CORPORATE
SOCIAL RESPONSIBILITY
REPORT 2013
2012 ACTIVITY
THE ARMOR GROUP
OUR ACTIVITIES
World Leader
in Thermal
Transfer
Technology
No.1
European
Inkjet
Cartridges
Manufacturer
No.1
in Sales
of Laser
Cartridges
in France
The Armor Group has been an expert in print technologies for 90 years.
Armor Industrial Coding
& Printing (AICP) designs
and manufactures inked
films used in Thermal Transfer technology. This
technology allows printing on numerous materials,
in a durable way, and in all types of environment.
It is the most widespread technology in the world for
unitary identification and traceability of products - in
particular for marking variable data such as barcodes,
logos, expiry dates or other batch numbers on labels
or flexible packaging. These products are marketed
under the OEM (Original Equipment Manufacturer)
brand or distributor own brands.
Armor Office Printing (AOP) is the European leader
in compatible consumables for inkjet, laser, fax and
impact printing, offering remanufactured and new
patent-compliant cartridges.
As an organisation independent
of printer manufacturers, AOP
offers an optimal alternative
solution, regardless of the
equipment brand, printer definition, number of pages
or characters printed. Its products are marketed under
the Armor brand and under distributor own brands.
Armor Sustainable Energies
(ASE) is the outcome of the
company’s diversification and
development strategy, drawing
on industrial know-how in the
formulation and manufacture
of thin film using a high speed coating process.
The OSCAR (Organic Solar Cells by ARmor) research
programme, in partnership with a consortium
of experts based in France, seeks to develop
and industrialise autonomous, high-performance
photovoltaic solutions using 3rd generation OPV
(Organic PhotoVoltaics) technology. One of the goals
of this new activity is to offer all interested industrial
and commercial partners the keys to innovation
and differentiation that will be driving tomorrow’s
economic growth.
OUR FACILITIES
Group Head Office
Sales Office - AICP
Production Site - AICP
ARMOR USA
ARMOR Beijing
ARMOR Korea
ARMOR Shangaï
Sales Office - AOP
ARMOR China
Production Site - AOP
ARMOR Asia
Staffing levels by zone,
including commercial subsidiaries
America /96 - Europe /1,106
Asia /148 - North Africa /321
ARMOR Brasil
ARMOR
Sao Paulo
Artech Polska
RECOLL
ARMORGMBH
ARMOR Polska
ARMOR UK
ARMOR Benelux
Artech Moravia
KVM supplies
ARMOR SRO
Overall
staffing levels
in full-timeequivalent
employees
›1,671
ARMOR SA
24 industrial
and commercial sites
majority-owned by Armor SAS.
Group Turnover
›€214 M
Corporate Social Responsibility Report 2013 - 2012 activity
2
ARMOR Italie
ARMOR Iberica
ARMOR Industrie
ARMOR Japan
THE ARMOR GROUP
Presenting this 2013 CSR report is an opportunity to reaffirm a three-fold
commitment made by the Armor teams:
EDITORIAL
Hubert de Boisredon
Chairman and Chief Executive Officer
of Armor Group
Social responsibility
has become
part and parcel of
our genetic fabric.
- to act in accordance with our values - every day, and all over the world:
humanism, innovation, commitment, and customer service
- placing sustainable development at the heart of our strategy, including
in our R&D and industrial processes, our products and human relations - and
in particular, via a high-quality social dialogue
- renewing our membership of The United Nations Global Compact, acting
in line with its 10 principles - on human rights, employment law,
the environment and the fight against corruption - and reporting back
on the progress we’ve made.
Social responsibility has become part and parcel of our genetic fabric.
Through our action, we want to show that industry can be respectful
of the environment, can contribute to the fulfilment of the men
and women who make up the company, and can humanise the surrounding
society. Thus, in 2012:
- working and living conditions of employees in China and Morocco have
been improved;
- the environmental impact of energy needs has led to concrete achievements
aimed at controlling our consumption. We would also mention
the development of the ASE (Armor Sustainable Energies) activity,
collecting solar energy and opening up new channels for energy storage;
- Armor continues to encourage the employment and training not just in France, but also in Singapore, Brazil and Morocco.
This report describes many other activities and achievements. These serve
to reinforce ‘living together’ and feelings of being ‘proud to belong’
to the company. We are in a position to state that Armor has a soul,
comprised of convictions and energy provided by all, those who are currently
working at Armor, as well as those who have put so much of themselves
in over past years. It is our responsibility to ensure that this Armor ‘soul’ lives
and is deployed, thanks to the shared determination of our shareholders,
employees, suppliers and customers.
Sommaire
Contents
Cover Photo:
over the grey
Sunrise
Titan crane (Ile de Nantes)
This photo was taken for Armor
from our Head Office in Nantes,
by Amandine Chesneau, an
employee of the Group. The grey
Titan crane stands on the banks
of the Loire, bearing witness
to the industrial past of the city
of Nantes, in which the Armor
Group has played a full role.
The Armor Group
03
Social
09
Environment 14
Involvement within the community 19
Corporate Social Responsibility Report 2013 - 2012 activity
3
THE ARMOR GROUP
KEY EVENTS
AND ACHIEVEMENTS
2012
 Launch of the
1st TPI (industrial
production
technician)
Promotion
AICP - France
 OHSAS 18001
Certification
AOP (Cordon
Bleu) France
 Special jury prize
awarded at the
national ‘Responsible
Care’ trophies
organised by the UIC
(Union des Industries
Chimiques professional body
federating all French
chemical companies)
All activities
France
January
February
Mars
 First elections of
staff to the
social fund
management
committee
AOP - Poland
 Move back to
the BBC Head Office,
at the historic
premises
ARMOR SAS - France
 Creation
of the France
Cartouche
Réemploi
association
AOP - France
April
Page 11
Page 19
Page 9
 Extension to
the storage and
production area
AICP -USA
 ISO 14001 and
OHSAS 18001
Certification
AICP - USA
 ISO 9001
Certification
AICP - Brazil
Page 22
May
 LIFE
Certification
by TLMI
(Tag and Label
Manufacturers
Institute).
Certificate
for the AICP
activity, audit
at La Chevrolière
France
Page 14
 ISO 50001
Certification
AICP - La Chevrolière
France
Page 14
Corporate Social Responsibility Report 2013 - 2012 activity
4
 SIPAT
(Internal Week
of Workplace
Accident
Prevention)
AICP - Brazil
 SCORE
Appreciation
Awards 2012
(Singapore
Corporation of
Rehabilitative
Enterprises)
AICP - Singapore
 Move into
new dormitories
AICP - China
June
 Commissioning
of the first
robotic
slitting cell
AICP - USA
July
August
September
 New Logistics
Platform
AOP - Maroc
 Celebration
of 90 years
of Armor
All activities
France
 Prize giving
ceremony,
Entrepreneur 2012
région Ouest (a prize
awarded to the best
entrepreneur of the
year in western
France) in the
‘International
Company’ category,
organised by
Ernst & Young
and L’Express
All activities
France
October
November
December
 Membership
of the Small
Apprentice
Programme
AICP - Brazil
Page 19
 2nd place
in the recruitment
category at
the Trophées
de l’Insertion
(disability)
organised
by MEDEF 44
(French Employers’
Association)
ARMOR SAS - France
 ‘Stratégie Export’
prize-giving
ceremony organised
by MOCI (Moniteur
du Commerce
International)
magazine
All activities
France
 Award of
the Trophée
Territoire
Innovation
Pays de la Loire
(a prize awarded
for the best
innovations
in the Pays de
la Loire region)
in the ‘Jury’s
Favourite’
category
AICP - France
THE ARMOR GROUP
A CLEARLY-DEFINED STRATEGIC LINE
Well aware of the responsibilities it shoulders, the Group intends to act in line with a clear strategy:
being respectful of the environment, giving men and women from the company a key role to play,
through managerial and technical innovation - yet while paying special attention to both customers
and economic performance, as a guarantee of long-term viability.
A shared vision
Our strategy rests on
strengthening our contribution
to Sustainable Development
through 5 priority issues:
• Circular Economy: anchoring our products within a logic of sustainable resources
and reduction of environmental impacts throughout their whole life cycle,
from production to recycling.
• Renewable Energy: reducing our energy consumption and contributing
to the deployment of renewable energy solutions with a view to prevention
of climate change.
• Responsible Traceability: supporting responsible identification of products
and developing information provided to consumers about their health and safety,
and about the environment.
• Employees Development: using an attractive social rights package to enhance
employees fulfilment and competences, for their well-being at work,
their employability and the Group’s growth.
• Territorial Solidarity: developing social ties around our facilities worldwide,
while remaining supportive of the societal challenges faced by the territories.
Values at the heart
of individual and
collective responsibility
Implementation of our strategy
is the collective responsibility of our
employees. In 2009, the Group selected
four values that each person could
make their own, using them as a guide
to their own professional behaviour:
humanism, innovation, commitment
and customer service.
Each new recruit receives a welcome
booklet, laying out these values. Within
each subsidiary, working groups filter their
everyday practice through these four
values, identifying areas in need of
improvement. Their implementation may
be a matter of individual responsibility yet the Group’s collective and societal
responsibility depends upon it.
Research
and Development
in support
R&D is a major growth driver for each
of our activities, especially for our future
projects in renewable energy and the
thermal transfer activity. In France,
R&D designs and industrially develops
inked ribbons. All of this work is then
deployed on production sites in France,
and in the international subsidiaries.
In six years, its workforce has practically
tripled, now employing 74 doctoral
students, engineers and technicians.
This constant dynamism allows us
to remain competitive and at
the cutting edge of innovation.
Research concentrates on innovation
and the development of new products,
securing raw materials, as well as
on optimization and improved reliability
of manufacturing processes through
the search for new formulations.
Corporate Social Responsibility Report 2013 - 2012 activity
5
THE ARMOR GROUP
MAIN IMPACTS OF ACTIVITIES
 AOP
PROCUREMENT
PRODUCTION
CARTRIDGES
COLLECTED
LOGISTICS
DISTRIBUTION
Intermediate material waste recovered
(including toner powder)
CO2
PACKAGING
Cardboard
Plastic
Intermediate waste incinerated:
• Production of energy
• CO2 emission
CO2
SECOND LIFE
Virgin or recycled
raw materials
Reduction of consumption
CO2
CO2
Responsible and transparent labelling on packaging:
• New or remanufactured product
• Instructions for responsible usage
• Environmental Labelling & Product Quality
Health, employee protection
(especially for those in contact with toner powder),
ergonomics, prevention
of work-related injuries (MSD)
END OF LIFE
NON RE-USABLE
LASER CARTRIDGES
Material recovery
including toner powder
if cartridge
is non re-usable
NON RE-USABLE
INKJET CARTRIDGES
Incineration with
or without energy
recovery
CUSTOMER: distributor
AFTER SALES
SERVICE: ARMOR
Poland:
New inkjet
Local and/or responsible
purchasing practice
(within France)
Waste:
end-of-life
cartridges
END USER
Paper and
energy consumed
in printing
LASER OR INKJET
CARTRIDGES
remanufactured
or new,
under the ARMOR
or distributor
brand
CO2
Czech Republic:
Inkjet remanufacturing
Harvesting of
non-renewable ressources
COLLECTION
SORTING
CO2
CO2
Morocco:
Laser remanufacturing
Pigments
PRINTING
HOUSEHOLD RUBBISH
in the absence
of sorting by
the end-user
Employment
Contribution to local development
Impacts
of supplier
activities
Products & Services Quality Process: from Purchasing to After Sales Service
Protecting know-how and respecting industrial property
Impacts of customer activities, both distributors and end users
 AICP
PRODUCTION
PROCUREMENT
Manufacture of ink
Coating
DISTRIBUTION
(customer or neutral
sub-brand),
After Sales Service
Slitting
Packaging
USE AND
END OF LIFE
Quality Process: from R&D to the After Sales Service
Protecting know-how and respecting industrial property
VOC coating emissions captured and incinerated (within France)
• production of energy
• CO2 emission
PET
Solvents (depending on application)
Silicons
Polystyrene
CO2
Polypropylene
Slitting waste
• recycled (within France)
CO2
Electricity, Gas
Reduction
of consumption
Harvesting
of non-renewable
ressources
CO2
Resins
Waxes
Pigments
Print-related
CUSTOMERS
• Printer Manufacturers
• Value Added Resellers
(Designers of
integrated solutions
for marking
and traceability)
Location of slitting
activities by geographical
distribution area
END-USER:
COMPANY
Ordinary industrial waste:
• used film
• packaging
Safety, chemical risk control in collaboration with the local authority
Cardboard
Health, ergonomics and prevention of work-related injuries (MSD)
Sealing and depletion of soils
Responsible and local
purchasing practice
Employment, contribution to local development
Impacts
of supplier
activities
Social impact
Key:
Economic impact
Environmental impact
Water consumption, treatment of effluents
Corporate Social Responsibility Report 2013 - 2012 activity
6
Impacts of activities of both customers and end users
SITES: Brazil, China, United States, France, Singapore
Energy consumption
THE ARMOR GROUP
AN OPERATIONAL PLAN OF ACTION
IN SUPPORT OF THE STRATEGY
Building on the action plans already deployed in France (Dec@plan for AICP, Alternative Print Programme
for AOP), CSR self-diagnosis for subsidiaries, initiated in 2011, and our ‘values process’ have allowed us
to identify areas in need of improvement, translating these into a 2013-2017 action plan.
Group Action Plan (Extract for 2013)
CSR Ethics and Governance: values, management systems (Quality, Health, Safety, Environment), internal and external drivers
Group
AICP USA, Brazil, Singapore
AOP Morocco
AICP USA
AOP France
Formalisation of the Group’s culture and values in the form of an ethical and human rights charter
Creation of an employee booklet (including in the languages of the nationalities represented)
Application for OHSAS 18001 certification for the workplace health & safety management system
Inclusion of the Group’s CSR news in monthly and quarterly information (newsletter and meetings)
Sales representative training in Armor CSR strategy
Group
Development of a CSR questionnaire for suppliers, applicable in the subsidiaries
France
Raising awareness among internal employees of all Group divisions of the issues addressed in the business
linkages charter
Employee Development
AICP USA, Singapore • AOP Morocco, Poland
France
AICP USA
AICP Singapore
Organisation of a confidential, periodic medical check-up for all employees, adapted to their activity
Measurement of equality of opportunity, in order to make progress
Compliance with the OIT C183 convention on maternity leave (14 weeks)
Analysis of the impact of becoming compliant with the OIT C132 convention on paid leave (3 weeks)
AICP USA, Brazil, Singapore
AOP Morocco
Measurement and analysis of compliance with the SA8000 standard on overtime
(maximum 12 hours / week and 1 day of rest (24 consecutive hours) / week)
AICP France, USA, Singapore
AOP Morocco
Improvement to the workplace environment (staff room, meal area, company restaurant, social area,
workshops, personal lockers with keys)
France
Improved integration of disabled workers (Signature of the AGEFIPH convention)
Circular Economy
AICP Brazil
Sourcing of a suitable recycling process for all significant waste, ensuring its traceability and recovery
AICP USA
Recycling of waste from the PET factory (inked film)
AOP
Increasing the volume of empty cartridges collected from our customers by ourselves, in compliance with
undertakings made by us to the French Ministry of the Environment and Sustainable Development
AOP
Bringing the rate of material recovery of end-of-life cartridges to 100%
AICP France
Organisation of organic waste management from the company restaurant
Renewable Energy
AICP USA, Brazil, China, Singapore
AOP Morocco, Poland
AOP France, Morocco, Poland
AICP France
ASE
Measurement and analysis of energy consumption, setting of a reduction objective
Carrying out an AOP carbon assessment (Group perimeter)
Set-up of rail freight
Trialling the first OPV films in concrete applications and in real conditions
Responsible Traceability
AOP France
Extension of environmental labelling to 30% of the product range
Territorial Solidarity
AICP USA, Brazil, China, Singapore
AOP Morocco, Poland
@
The details of these
programmes are
available at:
Joining (or creation of) a local association of companies for Sustainable Development
Dec@plan
www.armor-tt.com
www.armor-print.com
Corporate Social Responsibility Report 2013 - 2012 activity
7
THE ARMOR GROUP
SUSTAINABLE DEVELOPMENT
ANCHORED IN OUR GOVERNANCE
In 2011, the Group adapted its governance to better take into account sustainable development
considerations and the interest of stakeholders in its decisions. In 2012, drawing on the stabilisation
of this organisation, the focus is now on articulating deployment of the Group’s approach, and taking
into account local on-site problems.
GROUP
 Board of Directors
Frequency: bi-monthly
Members: CEO (Chief Executive
Officer), ShareholderAdministrators, Personnel
Representatives (advisory
capacity)
 Strategic Committee
Frequency: monthly
Members: CEO, ShareholderAdministrators, Financial
Director (FD), Director of
Strategic Planning (DSP)
 General Management
Committee
Frequency: monthly
Members: CEO, FD, DSP,
AICP Sales and Marketing
Director, AICP Industrial
Director, AOP Managing
Director (MD)
 Sustainable Development Committee
Frequency: bi-monthly
Chaired by: CEO
Headed by: Director of Sustainable Development
Shareholders
Subsidiaries: Network
of correspondents
France : Dec@plan
and Alternative Print
Programme Project Leaders
Suppliers
States
Financial partners
(banks, insurers)
representative
STAKeholders
Legal
Management
Employees
Trade
Unions
Financial
Management
HR Management
Customers
Local
authorities
Purchasing
Management
Service
Providers
IT Management*
SD Committee
Media
Operational
Management
AICP/AOP
R&D Management
International
Marketing /
Subsidiary
Communication
and Commercial Management*
Management
Competitors
Research
partners
Neighbours
Partners
* Non-permanent members
AICP, AOP, ASE ACTIVITIES
 Executive Committees by activity
Frequency: monthly
Members: AICP, ASE: CEO, functional and operational directors
AOP: MD, functional and operational directors
Corporate Social Responsibility Report 2013 - 2012 activity
8
In terms of social responsibility,
our governance is organised around
the bi-monthly Sustainable
Development (SD) committee,
a network of correspondents
in the subsidiaries and Dec@plan
and Alternative Print Programme Project
Leaders, in France, who run the steering
committees for these two programmes.
The SD committee, which was restructured
in 2011, is chaired by the Group’s Chief
Executive Officer and led by the
Sustainable Development Director.
It brings together the Group’s departmental
(HR, Finance, Legal, etc.) and operational
(Purchasing, Marketing, Industrial)
directors for the three activities.
Each is at once an ambassador for
the Group and a carrier of expectations
with regard to it, in its relationships
with the Group’s stakeholders (employees,
customers, suppliers, shareholders,
local authorities, etc.). Each member
has sufficient decision-making power
to render our orientations operational.
Depending on the agenda,
other contributors may be invited
to participate.
Gender balance within
governance bodies
and within the Group
For the moment, only men sit on
the Board of Directors and Management
Committee. The proportion of women
on the AICP and AOP executive
committees stands at 20% and
9% respectively; on the Sustainable
Development committee it is 30%.
In comparison, 49% of Armor employees
worldwide are women. In France,
women’s representation reaches 30%
of the total workforce: 31% of managers,
44% of supervisors, 55% of employees
and 18% of workers.
social
EMPLOYEES AS KEY PLAYERS
IN OUR STRATEGY
All aspects of social responsibility are linked, and together
they set the tone of human relations within the company,
thus favouring the Group’s development. Year after year,
we are constructing a more comprehensive social rights
package for our employees.
Improving working
and living conditions
for employees
Best
practices
The Group encourages
its subsidiaries to combine
economic performance with
social progress. Action is
guided by listening to
employee issues, and by
referring to International
Labour Organization
agreements.
›59%
2011
›91%
2012
Proportion of
workforce offered
regular medical
check-ups.
In China, in 2012, the conditions
for earning paid leave were
changed - making the system
fairer, and the jobs more
appealing. Administrative
employees and production
workers now get seven days
of paid leave per year (prorata
for time worked during the first
year, and after the 3-month
probationary period) to which
are added the eleven days of
Chinese public holidays. After
that, they earn one extra day of
leave per year of service, up to
fifteen days for employees and
ten days for workers.
In addition, last December,
employees who had been living
in dormitories moved to more
comfortable 4-person apartments
having two bedrooms, a living
room, a private bathroom with
hot water, a kitchen area and
reversible air-conditioning.
In Morocco, during the creation
of the new Armor Industrie
logistics platform (1,500 m²
of storage, 50 employees),
quality of life at work has been
taken into consideration:
an area of 150 m² is dedicated
to communal use (cloakrooms,
sanitary facilities, staff room
equipped with refrigerators,
hotplates, microwave oven
and water coolers) and there
is a 250 m² garden.
Corporate Social Responsibility Report 2013 - 2012 activity
9
social
USING DIALOGUE TO BUILD
AN ATTRACTIVE SOCIAL RIGHTS PACKAGE
We seek to develop the appeal of social
entitlements at all our facilities by prioritising
lasting, high-quality employment, which entails
limiting recourse to short-term, temporary and
agency jobs. As a result, in 2012 the number of
permanent contracts in France rose by 3%, and
represents 96% of the workforce worldwide.
Beyond this aspect, a balanced social dialogue
- drawing on personnel representation within
bodies as befits the local context - is fundamental
in moving our social responsibility forward.
In addition to any regulatory bodies, initiatives
develop at local level, encouraging exchanges
with management around socio-economic
themes, in a climate of transparency, respect
and mutual trust.
Forums for dialogue
were set up in 2012
Best
practices
2012 was marked by the creation of two
new Health and Safety Committees (CHSCT)
at subsidiaries.
+7%
315
-4%
350
274
-4%
137
2011
›91%
2012
Proportion of workforce
covered by a Health
and Safety Committee.
Corporate Social Responsibility Report 2013 - 2012 activity
95
+7%
+3%
a
Am
er
As
ic
ia
0
Workforce evolution
between 2011 and 2012
(report scope, in full-time
equivalent posts)
›52%
10
628
N
Af or
ric th
(e
a
xc
l. Eu
Fr ro
an p
ce e
)
In France, dialogue was at the heart of
managerial concerns in 2012. Thus,
within AICP, ‘progress groups’, led by
volunteers having received training for
this role, encouraged the participants
700
ce
- who were also volunteers - to express
their feelings about all matters affecting
the life of the Industrial and Expertise
Centre at La Chevrolière: working
conditions, organisation of the activity,
product quality… In 2012, 29 meetings
thus came up with 221 improvement
proposals, which were then discussed
with line management.
At AOP, the Alternative Print
Programme’s ‘Human Development’
working group raised the need for
consideration of how internal
communications are conducted.
Offered to all staff on a monthly basis,
information meetings of 15 to
20 minutes include a questions and
answers session, and are led by a team
of five managers working in pairs with
groups of employees.
Fr
an
In the United States, this takes the
form of monthly meetings with
representatives from each department
(six members in all). The minutes of
these meetings are displayed in the staff
room. In Morocco, the committee
comprises the Managing Director, the
Director of Production, the Human
Resources Manager, the Occupational
Health Doctor and two personnel
representatives from Armor Industrie. It
has adopted a formal approach to
monitoring actions and will soon
present an annual report.
social
HEALTH & SAFETY, AN ISSUE
WELL-BEING AT WORK, AN OBJECTIVE
This priority is illustrated across several areas:
making the working environment safe (chemical
risk, fire risk, meteorological and noise nuisance);
the supply and encouragement to wear Personal
Protection Equipment; regular medical check-ups
suited to the professional risk in question,
extended in 2012 to China and Morocco,
independent of any legal obligation to do so;
Best
practices
prevention (regular awareness-raising sessions for
teams, ergonomic adaptation of workstations, first
aid training for employees) and the implementation
of appropriate management systems. The social
barometer, conducted in France in 2011, opened
up reflection on well-being at work and gave rise,
in 2012, to actions integrated to the Dec@plan
and Alternative Print Programmes.
Awareness-raising and training
as drivers of progress
Convinced of the importance of raising awareness about
workplace health and safety, the Group is multiplying
its prevention actions among personnel.
In Brazil, SIPAT (Internal Week of Workplace Accident
Prevention) in August 2012.
›35
In Poland, prevention work continues,
in conjunction with technical
improvements to equipment - especially
ultrasound welding stations, so as to
make them less noisy.
In France, the 2010 animation ‘Bien
dans son assiette’ (Eat well, feel great!),
was followed in 2012 by ‘Bien dans son
corps’ (At home in your body), with the
objective of better understanding the
human body and knowing how best to
respond to physiological needs, in order
to control your nutritional balance and by extension - your health.
Workplace Accidents
with days off
23
accidents
147 days
25
12
1
1
accident accident
ia
N
Af or
ric th
(e
a
xc
l. Eu
Fr ro
an p
ce e
)
ic
er
families…) worldwide
››Social fund in Poland
››Workstation ergonomics
worldwide
››Gestural and postural training
worldwide
Am
››PARI (in-house reclassification
and layout of workstation
programme) in France
››BECOM (Well-Being and
Communication) in France
››Site anniversary celebrations
(open days, festive events for
115 days
1 day 20 days
a
0
As
also!
7
3 accidents
accidents 199 days
ce
In the same way, throughout the year,
Armor USA has communicated
on health and safety issues through
multiple awareness raising sessions
(wearing of personal protection
equipment, blood-born pathogens) and
training (handling extinguishers, first
aid). A high level of staff involvement
has enabled us to get OHSAS 18001
(safety management system)
certification, like on French sites.
Fr
an
In Brazil, the SIPAT (Internal Week
of Workplace Accident Prevention)
organised in August 2012 allowed all
employees to be made aware of health
and safety problems both within the
company and elsewhere. For a period of
one hour each day, external contributors
(including doctors) addressed a range of
themes: diet, the wearing of personal
protection equipment, the prevention of
sexually transmitted diseases… A group
of actors closed the event with a
humorous presentation about the
impact of good waste management.
Number of workplace accidents
with days off,
and number of days off
Corporate Social Responsibility Report 2013 - 2012 activity
11
social
FIGHTING DISCRIMINATION
AND ENCOURAGING DIVERSITY
Our action in matters of diversity and antidiscrimination measures is guided by compliance
with the regulations, and the multitude of
backgrounds represented in its workforce. In 2011,
Armor signed the Diversity Charter, which
encourages companies to guarantee the promotion
and respect of diversity in their workforces.
In terms of access to employment for disabled people,
Best
practices
who are on average twice as likely to be unemployed,
we are multiplying initiatives, making the most
of the incentive measures offered by national
legislation where these exist. In particular, these
initiatives are about keeping people in work, direct
employment of disabled people, the development
of subcontracting entrusted to protected
workshops and awareness-raising among staff.
›32
Diversity:
monitoring commitments
Diversity policy in France rests on four main pillars,
which served to guide our actions in 2012.
With regard to professional equality
between men and women, a
Comparative Status Report has been
drawn up, in accordance with legal
requirements, as well as a tool to
monitor the Equality agreement signed
in 2011. Initial actions concerned
adaptation of the recruitment process in
order to guarantee equality of
opportunity at every stage.
To encourage the integration of people
with disabilities, in addition to
participation in sporting events, shows
and forums on the theme of disability
and employment, joint visits with
companies from the protected sector
and associations were organised to
discuss best practice or envisage future
partnerships.
Ethnic, cultural and social diversity is
approached through the sponsorship of
hard-to-place individuals (see the Job
Academy report on page 19).
Two specific aspects were addressed on
the age management theme: one on
youth access to employment (cf. p19)
and the other on senior employability,
in application of the agreement on
physical strain signed in late 2011.
Potential progress concerns making
work lighter at the end of a career and
setting up tutoring, encouraging the
transfer of know-how. In the future, and
driven by legislative developments, a
true age management policy could be
published following reflection on
intergenerational jobs.
employees are disabled,
representing 2.2% of the Group’s workforce.
In France : 4.8% below the legal
minimum (6%) but up by 13% since 2011
10
9.2%
5
3.4%
1.4%
U
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also!
››PRISME (programme in favour of the integration of
deaf and hearing-impaired people) in France
››Disability-themed events (Special Olympics race,
‘one day, one job’ with Cap Emploi…) in France
Corporate Social Responsibility Report 2013 - 2012 activity
12
Volume of service purchased
entrusted to organisations
employing mainly
disabled people
(exclusive of technical services)
social
IDENTIFYING INTERNAL
COMPETENCES
AND MOVING THEM
FORWARD
›42%
Training is at the heart
of our concerns
In 2012, the ongoing training budget in France
represented 3.1% of the payroll, which is 2.5 times
the legal French minimum.
diploma. These training courses in France
have been subsidised (at 27%) by local
authorities and training fund collection
agencies (OPCA - Organismes Paritaires
Collecteurs Agrées).
(already established in France,
the USA, Brazil and Singapore)
100%
The subsidiaries have not been left
behind, with implementation of a
highly-formalised process in Poland and
a total of 273 employees undergoing
training in 2012. The USA, Brazil and
Morocco are also developing their own
training programmes, with a strong
emphasis on safety in the USA.
Furthermore, we note with satisfaction
that, in 2012, women represented 49%
of the trained workforce, worldwide.
9 hrs/person
100
80%
4 hrs/person
65%
36 hrs/person
50
12%
3%
1 hr/person
12 hrs/person
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Indeed, the training courses, the most
innovative of which, such as BeCom’ Well-Being and Communication,
‘Université Armor’, and Professional
Qualification Certificates in France,
were attended by 411 employees,
representing 65% of the workforce. Of
these, 64% were men, and 36% women.
For example, over the 2011-2012 period,
57 employees earned the ‘Automated
Installations and Machinery Operator’
professional qualification from the
‘Université Armor’. This programme,
which will continue over the coming
years, saw the launch in 2012 of a first
intake of 12 employees seeking to gain
the ‘Industrial Production Technician’
of the workforce benefiting from
an individual professional
interview worldwide
As
Best
practices
Skills management within Armor Group is linked
to current and future needs inherent to the Group’s
strategy, the responsibility to develop people’s
employability, respect for equality of treatment
and professional fulfilment.
Training needs are generally identified at annual individual
interviews, but also, in France, through specific interviews
known as ‘second part of career’ interviews, for employees
aged over 45.
Proportion of employees
having accessed training,
and average number of hours
of training per person
‘Automated Installations
and Machinery Operator’
training course at Armor
University.
Corporate Social Responsibility Report 2013 - 2012 activity
13
environment
REDUCING
ENVIRONMENTAL IMPACT
Given the environmental impacts of our activities
and products, we are careful to limit the effects of production
through environmental management of our sites,
and by designing and promoting more ecological product
and service offers.
Saving energy
Best
practices
To face up to the environmental
and economic issues linked
with energy demand, all of our
sites are engaged in actions to
measure and reduce energy
consumption.
Energy consumption breakdown
Asia
13%
Europe
(excl. France)
7%
›22,726
MWh of electricity
consumed
America
4%
North
Africa
2%
France
74%
to which is added 18,883 MWh of natural gas
(94% of which is consumed in France)
Corporate Social Responsibility Report 2013 - 2012 activity
14
Within the context of the
Dec@plan programme, the
La Chevrolière site has obtained
ISO 50001 certification (standard
on energy management systems,
published mid-2011) following
two years of gradual
implementation of an Energy
Management System including
the process, site management
and service provision. Among the
exemplary actions, worthy of
mention are the installation of a
network for the recovery of heat
issuing from the air compressors
to preheat the process water
(action 70% financed by energy
economy certificates), the
creation of natural light wells to
complement LED lighting, and
the application of the energy
policy to major service providers,
including the one in charge of
exploiting the cogeneration
system, with a shared management
review on annual performance.
In the same way, during renovation
of our historic factory in Nantes
(France), where the head office
was to be housed (2,300 m² of
offices), all eyes were on energy
performance. So much so that
the building now bears the ‘BBC’
(low consumption building)
label, with consumption of just
70 kWh/m², which is, according
to ADEME, around half of the
national average for administrative
buildings (164 kWh/m²).
This performance was achieved
by using insulation, making use
of natural light, and the installation
of a latest-generation natural gas
condensing boiler.
environment
ENVIRONMENTAL MANAGEMENT OF SITEs
249 t 220 t 499 t
1%
13%
Aware of the limitations of the Bilan Carbone® (French
association carbon assessment system), the La Chevrolière
site (France) sought to extend the measure to cover all its
environmental impacts by conducting a ‘Multi-Criteria
Ecological Assessment’ in 2012.
also!
››Separation of storm water and wastewater at the Cordon Bleu site (France)
››Purchase of a filling machine with cardboard on the Morocco site
››Planting of trees on the Cordon Bleu site (France)
››Signature of an LPO Refuge (French bird protection league) agreement
on the La Chevrolière site (France)
››Flowering meadows on the La Chevrolière site (France)
10%
46%
10%
50%
99%
50
99%
15%
66%
43%
39%
1%
a
0
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This site is already conducting many
actions aimed at controlling its
environmental footprint, especially with
regard to its particular location:
14 hectares, 45% artificialized, located
around 4 km from the Grand Lieu lake,
which is classified as a Natura 2000
Special Protection Area, because of its
biodiversity. In 2012, it embarked upon
a project for the re-establishment of
natural spaces within its plot, in order to
encourage the return of biodiversity.
This landscaping will allow noise and
visual nuisances, as well as the use of
plant protection products and the cost
of managing green spaces, to be
reduced. It will also be used as an
educational tool for employees, schools
and other companies.
7%
Am
Since 2008, the La Chevrolière site has
conducted a Bilan Carbone® every year,
the better to discern the main sources of
greenhouse gas emissions resulting from
its activity, and to prioritise its actions.
This approach, known as ‘monocriterion’,
assesses the impact of activities on climate
change, to the exclusion of any other
environmental externality, at the risk of
orienting the action without having the
benefit of an overall view.
The ‘Multi-Criteria Ecological Assessment’
extends the method to 14 indicators
(acidification, eutrophication, exhaustion
of resources, toxicity, etc.). This innovation,
supported (at 50%) by ADEME Pays de la
Loire, as an experiment prior to national
deployment, allowed quantification of the
significant impacts and resulted in a plan
of action for reduction.
102 t 2,169 t
100
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Understanding the impacts,
exercising discretion
ia
Best
practices
the preservation of ecosystems.
In 2012, significant progress has been made
with regard to energy-saving and recovery of
production waste, particularly through gradual
deployment of the REC’PET (PET film recycling)
programme in the Thermal Transfer activity,
with an objective of zero landfill by 2015
- a target already achieved in France.
As
We are pushing ahead with deployment of
environmental management in our subsidiaries. In
2012, the Armor site in the United States was
awarded ISO 14001 certification, following in the
footsteps of the French, Polish and Moroccan
sites. The actions concern regulatory compliance,
waste collection and processing as well as,
depending on the site, the reduction of significant
consumption in energy and water and
Material recovery: 48%
Incinerated with energy recovery: 14%
Incinerated: 30%
Landfill: 8%
Recovery of 3,238 metric tons
of production waste generated
0.73
2009
0.56
2010
0.32
2011
0.39
2012
Water consumption evolution
at Armor Poland
(in m3/1000 cartridges produced)
Increase of 22% due in particular
to modification of the rinsing procedure for
the filling machines (change of frequency)
and the setting up of additional cleaning actions
on certains processes.
Corporate Social Responsibility Report 2013 - 2012 activity
15
environment
REDUCING
PRODUCT
IMPACTS
Best
practices
Our two activities continue to work on reducing the environmental footprint
of their products:
-AOP essentially acts on the second lifecycle of laser and inkjet cartridges,
whilst respecting the intellectual property of the original brands, through
the collection and recovery flow, the manufacturing process and the choice
of components (packaging, toner, inks, etc.).
-AICP is as active on the inked ribbons as it is on their manufacturing
process. R&D has already allowed the launch of products such as Solfree,
a unique solvent-free coating procedure and LL ribbons (Long Length)
to which the references had been extended in 2012.
Armor trials environmental labelling
In 2012, AOP extended lifecycle analysis to a larger number of references within the context
of the experimentation phase in environmental labelling on cartridges intended for the use
of the general public.
In 2012, together with the whole
profession (French remanufacturers,
brand manufacturers - OEM),
Armor continued to experiment with
environmental labelling, an
experimentation that was conducted by
the French government, as part of the
‘Grenelle’ laws targeting consumers’
rights to access environmental
information about products.
AFNOR** platform. A decision is
expected from the authorities that will
officialise environmental labelling and
render its usage in France standard.
This concerted approach led to the proposal,
in September 2012, of a methodological
framework project for the ADEME* /
*French Environment and Energy Management Agency
242
250
NF Environment
Nordic Ecolabel
203
176
Alongside this, Armor will in 2013
be a candidate for integration of
the experimentation to be launched
at European level. Response due
in June 2013…
93
125
**French standardisation agency
0
93
93
32
132
49
110
110
2011
2012
83
12
20
44
2008
2009
2010
Number of eco-labelled
references
54
60
16
30
27
16
AOP is developing an increasingly rich range
of remanufactured, eco-labelled products and announces
their environmental impact on the packaging following
the completion of lifecycle analysis.
38
11
0
2011
2012
New or remanufactured inkjet
Laser
also!
››Jumbo range of laser cartridges (large volume)
Corporate Social Responsibility Report 2013 - 2012 activity
16
Number of references bearing
environmental labelling following
a lifecycle analysis
environment
Best
practices
The circular economy in practice
Armor and its partners have set up a circular economy for printer cartridges, thus minimizing
recourse to non-renewable raw materials in favour of re-use and recovery of materials, effectively
excluding incineration and landfill.
Armor is a signatory to the national
voluntary agreement for the collection
and processing of office printer
cartridges. This commits us to increasing
the number of cartridges we collect
from companies by 5% per year, and
from the general public by 10% per
year. In 2012 (in comparison with 2011)
the objectives set for collection,
achieved by our subsidiary Recoll and
in partnership with Revialis, have been
comfortably met, with +24% for inkjet
cartridges and +49% for laser cartridges.
In all, 733 metric tons of cartridge waste
(laser and inkjet) were collected, 50%
of which were of use in the production
of remanufactured cartridges. The other
50% were dismantled for recycling
of materials - 100% effective since
October 2012 (92% on average,
over the year). In this way, AOP fully
complies with the principles of the
European waste hierarchy (Waste
Framework Directive - 2008/98/CE)
by encouraging re-use, followed by
recycling of materials, for its cartridges.
In 2012, the volume of remanufactured
inkjet and laser cartridges brought
to market by our Group corresponds
to an equivalent of 1,363 metric tons
of waste avoided through re-use.
Circular economy loop for printer cartridges,
in connection with Alternative Print Programme
Extraction
of
natural
resources
Eco-design
of
OEM
cartridges
Marketing
Production
raw
materials
new OEM
cartridges
of
of
Production
of
remanufactured
cartridges
Manufacture
of
derivatives
Preparation
of materials
Marketing
re-use
cartridges
of
with a view to
Ecodesign
of
remanufactured
cartridges
92% on average
100% from Oct-12
Dismantling
50%
and separation
of
Collection
of
secondary
materials
Sorting +
distribution
Key:
with a view to
50%
re-use
used
cartridges
733
metric tons
Corporate Social Responsibility Report 2013 - 2012 activity
17
environment
FIGHTING CLIMATE CHANGE
Since 2009, our operational French sites have
conducted regular analysis on the greenhouse
gas emissions related to their activities (Bilan
Carbone®) in order to measure and reduce their
impact on the key challenge that is climate change.
In 2012, this measurement was extended to head
office, and directly extracted from the ‘Multi-Criteria
Ecological Assessment’ of the La Chevrolière site.
For the regulatory scope of the French law
known as ‘Grenelle II’ (scope 1 and 2 according
to the ISO 14064-1 standard), emissions reach
the equivalent of 23,774 metric tons of CO2
- an increase of 0.8% in comparison with 2011,
taking account of the 9% increase in production
and the effectiveness of the action plans.
Encouraging results
Best
practices
4%
(-66%)
Innovation in products and process has already
allowed us to make real progress, and we are
stepping up our efforts.
If we consider the Bilan Carbone®
as a whole, significant reductions have
already been achieved by:
• reducing VOC* emissions into the
atmosphere (-12% since 2008, -94%
since 2001) at the La Chevrolière site,
achieved through perfecting products
such as Solfree® in 2009, and through
the improved efficiency of VOC*
capture and incineration via a
co-generation system to complement
the natural gas
• improved effectiveness in the use of
raw materials, since the impact of
inputs (PET, the collection and
manufacturing of cartridges,
packaging) is concentrated on their
extraction and production
• substantial energy-savings
• the promotion of collective or
alternative modes of transport to
employees: around 20% of employees
at La Chevrolière use car-sharing,
representing annual savings of the
equivalent of 114 metric tons of CO2.
Efforts will continue to be made
in this direction in France and in Europe,
particularly with optimization of
transport flows for AOP merchandise.
Alongside this, best practice is spreading
throughout the subsidiaries, not just
in terms of energy savings but also
of collective transport for employees
as in China, Singapore and Morocco.
3%
-
9%
(-27%)
34%
(+15%)
10%
(-18%)
14%
(+29%)
26%
(-36%)
Manufacture and incineration of solvent
PET film manufacture
Manufacture of other raw materials
End-of-life and use of product
Transport and Travel
Energy
Other
Bilan Carbone® at the AICP
La Chevrolière site (France) in 2011,
including inputs, outputs
and evolution in comparison
to 2009 data
Methodological details: the input emission factors for
calculation of the Bilan Carbone® at the La Chevrolière
site were more refined than those used for the 2009
analysis, following the Multi-Criteria Ecological
Assessment, introducing a disruption to data
continuity (on the solvents, for example).
100
100
61
50
Evolution of VOC
emissions /m2
produced
37
25
16
14
(base index of 100,
year 2003)
2003
2004
2005
2006
2011
2012
*VOC (Volatile Organic Compounds) are atmospheric pollutants having effects on both health and biodiversity.
They contribute to increasing the concentration of ozone in the atmosphere and have warming power of about
10 times that of CO2.
Corporate Social Responsibility Report 2013 - 2012 activity
18
››Raising awareness of car-sharing
and collective transport on all
sites worldwide
››Rail transport of merchandise
in France
[...]
0
also!
››Green IT in France
I nvolvement within the community
ACTING AS A RESPONSIBLE,
SOCIALLY-INVOLVED PLAYER
Acting in line with our values does of course mean changing
our everyday approach towards customers - but also
towards the community (suppliers, the areas in which
Armor sites are located, sectors of activity). With one goal
in mind: to get involved and share our practices.
Contributing to access
to employment in the areas
in which we are established
Best
practices
In line with our identity
and values, our subsidiaries
are involved in local projects
aimed at boosting territorial
dynamism, cultivating both
social ties and employee
commitment.
›11
of the 15 young people graduating
from the 13th Job Academy in Nantes
(organised by the FACE Atlantique club
and sponsored by Armor) were either
in employment or long-term training
(6 months or more) - 6 of whom had
permanent contracts by the end of 2012.
In 2012, several sites made a
commitment to working towards
integration or study-work
experience to combat exclusion
and unemployment among
young people. In Singapore,
Armor Asia collaborates with
SCORE (Singapore COrporation
of Rehabilitative Enterprises) in
the ‘Yellow Ribbon’ programme
to help ex-prisoners and
ex-offenders reintegrate. Since
October 2006, more than 100
people have thus been offered a
second chance. Armor Asia’s
involvement was, incidentally,
rewarded with a prize in 2012. In
Morocco in 2012, a work
experience process was initiated
in collaboration with the OFPPT
(office for professional training
and the promotion of work).
Four people were thus welcomed
onto the maintenance teams for
a period of one month. Armor
Industrie hopes to repeat this
experience, over longer periods.
In Brazil, Armor has, since
November 2012, been a member
of the ‘small apprentice’
programme, which offers an
initial professional opportunity
to young students from modest
backgrounds, attending state
schools. An 18-year-old woman
will thus be offered support and
guidance over a period of two
years, while being trained in
administrative services.
Lastly, in France, Armor SAS
has integrated 9 young people
via ‘professionalization contracts’
for the award of a certificate for
the ‘Operation of chemical
manufacturing equipment’ - a first
in the sector for this country.
Corporate Social Responsibility Report 2013 - 2012 activity
19
I nvolvement within the community
QUALITY IN
THE SERVICE
OF THE
CUSTOMER
Best
practices
We use a quality management system, starting in product design and
continuing right through to after-sales service, which boosts the
competitiveness of our production sites. The ISO 9001 certification, which was
awarded to Brazil in 2012, and is constantly renewed at all other sites,
recognises our commitment and encourages us to pursue continuous
improvement by making good use of the appropriate management tools.
Customer satisfaction is at the heart of this approach, in terms of both product
and service quality. We survey our customers regularly in a bid to measure
their level of satisfaction, the impact of actions undertaken in previous years
and to set up the actions necessary to achieving greater satisfaction.
Listening to our customers and offering satisfaction
The results of the satisfaction surveys conducted with our customers
in 2012 are very encouraging.
In 2012, 426 AICP customers throughout
the world were questioned, representing
more than 80% of turnover. The level
of overall satisfaction is high - identical
to that of the 2010 survey.
Just one shortfall: less well-appreciated
complaints procedures have led to
falling levels of ‘highly satisfied’
customers in Europe. This point has
been addressed by strengthening the
organisation of technical support.
‘Satisfied’ ratings in terms of product
quality and performance remain high
(91.6%), as do those for sales support
and logistics (95.8%). This is particularly
true in China, where efforts made on
quality, service and sales support have
come to fruition. Lastly, the AICP image
on innovation has garnered approval with the number of people convinced
rising from 60% to more than 80%
within a 5-year period.
In 2012, AOP conducted a customer
satisfaction survey in France, the UK
and Italy. The customer satisfaction rate
is 90% - including 15% who are ‘highly
satisfied’. AOP’s strengths are commercial
quality (95%), quality of technical
and logistics services, and an excellent
product offer in terms of coverage
of the installed base of printers
(100% ‘satisfied’). Remanufactured laser
technology has emerged as an element
with which our customers are highly
satisfied - across quality, product
availability, and breadth of offer.
In contrast, quality satisfaction ratings
for the inkjet activity sit at around 73%,
with 77% on product availability. By the
end of 2012,
thanks to a significant internal drive,
the quality problems encountered have
been resolved, and availability improved.
A real success story: the rate of customer
complaints about remanufactured inkjet
cartridges fell by 2%, and should settle
at around 1%. Clear improvement is also
noted in product availability, with service
ratings stabilised at around 95%.
AICP Customer Satisfaction Survey
Total
America
Asia
China
2010
2012
2010
2012
2010
2012
2010
2012
2010
2012
SATISFIED
93.7%
93.7%
97.8%
95.0%
90.5%
97.3%
92.9%
89.8%
78.8%
93.8%
Highly satisfied
35.6%
29.7%
43.8%
33.3%
43.2%
32.9%
16.1%
23.7%
6.1%
25.0%
Satisfied
58.0%
63.9%
54.1%
61.7%
47.3%
64.4%
76.8%
66.1%
72.7%
68.8%
DISSATISFIED
6.3%
6.3%
2.2%
5.0%
9.5%
2.7%
7.1%
10.2%
21.2%
6.3%
Corporate Social Responsibility Report 2013 - 2012 activity
20
Europe
I nvolvement within the community
A SHARED, CONCRETE, AND RESPONSIBLE
PURCHASING POLICY
›104
Application of the Supplier
Relations Charter
The year 2012 was marked by the set-up
of monitoring for application of the Supplier
Relations Charter we had signed in 2011.
- such as, for example, detection of
suppliers in a situation of economic
dependency, which has led us to support
two of these this year.
Similarly, in 2012 AOP launched technical
seminars with the manufacturers of
laser components at the Birjdid factory
(Morocco). These events bring together
our own and our suppliers’ engineers
(Purchasing, Production, R&D and
Quality) to exchange ideas on the
design and manufacture stages, as well
as on shared challenges, in a mutuallyenriching atmosphere that is conducive
to cross-fertilisation.
have participated in 11 Team
Meetings organised in France
since 2009
97%
100
86%
56%
50
39%
14%
er
During Team Meetings,
themes such as
sustainable development
or quality are
approached from
four perspectives:
products of today and
tomorrow, quality of
service and relations.
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The AICP Purchasing Department
in France now takes quarterly
measurements of 14 dedicated
indicators, in line with the Charter’s
ten themes: average payment term,
number of suppliers in a situation of
dependency, percentage of purchasing
turnover spent in France, number of
full-time disabled people equivalent,
number of suppliers having participated
in a Team Meeting (work and sharing
meetings organised with suppliers),
number of days of professional training
for purchasers, etc. We note compliance
with recommendations, constantly
improving results and an incitation to
open up to new areas of investigation
suppliers,
(56% of whom are considered to be strategic)
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Best
practices
components purchased for production; and
the integration of CSR criteria to the annual
appraisal of our suppliers’ performance.
Furthermore, our subsidiaries are encouraged
to select local suppliers for purchases external
to the Group, thus contributing to local
economic development whilst limiting
the transport
As
Our purchasing policy aims to establish
a qualitative relationship with our suppliers,
so as to ensure the quality of our products
as well as respect for industrial property,
while limiting the impact made by purchases on
the environment. In France, this policy relies on:
a strong partnership with our strategic suppliers,
in order to secure raw materials; approval
by a patents expert of all the strategic AOP
Proportion of local purchases
(exclusive of intra-Group purchases)
Corporate Social Responsibility Report 2013 - 2012 activity
21
I nvolvement within the community
EXERCISING RESPONSIBLE INFLUENCE
The commitment we have made must be
underpinned by causing responsibility to become
a selection criteria for customers, in market
conditions that highlight this difference. For this
reason, the Group’s marketing actions integrate
further transparency, to guide customers in their
purchases, in their use of the product and in the
selective sorting of the product after use - as
well as offering additional information about our
Best
practices
approach. Moreover, we are involved with public
authorities and actors in the sector, so that the
cartridges market becomes more transparent,
through environmental labelling, and more
responsible in the face of counterfeiting. For us,
exercising responsible influence also means
participating in CSR dissemination in the territories
by sharing our practices with a view to spreading
and pooling it, and thus developing synergies.
Preventing further
proliferation of clones
Illegal new cartridges known as ‘clones’ have been on sale,
under the usurped label of ‘remanufactured cartridges’
for several years now, at very low prices - and this is
damaging to the business.
This practice is disrespectful of industrial
property, employees, the environment,
and even quality for the end customer.
To counter this proliferation, AOP has
placed its expertise at the disposal of
ETIRA (European Toner & Inkjet
Remanufacturers Association - a
European association bringing together
the manufacturers of remanufactured
cartridges) in order to produce an anticlones guide intended for the use of
members of this association. This guide
has since become the sector’s
benchmark - well beyond the scope of
ETIRA. AOP is also behind the insertion
of a chapter into the ETIRA code of
conduct committing signatory members
to refuse to sell clones.
Alongside this, the FCR (France
Cartouche Réemploi) association was
founded in June 2012 at the initiative of
Armor and LVL (a Nantes-based
company in re-use of office printer
cartridges), uniting seven French
collection and remanufacturing actors in
order to promote the re-use of printer
cartridges - and prevent further
proliferation of these clones. Italian
actors (led by Armor Italy) followed the
French example in October 2012.
Networks of Influence
Armor is a member of several networks and associations, through which it is also
well-placed to be influential:
•Union des Industries Chimiques and its Responsible Care charter
•Forum des amis du Pacte Mondial, an association aimed at promoting
the UN Global Compact and the sharing of associated best practice
•Dirigeants Responsables de l’Ouest, an association of business leaders
in Pays de la Loire and Brittany, federated around the idea of corporate
social responsibility as a support to economic performance
•MEDEF (French Employers’ Association), the top business network in France:
it defends and promotes businesses of all sizes and from every sector of activity,
•Club Carbon’At : Association of Bilan Carbone® users in the Atlantic region,
•ETIRA : European Toner & Inkjet Remanufacturers,
•IePAD (inter-enterprise sustainable business park): an association of companies
for the Bois Fleuri Activity Zone
Corporate Social Responsibility Report 2013 - 2012 activity
22
An area in transition
In 2011, the La Chevrolière site (France)
co-founded the IePAD association
(inter-enterprise sustainable business
park) in a spirit of sharing environmental
practices across the industrial zone.
Since October 2012, the collection of
non-hazardous industrial waste has thus
been pooled, resulting in more efficient
recovery, the passage of fewer heavy
collection vehicles, and the building
of relationships between companies.
This initial success has encouraged
the 11 members to embark upon other
forward-looking paths together.
also!
››‘External Stakeholders’
survey at the La Chevrolière site
in France
››Numerous CSR interventions
in France
››Open day for local mayors,
at the Morocco site
››Social and sponsorship
actions in Morocco
I nvolvement within the community
ECONOMIC DEVELOPMENT
WHICH BENEFITS ALL STAKEHOLDERS
(ARMOR SAS SCOPE)
Industrial investments
and reserves: €11.1 M
Subsidiaries:
6% of turnover is invested
in the company.
Income from equity investments:
€4.5 M
Because they are already using quality
management and implementing
actions in favour of employee safety
and the environment, the subsidiaries
gradually become involved in the
Group’s CSR process.
Customers:
€214 M (Armor Group)
€178 M (Armor SAS scope)
+ 8.5% in comparison with 2011
Each year, the Group’s CSR Strategy
is presented to its main customers
as an integral part of the Group’s
appeal and competitiveness.
1
2
3
58%
is returned to
stakeholders
Employees: €35.7 M
Beyond their pay and the associated employer contributions,
the 628 employees of Armor SAS have the advantage
of social benefits, an incentive plan, and a PEE (savings) /
PERCO (pension) plan with the company making
additional contributions. These benefits were subject
to agreements signed with personnel representatives.
1
Equity providers: €4.5 M
Armor SA reimbursed €4.5 M of the debt incurred
in connection with its acquisition in 2008.
4
Suppliers: €60 M
(raw materials) more than 620 suppliers in France.
Every year, Armor’s strategic suppliers attend a Team
Meeting to share the Group’s strategy as well as its
expectations in terms of corporate responsibility.
5
2
3
4
5
Company: €2.4 M
Armor’s economic health benefits communities via the
payment of taxes and duties, and through financing
philanthropy actions. Armor also receives subsidies.
Banks: €3.1 M
The amount includes financial fees, repayment of debts
and financing received.
REPORT SCOPE
This Corporate Social Responsibility
report covers all Armor Group operational sites with the exception of the Artech
Moravia subsidiary in the Czech Republic,
which was acquired in 2010.
For the fourth consecutive year, this
report is our Communication On Progress (COP) made in 2012 on the ten
principles of the UN Global Compact, to
which the Group is a signatory.
Although the structure has been guided
by the GRI (Global Reporting Initiative)
international profile disclosure report,
this report concentrates on portraying
the significant impacts and efforts of the
Group, without breaching the level of
confidentiality demanded by competitive
considerations. It includes increasing
numbers of indicators that have been
consolidated using the metric system,
across its full scope.
The GRI coverage index and correspondence with the Global Compact is
accessible at www.armor-group.com
(self-assessment of the level of application of the GRI framework: C).
Corporate Social Responsibility Report 2013 - 2012 activity
23
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Humanism Innovation Commitment Customer
service Humanism Innovation Commitment
Customer service Humanism Innovation
Commitment Customer service Humanism
ARMOR SAS
20 rue Chevreul - CS 90508 - 44105 Nantes cedex 4
Tél. +33 (0) 2 40 38 40 00 - Fax +33 (0) 2 40 38 40 01
armor@armor-group.com
www.armor-group.com
MIX
Paper from
responsibles sources