SUSTAINABLE · sustainable development issues, this approach aims at inspiring SOPREMA’s...

2 | SOPREMA SUSTAINABLE DEVELOPMENT POLICY SOPREMA SUSTAINABLE DEVELOPMENT POLICY | 3

DEVELOPMENTPOLICY

SUSTAINABLE

SOPREMA SUSTAINABLE DEVELOPMENT POLICY | 2

SALES/DISTRIBUTION

CONSTRUCTION/INSTALLATION

Areas of Innovation

Fields of Collaboration

PROCUREMENTEND OF LIFE

4R PRINCIPLE

SUST

AINA

BLE S

OLUT

IONS

SUSTAINABLE INSTALLATIONEFFICIENT SALES AND DISTRIBUTION

RESPONSIBLE PROCUREMENT

MODEL PR ODUCTION

WORKING

CONDITIONS

RESOURCE

CONSUMPTION

RESIDUAL MATERIALS

IMPACT MANAGEMENT

ENERGY CONSUMPTION

RAW

MA

TERI

ALS

RESO

URCE

S/EN

ERGY

PRODUCTS/SERVICES

PACKAGING

SUPPLIE

RS/EQ

UIPMENT

SALES

SUPPORT

FINISHED PRODUCTS

SPECIFICATION

PROCESS

DELIVERY/

TRANSPORT

HEALTH/SAFETY

TRAI

NINGTE

CHNICAL

SUPP

ORT

TYPE

OF

ASSE

MBLY

RESIDUAL

MATERIALS

RENOVATION/

TRANSFORMATION

DEMOLITION

RESIDUAL

MATERIALS

Being the leaders of a future that changes the worldwith our sustainable solutions for buildings.

Commitments

Vision

SUSTAINABLE DEVELOPMENT POLICY

ECODESIGN

SUPPORT FUNCTIONS

STRATEGIC DEVELOPMENT

NEWPRODUCTS/SERVICES

FIGHT AGAINST CLIMATE CHANGE

IMPROVING HUMAN HEALTHAND WELL-BEINGENVIRONMENTAL PROTECTION

PRODUCTIONUSE

NETWORK MANAGEMENT

SUPPORT ANDTECHNOLOGICAL TOOLS

ACCESS TO SITESPROFIT/INVESTMENT

BUSINESS ETHICS

LEGAL COMPLIANCE

RESPECT OF OBLIGATIONS

HUMAN RESOURCESMARKETING

DONATIONS/SPONSORSHIPS

TRANSPARENCY

BRAND IMAGE

CAMPAIGNS/EVENTS

INFORMATION TECHNOLOGY

ADMINISTRATION/FINANCE LEGAL MATTERS

ONGOING TRAINING

WORKING CONDITIONS

EQUITY/HIRINGWELLNESS/SAFETY

STAFF COMMITMENT WORK RELATIONSHIPS

SUSTAINABLE BUSINESS MODEL RESPONSIBLE MARKETING HEALTHY ENTERPRISE DIGITAL SHIFT CORPORATE SOCIAL

RESPONSIBILITY (CSR)

DATA MANAGEMENT

PERFORMANCE

SERVICE LIFE

MAINTENANCE

CUSTOMER

SATISFACTION

PROOF OF COMMITMENT

STANDARDS

NEW

PROCE

SSES

PRODUCT

TESTING

NEWMARKETS

SCH

EMA

OF

THE

POLI

CY

SALES/DISTRIBUTION


Areas of Innovation



4R PRINCIPLE

SUST

AINA

BLE S

OLUT

IONS



MODEL PR ODUCTION

WORKING

CONDITIONS

RESOURCE

CONSUMPTION

RESIDUAL MATERIALS

IMPACT MANAGEMENT

ENERGY CONSUMPTION

RAW

MA

TERI

ALS

RESO

URCE

S/EN

ERGY

PRODUCTS/SERVICES

PACKAGING

SUPPLIE

RS/EQ

UIPMENT

SALES

SUPPORT

FINISHED PRODUCTS

SPECIFICATION

PROCESS

DELIVERY/

TRANSPORT

HEALTH/SAFETY

TRAI

NINGTE

CHNICAL

SUPP

ORT

TYPE

OF

ASSE

MBLY

RESIDUAL

MATERIALS

RENOVATION/

TRANSFORMATION

DEMOLITION

RESIDUAL

MATERIALS


Commitments

Vision


ECODESIGN

SUPPORT FUNCTIONS





PRODUCTIONUSE

NETWORK MANAGEMENT



BUSINESS ETHICS

LEGAL COMPLIANCE




TRANSPARENCY

BRAND IMAGE

CAMPAIGNS/EVENTS



ONGOING TRAINING

WORKING CONDITIONS





DATA MANAGEMENT

PERFORMANCE

SERVICE LIFE

MAINTENANCE

CUSTOMER

SATISFACTION

PROOF OF COMMITMENT

STANDARDS

NEW

PROCE

SSES

PRODUCT

TESTING

NEWMARKETS

SALES/DISTRIBUTION


Areas of Innovation



4R PRINCIPLE

SUST

AINA

BLE S

OLUT

IONS



MODEL PR ODUCTION

WORKING

CONDITIONS

RESOURCE

CONSUMPTION

RESIDUAL MATERIALS

IMPACT MANAGEMENT

ENERGY CONSUMPTION

RAW

MA

TERI

ALS

RESO

URCE

S/EN

ERGY

PRODUCTS/SERVICES

PACKAGING

SUPPLIE

RS/EQ

UIPMENT

SALES

SUPPORT

FINISHED PRODUCTS

SPECIFICATION

PROCESS

DELIVERY/

TRANSPORT

HEALTH/SAFETY

TRAI

NINGTE

CHNICAL

SUPP

ORT

TYPE

OF

ASSE

MBLY

RESIDUAL

MATERIALS

RENOVATION/

TRANSFORMATION

DEMOLITION

RESIDUAL

MATERIALS


Commitments

Vision


ECODESIGN

SUPPORT FUNCTIONS





PRODUCTIONUSE

NETWORK MANAGEMENT



BUSINESS ETHICS

LEGAL COMPLIANCE




TRANSPARENCY

BRAND IMAGE

CAMPAIGNS/EVENTS



ONGOING TRAINING

WORKING CONDITIONS





DATA MANAGEMENT

PERFORMANCE

SERVICE LIFE

MAINTENANCE

CUSTOMER

SATISFACTION

PROOF OF COMMITMENT

STANDARDS

NEW

PROCE

SSES

PRODUCT

TESTING

NEWMARKETS

GoalThe subsection refers to the part of the text that describes the nature of the actions to be carried out in sustainable development for the intended field of collaboration.

ScopeThe subsection refers to the part of the text that describes collaborators and partners involved in the intended field of collaboration.

To Achieve ThisThe subsection refers to the part of the text that describes how sustainable development can be achieved for the targeted field of collaboration.

CollaboratorMeans all persons and work teams of SOPREMA.

PartnerMeans all subcontractors, suppliers, business associates and customers of SOPREMA.

StakeholderDesignates all the players (individual or collective) who are actively or passively concerned with the decisions or activities of SOPREMA.

BuildingMeans all works, constructions, edifices and infrastructure.

ProductMeans all materials, products, systems and services offered by SOPREMA.

LEXICO

N

THE DEVELOPMENT THAT MEETS THE NEEDS OF THE PRESENT WITHOUT COMPROMISING THE ABILITY OF FUTURE GENERATIONS TO MEET THEIR OWN NEEDS.According to this definition, we must adopt a long-term vision and consider environmental, social and economic issues. To initiate a sustainable development approach, we must adopt a holistic approach to which everyone will have the responsibility to contribute.

The definition of sustainable development concept is drawn from the famous Brundtland report written in 1987.

Vision

Summarizes the position which SOPREMA intends to occupy in the market and society from a long-term perspective.

Commitment

Refers to the standpoints according to which SOPREMA specifically wishes to invest; sustainable development objectives, strategies and actions must be related to commitments.

Areas of Innovation

The subsection identifies considerations to keep in mind and challenges to face for improving organizational practices for the intended field of collaboration.

Fields of collaboration

The expression refers to the activity sector of SOPREMA collaborators and partners. In order to identify challenges and foster collaborative work, eight major fields of collaboration were identified.


SUBJECTThis policy aims to structure the sustainable development approach voluntarily implemented by SOPREMA, Inc. It is intended for all collaborators and partners of the company working in Canada and around the world.

INTENTIONSThe building sector faces many environmental, societal and economic challenges to adapt to the new realities shaping the world. As a leader in the manufacturing of construction products and materials, SOPREMA is among the key players that can support sustainable development and ensure the sustainability of the planet’s resources.

Aware of its role and in a spirit of openness and collaboration, SOPREMA desires to strengthen its contribution to sustainable development while being mindful of the concerns of its stakeholders.

This policy is the foundation of a real approach in this regard. It aims at defining the organization’s vision and commitments in terms of sustainable development to ensure coherence in the development of strategies and the execution of short- and long-term measures.

SYSTEMATIC APPROACHInspired by the lifecycle mindset, the preferred approach is systemic, i.e. it encompasses all company’s aspects that affect its activities and products. In addition to considering all sustainable development issues, this approach aims at inspiring SOPREMA’s stakeholders in the search for ideas, solutions and concepts that are both sustainable and interdisciplinary.

VISION

This vision is intended to inspire SOPREMA collaborators and partners to find sustainable solutions that contribute to the improvement of the environmental, social and economic performance of buildings.

FOUNDATIONS OF POLITICS

BEING THE LEADERS OF A FUTURE THAT CHANGES THE WORLD WITH OUR SUSTAINABLE SOLUTIONS FOR BUILDINGS.

SOPREMA’s commitments are divided into three major projects dedicated to achieving sustainable development. They are the protection of the environment, the fight against climate change and the protection of health and well-being.

COMMITMENTS

Contributing to the protection of the environment by limiting the impacts of the company’s products throughout their lifecycle, strengthening biodiversity and intelligently using resources, energy and raw and residual materials.

ENVIRONMENTAL PROTECTION

Contributing to the global fight against climate change by integrating a two-pronged approach: reducing greenhouse gas (GHG) emissions and supporting efforts for climate adaptation.


Contributing to the protection of health and well-being by improving the quality of life of people while promoting their comfort and development.

IMPROVING HUMAN HEALTH AND WELL-BEING

FIELDS OF

COLLABORATION


AREAS OF INNOVATION

Investing in lifecycle analysis (LCA)

This method of systemic evaluation defines the environmental impacts of a product, a process or a service throughout its entire cycle (from raw material extraction to end of life).

Investing in green chemistry

This scientific approach related to chemistry allows us to reduce, or even prevent, the formation of pollutants or substances dangerous for the environment and living beings.

Investing in recycled and biobased materials

The use of materials of recycled and biological origin (animal or vegetal) is a way to reduce the environmental footprint of products and the reliance on oil-based materials and fossil fuels.

Investing in biomimicry

This approach makes it possible to find solutions already developed by nature. By knowingly being inspired by the life’s genius, we can create new products and optimize industrial processes.

BUILDING ON AN ECODESIGN PROCESSGOALSupporting progress to improve the company’s methods at all lifecycle stages of its products, i.e., in processes related to the following:

• design;

• procurement;

• production;

• sales and distribution;

• use;

• end of service life.


TO ACHIEVE THISCollaborators and partners are encouraged to participate in and promote integrated design processes (more specifically, ecodesign).

SCOPEThis section is for everyone involved in the company’s research and strategic development processes (including optimization).

The main collaborators are those who carry out the following activities:

• the development and study of new markets or products;

• the optimization of product manufacturing, distribution and installation processes;

• the testing of products and processes;

• the verification of compliance with normative and regulatory requirements;

• the representation of the company in research and teaching institutions, and associations;

• the optimization of the articulation between all the fields of collaboration.

Ecodesign aims at reducing the negative impact of the company’s activities and products on the environment and human health.

This approach guides collaborators in the design of new processes and products. Improving their environmental and social performance becomes a distinguishing feature as important their quality and price.

In keeping with an ecodesign logic, collaborators are also encouraged to consider lifecycle analysis, green chemistry, recycled and biobased materials, and biomimicry.


SCOPEThis section is intended for everyone involved in purchasing and supply processes and those involved in the supply chain.

For purchases, the main collaborators are those who carry out the following activities:

• selection of partners, material products and services essential to the execution of the company’s activities;

• evaluation of partners, products and services.

For the supply chain, the main collaborators and partners are those who carry out the following activities:

• predictive analysis of demand;

• planning, execution and optimization of the supply chain (procurement);

• warehousing and inventory management of raw materials;

• selection of partners (carriers) for the restocking of warehouses;

• packaging management.

GOALTo optimize inventory management and increase partners’ accountability for greater involvement in sustainable development, purchase and procurement practices must be improved, including making responsible choices in the selection of the following:

• raw materials and energy sources;

• partners, products, services and equipment pieces;

• packaging.

TO ACHIEVE THISCollaborators and partners are encouraged to take initiatives for responsible procurement.

PROCUREMENT

RAW

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PRODUCTS/SERVICES

PACKAGING

SUPPLIE

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UIPMENT


AREAS OF INNOVATION

Managing inventory intelligently (materials and goods)

In order to avoid stock-outs and reduce required storage space, inventory management of company’s materials and goods must be smart and relevant. It may also be beneficial to collect data on the traceability of materials and goods, from their source to their integration into production processes.

Optimizing the use of packaging

The function of packaging is to protect the products during their handling to the site. While preserving their function and with the 4R principle in mind, it is important to reduce the waste of materials and energy for this purpose. (For more details, see the End of Life section.)

FOSTERING RESPONSIBLE PROCUREMENT

Selecting local partners

Because they are close to business locations, the partners are regional, which supports job creation and stimulates regional economic development.

Selecting responsible partners and certified products

Thanks to their good practices, partners also contribute to sustainable development in different fields. This same logic also applies in the selection of products and services certified by an independent third party.

Responsible procurement must be carried out by intelligently managing the stocks needed for production and by integrating environmental, social, economic and ethical requirements into the selection of a partner for goods, products or services.

Collaborators often have to deal with a lack of diversity or a scarcity of resources or expertise. Despite these particularities, collaborators are encouraged to implement the following strategies.

Supporting social-economic partners

Partners come from non-profit cooperatives or membership organizations whose mission is to improve social, economic or environmental conditions in society.

Evaluating performance of partners

In order to encourage improvement and to follow up on the progress of partners, it is relevant to assess their sustainable development performance by requiring them to participate in an accountability process.

Focusing on renewable energy sources and low-emission equipment

In order to mitigate or eliminate adverse impacts directly at the source, it is important to prioritize renewable energy sources and equipment that reduce pollutants and GHG emissions. This same logic also applies to the selection of materials and goods required for production.

Investing in sustainable mobility

In order to mitigate GHG emissions from the transport of materials, goods and services, it is important to prioritize modes of transportation adapted to our needs with a sustainable mobility approach. All travel needs to be rethought or even replaced with other more strategic routes or other more energy-efficient transportation modes.


SCOPEThis section is intended for everyone involved in SOPREMA’s product manufacturing processes.


• planning and execution of efficient manufacturing of products;

• optimization of the value chain—from the management of raw materials to the packaging of finished products;

• quality control of processes and finished products;

• compliance with normative and regulatory requirements related to the environment and to the health and safety of people;

• design, development, maintenance and modernization of the infrastructure and equipment.

GOALEnsuring model production practises with economic, social and environmental considerations in mind to ensure the organization’s sustainability.

TO ACHIEVE THISCollaborators must ensure that production processes are compliant and efficient. They must also take initiatives designed to ensure model production pertaining to sustainable development.

PRODUCTION


In order to develop resilient production, we must make choices that strengthen the capacity of infrastructure, equipment and people to cope with dangerous events and disturbances so that they can respond well and subsequently reorganize themselves. In addition to considering the precautionary principle, we must respect the legislative and normative requirements.

The legislative and normative requirements must be respected

Nevertheless, initiatives must be taken to reduce emissions, even to prevent the release of contaminants. In addition to asset maintenance, the hazardous materials used must also be managed with foresight.

Precautionary principle

In the presence of risks of serious or irreversible damage, the absence of full scientific certainty should not be used as a reason for postponing the adoption of effective measures preventing environmental or health damages. Prevention, mitigation and corrective measures should be implemented at the source.

Following this logic, collaborators must also consider climate change and ensure a high-quality work environment.

Considering climate change

Climate hazards can compromise the integrity of infrastructure and collaborators along the value chain. In order to make collaborators and production processes more resilient, it is important to adopt preventive measures that reduce associated risks.

Ensuring a high-quality work environment

It is crucial to provide an attractive and stimulating working environment to collaborators. With ergonomics in mind, we must design work spaces to ensure collaborators’ health, safety and productivity, and living spaces supporting exchanges and well-being.

2. Developing a resilient productionCollaborators must also prioritize the use of green technologies and strictly control the quality of processes.

Prioritizing environmental technologies

Collaborators musts focus on green technologies (also known as clean technologies) as ways to reduce the environmental footprint at the production level: optimizing material management, reducing energy consumption and treating, controlling, or eliminating the adverse effects of a contaminant or a pollutant. Mitigation or, as a last resort, compensation for GHG emissions can be considered as well.

Environmental technologies can take different forms, including water and energy recovery, reduction of demand at the source and use of renewable energy, biomass and biofuels.

Controlling process quality

Strict control of the raw materials must be carried out until the end of the production process to ensure the quality of finished products.

Ensuring model production practises requires choices that contribute to the development of a production that is both responsible and resilient.

ENSURING MODEL PRODUCTION PRACTISES

1. Developing a responsible production

AREAS OF INNOVATION

To develop responsible production throughout the processes at this stage of the lifecycle, it is crucial to combine eco-efficiency and industrial ecology. These two approaches make it possible to optimize the use of resources and energy while avoiding the waste of raw and residual materials.

Eco-efficiency is characterized by the improvement of practices within the footprint of the company. It is necessary to increase the production capacity while reducing damage to the environment — minimizing losses, reintroducing residues into the production cycle and replacing dangerous substances with harmless substances are examples of such measures.

Industrial ecology extends the improvement of practices outside the company footprint. In order to intelligently manage inputs and outputs across the value chain, it is necessary to close the loop of industrial flows. Among preferred approaches is the integration of industry networks by participating in various forms of substitution or industrial-pooling synergies.


AREAS OF INNOVATION

Providing quality customer service

Throughout the building-design and product-distribution processes, we must ensure quality customer service by meeting the expectations of partners as much as possible while allowing them to track the delivery of their order.

Supporting projects targeting sustainable building certification

In order to support certification programs that contribute to changing building practices and standards for sustainable buildings, product attributes must meet selected requirements.

Supporting projects that include intelligent 3D models

The use of 3D models is intended to facilitate the creation, visualization and simulation of choices that will influence the performance of a project throughout its lifecycle. In order to support collaborative work processes in design, construction, processing and management, we must communicate the information and parameters that will be used in data modelling for buildings.

Proving the commitment of the company

In order to prove the company’s commitment, the warranties or any other form of recognized certifications must reflect the service life of the products and ensure that they meet the expected performance during the period of use.

Managing inventory intelligently (finished products)

In order to avoid stock-outs and reduce required storage space, inventory management of finished products must be smart and relevant. It can also be beneficial to collect data on the traceability of finished products, from their production to their final delivery on the construction sites.

Investing in sustainable mobility

In order to mitigate GHG emissions from the transport of goods and services, it is important to prioritize modes of transportation adapted to the needs with a sustainable mobility approach. All travel needs to be rethought or even replaced with other more strategic routes or other more energy-efficient transportation modes.

To ensure quality sales and efficient distribution, collaborators must communicate their expertise through building design processes and optimize distribution methods.

ENSURING EFFICIENT SALES AND DISTRIBUTION PROCESSES

SCOPEThis section is for everyone involved in the sale and distribution of finished products.

For sales, the main collaborators are those who carry out the following activities:

• participation in the specification and selection process for the right products according to current and future partners’ needs;

• consideration of stakeholders’ concerns, i.e., those likely to manipulate products during installation or be exposed to the products during the building service life;

• customer service management.

For the supply chain (distribution), the main collaborators and partners are those who carry out the following activities:

• predictive demand analysis as well as order processing and management;

• planning, execution and optimization of the supply chain (distribution);

• warehousing and inventory management of finished products;

• management of handling and distribution activities (freight).

GOALEnsuring efficient management of the sales and distribution processes of finished products towards these objectives:

• avoiding losses and shortages;

• generating economic, social and environmental benefits;

• reducing the areas required for the storage of finished products and promoting product traceability;

• reducing GHG emissions, limiting travels, reducing time required, and reducing freight costs.

SALES AND DISTRIBUTION

TO ACHIEVE THISCollaborators and partners are encouraged to take initiatives to ensure efficient sales and distribution processes meeting partners’ expectations.

SOUTIEN

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SPÉCIFICATION

LIVRAISON/

TRANSPORT


AREAS OF NNOVATION

Optimizing installation techniques

In order to reduce the time required and costs for product installation, it is important to optimize and simplify worksite processes.

Ensuring the quality of the installation

Proper installation is essential, not only to ensure the quality and performance of the products, but also to ensure their durability over their period of use. Training offered to partners and technical support on construction sites are means to achieve this.

Increasing the resilience of the construction sector

Climatic hazards can jeopardize the installation process as well as health and safety of workers on construction sites. In order to make the construction sector more resilient, it is important to take preventive measures that reduce these risks.

Exceeding health and safety requirements

In order to prevent or even eliminate the risks for site workers, one must be proactive and take measures that exceed the health and safety standard requirements.

Preventing the different forms of pollution

To prevent environment and health impacts, it is necessary to find solutions that can mitigate or even prevent the various forms of pollution during the installation process on construction sites.

Considering the 4R principle

The management of construction and demolition waste during the installation should be considered as a strategic means to prevent the waste of materials and to reduce the amount of waste on the construction sites. (For more details, see the End of Life section.)

ENCOURAGING SUSTAINABLE INSTALLATION TECHNIQUES ON CONSTRUCTION SITES

SCOPEThis section is for everyone involved in product installation processes on construction sites.


• partner support and training on installation processes;

• verification of the company’s compliance with requirements relating to the quality of installation.

GOALUpdating worksite practises to increase considerations about environmental protection as well as the health and safety of workers on construction sites.

CONSTRUCTION INSTALLATION

TO ACHIEVE THISCollaborators must ensure that the products are installed correctly. They are also encouraged to take initiatives promoting the adoption of sustainable installation techniques on construction sites.

Sustainable installation techniques on construction sites are all the means by which the environmental and health impacts, at this stage of the product lifecycle, can be mitigated, or even prevented.

According to this definition, installation techniques must be adapted to the context of application and comply as much as possible with the following points.

AND


AREAS OF INNOVATION

Increasing the service life of the building

In order to strengthen the existing and future real estate assets, the products must contribute to extending the overall life of the building.

Increasing the overall performance of the building

To improve overall building performance, products must help increase energy efficiency and reduce the environmental and carbon footprint. It is also important to follow up during the service life to ensure that products meet their functional requirements.

Ensuring the health and comfort of the occupants

To ensure the health and well-being of building occupants, products must contribute to enhance thermal, acoustic, visual and olfactory comfort. It is also important to reduce or eliminate volatile organic compound (VOC) levels.

Increasing the resilience of the building

In order to maintain the building’s performance and to ensure the health and safety of the occupants, the products must withstand adverse weather. We must increase product durability and prevent their deterioration in the face of exceptional weather events. In that, preventive maintenance is one of the preferred methods.

Communicating the company’s expertise on building- science

To advance building-science practises and knowledge, the expertise and experience of the company must be communicated.

GOALOffering products that meet the needs of partners and stakeholders while addressing the environmental, social and economic challenges that may affect building performance and the quality of life of occupants over time.

USE

TO ACHIEVE THISCollaborators are encouraged to multiply sustainable solutions and diversify them in order to develop sustainable buildings.

SCOPEThis section is intended for anyone who monitors the performance of products during their period of use.

The main collaborators and partners are those who carry out the following activities:

• customer and stakeholder satisfaction with the products;

• compliance with commitment to product performance and sustainability;

• regular and preventive maintenance of products;

• study and understanding of products as a means of increasing the performance and service life of the building;

• product valorization as a means of strengthening the property holdings of owners and communities.

MULTIPLYING AND DIVERSIFYING SUSTAINABLE SOLUTIONSSustainable solutions are means based on the desire to solve durably and systematically several environmental, social and economic issues.

According to this definition, the choice of products (including systems) must be adapted to the context of the application and must respect as much as possible the following elements.


AREAS OF INNOVATION

1. Reduction at the source

Avoid generating unnecessary waste during the production, distribution and use of products. Accordingly, it is necessary to analyze products and prioritize the processes reducing the consumption at the source.

2. Reuse

Create opportunities to reuse the company’s products to the fullest, i.e., without changing their form, properties or function. Thus, products and processes must be analyzed so that they are easily reusable several times.

3. Recycling

Recover and transform the materials of the company’s products in the production processes. Thus, it is necessary to favour recycled raw materials as well as to analyze products and processes so that residual materials generated are easy to recover.

4. Recovery

Valorization of residual materials generated by products or processes is used to obtain new materials or energy. It is thus necessary to think of the transformation potential of end-of-life products to avoid landfilling or incineration.

Other types

In addition to the above-mentioned measures, replacement of precise components prevents waste or transforming the whole system. Preventive maintenance and resurfacing to extend the service life of the products are also worthwhile alternatives.

GOALProtecting the environment by reducing the waste of resources, extending the service life of the company’s products, increasing their sustainability and seeking to use safely generated residual materials in various ways.

END OF LIFE

TO ACHIEVE THISCollaborators and partners are encouraged to apply the 4R principle when products reach their end of life.

SCOPEThis section is intended for all those involved in processes related to the management of residual materials generated by end-of-life products, especially when a building is being renovated or demolished. The end of life also encompasses waste generated during installation, for example packaging.

FAVOURING A USEFUL END OF SERVICE LIFE CENTRED ON THE 4R PRINCIPLE4R principle: Prioritizing the reduction, reuse, recycling and recovery of residual materials, in this order.


SCOPEThis section is intended for all those working in departments dedicated to supporting the various fields of collaboration of the company, including the following:

• human resources (HR);

• administration and finance;

• information technology (IT);

• marketing;

• legal affairs.

GOALEncourage a convergence of interests and actions between departments so that all of the company’s collaborators support progress in sustainable development.

TO ACHIEVE THISCollaborators are encouraged to provide the tools, resources and skills required to gradually build a culture of excellence in sustainable development.

SUPPORT FUNCTIONS


AREAS OF INNOVATION

Human Resources

CONTINUE HEALTHY ENTERPRISE INITIATIVESAll the actions, large and small, taken by collaborators are essential not only to advance sustainable development, but also to ensure the continuity of the company. However, we must take measures to ensure health, increase motivation and strengthen the commitment from all collaborators.

Already recognized for its efforts in preventing, promoting and adopting workplace health practises, the company must carry on with its initiatives related to healthy business certification and occupational health and safety (OHS).

To achieve this, collaborators must ensure compliance with standards and follow trends on working conditions and relationships as well as the environment. Added to this are the fair treatment of employees, work-life balance, well-being improvement of well-being, and efforts to increase workforce attraction and retention capacity. It is important to plan the progression and to monitor skill development by offering continuing education programs tailored to the needs of collaborators.

Information Technology

TAKING THE DIGITAL SHIFTFrom an ecosystem perspective, collaborators must constantly monitor trends in order to develop technology infrastructure and make processes more efficient over time.

The digital shift is preferred, not only to support the growth of the company, but also to improve all processes. This approach touches, on the one hand, collaborators’ practises and internal management methods and, on the other hand, relations with external stakeholders and the support to help partners order a product.

To achieve this, collaborators must provide software, equipment and technological tools adapted to the needs that facilitate decision-making, simplify exchanges and guarantee data cybersecurity. In addition, they must also provide business intelligence to better identify the needs of stakeholders, measures to facilitate virtual work in order to limit travel, the choice of high-performance technologies to reduce their impacts throughout their lifecycle and dematerialization to reduce material waste. It is also important to digitally connect buildings (including production equipment) to optimize their management and make them smarter to facilitate data collection and processing related to their performance.

Although all departments are tied to a specific area of innovation, they will all need to work together to collectively build a culture of excellence in sustainable development.

BUILDING A CULTURE OF EXCELLENCE IN SUSTAINABLE DEVELOPMENT

Administration and Finances

INTEGRATING SUSTAINABLE DEVELOPMENT INTO THE BUSINESS MODEL The economic dimension is fundamental to achieve balance relating to sustainable development. The contribution of administration and finance is essential not only to support decisions, but also to control the integrity of financial results, stimulate value creation and ensure the company’s financial sustainability.

Sustainable development must be integrated to the business model to prevent risks that could jeopardize the growth of human, physical and financial capital.

To this end, collaborators must adopt a long-term vision of how economic decisions and investments will help ensure the financial sustainability of the company, reduce the risks of shortages, and generate social and environmental benefits. Thus, we must measure the positive and negative externalities to better assess the non-financial impact of decisions and activities. We must monitor the evolution of green tax measures and comply with them.

Marketing

GENERATING RESPONSIBLE MARKETINGResponsible marketing complying with this policy is crucial, whether in an accountability mindset to meet the stakeholders’ expectations or for promoting the brand and products.

Thus, collaborators need to be transparent by sharing clear, reliable and accurate content. They must abandon all forms of “greenwashing” by being transparent about the effects of a product or an activity that may be unfavourable on the environment and human health. They must also avoid boosting unfounded environmentally responsible attributes.

To better guide collaborators, labelling indicating that a product has information on its effects or that it meets criteria for reducing health and environmental damage must always meet established standards.

Collaborators are encouraged to use communication and marketing means and tools that contribute to sustainable development. For example, they can create eco-friendly events, promote the launch of digital campaigns or select promotional items and support more responsible employees. (For more details, see the section on Procurement.)

Complying with the corporate policy to this effect, the awarding of donations and sponsorships must be made in such a way as to support local initiatives and encourage employees to get more involved in sustainable development.

Legal Affairs CONSIDERING CORPORATE SOCIAL RESPONSIBILITYThe company’s compliance with applicable laws and regulations is no longer sufficient for stakeholders.

Integrated to the concept of sustainable development, Corporate Social Responsibility (CSR) aims not only to meet the expectations of stakeholders, but also to increase the accountability of company’s collaborators and partners.

We must respect our obligations and take responsibility for the impacts of the company’s decisions and activities on society and the environment, resulting in ethical and transparent behaviour.


COMING INTO FORCE Policy adoption: January 8, 2019Policy modification: July 14, 2020

WORK TEAM Writing: Pierre-André Lebeuf, M. Env. Project Manager - Sustainable Development Revision: Anne-Marie Fontaine Translation: Marie-Elaine Michaud, B.A.Sc. | B.A., traductrice Graphic design: Pierre-Luc Desharnais, Graphic Studio Manager Stéphanie Plante, Graphic Designer [email protected]

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