“Relations between DCNS and its stakeholders are long term and, indeed, based on continuous improvement and constant striving for mutually beneficial objectives.“
Patrick Boissier, Chairman & CEO
Business plan and CSR: what’s the link?
They’re indissociable. Given the scope of our business, DCNS assumes environmental and human responsibilities on a vast scale. CSR is the key to growth, which explains why it permeates every aspect of the championship strategic plan which doubles as our business plan.
Can you summarise the championship strategy?
The championship strategy announced in December 2009 aims to ensure continuing growth and, more specifically, to double Group revenue in ten years.
To this end, the first priority is to maintain the Group’s status as the French Navy’s benchmark partner. The second is to expand into highly competitive sectors including international naval defence contracting, civil nuclear engineering and marine renewable energy. Note also that the plan promotes growth that is environment-friendly, responsible, sustainable and shared. All DCNS stakeholders, from employees to suppliers, customers and subcontractors will share the fruits of our success.
Let’s get back to CSR…..
Our three-pillar CSR process – spanning our economic, environmental and social responsibilities (see diagram), plus governance – reflects our resolve to grow the business while protecting people and their rights and preserving marine environments against negative impacts attributable to our business activities and products.
What do you see as the CSR highlights of 2010?
In line with our CSR policy, we anticipated the forthcoming second round of government environmental initiatives (Grenelle II law) and are now preparing for their implementation.
Our CSR policy is also geared to early compliance with the recommendations of the forthcoming ISO 26000 guideline standard scheduled for publication in November. We prefer to act ahead of time, rather than wait until we have no option.
The procedures used to gather social data for publication in consolidated form in our 2009 CSR report were checked by independent auditors Ernst & Young against a pilot panel comprising head office and three centres (Brest, Cherbourg and Ruelle). Next time, this process will be extended to other centres in line with our continuous improvement policy.
In 2010, the Group chose to promote ethics and compliance. Using what resources?
In 2009, DCNS set up its Management Ethics & CSR Committee (CM.ERSE). One of the committee’s missions is to promote ethical behaviour. In early 2010, the committee produced its first report. Its activities included training courses and awareness campaigns for DCNS employees in accordance with OECD guidelines. Turning to compliance, we aim to ensure that all DCNS activities comply with French and international regulations. In the case of new contracts, this includes a special effort to develop a legal framework that is consistent with sustainable growth as required by our broader CSR policy.
In mid-July, we also set up a network of ‘ethics delegates’ to continuously deploy our ethics policy throughout all DCNS entities.
Are your suppliers and subcontractors involved?
Yes, we encourage our suppliers and subcontractors to get involved and we support their efforts in this area. We want them to join us, wherever possible, in three areas: eco-design, environment-friendly ship life-cycles and our commitment to renewable energy. We aim to apply the guidelines contained in our Code of Ethics to our relationships with our suppliers and subcontractors. Our Code is supported by four charters dealing with Customer Relations, Relations with Suppliers and Subcontractors, Nuclear Safety and IT Systems and Their Use. DCNS also seeks to promote sector-wide CRS throughout the French defence industry and the energy sector.
Where do these undertakings lead?
Growth is not an end in itself. Growth only makes sense if it is transparent and the benefits are shared by all our stakeholders. That is the overarching aim of our CSR process.