These factors enhance the SUEZ business, our global performance and reputation
- Develop and maintain sustainable performance with our suppliers whilst monitoring performance, risks and opportunities.
- Design and implement purchasing advanced levers to bring added value such as innovation and commercial differentiation, re-thinking business models, “make or buy” decisions, understanding total cost of ownership, etc.
- Accelerate the digitalization of our purchasing processes by implementing standardised and lean solutions into all entities. Facilitate and enhance the digitalization of SUEZ core-business. Contribute to the implementation of the new ways of digital and collaborate thought digital application.
- Become a Best in class organization with a transversal business line working closely with operations partners, and develop people skills. At the age of the extended enterprise, taking a position in the purchasing organization is a booster in Suez managers’ career path.
Operating on 5 continents, the purchasing division is a global and local organization
- Global organization with a strong purchasing governance and global category strategies.
- Local organization to support regional and national business operations and ensuring local development, performance and contribution to the economy.
Our main categories are: chemicals, collection trucks, vehicles, network equipment, pumps, instrumentation, disinfection, mechanical for treatment, metering including smart meters, energy from waste, off road equipment, wheelie plastic bins, Intellectual Services, information technologies (IT), energies and utilities, maintenance repairs and operations (MRO), human resources services, etc.
Suppliers are key assets to support SUEZ business
A supplier relationship management governance gives guidelines to classify suppliers and define related processes and activities that SUEZ purchasers and stakeholders are managing. Its aims are:
- develop innovation with suppliers by contributing to their integration into new services and into the circular economy;
- develop competitiveness by optimizing resources and implementing win-win supplier relationships and partnerships;
- contribute with suppliers to the development of local economies and promoting economic inclusion and diversity.
Corporate Social Responsibility is a major lever of SUEZ sustainable performance
SUEZ is committed to behave toward suppliers with fairness, transparency and impartiality, in accordance with regulations and according to the rules and principles of its Ethics Charter.
The Purchasing division aims at extend the Group’s ethical culture to all stakeholders in the procurement value chain. The Sustainable Purchasing charter introduces SUEZ commitments toward sustainable procurement as well as expected commitments from our suppliers in order to fully integrate in our relationships environmental, social and economic objectives and value creation. Moreover, The Purchasing division promotes human rights (download our Human Rights Policy) in the Group value chain and supports suppliers in managing the associated risks within the framework of the vigilance plan.
Furthermore, a Sustainable Purchasing policy defines measures, tools and procedures for purchasing organization and stakeholders to develop and secure sustainable performance. Here below some initiatives:
- A supplier assessment and control process incorporating criteria relating to human rights and the respect of fundamental freedoms, the prevention of environmental, health and safety risks, as well as of business risks.
- The inclusion of Corporate Social Responsibilities clauses in contracts with suppliers, whereby those suppliers undertake to respect the Ethics Charter and the ethical, social and environmental principles upheld by the Group (here our general purchasing terms and conditions).
- A commitment and monitoring of key performance indicators that have a direct Corporate Social Responsibilities and supply chain impacts such as the reduction of greenhouse gas emissions (GHG) for our light and heavy vehicles’ fleets (read our integrated report).