DCNS in 2015
BUILDING THE FUTURE TOGETHER WITH OUR SUPLIERS AND PARTNERS
The Group’s 1,400 strategic suppliers’ CRS performance is measured regularly
Among other initiatives, DCNS has simplified its contractual frame of reference and specifically trained over 500 purchasers to apply this simplification to all tenders and specifications. This will result in saving a considerable amount of time as well as increasing efficiency for the Group and its partners. At the shipyards, suppliers and subcontractors are also involved in the management initiatives, optimising even the smallest operations and procedures to reduce waste, lead time and production costs. As part of this ongoing improvement drive, DCNS is relying on a panel of 1,400 suppliers – two thirds of which are SMEs – the most important and strategic for the Group. All of them have committed to a code of conduct which incorporates 18 sustainable development criteria: prevention of conflicts of interest and corruption, reduction in environmental footprint, compliance with eight fundamental International Labour Organisation conventions, etc. Between now and 2017, DCNS will be assessing all its suppliers’ CSR credentials and, if the audit reveals any shortcomings, set up specific remedial action plans with them.
85% of suppliers rate the quality of their relationship with DCNS positively
This dynamic partnership policy has a crucial role to play in the Group’s international growth, in which it is involving a certain number of its French suppliers and subcontractors. At the same time, it will also be assisting them throughout the year in their promotional and investment efforts on foreign markets as part of the Océans 21 programme. Supported by the Groupement des industries de construction et activités navales (GICAN) and by investments in the future, this programme led by DCNS is developing a collaborative culture within the naval sector to increase both its competitivity and capacity for innovation and exportation. DCNS is also establishing an upstream cooperative approach from the product design and development phase onwards. For example, the Group has established a par tnership w ith the POLM Studio star t-up in Angoulême, a specialist in videogames, to create connected glasses that will improve the performance of its industrial maintenance. A fundamental quality runs through all these initiatives: paying attention to partners’ needs. Among other things, this is reflected in the annual deployment of a very wide ranging satisfaction survey among DCNS suppliers based on the SME Pact barometer. The results of the 2015 edition are encouraging. The quality of the relationship is seen favourably by 85% of the Group’s suppliers, and the respect for terms of payment is considerably and sustainably improving for 74% of them. The same survey reveals further opportunities for improvement: offering greater visibility in the long term, additional simplification of contractual procedures, further joint efforts to optimise costs, etc. Working together, sharing expertise, energies and ideas is still the best way for DCNS and its partners to take up the foreseeable industrial and environmental challenges which must be faced.
(1) DCNS-Ministry of Defence survey, 2014.
Find out more about this topic at:
DCNS | ANNUAL CORPORATE AND SOCIAL RESPONSIBILITY REPORT 2015 44