CREATION OF VALUE FOR STAKEHOLDERS - REPORT - Groupe PSA
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CREATION OF VALUE FOR STAKEHOLDERS REPORT
CONTENTS 1 Groupe PSA: an impact player 01 1.1 Message from the Chairman of the Managing Board 01 1.2 Presentation of Groupe PSA 02 2 Governance: guiding growth 04 3 Ecosystem: an innovation-driven industry 06 4 Business model & strategy: driving future growth 08 4.1 Push to Pass strategy: a first step to bridge the vision 08 4.2 Value chain: a holistic approach 10 4.3 CSR Policy: responsibility fully integrated into strategy 11 4.4 CSR commitments: measuring progress 13 5 Creation of value: shared and lasting value for stakeholders 16 5.1 For long-term investors: sustaining growth 16 5.2 For customers: anticipating and responding to expectations 18 5.3 For employees: being a responsible employer 20 5.4 For suppliers and partners: making an extended commitment 22 5.5 For host communities and civil society: being a responsible citizen 23 5.6 For the environment: preserving our planet 24 Appendices – about this report 25
1
GROUPE PSA 01
GROUPE PSA: AN IMPACT PLAYER
1.1 MESSAGE FROM THE CHAIRMAN
OF THE MANAGING BOARD
The past few years brought new forward Second, accountability. Our Group has a long- For the Group, accountability also means being
momentum for Groupe PSA and can be summed standing commitment to Corporate Social committed to business ethics right across the
up in three words: performance, accountability, Responsibility. It has consistently renewed board. This alone can guarantee a strong and
transparency. its support for the ILO conventions and the fair economy. There can be no accountability
principles of the UN Global Compact, and without transparency.
First, performance. The efforts made in 2014 and has long embraced its responsibility towards
2015 as part of the “Back in the Race” plan have society and the environment. These are deeply Finally, transparency. Having always had one
paid off. Thanks to the commitment of all of its embedded in its culture and values. Groupe PSA of the lowest CO2 emissions, we decided that
employees, the Group has rebuilt its economic supports the 17 global Sustainable Development we had a responsibility towards our customers
fundamentals and is on a growing path thanks Goals published in September 2015 by the and civil society to be open about our vehicles’
to the acquisition of Opel/Vauxhall, while its Member States of the United Nations in a fuel consumption in real driving conditions.
CSR performance remains one of the best in the bid to put an end to poverty, fight inequality We are the only car manufacturer to date that
world. In parallel, our three automotive brands and injustice and tackle climate change. Our has chosen to publicly disclose all of its CO2
have consolidated their pricing power. I firmly commitments and initiatives are enshrined in a emissions, and invite other car manufacturers to
believe that lasting performance is only possible proactive roadmap based on the three pillars of follow our lead in this. Our duty is to provide all
if a company can offer sustainable responses our company’s Corporate Social Responsibility of our stakeholders with accurate and pertinent
to its stakeholders: its customers, employees, policy: sustainable mobility, a contribution information so that they can make informed
shareholders and long-term investors, supply to local economic development and socially buying, collaboration and investment decisions.
partners and host countries. Our new strategic minded co-innovation.
plan Push to Pass, unveiled in the spring of
2016, is a performance plan that effectively
distils their expectations over the long term. Our
responsibility towards these valued stakeholders is CARLOS TAVARES
the mainspring of our performance. Chairman of the managing board
HISTORICAL BACKGROUND OF GROUPE PSA
1896 1976 1995 2014 2017
Foundation of Merging of the Transformation of PSA Back in the Race Acquisition of
Peugeot S.A. two companies Finance Holding into a Strategy Opel/Vauxhall:
banque (current name: Birth of a European
BANQUE PSA FINANCE) Champion
1974 1987 2014 2016
Acquisition of all of the Merging of Aciers et Strengthening of the Push to Pass
outstanding shares of Outillages Peugeot with Group’s industrial and Strategy
Citroën S.A. Cycles Peugeot, under the commercial partnership
name of Ecia (renamed with DONGFENG MOTOR
FAURECIA in 1998) GROUP (DFG)
170,000 95 669 1
170,000 160
9595669
669
1 170,000 1
employees worldwide salariés dans brevet
GROUPE PSA 02
GROUPE PSA: AN IMPACT PLAYER 13 500
employees worldwide salariés dans br
160 54 billion 2,973 millions
employees worldwide salariés dans brevet
13
13 500
d’unités
2016 revenue vendues dans le monde
1.2 PRESENTATION OF GROUPE PSA 2 nd
2 2 in Europe 19,5 102
170,000
nd
Groupe PSA designs unique automotive experiences and delivers
19,5 101
nd
largest car manufacturer
19,5
mobility solutions that provide freedom and enjoyment to customers (10.8% market share de part de marchés 2015 1st leading
around the world. The Group has three car brands, PEUGEOT, CITROËN Light Commercial Vehicle in Europe véhiculesemployees worldwide in terms
largest car manufacturer utilitaires légers
and DS, as well as a wide array of mobility and smart services under largest car manufacturer
+ Passenger Cars)inshare
Europe 1st lea
170,000 95 669 1 012
(10.8% market de part de marchés 2015 1st leading
(10.8% market share
Light Commercial Vehicle de part de marchés 2015 in te
its Free2Move brand, to meet the evolving needs and expectations of Light Commercial Vehicle véhicules utilitaires légers in terms
+ Passenger Cars) véhicules utilitaires légers
automobile users.
160 54 billion 2,973 millions
+ Passenger Cars)
employees worldwide salariés dans brevets déposés avec
d’unités 13 500 salariés en R&D
2016 revenue vendues dans le monde
2 nd
11 Mobility 1 million
largest car manufacturer in Europe recurri
2 1 million
services of the
11 1 102.4
million
nd (10.8%
regular market share
users d
1119,5
Mobility Light Commercial
of mobility services Vehicle re
Peugeot 3008 Citroën C3 Aircross DS7 Crossback Mobility
services g/km
vé
recurro
services +regular
Passenger
usersCars)
regular users CO 2 of the
largest car manufacturer in Europe
170,000 95 669 1 012160
of mobility services
1of leading
mobilityGroup in Europe
54 billion 2,973 d’unités
Due to the scope and breadth of their operations, automobile production sites have a (10.8% market share de part de marchés 2015
st
services
Light Commercial Vehicle
millions
in terms of CO2 emissions
considerable economic and social impact on their host communities. These manufacturing véhicules utilitaires légers
employees
centres create jobsworldwide salariéslevel.
and drive growth at the grass-roots dansGroupe PSA has salesbrevets + Passenger
déposés
operations in avecCars)
160 countries. It is often the largest employer in its host communities. 13 500 salariés en R&D 2016 revenue vendues dans le monde
This report focuses on the activities of the Automotive Division.
PEUGEOT S.A.
11millions
Mobility
services
AUTOMOTIVE
2 160 54 billion 2,973 d’unités
6%
1 million
nd FINANCE
EQUIPMENT AUTOMOTIVE DIVISION
19,5 102.4
11
DIVISION
170,000 95 669 1 012
DIVISION
Mobility g/km 2016 revenue vendues dans leoperating
recurring monde margin
largest car manufacturer in Europe services CO 2
regular users of the Automotive Division ou
(10.8% market share 1st leading Group in Europe and the Group
de part
FREE2MOVE de marchés
AUTOMOBILES 2015
AUTOMOBILES DS employees worldwide Lorem ipsum
of mobility services
salariés dans brevets déposés avec
Light Commercial Vehicle
FAURECIA PSA in terms of CO emissions
AUTOMOBILES S.A.
véhicules utilitaires
PEUGEOT légers
CITROËN
BANQUE
2
13 500 salariés en R&D
+ Passenger Cars)
DESIGN & PSA FINANCE
PRODUCTION
VEHICLES SOLD IN 2016
170,000
2 nd 95 669 1 012
6%
employees worldwide
31 regional
19,5
salariés dans
launches 102.4
brevets déposés avec
13 500 salariés en R&D g/km
11 services
1,919,000
Mobility 1 million
1,141,000 86,000
largest car manufacturer in Europe
recurring operating
of the Automotive
margin
(10.8% market share
DivisionVehicle
by the end of 2017
delaunches
out of 121 part de planned
marchés 2015
CO 2
1st leading Group in Europe
in terms of CO2 emissions
regular users Light Commercial véhicules
for utilitaires légers
2016-2021
and the Group
of mobility services + Passenger Cars)
1 GROUPE PSA: AN IMPACT PLAYER GROUPE PSA 03
A GLOBAL INDUSTRIAL FOOTPRINT MANAGED
AS CLOSE TO MARKETS AS POSSIBLE
FRANCE SITES
Hordain
Mulhouse
RUSSIA
Kaluga Poissy
Rennes
BELARUS Kostanai Sochaux
UNITED KINGDOM
Minsk KAZAKHSTAN CHINA JAPAN POLAND
THE NETHERLANDS
GEORGIA UZBEKISTAN Xiangyang Mizushima Caen
TURKEY (8)
IRAN Jizzakh 2019 Okasaki Charleville-Mézières GERMANY
Bursa Tehran 2017(2) UKRAINE
(3) Wuhan Douvrin (FM) BELGIUM Kolin CZECH REPUBLIC
TUNISIA Kashan 2018 Shanghai / Wuhan / Shenzhen
MOROCCO
Tunis 2018 (1) Chengdu Hérimoncourt LUXEMBOURG SLOVAKIA
Kenitra 2019(4) AUSTRIA
MEXICO INDIA
Shenzhen Metz FRANCE Trnava
ALGERIA
Tamil Nadu 2020(5) VIETNAM Mulhouse SWITZERLAND
NIGERIA Chu Lai Saint-Ouen
ETHIOPIA MALAYSIA Sept-Fons
Wukro ITALY
Kaduna Gurun Trémery
BRAZIL KENYA(6)
Valenciennes Vigo
Porto Real Vesoul
Mangualde
Sevelsud
PORTUGAL Madrid (Val di Sangro)
Vélizy
São Paulo URUGUAY La Ferté-Vidame SPAIN
CHILE Buenos Aires Montevideo 2017 (7)
Sochaux
Jeppener Belchamp
La Garenne-Colombes
ARGENTINA
Carrières-sous-Poissy
MANUFACTURING LOCATIONS OTHER LOCATIONS MANUFACTURING LOCATIONS IN THE PLANNING STAGE
Automotive production plant R&D centre (1) This Peugeot pick-up assembly project for the Tunisian market is set to start in 2018 - partnership with STAFIM.
( in joint venture, cooperation or partnership) (2) The first Peugeot vehicles (208, 2008 and 301) for the region will roll off the production lines of the Tehran plant in 2017 - partnership
( in the planning stage) with Iran Khodro.
SALES LOCATIONS (3) The first Citroën models for the Iranian market will roll off the production lines of the Kashan plant in 2018 - partnership with SAIPA.
Components factory, casting
(4) The first vehicles (segments B and C), meeting the needs of the Moroccan region and customers, will roll off the production lines of
( in joint venture, cooperation or partnership) Countries where the Group operates the Kenitra plant in 2019.
with a commercial subsidiary
Assembly plant (5) The first vehicles and powertrains for the Indian market will roll out of the production plants of Tamil Nadu in 2020 - partnership with
CK Birla.
( in the planning stage)
(6) This assembly project for the Peugeot 508, followed by the Peugeot 3008 Sport Utility Vehicle, for the Kenyan market, is set to begin
in 2017 - partnership with URYSIA.
Note: this does not include office facilities, head offices, IT sites, non-automotive businesses,
(7) This assembly project of new Peugeot Expert and Citroën Jumpy vehicles for Argentina and Brazil is scheduled to begin in 2017 -
or countries where Group vehicles are sold by an importer.
partnership with EASA and Nordex.
(8) This light commercial vehicles production, for the Uzbekistan market, is set to begin in 2019 - partnership with SC Uzavtosanoat.
For more information: CSR Report, section 1.1. A CSR programme fully integrated into the Group strategy.
2
GROUPE PSA 04
GOVERNANCE: GUIDING GROWTH
Since 1972, Peugeot S.A. has had COMPOSITION BOARD COMMITTEES APPOINTMENTS, COMPENSATION
AND GOVERNANCE COMMITTEE
a two-tier management structure Chaired by Louis Gallois, the Supervisory
comprised of a Managing Board, Board consisted of the following 14 members
The Supervisory Board has created four pp To identify the selection criteria of the
responsible for strategic and as of February 22, 2017:
specialised committees, whose objective Supervisory Board members;
operational management, and a pp six members appointed upon the proposal is to prepare the work of the Supervisory pp To establish and oversee the succession
Supervisory Board, responsible from each of the three main shareholders: Board. Each Committee issues proposals, plan for Managing Board members;
for oversight and control. This the French Government, the Peugeot family recommendations and opinions within the pp To evaluate the functioning of the
separation responds to the and Dongfeng; scope of its responsibilities. Supervisory Board and any corporate
concern for a balance of power pp six independent members, including the governance issues (including diversity,
between the executive and Chairman of the Supervisory Board and a employee representation...);
oversight functions, as reflected Senior Independent Member; STRATEGY COMMITTEE pp To propose the compensation for corporate
in the principles of efficient pp one employee representative and one officers and the Managing Board members.
pp To examine and formulate any
corporate governance. employee shareholder representative.
recommendation to the long-term
strategic plan, the medium-term plan and
FINANCE AND AUDIT COMMITTEE
PROFILE the investments plan submitted by the
SUPERVISORY BOARD Members of the Supervisory Board are
Managing Board; pp To follow-up the internal control and risk
pp To examine major projects and strategic management systems, and the auditing and
selected with a view to ensuring sufficient accounting process;
ROLE diversity and complementarity of skills to projects to be authorised by the
deliver the company’s strategy. Supervisory Board; pp To examine off-balance-sheet commitments,
The Supervisory Board ensures that the
pp To examine environmental issues, including any project to be authorised by the
strategy proposed and applied by the
This balanced membership contributes to those relating to climate change and air Supervisory Board, and the appropriation of
Managing Board fits with the Group’s long-
the quality of the debates and the decisions quality. results and proposal of dividend;
term vision defined by the Supervisory Board.
taken by the Supervisory Board. pp To examine any issues deemed to involve
It reviews the medium-term strategic plan
and the capital expenditure plan as well as high risk from a CSR perspective or relating
the budget. to business integrity and its economic
consequences;
pp To review periodically the Group’s financial
DIVERSITY AND COMPLEMENTARITY OF THE SUPERVISORY BOARD situation and financing position.
Expertise assembled of the Supervisory Board
50% 36% 46%
ASIA BUSINESS DEVELOPMENT
Non-Independent Non-French Women 14% COMMITTEE
Members Members 21% Finance
Governance & risk management pp To propose broad guidelines for the long-
14%
International and medium-term strategic plan for the
experience Asia region;
7%
CSR pp To monitor implementation of the strategy
proposed by the Supervisory Board;
pp To ensure implementation of the
10% partnership agreement with the Dongfeng
Human 19%
50% 64% 54% resources Manufacturing Group.
Independent French Men 14%
New economic models
Members
2 GOVERNANCE: GUIDING GROWTH GROUPE PSA 05
MANAGING BOARD COMPENSATION POLICY
The compensation policy takes into account
principles of completeness, balance,
The Managing Board is responsible for executive leadership and financial management. It comparability, consistency, and readability
helps to define and implement the Group’s strategic vision developed in accordance with the of measurement rules.
long‑term objectives set and approved by the Supervisory Board.
The compensation structure encourages the
Managing Board members are appointed by the Supervisory Board for a period of four years. attainment of short- and long-term targets
The Managing Board currently consists of four members, including the Chairman, Carlos Tavares. with a view to streamlining and aligning the
interests of Managing Board members with
those of the company and its shareholders.
EXECUTIVE COMMITTEE It consists of three elements: an annual fixed
The Managing Board is supported by the Executive Committee, organised in a matrix structure part, an annual variable part and a long-term
by brands, regions and business lines. This structure aims to secure worldwide profitable compensation plan (performance shares).
growth for the Group. Each region is supervised by a Chief Operating Officer (COO), who is
responsible for economic profit and the management of Group resources in the region, including
manufacturing and sales companies. This responsibility is exercised in partnership with the
Group brands and business lines.
GROUP ORGANISATIONAL STRUCTURE
OWNERSHIP STRUCTURE
AS OF DECEMBER 31, 2016
MANAGING BOARD
Chairman of the Managing Board
Carlos TAVARES
1.06%
Treasury shares
12.86%
Peugeot family (EPF/FFP)
Finance & IS Europe Middle East and Africa 12.86%
Jean-Baptiste DE CHATILLON Maxime PICAT Jean-Christophe QUEMARD Dongfeng Motor
(Hong Kong)
39.57% International Co,
Other foreign Limited (DMHK)
institutions
EXECUTIVE COMMITTEE
12.86%
French State (SOGEPA)
Peugeot brand Citroën brand DS brand China and Asia Latin America Eurasia 7.70% Other individual
10.92% shareholders
Other French 2.56%
institutions Employees
India-Pacific Programmes Research Manufacturing
and Strategy & Development & Supply Chain
Purchasing Human Resources Corporate Secretary Mobility Services
F
or more information: R
egistration Document, section 3. Corporate Governance.
CSR Report, section 1.4 Governance geared towards sustainable growth.
Couleurs d’accompagnement
Gamme 1 : Gamme 2 : Gamme 3 :
3
GROUPE PSA 06
ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY
In the face of the Challenges for Description Related CSR issues
economic, sociological, Groupe PSA
regulatory, environmental Bringing a tangible In the face of global warming and increasingly stringent regulatory requirements, responding to ppVehicle CO2 emissions*
and societal challenges impact on climate consumer expectations requires not only the building of vehicles that emit less CO2, but also the ppEnvironmental performance in the supply
change development of new mobility services. chain: purchasing and logistics
facing the automotive Vehicles emitting less than 100 g/km of CO2 already represent more than 42% of Groupe PSA’s sales ppEnergy / industrial carbon footprint
industry, each company volume in 2016 and plug-in hybrid powertrains could generate an additional 4% to 5% by 2020.
must be prepared to Enhancing At a time marked by the scarcity of natural resources, reducing dependence on water resources and ppOptimisation of material use in the life cycle
rethink its creation of responsible natural raw materials is a matter of both sustainable business and cost reduction. of vehicles
value model. Groupe PSA resource use In 2016, steel requirements were reduced by several thousand tonnes, saving € 10 million, and the ppSustainable water management
evaluates and mitigates use of recycled polypropylenes and polyamides saved € 3.8 million (EU vehicle sales). ppOptimisation of material cycles in industrial
processes (including waste)
risks and views these
changes as opportunities, Meeting In response to increasing societal concern regarding industrial processes and consumers’ growing ppVehicle safety*
growing societal vigilance regarding the health impact and safety of products, car manufacturers must increase the ppAir quality: Reduction of vehicle
reflected in its approach expectations as adaptability of their vehicles and the positive differentiation of their products in order to anticipate pollutant emissions*
to CSR. It has identified regards health and regulations and retain customers. ppBiodiversity
CSR issues according to safety Groupe PSA devotes 50% of its R&D budget to clean techs (including plug-in hybrid petrol-electric ppControl of industrial discharges
their materiality in terms models). and nuisances
of impact on the Group’s Supporting the Growing inequalities in the economic development of regions and the public's lack of confidence in ppDevelopment of local purchasing
financial performance and balanced economic wealth redistribution policies encourage the development of local supply and the implementation in the regions
development of of more sustainable value-added distribution practices. Attention therefore needs to focus on the ppBalanced distribution of added value
stakeholder expectations. regions redistribution of the value created by the Group between capital expenditures and remuneration of ppPhilanthropy and socially responsible mobility
managers and stakeholders.
The Group’s increased CAPEX and R&D investments (9.4% of revenues in 2016 compared with 6.5%
in 2013) illustrate this balanced development.
Ensuring The automotive industry must anticipate increasingly restrictive national and international ppHuman rights in the supply chain
protection of regulations - relating to "minerals from conflict zones," the balance and integrity of business ppEthical business practices
human rights relationships and the requirement for vigilance by large companies. This is a prerequisite for ppResponsible information and marketing
accessing additional markets and financing.
No non-compliance was detected in the application of Groupe PSA's global framework agreement
on social responsibility, a reference framework in the field of fundamental human rights, signed in
2010.
Enhancing In the context of changes in the organisation of the automotive industry (automation of production ppManagement of company
competitiveness chain work, in particular) and digital transformation, the strengthening of competitiveness will be transformations and social dialogue*
through the achieved by improving employee well-being and satisfaction and the reduction of accidents and ppHealth, safety and well-being in the
development of work stoppages. workplace
human capital The Group invested € 74 million in training in 2016. Investments in safety have contributed to a rate ppDiversity and equal opportunity
of workplace accident frequency 18 times lower than the average for France’s metallurgical sector. ppAttractiveness and talent development
Offering new In response to reinforced eco-mobility policies, the increasing complexity of value chains, requiring ppQuality of vehicles and services -
mobility solutions increased quality control, and reductions in household income, the development of new and customer satisfaction*
F
or more information: adapted to customer-adapted mobility solutions is becoming a source of differentiation. ppDevelopment of new mobility solutions*
This Report, p.12. customer needs Groupe PSA is targeting revenues of € 300 million in 2021 from mobility services for individuals and ppResponsible Customer Relationship
CSR Report, section 1.2 CSR professionals. Management
in the value creation model.
*Strategic CSR issues (see materiality matrix page 12)
3 ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY GROUPE PSA 07
TO MITIGATE RISKS AND TO TAKE ADVANTAGE OF ALL OPPORTUNITIES, GROUPE PSA IS RECONSIDERING
AND IMPROVING…
…ITS WORK ARRANGEMENTS AND
…ITS DESIGN PROCESSES: …ITS PRODUCTION PROCESSES: …ITS MARKETING PROCESSES: TALENT MANAGEMENT:
environmental and social responsibility increasing use of standardised modules digital tools are radically altering the relationship collaborative work, agile project teams,
throughout the entire life cycle requires special and platforms. The Group is shrinking its between brands and customers, while new teleworking, integration of digital technology in
vigilance on hazardous materials, polluting carbon footprint by taking steps to reduce actors are emerging as key influencers and the business lines, etc. Groupe PSA has elected
emissions and rare earths. Groupe PSA has long the energy intensity of its processes and shapers of consumer opinion. The Group invests to make the quality of the dialogue and mutual
deployed an eco-design approach. It is actively switching increasingly to renewable energy. heavily in Customer Relationship Management trust with unions a competitive advantage
involved in the circular economy, including It is also looking at changes to its production (CRM) and is active in the customer information for the company. The dialogue established by
managing the end-of-life of its products. processes through the application of disruptive market (investing in Autobutler in 2016, an online the Group with trade unions in France and at
technologies (e.g., 3D metal printing in quotation site for vehicle repairs). the international level seeks to encourage this
partnership with Divergent). dynamic in order to establish in all countries
labour relations that are based on dialogue and
shared building.
…ITS SITES:
…ITS PRODUCTS: …ITS STAKEHOLDER COMMUNICATION: …ITS RISK MANAGEMENT:
to support the development of its sales in
development of plug-in hybrid petrol- transparent, reliable information is key to the technological advances and international
emerging markets such as Africa and the
electric powertrains; the need to improve Group’s stakeholder dialogue. Financial and expansion mean that data protection systems
Middle East, the Group has announced new
the performance of electric vehicle batteries; nonfinancial reports are published in conformity must be constantly updated, with reputational
sites (Morocco, Algeria) and its return to Iran.
downsizing; active monitoring of the with leading global standards after being and legal monitoring to ensure an immediate
At the same time, it is boosting its production
development of new energies (hydrogen, fuel audited by third parties. In November 2015, response to threats. The financial consequences
competitiveness in countries where markets are
cell, new biofuels, etc.); the need to protect Groupe PSA took the initiative in publishing of risk management are increasingly measured
stagnating or declining.
vehicles, passengers and other stakeholders not on it brands websites its real-world vehicle by investors. Groupe PSA is continuously
only from road safety risks, but increasingly from fuel consumption, in association with the improving its internal control to provide an
cybercrime. environmental NGO Transport & Environment. efficient and structured response to the risks
to which it is exposed, whether regulatory,
consumer, financial or cybercrime-related.
F
or more information: T
his Report, p.12.
CSR Report, section 1.2 CSR in the creation of value model.
4
GROUPE PSA 08
BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH
4.1 PUSH TO PASS STRATEGY: A FIRST
STEP TO BRIDGE THE VISION
The Push to Pass plan, unveiled in 2016, builds on the results of the Through carefully managed R&D investment Brand development will be based on:
and rigorous control of fixed and production
previous plan, Back in the Race, which enabled the Group to return to costs, the plan raises the bar for Groupe pp a technology strategy that addresses
profit sooner than expected. This transformation plan is the Group’s PSA’s structural performance in targeting: environmental issues, including through
roadmap for 2016-2021. It addresses the mobility needs of customers the launch of seven plug-in hybrid
by anticipating changes in vehicle usage. Driven by customers’ shifting pp average current operating margin of 4% vehicles and five electric vehicles, and the
for the Automotive Division for 2016-2018, implementation of the autonomous and
expectations, it will unlock the company’s potential by capitalising on with a target of 6% by 2021; connected vehicles programme;
the efficiency, operational excellence and agility generated by the Back
pp 10% growth in the Group’s revenue pp best-in-class product and service quality,
in the Race plan. between 2015 and 2018, targeting an underpinning the pricing power of the
additional 15% by 2021. brands;
pp a product offensive (26 passenger cars and
To achieve these targets, the company is 8 commercial vehicles, including a 1-tonne
rethinking its business model. It will create pick-up in which each brand launches one
more value by leveraging its existing customer new vehicle per year in each region);
base, while expanding through digitisation
and its multibrand offering of after-sales, pp a mobility services plan to respond to
leasing, used vehicle business, mobility and customer expectations (with the launch of
fleet management services. Carefully targeted its new brand Free2Move).
venture capital investments will broaden the
portfolio of mobility solutions. This plan will ensure sustainable and profitable
organic growth across all of the Group’s
regions. Push to Pass is the first step towards
achieving Groupe PSA’s ambition to be an
efficiency-pioneering global car manufacturer
and the leading mobility services provider.
Push to Pass is designed to merge the
expectations of the Group’s key stakeholders,
including its customers, employees, investors,
suppliers and host communities.
F
or more information: R
egistration Document, section 1.3 Activities and strategy.
CSR Report, section 1.1 A CSR programme fully integrated into the Group strategy.
2017 General Meeting OR 2017 FY results.4
:: BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 09
GROUPE PSA 2021
FROM TURNAROUND TO PROFITABLE SUSTAINABLE GROWTH:
A CUSTOMER-DRIVEN TRANSFORMATION
OUR BUSINESS TARGETS FROM PRODUCT FROM OWNERSHIP FROM CAR FROM ONE BUSINESS FROM LOCAL
TO CUSTOMER TO EXPERIENCE TO MOBILITY TO A PORTFOLIO OF TO GLOBAL
BUSINESSES
A GREAT CAR MAKER A MOBILITY PROVIDER
OUR VISION With cutting edge efficiency For a lifetime customer relationship
Product offensive: International expansion Scale-up of business Expansion to mobility services:
launch of one new vehicle per and profitable growth in all activities: after-sales services, car-sharing, connected services,
OUR PRIORITIES FOR 2021
region, per brand and per year its host regions used vehicles, multi-brand leasing, fleet management and
offerings sharing
OUR OBJECTIVE ENLARGE OUR CUSTOMER BASE
DIGITAL BOOSTER
OUR ENABLERS A COMPETITIVE TEAM TO CHALLENGE BENCHMARKS
CSR POLICY4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 10
4.2 VALUE CHAIN: A HOLISTIC APPROACH
Push to Pass advances Groupe PSA’s customer-centric vision: “A global car manufacturer at the forefront
of efficient solutions, a leading mobility services provider”. This roadmap underlines the Group’s holistic,
material and transparent approach to growth and its contribution to the mobility and future connected
services value chain.
INPUTS OPERATING PROCESSES OUTPUTS
CAPITAL PRODUCTS AND SERVICES
A GREAT CAR MAKER A MOBILITY PROVIDER FOR
ECO-DESIGN WITH CUTTING EDGE A LIFETIME CUSTOMER RELATIONSHIP
FINANCIAL EFFICIENCY
DEVELOP
Having the financial capacity to undertake PRODUCTS
projects and finance economic development, AND SERVICES
either in-house or from financial markets.
INDUSTRIAL
Manufacturing resources available for production, PRODUCTION
research and development, logistics.
INTELLECTUAL MULTI-BRAND FINANCIAL MULTI-CHANNEL NEW MOBILITY
AFTER SALES LEASING USED CAR SERVICES
Intangible assets such as intellectual property and
organisational capital such as tacit knowledge. RAW MATERIALS
DISTRIBUTION USE
RELATIONAL OUTCOMES
Stakeholder relations; Ability to share information
to improve individual and collective well-being;
CREATION OF VALUE FOR STAKEHOLDERS
SELL AND DELIVER
Intangible assets associated with the brand and
reputation.
HUMAN
Motivation of employees to be innovative
and adherence to governance principles, risk
INVESTORS SUPPLIERS AND PARTNERS
RECYCLING MANAGE PRODUCT
management methods and ethical values of the MATERIALS END OF LIFE
company. CUSTOMERS HOST COMMUNITIES AND CIVIL SOCIETY
ENVIRONMENTAL EMPLOYEES ENVIRONMENT
Renewable and non-renewable environmental
processes and resources.
For more information: This Report, section 5.
F
or more information: Registration Document, section 1.3 Activities and strategy.
CSR Report, section 1.2 CSR in the creation of value model.
“Creator of lasting value” Groupe PSA video.4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 11
4.3 CSR POLICY: RESPONSIBILITY FULLY INTEGRATED INTO STRATEGY
Focused on major industry challenges and a key enabler of Push to Pass, Groupe PSA’s CSR commitments are
organised around 3 pillars: sustainable mobility, economic development of host regions and implementation of
innovative, thoughtful social practices focused on the individual. The subject of ongoing stakeholder dialogue
and aligned with the UN Global Compact, they reflect a conviction that sustainable financial performance and
growth depend on responsible and transparent business practices.
1. SUSTAINABLE MOBILITY 2. H
OST REGION ECONOMIC 3. H
ARNESSING TALENT AND PAVING
STAKEHOLDER
As a technology pioneer, Groupe PSA DEVELOPMENT THE WAY FOR SUCCESS DIALOGUE
demonstrates social responsibility in The Group’s activities have a considerable Groupe PSA’s economic and social
developing a portfolio of mobility services economic and social impact on its host performance are intrinsically linked. Reaching In 2016, the Group’s dialogue with its
responsive to changing stakeholder communities. Groupe PSA recognises the its objectives is a matter of effectively stakeholders was based on three core
expectations. Its strategy is to be present in all responsibility this entails. As such: channelling energy and resources. The Group themes:
segments of the mobility market. prioritises its relationship with employee
pp it selects suppliers that are as close to representatives to define innovative solutions pp future mobility: smart, shared,
From the design and manufacturing stages, its production sites as possible and that and foster trust and commitment. To safe and sustainable;
Groupe PSA is committed to optimising the meet its strict social and environmental support its internationalisation and effectively
use of resources by incorporating green or pp employment and workforce policies;
standards. By acting responsibly to increase implement its commitment to employees, it
recycled materials into its vehicles to make the percentage of local purchases, Group pp responsible purchasing: focus on
has relied since 2010 on the Global Framework
them recyclable. Through its energy, water operations contribute to the sustainable conflict minerals and human rights.
Agreement on Social Responsibility.
and waste practices, it works to reduce the economic development of its host regions
environmental footprint of its production sites and countries;
and dealership networks.
pp it supports the least privileged members of
society through its corporate foundation,
which funds mobility-based inclusion and
access to education. It is a testament to
the Group’s commitment to serving its host
communities.
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or more information: T
his strategic Report, section 4.1 Push to Pass strategy.
CSR Report, section 1.2 CSR in the creation of value model.4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 12
A CSR POLICY FULLY INTEGRATED TO THE GROUP'S STRATEGY:
PERFECT ALIGNMENT BETWEEN THE MATRIX AND PUSH TO PASS
Groupe PSA bases its work on a Groupe PSA materiality matrix
methodology allowing for the verification
of the CSR issues the Group must address. Substantial CSR issues Significant CSR issues Strategic CSR issues
4
Vehicle CO2 emissions
In the initial phase, the list of important Vehicle safety
CSR issues is drawn up, supplemented New mobility offers
Air quality and vehicle
by financial elements and then pollutant emissions
Customer satisfaction /
cross‑referenced with expectations product and service quality
IMPORTANCE OF THE EXPECTATIONS OF THE STAKEHOLDERS
expressed by stakeholders, provided by Management of company transformations
the Group’s network of CSR contributors, Attracting and and social dialogue
developping all talents
representing all of its business activities. 3
Material use and recycling of products
Occupational
health, safety Ethics in Local sourcing in host territories
Human rights
and well-being business practices
in supply chain
In the second phase, all issues are scored Energy / industrial carbon footprint
Responsible customer data and relationship management
so that they can be positioned on the Responsible information
and marketing practices
materiality matrix. A specific working Material and waste
Diversity and equal opportunity
management in manufacturing
group is formed, bringing together
Balanced distribution Suplly chain environmental performance
the CSR correspondent for the area 2 of added value
Industrial pollutants and discharges
concerned. Each issue is evaluated from
two perspectives: its impact on the Water use
Group’s business performance and its
importance to stakeholders.
Biodiversity
In the third phase, upon completion Philanthropy / Socially responsible mobility
of this scoring process, the issues are 1
positioned on the materiality matrix. The
working group coordinators meet to
define three thresholds, thus distinguishing
strategic issues – key issues for business
models evolution – from those significant
– key issues for creation of value – and
those substantial – issues linked to
0
challenges and opportunities to monitor 0 1 2 3 4
and to maintain at the right level. The last IMPORTANCE FOR BUSINESS PERFORMANCE
step in the methodology consists of the
validation of the materiality matrix of CSR Bringing a tangible impact on climate change Ensuring protection of human rights
issues by the Executive Committee. Enhancing responsible natural resource use Enhancing competitiveness through the development of human capital
Meeting growing societal expectation - health and safety Offering new mobility solutions adapted to customer needs
Supporting the balanced economic development of regions
Issue linked to the Push to Pass strategy
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or more information: This Report, section 3.4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 13
AIR QUALITY: REDUCING VEHICLE
POLLUTANT EMISSIONS
VEHICULE CO2 AMBITION 2025
EMISSIONS
ppReduce nitrogen oxide emissions of new diesel vehicles by 80%
compared with the Group’s Euro 5 vehicles, mainly based on the
AMBITION 2025 deployment and optimisation of Groupe PSA’s Selective Catalytic
Reduction (SCR) technology;
Reduce average CO2 emissions of vehicles ppFit all new direct-injection petrol-powered vehicles with particulate
sold worldwide by 30% compared with 2012 filters.
levels, to be achieved by:
ppa plug-in hybrid petrol-electric powertrain
featured in the majority of models sold
worldwide; ACTION PLANS
ppa new range of electric vehicles;
ppa range of high-performance engines and Target 2016 met:
lighter vehicle platforms, helping to make the ppIdentify Euro 6 diesel vehicles to test (representative of sales);
Group the European leader in this area. ppMeasure NOx emissions of six Euro 6 diesel vehicles under real driving
4.4 CSR COMMITMENTS: conditions using the Real Driving Emissions (RDE) procedure.
MEASURING PROGRESS
Target 2017
ACTION PLANS Test NOx emissions of Euro 6 step 2 diesel vehicles using the Real Driving
Emissions (RDE) procedure.
ppPublication of real-world fuel consumption
figures (40 major models) in partnership Devote significant resources to R&D in order to identify and market
with the NGO Transport & Environment; effective technical solutions that can be distributed as broadly as possible.
For each strategic CSR issue, the Group ppPublication of the associated measurement
undertakes a commitment, identifies a specific protocol; ppStudy a natural-regeneration particulate filter (GPF, gasoline particulate
ppContinue to downsize petrol engines in China filter) to reduce particulate emissions in number from direct injection
path towards its targeted goal, and tracks its (three-cylinder engines); petrol vehicles;
progress: the level of achievement against ppReduction of CO2 emissions in Brazil; ppIncorporate the SCR into the particulate filter, resulting in the SCRF
each target is published in the Group’s annual ppDeploy hybrid technologies with different- (Selective Catalytic Reduction on Filter) system. This new technology is
size engines and battery capacity to meet a due to be released in 2017 for the Euro 6d-TEMP stage.
CSR Report. The Group’s commitments are wide range of types of use and budgets;
defined jointly by the Divisions involved and ppOptimise internal combustion powertrains
the Sustainability Department. Members of the (including developing electrification
or micro‑hybridisation solutions, whose
Executive Committee are responsible for the
level of progress of each commitment, which is
Stop & Start systems are already widely INDICATORS
marketed);
publicly disclosed in the CSR Report. Executive ppImprove vehicles’ overall fuel efficiency, ppNOx emissions from Euro 6 vehicles, tested under real driving
particularly by optimising vehicle equipment conditions using the Real Driving Emissions (RDE) procedure, are
Senior Vice-Presidents, depending on their area around 110 to 450 mg/km lower than the Euro 5 vehicles, depending on
and architecture.
of responsibility, define action plans to meet the vehicle tested;
the Group CSR targets. ppThe new engine with a high-performance filtration technology, called
“diesel particulate filter” (DPF) effectively screens out both fine and
ultra-fine particulate matter: 99.7% by number and more than 95% by
INDICATORS mass. (source Agency for the Environment and Energy Management
(ADEME)).
Responsibility is exercised within all of the company's
CO2 trend of the Group worldwide
management and executive functions, hence no dedicated CSR (base 100 in 2012):
body. Ensuring that CSR is central to decisions and actions
pp2016 provisional: 86;
can significantly boost performance and enables the Groupe ppAmbition 2025: 70.
to improve its economic and financial efficiency, safeguard the
value of its assets, manage risks more effectively and protect its
value and sustainability in the medium to long term.4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 14
QUALITY OF VEHICLES AND SERVICES
– CUSTOMER SATISFACTION
VEHICLE SAFETY AMBITION 2025
ppIn the Group’s core markets, make each of the three brands the leader of its field in four categories:
services, reliability, pre-sale service and after-sale service (measured through benchmark studies
in each region).
AMBITION 2025
ppDevelop/integrate technologies to offer vehicles with the best, state-of-the-art
primary (accident avoidance), secondary (protection during an accident), tertiary
(rescue) safety, use security and cybersecurity. ACTION PLANS
ppEnrich these technologies with driver assistance systems, allowing autonomous Quality first!
driving ("mind off" step).
ppBring vehicles to market that are ever safer for their occupants and other road
users. Resources deployed to support product quality…
… At the design and engineering phase:
ppPerceived quality at the time of purchase: Groupe PSA has drawn up a detailed list of over 1,500
attributes which impact perceived quality. It uses evaluation tools and technical benchmarks to
drive its vehicle projects towards the set targets;
ACTION PLANS ppReliability when new and in use: by optimising technical benchmarks and controlling design and
manufacture, both in-house and by Group suppliers, the Group can guarantee measures have been
Advance the three types of safety devices: primary (avoiding accidents, improving taken to ensure the customer does not experience quality problems and that it can act fast should
ground links, control of safety trajectories and distances and man-machine an anomaly arise;
interfaces), secondary (protection during an accident, improving body structure,
ppQuality in use: specific, more stringent vehicle tests at 60,000 km are also conducted; the Group
bodywork, restraints and airbags), tertiary (rescue, especially through emergency uses the results to improve the baseline design requirements and manage the ageing of the vehicle
call). after three to five years of use.
Reinforce safety procedures: … At the production phase:
Active participation in standardisation work on safety
pp1,800 functional and aesthetic features are checked on every car;
systems in vehicles, to ensure proper optimal functioning in all customer situations.
pp50 vehicles per model and per day are test-driven by two professional operators;
ppA monitoring and audit plan drawn up by the Quality Assurance Department ensures the plant
Establish a repository, a methodology and a dedicated organisation, leveraging a employees in charge of the daily quality checks meet industry benchmark requirements.
group of experts, on the new threats related to cybersecurity.
Resources deployed to improve service quality:
Development of the first autonomous vehicle technologies:
ppTop-level operational skills: job standards describe the full range of tasks for each key function of
ppHands-On: launch of new automated driving functions under driver supervision to the dealership;
alleviate traffic congestion;
ppA service quality roadmap: each country is responsible for its own annual Service Quality Plan
ppHands-Off: phased in launch of driver inattention detection functions, night vision (deployment of operating standards in each point of sale and control of the delivered quality by
with pedestrian recognition, automatic parking, queue assist, etc.; each point of sale);
ppMind-Off: preparation of fully automated driving, redesigned cockpit, etc. ppOngoing performance measurement and a structured approach: three mechanisms in place
to measure the quality performance of dealers a customer quality survey, visits from mystery
shoppers, audits of operating standards.
INDICATORS
pp50% of the Group's vehicles sold in 2016 received the maximum score of five stars
in EuroNCAP and 100% in China NCAP. INDICATORS
pp2,300,000 PEUGEOT, CITROËN and DS vehicles equipped with Groupe PSA
emergency call. ppWarranty claim rates: result of 57 for a target of 57 (vs. 63 in 2015);
pp17 countries where Groupe PSA’s emergency call service is open. ppRecommendation rate: 112 for a target of 114 in sales (vs. 111 in 2015) and 117 for a target of 120 in
ppHands-On: new functions launched, including: Lane Keeping Assist, driver after-sales (vs. 115 in 2015);
inattention detection based on driving time and vehicle movements, active blind ppIn China: results of CACSI survey: PEUGEOT was ranked in the 1st Group in aftersales services and
spot monitoring and progress with the automatic braking device (PEUGEOT CITROËN was ranked in the 2nd Group. Results of JD Power survey: PEUGEOT and CITROËN in the
3008). top 3 on CSI/SSI.4 BUSINESS MODEL & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 15
MANAGEMENT
OF COMPANY
TRANSFORMATIONS AND
DEVELOPMENT SOCIAL DIALOGUE
OF NEW
MOBILITY AMBITION 2025
SOLUTIONS
ppAnticipate changes in professions and skills
by way of permanent systems deployed in the
Group’s various host countries.
AMBITION 2025
ppFree2Move, Groupe PSA’s new
mobility brand, will become its
customers’ preferred mobility ACTION PLANS
services provider;
ppGroupe PSA is a pioneer in ppThe PSA Global Framework Agreement on
Social Responsibility;
communicating cars and is
working towards becoming a ppDialogue with employees;
first-class provider of mobility ppThe human resources development policy:
1. Each Group employee is an active participant
services.
in his or her career development,
2. Each manager is responsible for the
development of his or her team,
3. Each employee has an annual performance
ACTION PLANS review,
4. Career paths are defined by job family,
ppPooling of all the new Groupe through each family’s profession,
PSA mobility services on a
single platform to meet its 5. Training is a core investment for the company
customers’ different mobility and for each employee,
requirements; 6. Job mobility allows interested employees to
expand their career horizons and develop their
ppDedicated finance and skills.
insurance packages;
ppDevelopment of a wide range
of affordable mobility services
in response to the new uses
and different mobility needs of
businesses and individuals. INDICATORS
ppSignature of the “New Momentum for Growth”
agreement on July 8, 2016 by five trade unions
representing around 80% of employees.
INDICATORS
pp11 mobility services;
pp1 million regular users.
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or more information: C
SR Report, sections 2. A trendsetter in sustainable mobility / 3. Human resources: enabler of performance /
4. Responsible supply chain management / 5. Reducing the environmental impact of manufacturing and logistics operations.5
GROUPE PSA 16
CREATION OF VALUE: SHARED AND LASTING VALUE
FOR STAKEHOLDERS
5.1 FOR LONG-TERM INVESTORS: SUSTAINING GROWTH
After achieving the objectives of A SECURED LONG-TERM FINANCIAL PERFORMANCE
its Back in the Race recovery plan
in 2015, three years earlier than Setting targets for profitable Average current operating margin of more than 4.5% for the Automotive Division
organic growth for 2016-2018, with a target of 6% by 2021.
expected, Groupe PSA’s priority
is to secure its long-term financial 10% growth in the Group’s revenue between 2015 and 2018, targeting an additional 15% by 2021.
performance.
2016 credit ratings Ba2/outlook stable in April 2016 for Moody’s.
BB+/outlook stable in November 2016 for Fitch.
A stable and balanced capital structure supporting the Growth in current operating margin of the Automotive Division, which stood at 6% in 2016 versus 5%
rollout of strategic projects with the ability to sustain its in 2015.
performance for the third consecutive year
5.8% growth in volumes at 3.15 million vehicles in 2016.
A net financial position of nearly €7 billion, compared with €4.6 billion in 2015, due to €2.7 billion in
positive free cash flow.
A proven ability to form partnerships with responsible In September 2016, Groupe PSA joined forces with Montreal-based investment fund MacKinnon,
and innovative companies, including start-ups Bennett & Co. (MKB), to take a stake in the car-sharing service Communauto, available in North
America and Paris (France), with 50,000 regular users.
An internal audit and risk management framework RobecoSam awarded Groupe PSA a score of 100/100 for the “materiality” criterion in 2016.
including ESG (environmental, social and governance)
risks
A robust compliance and ethics system in the most vital 96 employees work to prevent fraud.
areas: competition, anti-corruption, personal data and
homologation5 CREATION OF VALUE: SHARED AND LASTING VALUE FOR STAKEHOLDERS GROUPE PSA 17
A PERFORMANCE SHARED EQUALLY AMONG ALL STAKEHOLDERS
Transparent and effective decision-making processes A two-tier governance structure: Executive Committee and Supervisory Board.
A compensation policy for the Managing Board The compensation structure for the Managing Board members consists of an annual fixed part, an
based on performance and a long-term view annual variable part (80% collective targets, 20% individual) and a long-term compensation plan
(performance shares).
A sustainable dividend policy Based on a payout ratio of 25% from the 2016 financial year.
In 2016, for the first time in six years, a dividend of €0.48 per share was put to the vote at the
Shareholders’ Meeting.
A presence in all major SRI (social responsible investment) indices, at August 1, 2017
INDICE GLOBAL 100 GLOBAL 100 INDEX
CORPORATE CORPORATE
KNIGHTS KNIGHTS
For more information: T
his Report, section 4.
CSR Report, section 1.3.3.1 Value created for its long-term investors.
“Creator of lasting value” Groupe PSA video.5 CREATION OF VALUE: SHARED AND LASTING VALUE FOR STAKEHOLDERS GROUPE PSA 18
5.2 FOR CUSTOMERS: ANTICIPATING AND RESPONDING TO EXPECTATIONS
Groupe PSA’s CSR A RELATIONSHIP OF TRUST BUILT ON TRANSPARENCY
policy makes customers
central to the Provide customers with better information In November 2015, Groupe PSA announced a unique initiative: it now gives customers access to
an independent and certified measure of their real-world fuel consumption, on the PEUGEOT,
company’s processes. CITROËN and DS brand websites.
It has joined forces with two NGOs – Transport & Environment and France Nature Environnement.
Together they have developed a measurement protocol certified by Bureau Veritas.
A PERSONALISED CUSTOMER/BRAND RELATIONSHIP
A unique connected experience The objective is a best-in-class customer experience with 700,000 connected customers in 2021.
A unique transparent and shareable experience With CITROËN ADVISOR, it already gives them the opportunity to share their customer experience
with the brand’s other customers.
By striving for complete transparency towards customers, this system has been certified by the
French standards association AFNOR for its built-in guarantee of reliability and full disclosure of
posted comments.
A unique and so simple experience The DS brand is rolling out its ONLY YOU programme, which via “DS AT YOUR SERVICE” offers
a unique multi-channel gateway for responding to requests and queries and interacting with
existing and prospective customers.5 CREATION OF VALUE: SHARED AND LASTING VALUE FOR STAKEHOLDERS GROUPE PSA 19
EASY, SAFE AND SHARED MOBILITY
Free2Move, the freedom 8,100 vehicles are now available for hire through PEUGEOT Rent.
of movement
In September 2016, Groupe PSA announced that vehicles would be added to Bolloré’s car-sharing systems in Paris, Lyon and Bordeaux.
In December 2016, launch in Madrid of emov, a car-sharing service equipped with 500 CITROËN C-Zéro electric vehicles: already
100,000 users and 1,000 new customers registered every day.
VEHICLES THAT MEET THE HIGHEST QUALITY AND SAFETY STANDARDS IN ALL MARKETS
Quality is one of the Recommendation rate of customers in quality of service surveys between 2011 and 2016:
linchpins of the Group’s
strategy +12 points for new vehicle purchases
+17 points for after-sales service
Safety is a vital E-call (emergency call system): Groupe PSA has two million connected vehicles, helping to improve road safety.
Around €170* component of mobility
8 models with five stars in the EURO NCAP rating system.
saved per month 12 models with five stars in the CHINA NCAP rating system.
in vehicle usage costs by business
customers in France, compared to
the previous model of this same
vehicle, thanks to the environmental
BENEFICIAL TOTAL COST OF OWNERSHIP (TCO)
performance improvements of the
PureTech engine. A reduction of Total Cost At the Automotive & Business Awards in June 2016, the Connect Fleet Management service ranked second in the “Business Service of
of Ownership (TCO) the Year” category.
* Comparison between a Euro 5 standard In January 2016, the CITROËN C3 Picasso PureTech 110 BVM won the Best Buy Award from UK magazine What Car? (for its low
CITROËN C4 120 hp petrol engine passenger running costs).
vehicle and a Euro 6 standard 130 hp passenger
vehicle based on annual mileage of 30,000 km The new PEUGEOT Expert and CITROËN Jumpy were jointly voted best commercial vehicles at the 12th MAAF Auto Environment
and a fuel price of €1.40/l. Awards 2016 (in recognition of their low fuel consumption and CO2 and pollutant emissions).
For more information: CSR Report, section 1.3.3.2 Value created for employees.5 CREATION OF VALUE: SHARED AND LASTING VALUE FOR STAKEHOLDERS GROUPE PSA 20
5.3 FOR EMPLOYEES: BEING A RESPONSIBLE EMPLOYER
Groupe PSA has adopted a TO DEVELOP IN A CULTURE WHERE SOLUTIONS ARE DESIGNED COLLABORATIVELY
business strategy based on an
organic, profitable and sustainable Make the quality of the dialogue and 95% of employees are covered by collective agreements.
growth plan, Push to Pass. In order mutual trust with unions a competitive
advantage for the company 98% of employees are represented by trade unions or employee
to capitalise on all development representatives.
opportunities, the Group’s
employees play a major role in 79 unions involved in monitoring the commitments of the global framework
agreement on CSR.
its strategic plan. Together with
employee representatives and the In early 2017, the Group renewed its Global Framework Agreement with the
unions, the Group is fostering a IndustriALL trade union federations.
culture in which everyone works
together to build the future, and
where teams can compete to TO TAKE OWNERSHIP OF THEIR CAREER BY DEVELOPING THEIR SKILLS
express and develop their talent. Progressing and diversifying skills 76% of employees completed at least one training course during the year.
More than 3,300 employees have benefited from the opportunity to learn
a new trade within the Group since 2012, as part of the “Top Compétences”
scheme.
For more information: CSR Report, section 1.3.3.2 Value created for employees.You can also read
