Société des Alcools du Québe SUSTAINABLE DEVELOPMENT ACTION PLAN

Transcription

1 c Société des Alcools du Québe SUSTAINABLE DEVELOPMENT ACTION PLAN

2 contents 3 Message from the Chief Executive Officer 4 Staying Ahead of Trends and Initiating Change 4 A Responsible Process 5 A More Effective Governance Structure 5 Maintaining Our Momentum and Going Further 6 The SAQ s Contribution to the Government Sustainable Development Strategy 7 Inform, make aware, educate and innovate 8 Produce and consume responsibly 11 Increase economic efficiency 12 Address demographic changes 14 Practice integrated, sustainable land use and development 16 Appendix 1: Summary Table Sustainable Development Action Plan 18 Appendix 2: Operational Actions Related to the Sustainable Development Action Plan and Connections with the Government Sustainable Development Strategy 20 Appendix 3: Sustainable Development Governance Structure 21 Appendix 4: Roles and Responsibilities of the Key Players in the Governance Structure 22 Appendix 5: Government Objectives Not Included in the Sustainable Development Action Plan SAQ Sustainable Development Action Plan 1

3 our sustainable development action plan to stand out as one of quebec s top retailers in the area of sustainable development SAQ Sustainable Development Action Plan 2

4 message from the chief executive officer a strong commitment The SAQ has made the principles of sustainable development a key part of its operations for several years now. As long ago as 1982, it implemented an energy efficiency program. That we achieved of all of the actions set out in out Sustainable Development Action Plan proved it is possible for a retailer the size of the SAQ to attach great importance to sustainable development while continuing to attain its business objectives. In that plan, we aimed for the SAQ to stand out as one of Quebec s top retailers by adopting environmentally, financially and socially responsible principles. Highlights of the three years include eliminating single use bags, obtaining LEED certification for our Quebec City distribution centre, adopting a responsible procurement policy, strengthening our code of ethics governing sales to minors and supporting research and development to give a second life to recovered glass. These accomplishments are, of course, a great source of pride for us. The success of these initiatives we owe above all to our 7,500 employees, who embraced the plan and made it part of their daily lives. That level of personal involvement means we can look forward to the implementation of our new Sustainable Development Action Plan with optimism and confidence. We turn this page ready to build on our record of mobilization and with the intention of consolidating the SAQ s enviable position as an engaged and responsible corporate citizen. This plan will provide an opportunity to make our industry s responsible practices better known to our customers and to our suppliers, whom we will support in their efforts to implement the best sustainable development practices. It will also enable us to expand our efforts to showcase Quebec products and encourage employees social involvement. In addition, our path to success will be through implementing, at every level of our business activities, small and large measures aimed at minimizing glass s impact on the environment and communities. This glass chain represents an enormous challenge for the SAQ, because glass is an integral part of the products we sell. Whether it be in calls for tenders for new products, distributing products or dealing with the millions of bottles recovered through curbside recycling, our goal remains the same: to enhance the value of glass. By continuing to work together, I am convinced we will achieve the objectives of our new plan. Philippe Duval Chief Executive Officer SAQ Sustainable Development Action Plan 3

5 STAYING AHEAD OF TRENDS AND INITIATING CHANGE The business environment in which the Société des alcools du Québec operates is constantly changing. Organizational pressures are increasing in logistics and product procurement as well as sales practices and the social environment. In responding to these pressures, the SAQ must demonstrate innovation and creativity in its search for solutions while also standing out as one of Quebec s top retailers. To achieve an even higher level of performance, it must grow in harmony with its environment by staying ahead of trends and initiating change, which will help it maintain its leadership position. The SAQ strongly desires to take part in this shift through its sustainable development process, which covers all its activities. In its first sustainable development plan, the SAQ undertook to distinguish itself as a responsible company that endeavours, on a daily and long-term basis, to make Quebec a society that is more respectful of its living environment and more aware of its current and future needs. Having reached the end of the four year period during which the first plan was in effect, a period that saw the enthusiastic participation of its employees, suppliers, customers and partners, the SAQ is now proud to present its new Sustainable Development Action Plan, which picks up where its predecessor left off and goes even further in its commitments. A RESPONSIBLE PROCESS The SAQ developed its new sustainable development action plan with the same thoroughness and discipline that were applied to the preceding plan. The company began by drawing up a list of its achievements. Next, it established its positioning by once again identifying the best sustainable development practices worldwide; it also consulted its stakeholders. This responsible process distilled four organizational objectives on which the new action plan is based. In developing its new sustainable development action plan, the SAQ was careful not to ignore the internal issues it faces. It began by aligning its sustainable development approach with its Strategic Plan, in terms of content as well as the processes and how they are implemented. Thus, the organizational objectives set out in this document are closely tied to the directions established by the SAQ in its new Strategic Plan. It was necessary to refocus the main sustainable development efforts on a limited number of actions more closely related to the company s core activities while moving forward with the projects already under way. As a result, this second SAQ sustainable development action plan both presents new actions defined as strategic (see Appendix 1) and maintains most of its earlier commitments defined as operational (see Appendix 2). 1 To demonstrate the ongoing improvement of its processes, the SAQ s various strategic and operational actions are detailed in its current annual Sustainable Development Report. 1 The actions addressing the government priorities in sustainable development awareness and training, environmental management and eco-responsible procurement are presented in Appendix 2 as operational actions with the required wordings. SAQ Sustainable Development Action Plan 4

6 Vision To stand out as one of Quebec s top retailers in the area of sustainable development organizational objectives (stratégic directions) Offer products and services aligned with customers needs Improve productivity and performance Optimize the supply chain Actions More intensively showcase the Quebec product category Continue the efforts to mobilize employees and implement practices and tools that favour a healthy, safe, open and inclusive workplace Become better informed about responsible practices related to the wine field and consumers expectations in this regard Apply the Responsible Procurement Policy by integrating it all along the supply chain Continue developing new business opportunities Favour the use of lightweight glass containers Encourage research and development A MORE EFFECTIVE GOVERNANCE STRUCTURE MAINTAINING OUR MOMENTUM AND GOING FURTHER An integral part of the success of the process, the governance structure established to ensure follow-up on the Sustainable Development Action Plan (see Appendix 3) was reviewed. The creation of a sustainable development committee, composed of the main people responsible for implementing the actions in each division of the SAQ, will strengthen internal accountability. In addition, progress on the actions and the attainment of the targets will be reported quarterly to the company s Management Committee, on which all the vice-presidents sit, as well as the Governance and Ethics Committee, one of the four subcommittees of the Board of Directors. The SAQ s level of performance in sustainable development is steadily rising, resulting in increasingly significant accomplishments. With its second Sustainable Development Action Plan, the company undertakes to maintain its momentum in this area and implement initiatives in accordance with the main directions of the Government Sustainable Development Strategy, while also being responsive to the context in which it does business. SAQ Sustainable Development Action Plan 5

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8 direction Inform, make aware, educate and innovate GOVERNMENT OBJECTIVE SUPPORT RESEARCH AND NEW PRACTICES AND TECHNOLOGIES CONTRIBUTING TO SUSTAINABLE DEVELOPMENT AND MAXIMIZING ITS SPINOFFS IN QUEBEC Inasmuch as sustainable development is achieved by, among other things, establishing innovative practices, the SAQ hopes to maintain a business environment favourable to innovation and to remain on the lookout for new markets. The SAQ is a leader in exploring for new practices through the encouragement and support of research and development. ORGANIZATIONAL OBJECTIVE CONTINUE DEVELOPING NEW BUSINESS OPPORTUNITIES ACTION ENCOURAGE RESEARCH AND DEVELOPMENT This action is aimed specifically at supporting research into life cycle assessment and encouraging innovation with respect to the glass environmental chain. As a result of the SAQ s business activities, millions of containers are put into circulation each year. To find a new life for glass, the company will take part in innovative projects for reusing glass recovered through municipal curbside recycling programs. It will maintain its funding of the Chaire SAQ de valorisation du verre dans les matériaux at the Université de Sherbrooke and will seek to use recycled glass in its construction and renovation projects whenever possible. In addition, the SAQ will explore new market prospects based on the results of the various life cycle assessments performed, which will enable it to identify the main issues and better understand any business opportunities that arise. SAQ Sustainable Development Action Plan 7

9 direction produce and consume responsibly GOVERNMENT OBJECTIVE APPLY ENVIRONMENTAL MANAGEMENT MEASURES AND AN ECO-RESPONSIBLE PROCUREMENT POLICY TO DEPARTMENTS AND GOVERNMENT AGENCIES Environmental management and eco-responsible procurement of goods and services are practices that the SAQ implemented under its first Sustainable Development Action Plan. To build on these initiatives, the company plans to promote responsible business practices all along its supply chain. It will do so through its new Responsible Procurement Policy, which integrates environmental, social and economic values into is purchasing practices. ORGANIZATIONAL OBJECTIVE Action APPLY THE RESPONSIBLE PROCUREMENT POLICY BY INTEGRATING IT ALL ALONG THE ENTIRE SUPPLY CHAIN The SAQ plans to further adapt its supply chain to market demands in order to expand its offer and meet its customers needs. The company sees itself as being able to influence its suppliers worldwide into providing it with products made using responsible practices. To ensure this happens, the SAQ will review some of the selection criteria used in its call-for-tenders process for regular products by integrating a scoring system that rewards sound sustainable development practices. It will also maintain a quality relationship with suppliers in order to favour discussion of the company s values and of opportunities for improvement that will meet the expectations of increasingly aware consumers. OPTIMIZE THE SUPPLY CHAIN SAQ Sustainable Development Action Plan 8

10 GOVERNMENT OBJECTIVE PROVIDE THE REFERENCE POINTS REQUIRED TO MAKE ENLIGHTENED, RESPONSIBLE CONSUMER CHOICES AND PROMOTE GOODS AND SERVICES CERTIFICATION Consumers are expressing their desire to obtain more information, not only about products and the origin of their component parts but also about their production methods and authenticity. Consumers are also interested in the many accreditations of an environmental or social nature. However, this information is not always available or is sometimes limited. That is why the SAQ aims to provide, as it has done with its taste tags, points of reference that will allow its outlet customers to identify products made using responsible practices. ORGANIZATIONAL OBJECTIVE OPTIMIZE THE SUPPLY CHAIN Action BETTER UNDERSTAND RESPONSIBLE PRACTICES IN THE WINE FIELD AND CONSUMERS EXPECTATIONS IN THIS REGARD The global wine and spirits market has seen a marked increase in interest in so-called organic and ecologically packaged products. However, the lack of information about accreditations of a responsible nature is leading the SAQ to play the role of information provider and educator for its customers. To that end, the SAQ will collate the main credible international sustainable development accreditations in the wine field and catalogue and analyze its suppliers responsible practices. The life cycle assessment of wine production that the SAQ will perform and its collaboration with various specialized groups will make it possible to develop a precise definition of what constitutes an alcoholic product made using responsible practices. The company will determine the important points to consider while ensuring a disciplined and thorough approach. It will then evaluate its customers expectations and perceptions regarding the identification of responsible products in its outlets. SAQ Sustainable Development Action Plan 9

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12 direction increase economic efficiency GOVERNMENT OBJECTIVE INCREASINGLY REVEAL THE EXTERNALITIES ASSOCIATED WITH GOODS AND SERVICES PRODUCTION AND CONSUMPTION As a responsible retailer, the SAQ is constantly seeking solutions to limiting the environmental impact of its operations. In addition to its research and development projects, it has undertaken to comply with the Voluntary Code for the Optimization of Containers, Packaging and Printed Matter, launched in 2011 by Éco Entreprises Québec, by reducing the weight of containers. Action FAVOUR LIGHTWEIGHT GLASS CONTAINERS To reduce the environmental impact of its operations, the SAQ hopes to shift to lightweight glass by encouraging its suppliers to choose this alternative for bottling their products. Lightweight glass is a better option than conventional glass because manufacturing and transporting it generate less greenhouse gas emissions. The SAQ will award points for this type of container in its selection grid for regular products. Lightweight glass will also be one of the elements taken into consideration for the so-called responsible practices. ORGANIZATIONAL OBJECTIVE CONTINUE DEVELOPING NEW BUSINESS OPPORTUNITIES SAQ Sustainable Development Action Plan 11

13 direction adress demographic changes GOVERNMENT OBJECTIVE INCREASE PRODUCTIVITY AND QUALITY OF JOBS USING MEASURES THAT ARE ECOLOGICALLY AND SOCIALLY RESPONSIBLE The large number of employees leaving for retirement and the arrival of new generations on the labour market will force all Quebec companies to adapt to demographic change. Besides salaries, which determine employees standard of living, working conditions are, generally speaking, a very important factor in attracting and retaining talented employees. The SAQ will therefore continue encouraging socially responsible measures while maintaining a culture of betterment and recognition. ORGANIZATIONAL OBJECTIVE IMPROVE PRODUCTIVITY AND PERFORMANCE Action CONTINUE THE EFFORTS TO MOBILIZE EMPLOYEES AND IMPLEMENT PRACTICES AND TOOLS THAT FAVOUR A HEALTHY, SAFE, OPEN AND INCLUSIVE WORKPLACE Already recognized as an employer of choice, the SAQ continues striving efforts to optimize the working conditions it provides. In addition, every day it applies mobilizing management practices that foster employee commitment, thereby maximizing its performance as a responsible company. The SAQ also invests in developing its managers with the specific goal of boosting their mobilization and that of their teams. Strong mobilization in a company usually increases its leadership and the loyalty of its customers. The SAQ will again carry out a study of its employees engagement with their overall work. This will enable it to develop avenues for improving its management, communication and work tools. The company will subsequently implement action plans based on the results obtained in each division in order to promote a working environment that favours the development, commitment and well-being of all teams. SAQ Sustainable Development Action Plan 12

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15 direction PRACTICE INTEGRATED, SUSTAINABLE LAND USE AND DEVELOPMENT GOVERNMENT OBJECTIVE STRENGTHEN THE VIABILITY AND RESILIENCE OF URBAN, RURAL OR TERRITORIAL COMMUNITIES AND NATIVE COMMUNITIES With more than 800 points of sale, the SAQ is Quebec s single most accessible retailer. Be it through its presence across Quebec or its contribution to various cultural events in the form of donations and sponsorships, the SAQ helps make communities more vibrant. In its new Sustainable Development Action Plan, it seeks to contribute even more by signing on to three objectives of Quebec s Agenda 21 for culture (A21C). ORGANIZATIONAL OBJECTIVE OFFER PRODUCTS AND SERVICES ALIGNED WITH CUSTOMERS NEEDS Action MORE INTENSIVELY SHOWCASE THE QUEBEC PRODUCT CATEGORY In recent years, the SAQ has increased the number of initiatives aimed at showcasing Quebec products (accessibility, visibility, promotion, training, support). The SAQ works closely with the seven Quebec alcoholic beverage producers associations to raise the profile of their products. It is also continuing its in-store efforts to better support Quebec producers. The SAQ invests in pilot projects designed to regionalize the offer of Quebec products in its outlets by highlighting the cultural and territorial specificities of the regions in which the producers work (A21C objective 16). It will again make use of trade missions to give them the opportunity to interact with major international producers and indentify avenues for improvement in the merchandizing and exporting of their products (A21C objective 11). The SAQ will also spotlight the practices and know-how of Quebec s wine artisans as part of a winemakers caravan project for which several producers have already volunteered (A21C objective 15). This initiative will give producers the opportunity to make their products better known to customers in their region through encounters and tastings. In addition to these projects, the SAQ will maintain its various committees (the multi-stakeholder committee and the tasting committee specifically for Quebec products) whose mandate is to support local artisans. These planned actions will be combined with those already taken by the SAQ and will make it possible to increase the visibility of products from local terroirs in SAQ outlets. SAQ Sustainable Development Action Plan 14

16 CULTURE AND THE ECONOMY Objective 11 Recognize and promote culture as a driver of sustainable economic development at the local, regional, and national levels. Highlight the economic impact of Quebec culture. Create new models of economic support for culture and for promoting patronage. Encourage cultural entrepreneurship in all of its forms. Support Quebec s cultural presence on the international stage and make it a part of local and regional economic planning. CULTURE, TERRITORY AND ENVIRONMENT Objective 15 Recognize culture s role as a source for practices, knowledge, and traditions that help protect and stimulate biological and cultural diversity. Take the territory and the environment into consideration as part of every culture endeavor. Objective 16 Recognize and promote regional artistic expression and cultural specificities by encouraging diversified, locally anchored production to avoid cultural standardization. SAQ Sustainable Development Action Plan 15

17 appendix 1 summary table sustainable development action plan GOVERNMENT DIRECTIONS 1. INFORM, MAKE AWARE, EDUCATE, INNOVATE 3. PRODUCE AND CONSUME RESPONSIBLY GOVERNMENT OBJECTIVES 3. Support research and new practices and technologies contributing to sustainable development and maximizing its spinoffs in Quebec 6. Apply environmental management measures and an eco-responsible procurement policy to departments and government agencies 10. Provide the reference points required to make enlightened, responsible consumer choices and promote goods and services certification 4. INCREASE ECONOMIC EFFICIENCY 11. Increasingly reveal the externalities associated with goods and services production and consumption 5. ADDRESS DEMOGRAPHIC CHANGES 16. Increase productivity and quality of jobs using measures that are ecologically and socially responsible 6. PRACTICE INTEGRATED, SUSTAINABLE LAND USE AND DEVELOPMENT 19. Strengthen the viability and resilience of urban, rural or territorial communities and native communities Objective 11 Recognize and promote culture as a driver of sustainable economic development at the local, regional, and national levels. Highlight the economic impact of Quebec culture. Create new models of economic support for culture and for promoting patronage. Encourage cultural entrepreneurship in all of its forms. Support Quebec s cultural presence on the international stage and make it a part of local and regional economic planning. Objective 15 Recognize culture s role as a source for practices, knowledge, and traditions that help protect and stimulate biological and cultural diversity. Take the territory and the environment into consideration as part of every culture endeavor. Objective 16 Recognize and promote regional artistic expression and cultural specificities by encouraging diversified, locally anchored production to avoid cultural standardization. SAQ Sustainable Development Action Plan 16

18 ORGANIZATIONAL OBJECTIVES Continue developing new business opportunities Actions Encourage research and development Optimize the supply chain Better understand responsible practices in the wine field and consumers expectations in this regard Apply the Responsible Procurement Policy by integrating it all along the supply chain Continue developing new business opportunities Favour lightweight glass containers Improve productivity and performance Continue the efforts to mobilize employees and implement practices and tools that favour a healthy, safe, open and inclusive workplace Offer products and services aligned with customers needs More intensively showcase the Quebec product category SAQ Sustainable Development Action Plan 17

19 appendix 2 OPERATIONAL ACTIONS RELATED TO THE SUSTAINABLE DEVELOPMENT ACTION PLAN AND CONNECTIONS WITH THE GOVERNMENT SUSTAINABLE DEVELOPMENT STRATEGY GOVERNMENT DIRECTIONS 1. INFORM, MAKE AWARE, EDUCATE, INNOVATE GOVERNMENT OBJECTIVES 1. Make people increasingly aware of the sustainable development concept and principles. Promote knowledge and experience sharing in this area and assimilate the knowledge and know-how facilitating its implementation 2. REDUCE AND MANAGE RISKS TO IMPROVE HEALTH, SAFETY AND THE ENVIRONMENT 4. Continue developing and promoting a culture of prevention and define conditions that are beneficial for health, safety and the environment 3. PRODUCE AND CONSUME RESPONSIBLY 6. Apply environmental management measures and an eco-responsible procurement policy within government departments and agencies 7. Promote reduction in the amount of energy, natural resources and materials used to produce and market goods and services 8. Increase the share of renewable energies with less environmental impact (biofuels, biomass, solar energy, wind energy, geothermics, hydro-electricity, etc.) in Quebec s energy consumption 4. INCREASE ECONOMIC EFFICIENCY 11. Increasingly reveal the externalities associated with goods and services production and consumption 8. PROMOTE SOCIAL INVOLVEMENT 24. Increase citizens involvement in their community SAQ Sustainable Development Action Plan 18

20 OPERATIONAL ACTIONS Implement activities that contribute to realizing the Government awareness and training plan for public administration personnel* Inform the target audiences about the SAQ s achievements in sustainable development Maintain the responsible selling of alcoholic beverages Optimize occupational health and safety management Implement the environmental management system* Implement practices and activities in accordance with the provisions of the Policy for an Eco-responsible Government* Apply the best eco-responsible practices in the design, construction, operation and management of SAQ buildings Manage residual materials in accordance with the 4R-D principle Ensure that the persons in charge of SAQ-sponsored events take all necessary measures to recover the alcoholic beverage containers and containers used for serving Increase energy efficiency in SAQ buildings Increase energy efficiency in transportation operations Minimize the impact of packaging Encourage employees social involvement *Indespensible activities for the government SAQ Sustainable Development Action Plan 19

21 appendix 3 SUSTAINABLE DEVELOPMENT GOVERNANCE STRUCTURE BOARD OF DIRECTORS GOVERNANCE AND ETHICS COMMITTEE SUSTAINABLE DEVELOPMENT MANAGEMENT COMMITTEE (Members of the Management Committee) DIRECTOR SUSTAINABLE DEVELOPMENT SUSTAINABLE DEVELOPMENT OPERATIONAL COMMITTEE (Persons responsible for the strategic and operational actions) SAQ Sustainable Development Action Plan 20

22 appendix 4 ROLES AND RESPONSIBILITIES OF THE KEY PLAYERS IN THE GOVERNANCE STRUCTURE KEY PLAYERS BOARD OF DIRECTORS GOVERNANCE AND ETHICS COMMITTEE SUSTAINABLE DEVELOPMENT MANAGEMENT COMMITTEE DIRECTOR SUSTAINABLE DEVELOPMENT SUSTAINABLE DEVELOPMENT OPERATIONAL COMMITTEE ROLES AND RESPONSIBILITIES Validates the expanded role of the Board of Directors (e.g. consideration of the non-financial risks and stakeholders requirements; training on corporate responsibility issues in order to make decisions) Defines and integrates the sustainable development objectives for the four Board subcommittees (Audit Committee, Governance and Ethics Committee, Human Resources Committee and Business Practices Committee) Assumes direct responsibility for sustainable development at the SAQ Validates the SAQ s strategic direction Validates the progress made Defines the SAQ s level of aspiration and values in sustainable development (long-term vision) Validates the proposed sustainable development strategy and ensures its integration into the company s strategy Understands the sustainable development-related stakes, risks and business opportunities for the SAQ Oversees the integration of sustainable development into the company s business practices and monitors performance Monitors the SAQ s legal compliance Takes into consideration the concerns of the stakeholderss Ensures that the sustainable development directions are integrated into the work of the committees that report to the Management Committee (e.g. Investment Committee, IT Committee) Incorporates sustainable development in the planning for initiatives under way (e.g. new year launch, outlet tour) Validates the sustainable development report Develops the sustainable development strategy Facilitates and support the sustainable development projects and actions under way Facilitates the integration of sustainable development principles into the business practices (positions/divisions) Develops, validates and monitors sustainable development performance Acts as an expert in the field Proposes policies, solutions, best practices, etc. Ensures the SAQ s legal compliance Identifies business opportunities Identifies risks Understands and integrates the sustainable development-related stakes, risks and business opportunities for the SAQ Ensures that the actions of the SAQ s Sustainable Development Action Plan are incorporated into its business practices Ensures the action s legal compliance Identifies business opportunities based on the issues and states raised by the stakeholders Defines structuring and mobilizing actions Reports on the progress of the initiatives SAQ Sustainable Development Action Plan 21

23 appendix 5 GOVERNMENT OBJECTIVES NOT INCLUDED IN THE SUSTAINABLE DEVELOPMENT ACTION PLAN reason THE RESPONSIBILITIES RESULTING FROM THE SAQ S MANDATE MEAN THIS GOVERNMENT OBJECTIVE DOES NOT HAVE MUCH BEARING ON THE COMPANY GOVERNMENT OBJECTIVES NOT INCLUDED 13. Improve Quebec s demographic profile and that of its regions 2. Create and periodically update Quebec s sustainable development profile Each year, the SAQ surveys all its employees to determine their level of awareness of sustainable development. The collected data are published annually in its Sustainable Development Report. In addition, the SAQ organizes focus groups to study its customers perception of sustainable development, which gives it an accurate picture of the situation. SOME OF THE SAQ S CURRENT ACTIVITIES ALREADY CONTRIBUTE TO THE ATTAINMENT OF THESE GOVERNMENT OBJECTIVES 5. Better prepare communities to face events that could harm their health and safety and mitigate consequences Implementing an environmental management system and various health and safety programs and policies allow this objective to be attained. 9. Apply more ecoconditionality and social accountability in public assistance programs and encourage their implementation in financial institutions programs The SAQ has integrated responsible criteria into several of its calls for tenders for goods and services, its outlet construction and renovation contracts and its sponsorship awarding process. 12. Promote recourse to economic, fiscal and non-fiscal initiatives so that goods and services production and consumption reflect sustainable development imperatives Promotions are offered each year on organic, eco-practical and Quebec products. A circular is also dedicated to promoting these products. Also, the SAQ can apply a preference margin of up to 10% of the amount specified in the bid when a supplier meets the eco-responsible criteria specified in calls for tenders for the purchase of goods and services SAQ Sustainable Development Action Plan 22

24 reason GOVERNMENT OBJECTIVES NOT INCLUDED 14. Promote family life and facilitate the balance between work, school and personal life Several existing internal programs support work-life balance (flex schedules, four-day work week, personal leaves, etc.) 15. Increase the standard of living The SAQ offers very good working conditions, including hourly rates above minimum wage. 17. Keep public finances healthy for the generations to come The SAQ makes a significant contribution to Quebec s public finances. In its fiscal year, it transferred nearly $1.5 billion to the provincial government. SOME OF THE SAQ S CURRENT ACTIVITIES ALREADY CONTRIBUTE TO THE ATTAINMENT OF THESE GOVERNMENT OBJECTIVES (CONTINUED) 20. Provide access to basic services according to regional and local realities, with a view to equity and efficiency The sale of beverage alcohol is not an essential service. However, the distribution network set up by the SAQ through its agency stores, outlets and authorized distributors as well as SAQ.com makes the company the single most accessible retailer in Quebec. 21. Step up conservation and development of the cultural and scientific heritage The owner of the Au Pied du Courant historic site, the SAQ is careful to protect the heritage structure during construction and renovation work. In addition, through its donation and sponsorship program, the SAQ supports a large number of cultural events across Quebec. 25. Increase citizens involvement in decision-making The SAQ takes into account the expectations and concerns of its stakeholders in various ways: working committee (employees), surveys (internal and external), partnerships, focus groups (internal and external), etc. 26. Prevent poverty and social exclusion In addition to its diversity management, the SAQ organizes fundraising campaigns for Entraide and annually arranges volunteer activities for its employees in partnership with La Tablée des Chefs. SAQ Sustainable Development Action Plan 23

25 appendix 5 GOVERNMENT OBJECTIVES NOT INCLUDED IN THE SUSTAINABLE DEVELOPMENT ACTION PLAN (CONTINUED) reason GOVERNMENT OBJECTIVES NOT INCLUDED 27. Increase participation in ongoing training activities and manpower qualification SAQ employees enjoy access to a tuition reimbursement policy. SOME OF THE SAQ S CURRENT ACTIVITIES ALREADY CONTRIBUTE TO THE ATTAINMENT OF THESE GOVERNMENT OBJECTIVES (CONTINUED) 28. Increase schooling, the number of graduates and the population s qualification The SAQ offers serveral internal and external training possibilities. The company also has a learning management system that allows several virtual training sessions to be offered to all employees. 29. Support initiatives of the social economy sector aimed at the sustainable integration of people outside the job market All of the SAQ s outmoded computer equipment is donated to OPEQ (Ordinateurs pour les écoles du Québec), which offers integration programs to marginalized and troubled young adults. The SAQ also takes part in some activities of the Centres de formation en entreprise et récupération (CFER). 18. Integrate sustainable development imperatives into land use strategies and plans and regional and local development Eco-responsible clauses are now part of the performance specifications developed by the SAQ for calls for tenders for the construction of new facilities. ACTIONS IN THE SAQ S SUSTAINABLE DEVELOPMENT ACTION PLAN CONTRIBUTE INDIRECTLY TO THE ATTAINMENT OF THESE GOVERNMENT OBJECTIVES 22. Protect and promote national heritage and resources within the support capacity of ecosystems Several eco-responsible measures have been implemented as part of the LEED design of SAQ buildings to protect ecosystems (e.g. implementation of a soil erosion plan at construction sites to prevent contamination of nearby air, ground and water). 23. Step up cooperation with national and international partners on integrated sustainable development projects The SAQ s mission leads it to develop international partnerships. The responsible procurement process will only increase discussions and cooperation with these partners. SAQ Sustainable Development Action Plan 24

26 For information, contact: SOCIÉTÉ DES ALCOOLS DU QUÉBEC 905 De Lorimier Avenue Montreal, Quebec H2K 3V9 Telephone: Website: development Printed in Quebec ISBN print: ISBN PDF: Legal deposit November 2012 Bibliothèque et Archives nationales du Québec Printed on Rolland Enviro100 Print 100% post-consumer paper