CREATION OF VALUE FOR STAKEHOLDERS - INTEGRATED REPORT AUTOMOTIVE DIVISION - Groupe PSA
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INTEGRATED REPORT CREATION OF VALUE FOR STAKEHOLDERS AUTOMOTIVE DIVISION
CONTENTS
1 Groupe PSA: an impact player 01
1.1 Message of the Chairman of the Managing Board 01
1.2 Presentation of Groupe PSA 02
• A Global footprint managed as close to markets as possible 05
2 Ecosystem: an innovation-driven industry 04
2.1 Risks and opportunities 04
• Relating to future performance and long-term prospects
• Groupe PSA's CSR issues mapping
2.2 Groupe PSA’s answers to risks 07
• Mitigating risks and taking advantage of all opportunities
3 Ambition & strategy: driving future growth 08
3.1 Groupe PSA's vision 09
• Towards an efficient, exciting and sustainable mobility
3.2 Groupe PSA’s strategy 10
• Push to Pass, a strategic roadmap for 2016-2021
• PACE!, a plan to make Opel Vauxhall go profitable, electric and global
3.3 Groupe PSA’s enablers 12
• Enabler 1: an efficient governance and a competitive team
• Enabler 2: the Digital transformation as an efficiency booster
• Enabler 3: our CSR Policy, responsibility fully integrated into strategy
3.4 Strategic indicators 16
• Measuring progress
3.5 CSR commitments 17
• Our ambitions for 2035
4 Value Creation: a shared and lasting value for stakeholders 21
4.1 Value chain: a holistic approach 21
4.2 Creation of value for stakeholders 22
4.3 Investors & shareholders: sustaining growth 23
4.4 Customers: anticipating and responding to expectations 24
4.5 Employees: being a responsible employer 25
4.6 Suppliers and partners: making an extended commitment 26
4.7 Host communities and civil society: being a responsible citizen 27
4.8 The environment: preserving our planet 28
Appendices – about this report 29
1
GROUPE PSA 01
GROUPE PSA: AN IMPACT PLAYER
1.1 MESSAGE OF THE CHAIRMAN OF THE MANAGING BOARD
The automotive industry is facing a number of challenges is a value creation opportunity that will allow the Group stakeholders: our customers, our employees, our investors,
that we have identified through major trends. Groupe to accelerate its international development. Groupe PSA our suppliers, the civil society, the environment expect us
PSA integrates them already in everyday life: the will put all its experience at the service of the recovery to make a positive contribution to the economy, society
fragmentation of the markets that requires being both of Opel Vauxhall whose action plan PACE! has set clear and the environment.
global and local, the global awareness of climate change objectives, both economically and socially: Opel will generate To push forward environmental and societal innovation, we
and the economy of sharing that write a right for all to an operating margin of 2% by 2020 and will offer electrified do not hesitate to shake the codes by engaging partnerships
sustainable and affordable mobility, the connectivity and versions for 100% of its models in 2024. with demanding players who question our practices and our
the autonomy of objects that open up an immense field We are confident in the momentum that our leadership can missions and help us advance:
of possibilities without compromising on security, the create, for the benefit of our customers and employees, and • with the two NGOs, Transport & Environment and
digitalization that revolutionizes our ways of thinking, the more broadly for our stakeholders. France Nature Environnement: after measuring and publi-
behaviour of consumers that drives the development of shing on our brand websites the fuel consumption in real
our offers. Responsibility driving conditions, we continue our unique commitment
Responsibility is to take each day engaging decisions which in the automotive industry to publish in 2018 the emissions
Faced with these challenges, we must be more Darwinian we will be accountable for in the future. of nitrogen oxides from our vehicles in actual use;
than ever, agile and strong of our 3 identity markers: Our Group has been committed for a long time to a socially • through our Foundation, we build philanthropic projects
responsible approach. It has always renewed its commit- serving the most vulnerable publics jointly with the most
Performance ment to the ILO principles and to the Global Compact. It has operational associations and NGOs;
Only the performance can protect us... a long-standing awareness of its responsibilities to society • with the federation of IndustriAll trade unions, we
In a record time (2014-2016), Groupe PSA went from a and the environment. They are deeply incorporated into its deploy our global framework agreement on social
situation of near bankruptcy to one of the most efficient culture and values. Groupe PSA supports the 17 Global Sus- responsibility renewed in March 2016 and share the
economic players in its sector, both financially and socially. tainable Development Goals published in September 2015 actions and results achieved
With a Group recurring operating margin of 6.1%, it also by the UN Member States, a roadmap for common good.
became the industry leader in the Dow Jones Sustaina- Innovation is in our DNA; it imposes the rigor of a scientific This 2017 Integrated Report shows how we put our values
bility Index in September 2017 and remains included approach in the search for the most efficient solutions to and skills at the service of a responsible business model that
in the world's leading Socially Responsible Investment serve the greatest number. They are the only means to creates shared and sustainable value.
indexes. To consolidate this double economic and secure a significant societal and environmental impact.
societal performance, best protection against the vagaries CARLOS TAVARES
of the markets, it was essential that we maintain our Transparency Chairman of the Managing Board
European foundation, as the basis of our global Responsibility comes with transparency.
development. The acquisition of Opel Vauxhall in 2017 Our role as a company is to create sustainable value for our
HISTORICAL BACKGROUND OF GROUPE PSA
1896 1987 2014 2014 2016 2017
Foundation of Merging of Aciers et outillages Creation of the Strengthening of the Group’s Push to Pass strategic plan Acquisition of Opel Vauxhall,
Peugeot S.A. Peugeot with Cycles Peugeot, DS Automobiles industrial and commercial PACE! strategic plan
under the name of Ecia (renamed brand partnership with DONGFENG
FAURECIA in 1998) MOTOR GROUP (DFG)
1974 1992 2014 2016
Acquisition of all Foundation of the joint-venture Back in the Race Creation of the
of the outstanding Dongfeng Peugeot-Citroën strategic plan Free2Move brand
shares of Citroën S.A. Automobiles
1 GROUPE PSA: AN IMPACT PLAYER GROUPE PSA 02
1.2 PRESENTATION OF GROUPE PSA 2017 KEY FIGURES
Groupe PSA designs unique automotive experiences and delivers mobility
solutions to meet all client expectations.
160 3.63 208,227
The Group has five car brands, Peugeot, Citroën, DS, Opel and Vauxhall, as
well as a wide array of mobility and smart services under its Free2Move brand,
aiming to become a great car maker and the preferred mobility provider.
number of countries million vehicles sold employees
with sales operations worldwide worldwide
Peugeot 3008 Citroën e-mehari DS7 Crossback Opel Crossland X Vauxhall Grandland X free2Move
This report focuses on the activities of the Automotive Division. 65.2 2nd 6.1%
billion largest car Group recurring
PEUGEOT S.A. revenue manufacturer in Europe operating margin
13.3% market share
(Passenger Cars + Light
AUTOMOTIVE
FINANCE Commercial Vehicles)
EQUIPMENT AUTOMOTIVE DIVISION
DIVISION
DIVISION
FAURECIA PSA OPEL AUTOMOBILES AUTOMOBILES DS OPEL FREE 2 BANQUE
AUTOMOBILESAUTOMOBILES PEUGEOT CITROËN VAUXHALL MOVE PSA FINANCE
opel vauxhall free2move
40 95% 1.56
regional launches All Group vehicles are billion operational free
in 2016-2017 95% recoverable cash flow
out of the 124 launches planned
for 2016-2021
VEHICLES SOLD IN 2017
2,119,800 1,055,700 52,900 403,900* 2.2M clients
*from 1 August to (Europe & USA)
EC Economic and financial value SO Social value EN Environmental value
31 December 2017
1 GROUPE PSA: AN IMPACT PLAYER GROUPE PSA 03
A GLOBAL FOOTPRINT MANAGED
AS CLOSE TO MARKETS AS POSSIBLE
sites in france
Hordain
Mulhouse
russia
Poissy
Kaluga (16)
belarus
Rennes
Minsk (13) Kostanai (12)
Sochaux united kingdom
kazakhstan poland
ukraine japan
uzbekistan china Caen Ellesmere the netherlands germany
Eisenach
Jizzakh 2019 (8) Xiangyang (19) Mizushima (16) Port
united states of america
turkey
Bursa (18)
Charleville-Mézières
Okasaki (16) Luton Gliwice
iran Douvrin (FM) Rüsselsheim
Teheran (2) Wuhan (19) czech republic
morocco
tunisia
Tunis 2018 (1)
Shanghai/ Wuhan/ Shenzhen Hérimoncourt belgium
Kolin (17)
Tychy
Kenitra 2019 Kashan 2018 (3) Chengdu (19)
Metz Kaiserslautern slovakia
algeria austria
Oran 2019 (4)
Shenzhen (20)
Mulhouse france luxembourg
mexico Trnava
india
Tamil Nadu 2020 (5) vietnam Saint-Ouen switzerland
Chu Lai
Sept-Fons
(9)
ethiopia Aspern
Wukro (14) Szentgotthárd
nigeria
malaysia
Trémery italy
brazil Kaduna (11)
kenya
Gurun (10) Valenciennes
Thika (6) Vesoul Vigo
Mangualde Zaragoza
Porto Real
Vélizy Val di Sangro (15)
La Ferté-Vidame portugal Madrid
São Paulo
uruguay
Sochaux
chile
Montevideo (7) Belchamp spain
Buenos Aires
La Garenne-Colombes
Jeppener Carrières-sous-Poissy
argentina
manufacturing locations other locations industrial partners
Automotive production plant R&D centre (1) STAFIM (11) PAN Nigeria Ltd
( in partnership) (2) Iran Khodro (12) Allur Distribution and Saryarka AvtoProm LLP
( in the planning stage) sales locations (3) SAIPA (13) PC Auto et Unison
(4) Condor Electronics, Palpa Pro and l’Entreprise Nationale (14) MIE (Mesfin Industrial Engineering's)
Components factory, casting Countries where the Group operates with de Production de Machines-Outils (15) Fiat
a subsidiary that commercializes vehicles (5) CK Birla (16) Mitsubishi Motors Corp
( in partnership)
and / or mobility services (6) URYSIA (17) Toyota
( in the planning stage) (7) EASA and Nordex (18) TOFAS and FIAT
Countries where only mobility services of (8) SC Uzavtosanoat (19) Dongfeng Motor Corp
Assembly plant the Group are commercialized (9) THACO (20) Changan PSA Automobiles
( in partnership) (10) Naza Automotive Manufacturing SDN BHD
( in the planning stage)
Note: this map does not include office facilities, head offices, IT sites, non-automotive businesses,
or countries where Group vehicles are sold by an importer. Labels on this map have been localized for best clarity, we trust you will not consider geographical precision
For more information: CSR Report, section 1.1. A CSR programme fully integrated into the Group strategy.
2
GROUPE PSA 04
ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY
2.1 R
ISKS AND OPPORTUNITIES
RELATING TO FUTURE PERFORMANCE AND LONG-TERM PROSPECTS
Given the economic, 7 MEGATRENDS
sociological, regulatory,
environmental and societal n Today, there is a large fragmentation of regulations and customer needs;
nT
he Group must adopt a double vision:
challenges facing the
automotive industry, each
MARKET • A global approach that defines the core model, technologies and mobility strategies to optimize volumes and costs and ensure
DIVERGENCE a return on investment;
company must be prepared •L ocalisation to ensure the best management of shipping and CO2 emissions and to understand each market’s specific
customer expectations and trends, taking into account the phenomenon of urbanization.
to rethink and re-create
value model. Groupe PSA has n Theright for all people to have access to affordable mobility;
identified seven megatrends SHARING nA
nincreasing consumer view that transportation doesn’t necessarily require owning a vehicle. Car sharing and ride hailing
services are projected to multiply ten-fold by 2030, according to market consensus.
shaping the future of the
automotive industry. nT
hereis a push – primarily driven by regulations – to rapidly change the automotive industry’s CO2 and Greenhouse Gas
CO /NOX
2 footprint. This topic can be linked to the circular economy, presenting both a challenge and an opportunity for Groupe PSA.
nT
he car is evolving to become the “next” connected device after the television, smartphone, PC and tablet. 1.2 billion
connected cars are expected by 2030;
CONNECTIVITY nT
he vehicle is becoming the “Fifth screen.” Consumer expectations in this area are causing demand to accelerate at an
unprecedented pace, with estimated revenues projected to more than double to $160 bn by 2022.
n Passiveand active safety are expected for all levels, price ranges and categories;
nS
oftware capability is increasing rapidly, clarifying the vision for autonomous vehicles and creating new technological
AUTONOMOUS and regulatory challenges. According to market consensus, by 2030, 80% of all cars are expected to be equipped with level 2
and above and 10% will have levels 4 & 5;
n Autonomy will – when fully realized – return quality time to the driver and improve safety.
nT
he speed at which artificial intelligence is developing will have a significant impact on Groupe PSA’s cars and services, on
DIGITALISATION data management, factories and workspaces.
n This will also impact the customer experience and mindset.
n Hugechanges in consumer behaviour will continue to impact Groupe PSA’s business model (expectations on product, vehicle
ownership and user experience, for instance):
CUSTOMER • Linked to market divergence, this is challenging the industry with a much more complex business environment, requiring
new focus, agility and flexibility;
BEHAVIOUR
• The automotive industry has historically been slow and capital intensive, with long lead times.
In the future, data, speed and agility will be key competitive levers.
2 ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY GROUPE PSA 05
The Group has identified risks and opportunities that it must address. They are broken down into a number of CSR issues.
Megatrends Risks and opportunities for Groupe PSA Description Related CSR issues
• In the face of global warming and increasingly stringent regulatory requirements, answering n V
ehicle CO2 emissions*
CO /NOX
2
consumer expectations requires not only the building of vehicles that emit less CO2, but also the n E
nvironmental performance in the supply chain: purchasing and logistics
development of new mobility services. n Energy / industrial carbon footprint
CONNECTIVITY Climate change
• Vehicles emitting less than 100 g/km of CO2 already represent more than 30% of Groupe PSA’s
sales volume in 2017 and plug-in hybrid powertrains could generate an additional 4% to 5% by 2020.
AUTONOMOUS
• At a time marked by the scarcity of natural resources, reducing dependence on water resources nW
ise use of material in the vehicle life cycle (including product recycling)
SHARING
and raw materials is a matter of both sustainable business and cost reduction. nS
ustainable water management
Natural resource scarcity • In 2017, steel requirements were reduced by several thousand tonnes, saving €30 million, nO
ptimisation of material cycles in industrial processes (including waste)
CUSTOMER
BEHAVIOUR and the use of recycled polypropylenes and polyamides saved €7.2 million (EU vehicle sales).
• In response to increasing societal concern regarding industrial processes and consumers’ growing nV
ehicle safety*
vigilance regarding the health impact and safety of products, car manufacturers must increase the nV
ehicle impact on air quality*
AUTONOMOUS
Health and safety: growing adaptability of their vehicles and the positive differentiation of their products in order to anticipate nB
iodiversity
CO /NOX demand of civil society regulations and retain customers. nC
ontrol of industrial discharges and nuisances
2
• Groupe PSA devotes 40% of its R&D budget to clean techs (improved internal combustion engines,
plug-in hybrid petrol-electric models, battery electric vehicles).
• Growing inequalities in the economic development of regions and the public's lack of confidence nL
ocal sourcing development in host territories
in wealth redistribution policies encourage the development of local supply and the nB
alanced governance and distribution of added value
MARKET Unbalanced economic implementation of more sustainable value-added distribution practices. Attention therefore needs nP
hilanthropy and socially responsible mobility
DIVERGENCE development of territories to focus on the redistribution of the value created by the Group between capital expenditures and
remuneration of managers and stakeholders.
• The Group’s CAPEX and R&D investments (8-9% of revenues) illustrate this balanced development.
• The automotive industry must anticipate increasingly restrictive national and international n uman rights in the supply chain
H
MARKET
DIVERGENCE regulations - relating to "minerals from conflict zones," the balance and integrity of business n E
thics in business practices
Human rights and business relationships and the requirement for vigilance by large companies. This is a prerequisite for n Responsible information and marketing
CONNECTIVITY
ethics violation accessing additional markets and financing.
•N o non-compliance was detected in the application of Groupe PSA's global framework agreement
CUSTOMER on social responsibility, a reference framework in the field of fundamental human rights, signed in 2010.
BEHAVIOUR
• In the context of changes in the organisation of the automotive industry (automation of production nM anagement of company transformations and social dialogue*
chain work, in particular) and digital transformation, the strengthening of competitiveness will be nHealth, safety and well-being in the workplace
DIGITALISATION
achieved by improving employee well-being and satisfaction and the reduction of accidents and nD iversity and equal opportunity
Human capital
CUSTOMER work stoppages. nA ttracting and developing all talents
BEHAVIOUR • The Group invested €80 million in training in 2017. Investments in safety have contributed to divide
by 9 the number of lost-time incidents since 2010.
• In response to reinforced eco-mobility policies, the increasing complexity of value chains, requiring n ehicle and service quality - Customer satisfaction*
V
MARKET
DIVERGENCE increased quality control, and reductions in household income, the development of new and nD
evelopment of new mobility solutions*
customer-adapted mobility solutions is becoming a source of differentiation. nR
esponsible Management of customer’s data and relationship
SHARING • Groupe PSA is targeting revenues of €300 million in 2021 from mobility services for individuals
Customers’ expectations and professionals.
AUTONOMOUS
and market risks
DIGITALISATION
CUSTOMER
BEHAVIOUR
*Strategic CSR issues (see materiality matrix page 6)
For more information: CSR Report, section 1.2 CSR in the value creation model.
2 ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY GROUPE PSA 06
GROUPE PSA'S CSR ISSUES MAPPING
Groupe PSA built this mapping Substantial CSR Issues Significant CSR Issues Strategic CSR Issues
on a structured approach which
allowed the identification of 4
Vehicle CO2 emissions*
all factors contributing to the
Vehicle safety*
materiality of each issue. Development of new mobility solutions*
An independant third party Vehicle impact on air quality*
ensured each issue was scored Vehicle and service quality - Customer satisfaction*
strictly and fairly using a
Management of company
standardised methodology. transformations & social dialogue*
3 Attracting and developing all talents*
In the initial phase, the list of important
Wise use of material in the vehicle life cycle (including product recycling) Ethics in
CSR issues is drawn up, supplemented by Local sourcing development
IMPORTANCE OF THE EXPECTATIONS OF THE STAKEHOLDERS
Health, safety business in host territories*
financial elements and then cross referenced Human rights in supply chain practices
& well-being in
with expectations expressed by stakeholders, Energy / industrial carbon footprint the workplace
provided by the Group’s network of CSR Responsible management of customer’s
Responsible information and marketing data and relationship*
contributors, representing all of its business
Diversity and equal opportunity
activities. Optimisation of material cycles in industrial processes (including waste)
Balanced governance and Environmental performance in the supply chain: purchasing & logistics
In the second phase, all issues are scored so distribution of added value
2
that they can be positioned on the materiality Control of industrial discharges and nuisances
matrix. A specific working group is formed, Sustainable water management
bringing together the CSR correspondent for
the area concerned. Each issue is evaluated
from two perspectives: its impact on the Group’s
business performance and its importance to
stakeholders. Biodiversity
Philanthropy and socially responsible mobility
In the third phase, upon completion of this
scoring process, the issues are positioned on 1
the materiality matrix. The working group
coordinators meet to define three thresholds,
thus distinguishing strategic issues – key
issues for business models evolution – from
those significant – key issues for creation of
value – and those substantial – issues linked to
challenges and opportunities to monitor and
to maintain at the right level. The last step in
the methodology consists of the validation 0 1 2 3 4
of the materiality matrix of CSR issues by the
Executive Committee. IMPORTANCE FOR BUSINESS PERFORMANCE
Climate Natural resource Health and safety: Unbalanced economic Human rights and Human capital Customers’ expectations
change scarcity growing demand development of business ethics and market risks
of civil society territories violation
or more information:
F *Issue linked to the Push to Pass strategy
CSR Report, section 1.2 CSR
in the value creation model.
2 ECOSYSTEM: AN INNOVATION-DRIVEN INDUSTRY GROUPE PSA 07
2.2 G
ROUPE PSA’S ANSWERS TO RISKS
MITIGATING RISKS AND TAKING ADVANTAGE OF ALL OPPORTUNITIES
Groupe PSA is improving…
…its design processes …its production processes …its marketing processes …its work arrangements
environmental and social responsibility increasing use of standardised modules and digital tools are radically transforming the and talent management
throughout the entire life cycle requires special platforms. The Group is decreasing its carbon relationship between brands and customers. considers the expression and development of
vigilance on hazardous materials, polluting footprint by taking steps to reduce the energy The Group’s customer base being new car sales, talent to be the cornerstone of its strategy;
emissions and rare earths. Groupe PSA has long intensity of its processes and switching used car sales, parts, services, mobility services, guarantees equal opportunities based on the
deployed an eco-design approach. It is actively increasingly to renewable energy. It is also looking it embraces a customer base of 18 million recognition of individual merit; Groupe PSA
involved in the circular economy, including at changes to its production processes through customers – for a company which has sold has been awarded France’s Equal Opportunity
managing the end-of-life of its products. the application of disruptive technologies (e.g., 3.6 million new cars in 2017. and Diversity Labels, in recognition of the best
Digital tools used in the design process enable 3D printing) and the internalisation of design and practices implemented across the organisation to
virtual validations and tests which drastically manufacturing of electric engines within the new encourage diversity, prevent discrimination and
reduce the consumption of material resources. generations of electrified powertrains (Groupe support gender equality in the workplace.
PSA /Nidec joint venture).
…its products …its sites …its stakeholder communication …its risk management
development of electrified powertrains (either to support the development of its sales in transparent, reliable information is key to the technological advances and international expansion
plug-in hybrid or full electric); improving the emerging markets such as Africa, the Middle East Group’s stakeholder dialogue. Financial and mean that data protection systems must be constantly
performance of electric vehicle batteries; and Southeast Asia, the Group has announced nonfinancial reports are published in conformity updated, with reputational and legal monitoring to
downsizing; active monitoring of the development new sites (Morocco, Algeria, Malaysia). with leading global standards after being audited ensure an immediate response to threats. The financial
of new energies (fuel cell, new biofuels, etc.); At the same time, it is boosting its production by third parties. Groupe PSA took the initiative in consequences of risk management are increasingly
protection of vehicles, passengers and other competitiveness in countries where markets are publishing its real-world vehicle fuel consumption measured by investors. Groupe PSA is continuously
stakeholders not only from road safety risks, but stagnating or declining. and pollutant emissions, in association with the improving its internal control to provide an efficient
increasingly from cybercrime. environmental NGO Transport & Environment. and structured response to the risks to which it is
exposed, whether regulatory, consumer, financial or
cybercrime-related.
Climate change Natural resource scarcity Health and safety: growing Unbalanced economic Human rights and business Human capital Customers’ expectations and market risks
demand of civil society development of territories ethics violation
For more information: CSR Report, section 1.2 CSR in the creation of value model.
3
GROUPE
GROUPE PSA08
PSA
AMBITION & STRATEGY: DRIVING FUTURE GROWTH
7 MEGATRENDS MARKET SHARING CO /NOX
2
CONNECTIVITY AUTONOMOUS DIGITALISATION CUSTOMER
DIVERGENCE BEHAVIOUR
GROUPE PSA 2021
FROM TURNAROUND TO PROFITABLE SUSTAINABLE GROWTH:
A CUSTOMER-DRIVEN TRANSFORMATION
OUR BUSINESS FROM PRODUCT FROM OWNERSHIP FROM CAR FROM ONE BUSINESS FROM LOCAL
TARGETS TO CUSTOMER TO EXPERIENCE TO MOBILITY TO A PORTFOLIO OF TO GLOBAL
BUSINESSES
A GREAT CAR MAKER A MOBILITY PROVIDER
OUR VISION With cutting edge efficiency For a lifetime customer relationship
Product offensive: International expansion Scale-up of business Expansion to mobility services:
OUR STRATEGY car-sharing, connected services,
launch of one new vehicle per and profitable growth in all its activities: after-sales services,
region, per brand and per year host regions used vehicles, multi-brand leasing, fleet management and
offerings sharing
OUR OBJECTIVE ENLARGE OUR CUSTOMER BASE
1. EFFICIENT GOVERNANCE AND COMPETITIVE TEAM
OUR ENABLERS 2. DIGITAL BOOSTER
3. CSR POLICY3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 09
3.1 GROUPE PSA’S VISION
TOWARDS AN EFFICIENT, EXCITING AND SUSTAINABLE MOBILITY
It is not enough to have a comprehensive view of trends; also required Virtually every aspect of Groupe PSA’s business To achieve this, the Group puts customers and
has changed over the past decade – and is likely mobility at the heart of its strategic plan. The focus
are insights into when, how and how far those trends will impact offers to change entirely again in another 10 years. The today is responding to customer expectations
and then business models. growing complexity of the business environment through an innovative approach encompassing
Its understanding of the industry’s new landscape, is helping Groupe PSA presents new challenges for industry and additional both mobility and retail. This process starts with
to re-define and create the future of mobility. constraints for individual mobility. In this challenging understanding each and every customer on their
context, PSA strategic intention is to provide “mobility journey.”
sustainable and affordable individual vehicles and
mobility services for all. Agility and efficiency have been key elements to
recover profitability. The near-death experience
In an increasingly consumer-led society, consumer in years 2012/2013 has been an opportunity for
focus is the new paradigm. Groupe PSA believes Groupe PSA to clarify its vision, to build a roadmap
that the right to individual mobility remains a basic supported by consistent KPI*, and to change the
expectation of each human being. employees’ mindset, result-oriented and focused
on disciplined execution.
Recognizing these changes, Groupe PSA has
re-established itself as a sound company in a Having re-defined itself, Groupe PSA is well-
relatively short period of time and set a new course positioned to leverage its agile leadership and
to become a leader in an industry that today mindset as the industry continues to evolve.
incorporates much more than just the manufacture
of cars. Groupe PSA’s mission is to serve customers’
mobility needs across all dimensions. Beyond being
the world’s most efficient car maker, the Group
aspires to change how customers use, power and
own cars. * Key Performance Indicator
T H E WO R L D O U TS I D E . O U T S TA N D I N G M O D U L A R I T Y.
n in natural light with the opening panoramic glass roof*. Complete with tilt and slide functions, With outstanding levels of modularity as standard across the range, all-new PEUGEOT 5008 SUV is ready for whatever you can throw at it.
s roof can open up to sixteen inches. Complete with mood lighting that illuminates the full length With seven individual seats on board, everyone can get comfortable. Second row occupants can enjoy longitudinal adjustment to maximise
nel at night and an electric sunblind for when the UK sun proves to be a bit too much. legroom and even recline the seat back rest angle for optimum comfort on each of the three independent seats.
Third row occupants can enjoy generous levels of leg and headroom as well as an airy feel offered by the generous expanses of glass.
If not required the third row seats can be removed and stored separately.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 10
3.2 GROUPE PSA’S STRATEGY
PUSH TO PASS, A STRATEGIC ROADMAP FOR 2016-2021
The Push to Pass plan, unveiled in 2016, builds on the results of the previous Through carefully managed R&D investment and Brand development will be based on:
rigorous control of fixed and production costs,
plan, Back in the Race, which enabled the Group to return to profit sooner the plan raises the bar for Groupe PSA’s structural technological strategy that addresses
a
than expected.
n
performance in targeting: environmental issues, including through the
This transformation plan is the Group’s roadmap for 2016-2021. It addresses launch of seven plug-in hybrid vehicles and five
the mobility needs of customers by anticipating changes in vehicle usage. n a
verage current operating margin of over 4.5% for electric vehicles, and the implementation of the
the Automotive Division for 2016-2018, with a target
Driven by customers’ shifting expectations, it will unlock the company’s autonomous and connected vehicles programme;
of over 6% by 2021;
potential by capitalising on the efficiency, operational excellence and agility n b
est-in-class product and service quality,
1 0% growth in the Group’s revenue between 2015 underpinning the pricing power of the brands;
generated by the Back in the Race plan. n
and 2018, targeting an additional 15% by 2021.
n a
product offensive (26 passenger cars and 8
commercial vehicles, including a 1-tonne pick-up
To achieve these targets, the company is rethinking in which each brand launches one new vehicle
its business model. It will create more value per year in each region);
by leveraging its existing customer base, while
n mobility services plan to respond to customer
a
expanding through digitisation and its multibrand
expectations (with the brand Free2Move).
offering of after-sales, leasing, used vehicle, mobility
and fleet management services. Carefully targeted
This plan will ensure sustainable and profitable
venture capital investments will broaden the portfolio
organic growth across all of the Group’s regions.
of mobility solutions.
Push to Pass is the first step towards achieving
Groupe PSA’s ambition to be an efficiency-
pioneering global car manufacturer and the
leading mobility services provider.
Push to Pass is designed to answer the expectations
of the Group’s key stakeholders, including its
customers, employees, investors, suppliers and host
In 2017, Groupe PSA experienced historic communities.
results in terms of revenue, volume of sales,
recurring operating income and net result
group share, thanks to the successful execution
of the Push to Pass plan.
For more information: Registration Document, section 1.3 Activities and strategy.
CSR Report, section 1.1 A CSR programme fully integrated into the Group strategy.
2017 FY results.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE
GROUPE PSA 11013
PSA
PACE!, A PLAN TO MAKE OPEL VAUXHALL GO PROFITABLE,
ELECTRIC AND GLOBAL
To consolidate the double economic and societal performance, best The acquisition of Opel Vauxhall, effective at It is based on four fundamental pillars:
1 August 2017, constitutes an opportunity for
protection against the vagaries of the markets, it was essential that accelerating Groupe PSA growth plan, under n t he path set by the European Union for reducing
Groupe PSA maintain its European foundation, as the basis of its global the benefit of: CO2 emissions, which will be achieved among
development. others by electrification of the range;
Groupe PSA will put all its experience at the service of the recovery of n t he leveraging of operational excellence n improved competitiveness through optimised
Opel Vauxhall whose action plan PACE! has set clear objectives, both over a widened Group; process efficiency, reduction of costs and Group
economically and socially. a higher R&D capacity;
synergy gains of €1.1 billion p.a. by 2020, reaching
n €1.7 billion p.a. by 2026;
n volume and synergy gains per annum/per year; n a
high positioning of the Opel Vauxhall brands, to
improve pricing power while emphasising quality
n ew automotive brands, with considerable
n and services in keeping with customer expectations;
synergy by their image and geographical
n lastly, a vigorous drive by Opel Vauxhall to boost
footprint.
its sales growth by accelerating the rollout of new
models, with a total of 9 launches by 2020, and
The PACE! plan presented on 9 November international development at a pace of 20 new
2017 is designed to sustain Opel Vauxhall’s markets by 2022.
competitiveness, setting as operational targets:
n a
recurring operating margin of 2% for Opel
Vauxhall by 2020 and a target of 6% by 2026;
n positive free operating cash flow by 2020.
For more information: Registration
Document, section 1.3 Activities and strategy.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 12
3.3 G
ROUPE PSA’S ENABLERS DIVERSITY AND COMPLEMENTARITY
OF THE SUPERVISORY BOARD
ENABLER 1: AN EFFICIENT GOVERNANCE
TO SUPPORT PERFORMANCE... 50%
Non-Independent
members
Since 1972, Peugeot S.A. has had SUPERVISORY BOARD PROFILE
a two-tier management structure Members of the Supervisory Board are selected
comprised of a Managing Board, ROLE with a view to ensuring sufficient diversity and
responsible for strategic and The Supervisory Board ensures that the strategy complementarity of skills to deliver the company’s 50%
proposed and applied by the Managing Board fits Independent
operational management, and strategy. members
with the Group’s long-term vision defined by the
a Supervisory Board, responsible Supervisory Board. It reviews the medium-term This balanced membership contributes to the quality
for oversight and control. strategic plan and the capital expenditure plan of the debate and the decisions taken by the
This separation responds to the as well as the budget. Supervisory Board.
concern for a balance of power 43%
Non-French
COMPOSITION
between the executive and oversight
functions, as reflected in the principles Chaired by Louis Gallois, the Supervisory Board BOARD COMMITTEES
of efficient corporate governance. consisted of the following 14 members:
The Supervisory Board has created four specialised
committees, whose objective is to prepare the work 57%
n ix members appointed upon the proposal from
s French
each of the three main shareholders: the French of the Supervisory Board. Each Committee issues
Government, the Peugeot family and Dongfeng; proposals, recommendations and opinions within the
scope of its responsibilities:
n s
ix independent members, including the Chairman
of the Supervisory Board and a Senior Independent
Strategy Committee 46%
Member; n
Women
n o
ne employee representative and one employee n ppointments, Compensation and Governance
A
shareholder representative. Committee
n Finance and Audit Committee
n Asia Business Development Committee
54%
Men
Responsibility is exercised within all of the company's
management and executive functions, hence, there
OWNERSHIP STRUCTURE is no dedicated CSR body. Ensuring that CSR is
EXPERTISE
AS OF DECEMBER 31, 2017 central to decisions and actions can significantly boost
25%
performance and enables the Group to improve its Governance 16%
Finance & risk
1.25%
economic and financial efficiency, safeguard the value management
Treasury shares of its assets, manage risks more effectively and protect 14%
12.23%
Peugeot family (EPF/FFP) its value and sustainability in the medium to long term. 5% International
CSR experience
12.23%
Dongfeng Motor (Hong Kong)
45.03% International Co. Limited (DMHK)
Other foreign 9%
institutions 12.23% Human
BPIfrance via resources
Lion Participation SAS 16%
14% Manufacturing
6.63% New economic
Other individual shareholders models
8.39%
Other French 2.03%
institutions Employees3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE
GROUPE PSA 13
PSA 015
…AND A COMPETITIVE TEAM TO CHALLENGE BENCHMARKS
The Group relies on competitive teams around the world to challenge its best competitors.
MANAGING BOARD EXECUTIVE COMMITTEE COMPENSATION POLICY
The Managing Board is responsible for executive leadership and The Managing Board is supported by the Executive Committee, The compensation policy takes into account principles of
financial management. It helps to define and implement the organised in a matrix structure by brands, regions and business completeness, balance, comparability, consistency, and
Group’s strategic vision developed in accordance with the long lines. This structure aims to secure worldwide profitable growth readability of measurement rules.
term objectives set and approved by the Supervisory Board. for the Group. Each region is supervised by a Chief Operating
Officer (COO), who is responsible for economic profit and the The compensation structure encourages the attainment of
Managing Board members are appointed by the Supervisory Board management of Group resources in the region, including short- and long-term targets with a view to streamlining and
for a period of four years. The Managing Board currently consists manufacturing and sales companies. This responsibility is aligning the interests of Managing Board members with those
of 4 members, including the Chairman, Carlos Tavares. exercised in partnership with the Group brands and business of the company and its shareholders. It consists of three
lines. elements: an annual fixed part, an annual variable part and
a long-term compensation plan (performance shares).
Collective variable compensation is a component of the
comprehensive compensation offered by Groupe PSA to its
" IT’S ALL ABOUT PEOPLE AND EXECUTION " employees. The variable compensation schemes target all
categories of employees and aim to compensate collective
n E
cosystem n C
ustomer n T
alent performance and engage employees in value creation for
& Partnership Management the company. The Group is determined to reward merit.
centric
n B
usiness Lab n R
esults n C
ross Functional
oriented Teams
n Social
&
Environmental Competitive n Concentration n Leadership
Business Sense Responsibility Mindset Focus Meritocracy Drive The Change
For more information: Registration
Document, section 3. Corporate Governance.
CSR Report, section 1.4 Governance geared towards sustainable growth.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 14
ENABLER 2: THE DIGITAL TRANSFORMATION AS AN EFFICIENCY BOOSTER
Taking into account the new environment, Groupe PSA’s ambition is to be
a customer connected company with efficient digital processes
for a seamless customer journey.
A central part of the Group's transformation and the Push to Pass n D
igital Validation Booster, a project which aims to boost digital The Digital Employees project aims to lead the entire into
strategic plan is digital technology, particularly to anticipate new validation and thereby reduce the number of material resources the digital transformation by offering innovative means of support
vehicle uses and enhance service provision. (prototypes) and, in turn, reduce R&D costs and time to market. and profound transformations in working methods.
The approach was used for the new 1.5 BlueHDi diesel engines and
To meet these strategic ambitions, R&D must become more efficient new 6-speed gearboxes launched in 2017 which were developed This project has four components:
and expenditure must be thoroughly optimised throughout the R&D without prototypes;
value chain, from the innovation phases right through to manufacture The Group also has virtual reality systems at several of its French 1. d
igital acculturation: guide employees by offering them a
and the vehicle lifetime. Management of the DRIVE (Development sites. common base of knowledge on uses and trends. This has been
Research Innovation & Value Enhancement) performance plan has led put into practice through the "Digital Passport" programme.
to a saving of €1.5 billion over the five years of the Medium-Term Plan Groupe PSA wants to get closer to the final customer. For this 19,375 employees worldwide have enrolled in this programme;
(2014-2018), i.e., on average €300 million per year. purpose, we have made several partnerships, in CRM (customer
2. d
igital employee journey: use digital technology to make
relationship management), but also in terms of IOT (Internet of
employees' lives easier and offer symmetry of uses between
The key factors identified to achieve this objective are: Things) plaform, we now have great partners (Salesforce and Huawei),
personal life and working life;
supporting the changes in our own processes to get closer to the final
n P
LM (Product Lifecycle Management), used to collate, manage and customer. 3. d
evelopment of collaborative tools for more cross-
share all data for each product throughout its life cycle. It drives all functionality in operating procedures. In 2017, the Group set up
the operating processes and working methods set out in the business Our customer base being new car sales, used car sales, parts, services, a corporate social media that now has more than 20,000 users.
transformation project. PLM uses the 3DEXPERIENCE platform mobility services, it embraces a customer base of 18 million customers. This network is helping to transform working practices;
developed by Dassault Systèmes. This is helping Groupe PSA to better That means that the number of sales for new cars is not representative 4. impact of digital technology on business line skills:
master the complexity of its products’ development and life cycles. of the size of our business. It also means that we are now able to be implementation of development and training initiatives by job
This platform guarantees the efficiency of the development processes, in contact with our final customer through over-the-air updates of family to support skills gains, such as the "start-up spirit" training.
and the modularity, reliability, quality and traceability of all products all the software of the car, be it car software, or of course, service
by drawing on user-shared data that is accessible any time all over software. This is now starting from 2017 and we will be deployed
the world; between now and 2021.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE
GROUPE PSA 15
PSA 017
ENABLER 3: OUR CSR POLICY, RESPONSIBILITY FULLY INTEGRATED INTO STRATEGY
Focused major industry challenges and a key enabler of Push to Pass, Groupe PSA ’s CSR commitments are
organised around 3 pillars: sustainable mobility, economic development of host regions and implementation
of innovative, thoughtful social practices focused on the individual.
The Group’s commitments are defined jointly by the Departments involved and the Sustainability Department.
Members of the Executive Committee are responsible for the level of progress of each commitment, which
is publicly disclosed in the CSR Report. Executive Senior Vice-Presidents, depending on their area of
responsibility, define action plans to meet the Group CSR targets.
STAKEHOLDER
1. SUSTAINABLE MOBILITY 2. HOST REGION ECONOMIC 3. HARNESSING TALENT AND PAVING DIALOGUE
As a technology pioneer, Groupe PSA DEVELOPMENT THE WAY FOR SUCCESS
demonstrates social responsibility in developing The Group’s activities have a considerable Groupe PSA’s economic and social performance
a portfolio of mobility services responsive to In 2017 the Group worked on updating its
economic and social impact on its host are intrinsically linked. Reaching its objectives is
changing stakeholder expectations. Its strategy is materiality matrix, with the new version
communities. Groupe PSA recognises the a matter of effectively channelling energy and
to be present in all segments of the mobility market. approved by members of the Executive
responsibility this entails. As such: resources. The Group prioritises its relationship
with employee representatives to define innovative Committee in September 2017.
From the design and manufacturing stages, n It selects suppliers that are as close to its solutions and foster trust and commitment. The CSR issues and macro-risks were identified
Groupe PSA is committed to optimising the use production sites as possible and that meet its To support its internationalisation and effectively on the basis of business line expertise from
of resources by incorporating green or recycled strict social and environmental standards. implement its commitment to employees, it has the Group's network of CSR contributors,
materials into its vehicles to make them recyclable. By acting responsibly to increase the percentage relied since 2010 on the Global Framework and were submitted for assessment by the
Through its energy, water and waste practices, of local purchases, the Group operations contribute Agreement on Social Responsibility. Group's stakeholders through meetings
it works to reduce the environmental footprint to the sustainable economic development of its selected according to a representative sample:
of its production sites and dealership networks. host regions and countries; consumer groups, employee and labour union
representatives, employee representatives,
n It supports the least privileged members of residents living near sites, local associations,
society through its corporate foundation, which local administration, lawmakers & public
funds mobility-based inclusion and access to authorities, research and teaching partners,
education. It is a testament to the Group’s NGOs, banks, financial and SRI analysts,
commitment to serving its host communities. professional associations, the start-up world.
For more information: This Report, section 2.
CSR Report, section 1.2 CSR in the creation of value model.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 16
3.4 S
TRATEGIC INDICATORS
MEASURING PROGRESS
For each strategic indicator, Groupe PSA undertakes a commitment and sets a long-term target so as to lay out a specific path towards its goal,
while monitoring annually its progress.
OUR BUSINESS TARGETS LONG-TERM AMBITION RESULTS 2016 RESULTS 2017
+10% by 2018 vs 2015 €54 billion (+5.8%) €65.2 billion (+20.7%)
Group Revenue growth EC
+15% by 2021 (1)
For Peugeot Citroën DS (Push to Pass): 6% for Peugeot Citroën DS 7.3% for Peugeot Citroën DS
Automotive Recurring Operating Margin EC
n over 4.5% on average in 2016-2018(2)
n over 6% by 2021(2)
45 (base 100 in 2012), -55 points by 2035 (4) 86 (-14 points vs 2012) 82 (-18 points vs 2012)
Vehicles CO2 emissions(3) EN
80% of vehicles will offer automatic control functions n L
aunch of 6 first functions of level 1 (“Assisted” stage n 9
models equipped with level 1 driver assistance
Vehicles safety SO
from 2030 (4) of automated driving) functions
n 2
million connected vehicles (emergency call) n 2.9 million connected vehicles (emergency call)
Deploy by 2035 state of the art aftertreatment systems n 1 1.4 million diesel vehicles fitted with particulate filters n 1 2.7 million diesel vehicles fitted with particulate filters
Vehicle impact on air quality EN
for internal combustion vehicles in all the countries where sold sold
the Group operates (4) n Introduction of direct-injection petrol-powered vehicles
with particulate filters
Over 50% of Group sales by 2035 to be electric, fuel cell n2
5,000 electric vehicles already sold worldwide (+75% n 31,200 electric vehicles already sold worldwide
and hybrid vehicles with an emission-free mode (4) vs 2015)
n5
electric models available n 7 electric models available
Management of company transformations SO 100% of employees to be covered by 2035 by a collective 95% 98%
and social dialogue bargaining agreement or company agreement (4)
3-month failure rate by 2035: 0 (4) 57 (World perimeter - base 100 2011) 54 (World perimeter - base 100 2011)
Vehicle and service quality EC SO
customer satisfaction
Recommendation rate by 2035: 109 in sales and 118 in 112 in sales and 117 in after-sales (perimeter World except 115 in sales and 122 in after-sales (perimeter World except
after-sales (perimeter World - base 100 2014) (4) China - base 100 2011) China - base 100 2011)
Become Groupe PSA’s customers’ preferred mobility Launch of the Free2Move brand 2.2M Free2Move clients (Europe & USA)
Development of new mobility solutions SO EN
services provider by 2035 (4)
Local sourcing rate: (4) n 40.3% in Russia n 31.4% in Russia
Local sourcing in host territories EC SO
n 70% in Russia n 58.2% in Latin America n 59.3% in Latin America
n 80% in Latin America
Guarantee by 2035 a 100% access rate to training (4) 76% 70%
Attracting and developping all talents SO
EC Economic and financial value SO Social value EN Environmental value
(1) At constant (2015) exchange rates and perimeter (2) Recurring Operating Income related to Revenue (3) Average CO2 emissions of vehicles sold worldwide (4) Theses ambitions include Opel Vauxhall trajectories3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE
GROUPE PSA 17
PSA 019
3.5 C
SR COMMITMENTS:
VEHICULE CO2
OUR AMBITIONS FOR 2035
EMISSIONS
For each CSR issue, the Group undertakes a commitment, identifies a specific path towards its targeted goal,
and tracks its progress: the level of achievement against each target is published in the Group’s annual CSR AMBITION 2035 (4)
Report. These CSR commitments refers to the issues linked to the Push to Pass strategy.
Reduce average CO2 emissions of vehicles sold
In 2017, Groupe PSA worked on a new CSR roadmap detailing 2035 ambitions, validated by the Executive worldwide by 55% compared with 2012 levels, with
Committee. The update of its materiality matrix led the Group to define new long-term ambitions in order the support of:
to strengthen its capability to address CSR challenges on the long run, in alignment with the United Nation’s n A plug-in hybrid petrol-electric powertrain;
Sustainable Development Goals. n A new range of electric vehicles;
n A range of high-performance engines and lighter
vehicle platforms.
RESULTS 2017
Target met:
VEHICLE IMPACT n Adherence to the global average CO2 emissions
reduction trend for private or light commercial
ON AIR QUALITY vehicles, despite a small counter performance for
private cars in Europe because of the decrease of
diesel and the increase higher range vehicles;
AMBITION 2035 (4)
n New generation of engines (Euro 6.2) and 2 new
gearboxes launched in 2017;
Based on its technological offer and especially its
n DS7 Crossback launch from the efficient EMP2
lines of vehicles 100% electrified by 2025:
platform;
n Achieve more than 50% of the Group's sales with
n Continued development of the new light
electric, fuel cells and hybrids vehicles with a no-
commercial vehicles PEUGEOT Expert and
emission mode;
CITROËN Jumpy, which contribute to reduce
n Deploy state of the art aftertreatment systems for
average emissions by 8% compared to 2016 on
internal combustion vehicles in all the countries where
European light commercial vehicles perimeter.;
the Group operates.
n Reduction of the CO2 emissions by 7.6% in Brazil
and 2.6% in China.
RESULTS 2017
TARGETS 2018
Target met:
n Vehicles Euro 6 2nd step identified; n Integration of OV with faster roll-out of technologies
n In line with our commitment, the NOx emissions in line with the PACE! plan: launch of joint projects
measured on these vehicles are lower than 120 mg/km; stepped up on the Group's EMP2 and CMP platforms
n Launch of the first direct injection petrol-powered with earlier market launch of CO2 efficient OV models
vehicles equipped with particulate filters by October and the electrified versions (electric or hybrid plug-in
2017. petrol);
n Continued launch of new EMP2 models (ranges of
high-performance commercial vehicles and top-of-
the range passenger vehicles) and 1st vehicle launch
TARGETS 2018 on the CMP platform (small, fuel-efficient lightweight
n or PCD, publish the results of the work carried out
F vehicles).
with T&E, FNE and Bureau Veritas to measure NOx
emissions and particles in real driving conditions;
(4) Theses ambitions include Opel Vauxhall trajectories
n By the end of 2018, all new direct-injection petrol-
powered vehicles sold by Groupe PSA in Europe will
be fitted with particulate filters.3 AMBITION & STRATEGY: DRIVING FUTURE GROWTH GROUPE PSA 18
VEHICLE AND SERVICE QUALITY
CUSTOMER SATISFACTION
AMBITION 2035 (4)
To be the customers’ preferred manufacturer and mobility provider:
n Satisfy each customer by offering mobility solutions that meet their expectations
around the world and for all usage (overall product global satisfaction rate,
compared to the TOP 3);
n Contribute, with the best level of reliability of the mobility objects, to maximize
their resale value, and minimize the repair costs (3-month failure rate (target 0)
and warranty cost reduction (target / 4 vs ref P2P));
n Provide the same level of excellent service to all customers anywhere, anytime
(recommendation rate: 109 in sales and 118 in after-sales, perimeter World -
base 100 2014).
RESULTS 2017
VEHICLE SAFETY Target partially met:
Three-month warranty claim rates:
n 3-month warranty failure rate: 54 vs 50 expected (World perimeter - base 100 2011).
AMBITION 2035 (4)
Recommendation rate:
Offer the customer vehicles always in the best state n R
esults 115 for sales and 122 for after sales
of the art in terms of protection: (perimeter World except China - base 100 2011);
n Of the customer and all road users, with 80% of the n in
China: Citroën is 6th in JD Power SSI of 42 brands (vs in 5 best expected).
vehicles which will implement automated driving features
from 2030;
n Of the client's property by controlling the inviolability of TARGETS 2018
the vehicles (90% of vehicles with the highest Thatcham
rating); Satisfaction
n Of the vehicle / customer data and the vehicle itself n 3
0% of models in the Q1 of their competitive segment for satisfaction vs. 25% in
against cyberattacks (all hardware protected against 2017 (PSA satisfaction index all regions).
cyberattacks / all alerts processed).
Three-month warranty claim rates:
n Target 61 vs. 76 in 2017 (scope World - base 100 2014);
n Change in the per-vehicle warranty expense: target of -18% vs. 2015
(Scope PCD world).
RESULTS 2017
Recommendation rate:
Target met: n Sales target of 105 (vs. 103 in 2017), after-sales target of 109 (vs. 106 in 2017)
Driving assistance functions are already fitted (scope PCD world - base 100 2014);
on the new Peugeot 3008, 4008 and 5008 and n Sales target of 101.4, after-sales target of 101.3 (scope OV - base 100 2017).
Traveller, the Citroën C4 Picasso, C3, C6 and
SpaceTourer, and the DS 7 CROSSBACK.
TARGETS 2018
n Creation of a single indicator to monitor changes
in injury accidents involving a Groupe PSA vehicle;
n Groupe PSA scope: of the vehicles in production
since 2011 rated by Thatcham, 90% are rated "Exceed";
n Fitting of a system to monitor alerts fed back by
vehicles in the Cloud platform managed by PSA.
(4) Theses ambitions include Opel Vauxhall trajectoriesYou can also read
