Mathilde Dumoulin, Sustainability Development Manager Mathilde Dumoulin graduated from Audencia Business School in 2014, majoring in entrepreneurship. She started working in China for a large French company, distributor of electrical supplies to professional users. Passionate about sustainability, she decided to make it her career path and moved to Bollore Logistics in Singapore.

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6 C O L O U R S D I G I TA L P R E S S|L E T T E R P R E S S M A C H I N E THE LABEL SPECIALISTS BLANK LABEL, BARCODE L ABEL , COSME TICS L ABEL , PAC K AG I N G L A B E L , E TC . . .

Leslie Goh / Desiree Lim - Email address: sales@Ldprint.com.sg Tel: +65 6484 3393 Fax: +65 6484 4493 7 Gambas Crescent #03-03 Ark@Gambas Singapore 757087

For more than 18 years, Bolloré Logistics has had a sustainability and corporate social responsibility (CSR) agenda that has been implemented throughout every aspect of the business. In 2011, the company launched the “Save Program” – an eco-solutions program dedicated to its customers.

“Traditionally, CSR and sustainability have been viewed perhaps as a ‘nice to have’ activity,” says Dumoulin. “Bolloré Logistics has recognised it as a ‘musthave’, fully integrated into the entire operation. It has to be a core pillar of everything we are trying to achieve.”

This year, Bolloré Logistics is launching

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the “Powering Sustainable Logistics” programme. The Group has been structuring this new programme in collaboration with its internal and external stakeholders based on the ISO26000 approach. As part of a responsible supply chain, the group’s ambition is to integrate environmental, social and societal solutions across each link in their day-to-day

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VARIETY OF QUALITY Our Company, incorporated in Singapore in July 2005, provides sourcing services and supplies of warehousing and factory logistics support products to companies in various industries.

In general, Glorreich Singapore Pte Ltd supply cost-efficient ,as well as cost-effective products, and backed with a high level of service standard backed by speedy response, prompt delivery and continuous after-sales service to meet the customer’s specific requirements.

www.glorreich.com.sg | sales@glorreich.com.sg Tel: +65 6896 6793 | Fax: +65 6896 6937

“TRADITIONALLY, CSR AND SUSTAINABILITY HAVE BEEN VIEWED PERHAPS AS A ‘NICE TO HAVE’ ACTIVITY. BOLLORÉ LOGISTICS, HAS RECOGNISED IT AS A ‘MUST-HAVE’, FULLY INTEGRATED INTO THE ENTIRE OPERATION” — Mathilde Dumoulin, Sustainability Development Manager

11 operations, while contributing to the UN Sustainable Development Goals.

The programme sets targets for

These pillars are inspired by Bolloré Group’s global CSR strategy and applied to the specific case of

2025, with first steps to be achieved by

logistics and its stakes, which Dumoulin

2020. It is built around an ambitious

feels enables a greater consistency

roadmap that will guide the Group

between the big picture and the reality

around four pillars: ensuring ethical and

of the logistics business.

responsible business practices within

“The baseline of this strategy is that

the logistics value chain; acting as a

sustainable consumption is not only

committed employer for the teams;

the responsibility of manufacturers,”

providing customers with sustainable

she says. “Logistics companies also

supply chain solutions; strengthening

have a part to play through integrating

relations with stakeholders wherever

CSR solutions in our freight and

they operate. The programme is

warehouse operations.”

materialised through key performance indicators and related action plans.

On a daily basis, Bolloré Logistics calls upon a vast portfolio of suppliers w w w. b o l l o r e - l o g i s t i c s . c o m

and partners that both assist and support in the delivery of the company’s market leading services to its customers. These suppliers and the relationships that Bolloré Logistics fosters with them are also intrinsically linked to the sustainability agenda.

“There are several ways of selecting and partnering with suppliers,” she says. “You can choose the best suppliers from the start, but you still need to ensure that they are complying with our CSR criteria.”

“We ask them about their CSR practices from the very beginning, to ensure that we will work with people who are aware and have a 12

solid process. We also spend time innovating and constantly improving partnerships. This is ideal for both parties because we can move forward together, communicating in a shared language.”

Sustainability is no doubt a global issue, where more and more countries are looking at improving their own processes; and there are of course some countries that are more mature than others. Thus, in the process of seeking out suppliers who can align to its sustainability agenda, Bolloré Logistics drives a second approach.

Click to watch: ‘Bolloré Logistics — Global Supply Chain’

“AS A LARGE GROUP WE HAVE A RESPONSIBILITY TO PUSH AND DRIVE THEM (SUPPLIERS) TO ACT AND ENABLE INNOVATION. THAT’S ONE OF THE KEY TO INNOVATE. WE SHARE INFORMATION AND KNOWLEDGE SO THAT WE CAN DEVELOP THEIR SUSTAINABILITY CAPABILITIES AND GET THEM TO COME ALONG WITH US ON OUR JOURNEY” — Mathilde Dumoulin, Sustainability Development Manager

“If a supplier isn’t at the top of the sustainability generation, in addition to our mandatory CSR criteria, we go to them with the information and open up a dialogue,” says Dumoulin. “As a large group we have a responsibility to push and drive them to act and enable innovation. That’s one of the key to innovate. We share information and knowledge so that we can develop their sustainability capabilities and get them to come along with us on our journey.”

A cornerstone of Dumoulin and Bolloré Logistics’ vision for CSR is that it has to be entrenched within every aspect of the business. This has seen the company develop and foster an internal culture towards CSR, one that sees that each and every employee recognises the importance of viewing the sustainability agenda as a shared responsibility.

“There has to be a buy in from everyone, and it starts at the top,” says Dumoulin. “It’s about communication – from the w w w. b o l l o r e - l o g i s t i c s . c o m

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management team, right down to our

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“It is going to get to a point where

operation warehouse teams, making eve-

sustainability is just part of the company’s

ryone aware of our company ambition.”

day-to-day operation,” she says. “People

Creating this on-going dialogue is

sometimes approach sustainability

crucial for Dumoulin, as she feels the

because they have been asked to,

secret to the success in delivering

whereas Bolloré Logistics is reaching

this vision is being able to pick any

a stage where it’s not an additional

member of staff at random and ask,

responsibility, it’s just part of what we do.”

“what is a sustainable practice in their day-to-day job?”

If that employee has been ingrained

As a company that has been operating, rather successfully, for a number of years, Dumoulin stresses

within this culture of sustainability, then

the importance of understanding that

they can point to a number of examples

any change is a journey that will take

of not only what they are doing, but also

time. Managing expectations and

on what the impact is, and what the

embracing change one step at a time

benefits are to the organisation. This,

will prove key in defining the compa-

she feels, creates a level of confidence

ny’s future, both from a sustainability

throughout Bolloré Logistics that the

perspective and with regards to

company is executing it successfully.

expansion and growth.

But over the last few years Bolloré Logistics can already point to significant changes that represent proof that the company’s agenda is being implemented and changing the company for the better.

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“To my knowledge, the implementation of the hybrid truck represents the only hybrid truck here in Singapore,” she says.

“Bolloré Logistics takes pride as a leader in green innovation and solutions. We are at the forefront of investing in green solution even when other companies are not quite on-board the idea, because we truly believe in the value of having a good CSR. Furthermore, it is also important that we stay in line with market demands and trends, because this is a journey that will continue to evolve and we must evolve with it.”

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www.bollore-logistics.com