E The SUEZ Group s ethical approach and the way it exercises its duty of vigilance are based on the principle of continuous improvement to fully satisfy the latest regulatory requirements and optimise its territorial footprint.
An approach that involves stakeholders
Having developed its diligence plan in 2017, the Group has continued to deploy it with the aim of continuously improving the prevention of risks to human rights, health and safety and the environment in its value chain. Presented to staff representative bodies and a panel of external stakeholders, the vigilance plan s risk mapping has been extended to specify the priority areas, activities and procurement categories. Specific prevention and mitigation plans have been launched as a result.
Staff training in duty of vigilance has focused primarily on SUEZ sales representatives in Africa, the Middle East and India, central buyers in the main procurement categories and subsidiaries procurement managers. Applying the Group s Sustainable Procurement policy, the training covers improving supplier qualification and applying and monitoring CSR contractual clauses. SUEZ has also strengthened its media and society intelligence system, bringing several functional departments together to monitor and ward off any controversies associated with its activities.
An internal culture of ethics
In accordance with the recommendations of the French anti-corruption agency, an Ethics and Compliance Department has also been created: coordinating a network of 18 ethics officers, it is responsible for identifying and managing the risks associated with ethical failures and breaches of compliance rules.
SUEZ is also continuing to train its staff in ethics: 12,000 employees took a course of this type in 2018.
Based on a mapping of corruption risk prepared across the Group and its Business Units in line with the provisions of the Sapin 2 law , over 3,000 employees received more specific training in anti-corruption rules.
GR I D
GOVERNANCE GOVERNANCE BODIES SHAREHOLDING STRUCTURE ETHICS AND VIGILANCE DIALOGUE AND RESPONSIBLE LOBBYING