« Make Armor a place of personal and social development, through social, educational, sportive and cultural programs »

Programme

• Set up an inter-company crèche.
• Housing assistance.
• Develop a co-ordination plan at the Centre (training and integration programmes, Visual Management, Morning Meetings, themed weeks, special events etc.).
• Make sports equipment available and set up company teams.
• Establish the concept of "Well-being at Work", improve facilities (restaurant, rest rooms, cloakrooms, meeting areas, health facilities etc.).
• Develop group activities within the company.

A few examples :

• 18 events staged in 2008: participation of 54 athletes in the triple relay of the La Baule Triathlon, the Road Safety week, the Sustainable Development week, the Local Residents Open Day, the Mobility Days, and many more…).
• 100% of employees (400 people) have attended a skills awareness programme about the variety of skills which make up Thermal Transfer.
• 274 News fl ashes and other general notices issued in 2008.
• Over 1,000 sessions of Visual Management held by line managers in 2008.

In close-up...
The TT Skills Awareness Programme and development of the process through the complementary exercise of Morning Meetings ("les Matinales").
Training sessions are held as often as necessary depending on the arrival of new employees, each session includes personnel from a variety of roles.

The success and positive dynamic created by these programmes have also prompted site management to introduce a new process which aims to promote communication and the exchange of information with employees. This new concept called “Morning Meetings” ("Les Matinales") was launched in July 2008 and aims to present the Centre’s strategic projects and to discuss current issues with employees over breakfast.


Team leader’s comments :
“Beyond the economic necessity, work also has a social and developmental aspect. Whether one sees it as a vocation or an obligation, the amount of time each individual spends at work during their career means that the company should make every effort to improve working conditions and the working environment. It is equally important, or even essential, to reconcile family and work life (childcare facilities, housing provision and assistance), not only to maintain the loyalty of the company’s existing skill pool, but also to attract new skilled employees to improve performance while at the same time maintaining the wellbeing of our staff. This is the spirit in which the “Social Life” working group is pursuing its activities.” Personal account :
“I have really enjoyed taking part in organizing events which create a friendlier atmosphere within the company and which offer you the chance to meet other ARMOR employees in a non-work context.”

« Promote Armor among local communities and contribute to Sustainable Development on local territory »

Programme

• Get closer to local and institutional bodies (town halls, local and regional councils etc.) in order to be involved in infrastructure development projects.
• Strengthen partnerships with schools and universities.
• Involve the company in joint projects.
• Stage events with the company’s various partners (open days, cultural or sporting meetings and events promoting the industry amongst the general public).
• Share our expertise with other organizations (promote the concept of Carbon Footprint and the sharing of experience via industrial and professional networks).
• Develop media communication regarding the company (press relations, on-site fi lming and interviews etc.).
  
  

A few examples :

• 3 meetings with institutional groups to exchange views on the economic situation within the region and to discuss action plans which might be followed, in partnership with the Town Hall, Regional Council etc.
• Participation in the symposium "Development, Town Planning and Transport" with a contribution from ARMOR entitled: "a company committed to its region: projects and initiatives in support of sustainable transport".
• 10 meetings called to share views and information with companies, schools and professional and institutional associations on the themes of “Global Responsibility: a project for industry” and “Carbon Footprint”.
• Signature of the UN’s Global Compact which invites companies to adopt, support and apply within their sphere of influence a package of fundamental values relating to Human Rights, working and environmental standards and the fight against corruption.
• Partnerships with schools and universities: 20 apprentices and 10 work experience trainees currently employed.
• Working cooperation with a research team from Nantes University and the Ecole des Mines de Nantes as part of National Research Agency study into the impact of different types of working structures on occupational health, given the acronym SORG (health, organization and management of human resources).
• Support of the Polyjoule (PolyTech and La Joliverie) project: participation in the Shell Eco Marathon with a vehicle driven by a hydrogen engine.

In close-up…
Conducted by engineering students from POLYTECH in Nantes and students at La Joliverie school, the POLYJOULE project is a massive project for the design of a prototype driven by a hydrogen engine, the performance of which is measured each year in the SHELL ECO MARATHON, a European energy efficiency race. Result from 2008: 2nd place with 2,830km travelled using the equivalent of 1 litre of unleaded petrol.

This commitment, which is built on respect for the environment and the preservation of resources for future generations, represents a real investment for the future.

Team leader’s comment :
"We are convinced that the model of the 1980s/1990s, where every effort was made to push companies out to industrial zones far from town centres, should be rejected.
This policy distanced employees from their place of work (with cost, traffic and employee availability implications), prevented companies from participating in local development, discouraged measures to control industrial accidents and encouraged relocation.
Companies are pivotal social structures. They should actively participate in the development and organization of the region (development of industrial areas, proximity of housing to the place of work, infrastructure development and active participation in public life and the economy).
Our industry should re-establish its place in society because industry is the real economy, the creator of added value, the creator of products we use each and every day. We must change its image and ensure these changes are recognized by our fellow citizens.
Today, companies are SOCIALLY RESPONSIBLE, INNOVATIVE AND COMMITED to a sustainable future".

Personal account:
“Over the past few years, the Thermal Transfer Industrial Expertise Centre has grown so much that its integration within and acceptance by the local community has become indispensable: local residents have quite naturally been keen to get to know us better, whether for reasons of simple interest or for reassurance. Local authorities should understand what makes us tick so they are in a position to support our development plans and the Centre should make itself known to future graduates, who are the employees of tomorrow.

I believe we have met our regional objectives: the exemplary safety measures introduced at the site, the professional abilities of its employees and its technological ambitions have all clearly contributed to the site’s positive public image. Now we must go even further...”

« Make employees transportation easier in optimized safety conditions and with a minimum negative impact on the environment »

Programme

• Encourage car sharing (via internal IT system which enables people to find a car or sharer).
• Work to reduce the number of business trips (webcam installation, widen use of video conferencing).
• Road safety awareness (dangers of drink-driving, wearing of seat belts, highway code, safety distances etc.).
• Encourage alternative forms of transport (public transport, bicycle etc.).
• Measure greenhouse gas emissions by introducing a Carbon Expenditure system and look for ways of offsetting these emissions.
• Upgrade the company carpool by including environmental criteria (particles, CO2, recyclability etc.).
• Train personnel in eco-driving (driving techniques for minimizing fuel consumption).

A few examples…

• Over 20% of employees take part in car sharing.
• Organization of Mobility Week.
• 100% of personnel made aware of road safety issues via ASRE 44 (Company Road Safety Association).
• Study carried out to understand staff travelling behaviour.

In close-up…
The Centre organized a Mobility Week in July 2008 on the theme of car sharing and cycling.
"Come by bike, on your own or in a group, car share this week for the fi rst time, take the opportunity to break your usual habits – these were the objectives of Mobility Week".

Team leader’s comments:
“With an average of 40km travelled each day by 430 employees to get to the Centre, the environmental impact is not entirely neutral as we estimate that we emit 300 TeqC/year of greenhouse gases as a result.
Added to the increased cost of fuel, this is at the heart of the issue for the working team which is trying to develop ways of encouraging car sharing and alternative methods of transport, as well as studying ways of ‘rationalizing’ business trips.”


Personal account :
“Car sharing is restrictive by its very nature. It’s difficult to stick to a timetable when you’ve
got plenty to do both at work and at home, except that, once I’d tried it, there were loads of positives and once you’re used to the new system, you only remember the advantages - and not only the financial ones.”

« Promote Eco Citizenship to our suppliers and contractors and include these Sustainable Development criteria in our selection »

Programme

• To create and distribute, both internally and externally, the Principles of Responsible Purchasing which describe our commitment and a Responsible Purchasing Pact which defines the essential questions to be asked before making any purchase: "3Rs": Reduce and Re-use Responsibly.
• Make all internal specifiers aware of Responsible Purchasing.
• Integrate the concept of global responsibility into all stages of the purchasing process (supplier searches, questionnaire and specifications regarding products/services/supplier evaluations).
• Work to reduce packaging of purchased products via internal audits and the introduction of progress plans with relevant suppliers.
• Create progress plans on the theme of Sustainable Development with our main suppliers.
• Use recycled paper as standard (except for specific applications)
• Establish a directory listing local suppliers and regional purchasing groups.
• Optimize purchasing flows through collective deliveries and reconciled stock.
• Reduce purchase of office supplies and equipment by creating an internal ARMOR Swap Shop.

A few examples…

• 100% of internal specifiers made aware of Responsible Purchasing through 4 awareness-raising weeks.
• 100% of strategic suppliers and service providers made aware of ARMOR’s Responsible Purchasing principles.
• 100% of strategic purchases (classified ABC) are subject to a packaging optimization audit
• Strategic suppliers are being evaluated and classified according to their commitment to Global Responsibility.
• 100% of paper used internally and 100% of business cards made from recycled paper.

In close-up…
Responsible Purchasing awareness-raising :
117 people took part in Responsible Purchasing awareness-raising, which was aimed at all internal specifiers who deal with the Purchasing Department during the course of their work.

It was an opportunity to :

• present or re-present the Purchasing Department, its personnel, its areas of responsibility and its roles and processes.
• raise awareness amongst specifiers of purchasing policy and principles, and of the Responsible Purchasing Pact.
• Inform people about all the current activities of the Responsible Purchasing group and to encourage personnel to support the initiative.

Team leader’s comments :
« Being fully aware of the environmental, economic and social issues at stake, ARMOR is developing a purchasing policy which conforms to eco-citizen development principles. To this end, ARMOR is committed amongst other things to the principle of Responsible Purchasing as an example to company employees, suppliers and service providers.

This principle calls for :

• Total commitment to reasonable consumption "Buy Better, Buy Less".
• Promote purchasing solutions which conserve natural resources and which place the individual at the heart of economic and industrial success.
• Reduce the impact of transportation by buying as locally as possible.
• Contribute upstream to improved management of our waste.
• Encourage suppliers, sub-contractors and prospective suppliers to similarly commit to the initiative. »

Personal account :
« The Swap Shop is a tool which perfectly illustrates the meaning of  "Responsible Purchasing".
It’s even a ‘preventative’ tool as it allows purchases to be avoided altogether. You should ask yourself a few basic questions: ‘Is it already available internally? Do I need to buy a new product? Can it be re-used?’. It’s very practical because the database is directly accessible on the internal ARMOR system.

Thanks to the Swap Shop you can make various supplies available to other employees, and also see if anyone else in the company already has the required product (desk, table, shelves, batteries, lamps etc.) which they are no longer using. Via this system, you save on delivery time, on the energy and resources used in its manufacture, on the need to dispose of it at the end of its useful life and on time spent placing and managing the order.
And at the end of the day, you are conserving the environment and the planet at the same time as saving money!»

« Aim to design impact free products on health, safety and environment »

Programme

• Research and use renewable raw materials in partnership with our suppliers.
• Create innovative solvent-free formulations.
• Optimize and reduce consumption of raw materials by introducing the practice of Value Analysis.

Quelques illustrations

• 1 Centre specializing in Raw Materials chemistry (5 researchers),
• 1 Design Centre specializing in ink formulation and production processes (25 researchers and process experts),
• 8 current raw materials from renewable sources (vegetable waxes, resins and additives), a total of 170t per year,
• Reduction of solvent consumption.

In close-up…
Reduction of solvent consumption
For a number of years, ARMOR has been working tirelessly to reduce its consumption of solvents.
This work first of all encouraged our experts to reduce the number of formulations, and then to design innovative new formulations without solvents. We also take account of the impact on our production equipment, just as much for the grinding stage as for the coating/drying stage.
This initiative continually helps us to improve our products and to radically reduce our solvent consumption thanks to parallel investments in processes and our technical understanding.
This company-wide process enables us to take into account safety and environmental aspects while maintaining our ability to innovate. Certain opportunities have actually led to innovative work which we have gone on to develop as an industrial property.
Results have lived up to expectations and enable us to contemplate new pathways for the future.

Team leader’s comments :
« Ink design is above all linked to the chemistry of the raw materials used. It’s part of the chemist’s job to control the risks presented by the components.
A number of years ago we set up an effective cross-functional system to reduce the “safety” risks associated with our work. It now follows on quite naturally to include the new dimension of Sustainable Development and to orientate ourselves towards the eco-design of our products.
From the technical and scientific point of view, the inclusion of eco-design into our work is a very motivating challenge. It actually allows us to make use of different types of chemicals, new scientific areas and new properties… And knowing that the results of this work can only help to mitigate our environmental impact makes success a matter of pride and extra commitment ! »
Personal account :
Founding of the Raw Materials centre.
« As raw materials are at the heart of our business, a dedicated team was set up and has been expanded over recent years. Today, the organization of this team enables us to make full use of our expertise in raw materials and to bring new skills and new synergies to bear with our suppliers. Participating in setting up this team and its daily cross-functional activities has shown me how everyone in the company is committed to the environment and personal safety, and how each progress initiative can be a real driving-force for innovation. »

« Encourage development of human resources and reinforce our engagement for diversity »

Programme

• Sign the GPEC agreement (planned management of jobs and skills) and define a framework for personnel skills and career development which takes account of age (junior and senior employees and the transfer of experience) and diversity.
• Develop and encourage diversity.
• Improve integration of hard-of-hearing employees who for a number of years have been employed in the production unit (improve their general awareness, ensure they are all able to progress in mastering sign language enhanced with a technical glossary, and introduce sign language training for supervisory and support personnel).
• Introduce an ethics charter.
• Work on written and oral communication in order to improve employee’s general capabilities.
• Improve managerial skills of immediate supervisors.
• Develop HR Intranet tool.

A few examples…

• 10 internal training officers.
• 100% of employees evaluated during personal interviews.
• 21 people received support via the DEV’COM project.
• Principal of a fixed general increase to help the low-paid.
• Implementation of savings plan scheme with 100% ARMOR employer contribution up to the annual maximum of €1,000.
• 4 people trained in sign language.
• 31 team leaders and supervisors trained in people management skills since 2006.

In close-up…
The DEV’COM training project (development of written and oral communication) was launched in April 2008 over 50 people from all departments voluntarily applied and were given a personal interview by training officers to establish their needs.
21 people whose hopes and objectives matched up with the training criteria were accepted. Training sessions took place during working hours in groups of 4 or 5 for one day a week: around 120 hours of training per person per year.
Managers gave unanimous feedback by confirming improved ability in filling out written documents, improved attention, greater commitment and more spontaneous contacts with line management.

Team leader’s comments :
« Human resources are the most important assets for continued progress and success at ARMOR (know-how, professional expertise, general capabilities…).
We believe it is our essential responsibility to support employees throughout all the changes and developments which occur within the company and in society as a whole. ARMOR provides people with the means to achieve success by giving their work real significance in a culture based on the recognition and development of individuals and their abilities. »
Personal account :
« The DEV’COM training will enable us to develop written and oral communication, to be able to pass on information in a clear and precise manner, to pursue our personal and professional development, to follow technological developments such as IT, and to understand better and make ourselves more easily understood.
This training programme brings us back to the essentials of the French language in order to be able to communicate in front of a group of people and to discuss things without fear. We are also learning how to use a computer: novices like me learn the essentials and those who are already experienced improve. »

« Reduction of non renewable energy demand »

Programme

• Introduction of GTC (centralized technical management) to optimize the running of installations and to control their consumption.
• Optimize the compressed air network (detection and repair of leaks).
• Investigate the Centre’s energy requirements being provided by an alternative energy source.
• Continue to optimize the output of the incinerator.
• Replace high energy consumption equipment.
• Raise awareness of energy saving amongst employees.

A few examples…

• Two-thirds reduction in gas consumption in 5 years.
• 80% of steam production from energy regeneration (incinerator).
• 150 people have received energy saving awareness training (offi ce staff).
• Energy analysis carried out across the whole site.

In close-up…
Estimated at 1200 TeqC per annum, greenhouse gas emissions from the running of utilities are of major concern. Beyond the environmental impact, purchase and production costs represent a significant proportion of overall site running costs.
By setting up an energy analysis tool, the TT Centre has been able to get as clear a picture as possible of the main areas of gas/electricity consumption, and now therefore has the chance to launch a targeted improvement plan which will give rise to new opportunities for saving energy throughout the Centre.

Team leader’s comments :
“The initiative has been running for a number of years now, and the results are conclusive especially in the area of gas consumption. The potential for success exists, but to exploit it we need to be inventive and to have the right experts to develop the most up-to-date skills.
The working group is taking advantage of the know-how of the DALKIA / ARMOR co-operation which has been developed over recent years in response to the ever-increasing importance of the subject”

Personal account :
“I was in charge of a programme targeting waste as part of my work-centred training. Considered to be a particularly high energy consumer (with a very low efficiency of 7%), the consumption of compressed air was one of the main questions which needed to be tackled, according to the conclusions of the energy analysis study. An air leak audit was then carried out and a plan of action put forward which was approved by the working group. Results: difficult to quantify accurately at the moment, but without doubt effective…”

« Use the carbon footprint as a management tool in order to reduce Greenhouse gases production »

Programme

• Establish our annual Carbon Footprint, react to it and communicate the results.
• Set up greenhouse gas emission indicators for all processes within the management system.
• Integrate the Carbon Footprint as a criteria for decision-making.
• Support ADEME in the promotion of the Carbon Footprint concept.
• Encourage suppliers and service providers to establish their own footprint and to reduce their own greenhouse gas emissions.
• Introduce carbon labelling internally in order to classify ribbons and to encourage development.
  
  

A few examples…

• Six-fold reduction in emission of VOCs (Volatile Organic Compounds) over the last 3 years.
• 10,000 TeqC (Carbon Equivalent) less in the atmosphere thanks to the operation of one of Europe’s largest VOC incinerators.
• Participation à CARBONE’ AT (club des utilisateurs du Bilan Carbone du Grand Ouest).
• A planned 15% reduction of greenhouse gases by 2011.
• In partnership with ADEME, meetings held with other local companies to promote the concept of Carbon Footprint.

In close-up…
The Carbon Footprint is a tool created by ADEME which, for a given activity, enables all greenhouse gases (the cause of global warming) to be calculated. Our footprint was calculated across the widest possible field of study which includes the complete product life cycle: from manufacture of raw materials right up to the use and disposal of the product by our customers. This Carbon Footprint has enabled us to define and implement an emissions reduction plan in support of the battle against climate change. The Carbon Footprint is now a strategic part of our company’s operations, as it has been integrated into our management system as a decision-making tool for Eco-design projects, and in our product labelling.

Team leader’s comments :
“ARMOR considers its own contribution to climate change to be of strategic importance and will do whatever is necessary to reduce its impact.
As greenhouse gas emissions are one of the major causes of global warming, ARMOR has decided to use the Carbon Footprint concept to quantify, monitor and most importantly reduce, this particular part of its environmental impact. Additionally, in order to anticipate change rather than find oneself affected by it, this method of control has also been promoted as a management and decision-making tool. This proactive initiative enables us to include a decision-making tool based no longer solely on technical or financial criteria, but now also on environmental criteria.”
Personal account :
“The carbon analysis of different products and processes requires a multitude of data from different parts of the company. This cross-functional aspect puts us in contact with a number of other departments (Purchasing, New Works, Marketing etc.) and most of the other Decaplan groups.
The Carbon Footprint calculation is very wide-ranging and complex. Therefore, we first had to understand it and adapt it for our own purposes. We simplified it and used it for calculating Carbon Labels for the most widely-sold fi lm products. Following this, the objective is to simulate the effects of changing a component, a machine or a process and the impact on the greenhouse gases associated with the product.”