Sustainable development 2010

Transcription

Sustainable
development report
2010
The company EIFFAGE CONSTRUCTION METALLIQUE, formerly Eiffel Construction Métallique,
has by executive decree of the Court of Appeal of Bordeaux on May 16th, 2011, been the
object of an interdiction against using the name Eiffel for any purposes.
The present document was made before this decision was announced, and thus features the
name Eiffel which is at this time and henceforth no longer used as a brand name, title or
trade name by the company EIFFAGE CONSTRUCTION METALLIQUE.
It should therefore be noted that the name EIFFEL no longer belongs to and is no longer used
in a commercial context by the company EIFFAGE CONSTRUCTION METALLIQUE.
02
Background
and organisation
Chairman’s message
Challenges
Policies and Organisation
Responsible purchasing
16
2
4
6
14
Group
values
Reducing
our ecological footprint
68
73
88
Carbon
Biodiversity
Other impacts
Values
Employee share ownership
Personnel management
Job recruitment
Regional development
Community outreach
The Eiffage Foundation
66
18
19
20
43
52
56
63
94
Sustainable
construction
Preparing
for the future
Phosphore
HQVie®
Innovation
130
120
123
124
118
96 Practices and processes
104 Energy efficiency
111 Renewable energy
Methods,
measurements and checks
132 Tools
135 Measurements
139 Checks
On May 16, 2011, by a binding decision of the Bordeaux Court of Appeals, the Eiffage Construction Métallique Company, formerly Eiffel Construction
Métallique , was forbidden to use the Eiffel name in any way and for any purpose.
This document, drawn up prior to this verdict, still bears the Eiffel name, which is no longer used as a brand, company name or trade name
by the Eiffage Construction Métallique Company.
Please note that the name Eiffel no longer belongs to and is no longer used in business activities by the Eiffage Construction Métallique Company.
SUSTAINABLE DEVELOPMENT REPORT 2010
1
Chairman’s
message
The construction and public works sector has always prided
itself on leveraging expertise and technical excellence as
consensual and legitimate keys to success.
With this in mind, it must be acknowledged that the intellectual virtues underlying sustainable development were not
immediately given the credit they deserved. Since the late
1990s, however, sustainable development has gradually
gained ground and is now becoming a groundswell that will
soon overcome any final hesitations. Sustainability challenges
the industry’s practices while also adding meaning and
responsibility to the key element of performance.
Regulation: pressure or catalyst for change?
Regulatory “pressure” can encourage a company to take
certain decisive steps. One example is the French NRE Act –
new business regulations that came into effect in 2002 and
required listed companies to draw up an annual report on the
social and environmental impacts of their activities. Benefiting from lessons learned during its first decade, the law is
now on the verge of being expanded to incorporate strict
requirements for reporting on indicators, thereby ensuring
that companies’ social and environmental performances are
accurately measured.
But the Grenelle environmental summit and the resulting
laws clearly stand as the highlight of the past decade. These
proved highly innovative on the governance front, as exemplified by the famous “five-way governance” scheme. And it also
produced dramatic change. Grenelle undeniably accelerated
the pace of change in the construction and public works
industry.
Just a little more effort from our legislators
Now is the time to further develop sustainability’s competitive
advantages and turn them into profit. To do so, a few obstacles
will have to be removed. Adapting certain regulatory codes,
such as the urban planning and public procurement codes,
will also be a decisive step, making sustainable development
a standard criterion in the awarding of contracts.
Sustainable development challenges
the industry’s practices while also adding
meaning and responsibility to the key element
of performance.
Eiffage Public Works 28 29
Pau conference
(focus on A65
motorway and
biodiversity)
CREF sustainable 27
development
training, East
Eiffage Regional 27
Training Centre (CREF)
sustainable
development training,
West
Launch of Whistleblowing 29
initiative
Innovation Day 26
Release of solicited rating 26
result (AAA+)
Group sustainable 13
development seminar
JANUARY
2
EIFFAGE GROUP
Eiffage Annual General 21
Meeting
Phosphore II 12
presentation at
“post-carbon city”
seminar hosted by
MEEDDM (French
Ministry of
Sustainable
Development)
FEBRUARY
Launch of International Year
of Biodiversity
CREF sustainable 15
Community forums 25
development training,
(Comité 21)
South
Start of first session of 19
APRR “Sustainable
academic chair in
Development Week”
biodiversity, environment
campaign
and large infrastructures
MARCH
APRIL
Sustainable
Development Week
development
seminar
Launch of 22
“Biodiversity”
photo contest
Laying of 6
foundation stone at
energy-efficient
Eiffage
Construction
head office
CE marking of 18
PACK.R2®
Presentation of 14
EpE-Metro Student
Biodiversity Award
Eiffage Travaux 9
Publics Biodiversity
Challenge: selection
of winners
MAY
International Day for
Biological Diversity (22/05)
JUNE
2010, the year of biodiversity
A wide open future
Society seems ripe for this new stage. Public awareness has
been raised; the State seeks to set an example; nearly all local
authorities are involved in sustainable development initiatives;
and the private sector wants to anticipate change and stay
attuned to its stakeholders’ expectations.
As the decade dawns, the important “sustainable city” project
serves as both a challenge and a test of our ability to understand
and meet the needs of our rapidly changing society, while keeping
in mind the possible effects of climate change on our activities.
Over and above the technological challenges that the construction
and public works sector knows so well and has learned to master,
several crucial elements hold the key to adapting our businesses for
a more desirable world. These include a comprehensive, cross-divisional approach to the city as ecosystem; being responsive to and
fostering dialogue among the city’s various players and operators;
and incorporating knowledge from the humanities and the political
and social sciences in technical approaches to urban issues.
Jean-François Roverato
Start of Group 17
sustainable
development
seminar
Publication of 17
Biodiversity kit
CREF sustainable 14
development
training, CentreEast region
Presentation of 15
PwC audit on A65
biodiversity
commitments
Legal training 13
for Group
environmental
networks: “New
Grenelle provisions”
GAIE colloquium: 10
CREF sustainable 23
academic chair
development
round table –
training, Normandy“Biodiversity: use in
Centre region
moderation”
Review of IUCN 20
development seminar
17
Participation
in
CREF sustainable 2
Countdown 2010:
CAS
(Strategic
Launch of 2011 Innovation 29
development
“20 ways of saving
Analysis Centre)
Awards
training,
biodiversity” (citing
working group
Paris region
of A65’s
CREF sustainable development 28
environmental
Young Employees’ 5
training, North
offset)
Conference
Publication of an atlas on 20 23
(Carrefour
15
First
meeting
of
biodiversity in the Frenchdes
jeunes)
Scientific Council for
Participation
speaking world (“Biodiversité
DECEMBER
Sustainable
CREF sustainable 4
in European study
dans l’espace francophone”)
Development
development
on parasitic
Presentation of Eiffage’s 17
training,
diseases in
Results of 12
biodiversity strategy at WWF’s
South-East region
amphibians
“Biodiversity”
photo
summer programme
contest
Graduation of first 9
CREF sustainable development 15
class of students to
Start of second 8
training, Paris region
complete academic
NOVEMBER
session of academic
chair in biodiversity,
Launch of Phosphore III 13
chair
environment and
Signing of Eiffage / ONF 2
large infrastructures
(French National Forestry
Start of “FEE-Bat”
OCTOBER
Office) framework agreement
training courses
(energy-efficient
building renovation)
SEPTEMBER
Nagoya
Biodiversity
Dissemination of sustainable
JULY
Summit
development expertise
Partnerships
Commitments
Publication 29
of “Ethics &
Commitments”
guide
JANUARY
Launch
of International
Year of Forests
Patronage
Planning - Innovation
Eiffage - internal
3
Challenges
An uncertain
recovery
The economic crisis peaked worldwide in 2009,
with 2010 showing signs of recovery, boosted by stimulus
policies adopted by certain developed countries.
After two particularly gloomy years in certain
building trades and a mixed picture during the first
half of 2010, the construction industry has
remained stable since mid-2010.
Regarding the construction industry overall, the
competitive climate in 2010 saw the decline of two
indicators: order books and price levels, which
were undervalued, with some disparities in France.
While the crisis quickly affected the new-home
market, commercial property sales held steady
compared to 2009 due to the positive impact of the
Grenelle environmental summit, among other
factors. The 2012 thermal performance requirements will take effect in the residential sector in
2013 and in the commercial and social housing
sectors in November 2011. As a result, construction
companies may immediately incorporate these
requirements in their growth strategies to ensure
economic benefits from their images and commercial property as programmes come on stream.
The construction industry’s twin objectives of
saving energy and controlling carbon emissions
should also help support the renovation market,
especially since this segment provides the major
opportunity for reducing residential greenhouse
gas emissions, with nearly 65% of housing units in
France built before the first thermal performance
legislation was adopted in 1974. The issue of
financing, however, particularly in terms of suitable banking products (overall cost), continues to
hinder many renovation projects.
While the economy started to see positive
momentum at end-2010, the situation was far from
consistent throughout the construction industry.
In the public works sector, 2010 proved a difficult
year due to low prices levels resulting in a major
decline in margins.
The year also experienced labour disputes, which
affected oil product supply chains, causing significant sporadic disruptions in the supply of bitumen.
Lastly, the public works sector experienced
episodes of harsh weather that had a negative
impact on their worksites.
Local authorities’ investments remained modest
during the middle of the electoral cycle. At the end
of 2010, the industry was hoping for more significant investment by major operators and private
players.
4
EIFFAGE GROUP
Context and organisation
Challenges
Eiffage adapts
its expertise
Despite the gloomy economic climate in 2010, Eiffage continued
to diversify its expertise and reorganised certain key sectors.
Metal
In France, the number of people working for the
Eiffel division rose from less than 1,000 in 2008 to
4,365 by the end of 2010:
In 2008, Forclum’s 11 mechanical engineering
subsidiaries joined the Metal division, adding
almost 2,500 employees from Camom, Forclumeca, Cac Dégremont, Samia, Somis, Sed, Barep,
Métareg Atlantique, Métareg Aquitaine and CE 2i;
In 2009, the division was strengthened by the
arrival of 400 employees from Sermig, ETCM,
Ger2i, Eiffel Industrie Marine and Potiron;
In 2010, two further acquisitions were finalised
(Laubeuf and Société Méridionale de Construction Mécanique) and three new locations opened
(two in Morocco and one in Côte-d’Ivoire).
Energy
The subsidiaries Forclim and Crystal merged with
Forclum’s heat engineering departments to form a
new identity - Eiffage Thermie - centralising the
Group’s HVAC activities in each region. The new
business unit is among the top three HVAC contractors in France. The various Eiffage Thermie subsidiaries, which became operational on 1 January
2011, obtained an unprecedented 158 Qualibat
qualifications at a single session of the certifying
commission, enabling them to bid for contracts
with effect from 3 January 2011.
Industry
Clemessy enhanced its expertise with the acquisition
of two Belgian companies: Hyline and ProcAT NV.
Hyline specialises in installing distribution systems
for clean utilities (such as purified water, WFI
water, pure steam and pure gases) in the pharmaceuticals industry. The company, which is the
market leader in Belgium, employs 54 people and
achieved sales of e9 million in 2009. This acquisition enables Clemessy to develop its “clean pipes”
offering and provide comprehensive clean utility
distribution solutions including pipes, instrumentation and automatic control systems.
ProcAT NV specialises in industrial automatic
process control, in particular for liquid processing
(in agri-food, pharmaceuticals and biotechnology
applications, for example). The company also operates in the rail sector, where it possesses state-ofthe-art expertise in traceability (high-speed RFID
solutions). Its activities cover PLC, PC and SCADA
applications from field level up to manufacturing
execution system (MES) level, and it also has
expertise in tracking and tracing for the brewing
industry (Brew Trace), barcode scanning applications, RFID solutions, process equipment integration and “in-line dosing” concepts. ProcAT NV is a
certified Siemens Solution Partner and a system
integrator for Wonderware and Rockwell Automation applications (Allen Bradley), among others.
Construction
In response to the specific challenges posed by
building renovation activities since the Grenelle
environmental summit, Eiffage Construction MidiPyrénées created Renovalis, a range of renovation
and cost-effective improvement solutions backed
by the Group’s expertise. Renovalis is an all-round
project management service covering everything
from diagnostic audits to user support, to ensure
that buildings are used effectively. The overall aim
is to “add lasting value to second-hand property”.
Public works
In rail, Eiffage Travaux Publics enhanced its capabilities in 2010 by acquiring Heitkamp Rail, now
renamed Eiffage Rail Deutschland. Wittfeld in
Germany, Eiffage Rail in France and Eiffage Rail
Deutschland now form a comprehensive rail
construction division that provides engineering
services as far afield as China and Taiwan.
In France, the division is already involved in the
Dijon tramway project, the track renovation
programme in Midi-Pyrénées and the extension to
the LGV Est high-speed line, and will be playing a
major role in the project for the future BretagnePays-de-Loire high-speed rail link, for which RFF
named Eiffage as its preferred bidder on 18 January
2011.
5
Policy and Organisation
Organisation and aims
of the Group’s sustainable development strategy
The sustainable development action plan
addresses partners’ expectations
The sustainable development departments at
Group and division level worked together to
produce the Eiffage sustainable development
action plan, taking into account the recommendations issued by the following partners:
BMJ Ratings, the ratings agency responsible for
the Group’s solicited rating audit, which resulted
in a rating of AAA + being issued in March 2010;
A panel of partners that met in March 2010 under
the aegis of Comité 21, as part of the consultation
process;
Eiffage’s Scientific Committee for Sustainable Development, made up of eminently-qualified, independent figures who met on 15 October 2010 at a session
chaired by the Chairman & Managing Director (the
membership and duties of the Scientific Committee
are detailed in the “Ethics & Commitments” booklet,
available at www.eiffage.com).
Emphasis on operational objectives
The sustainable development action plan is based
on four key objectives, each the responsibility of
one of the four sections of the Group’s Sustainable
Development Department.
The tenders produced by Eiffage - particularly
those for public-private partnership and concession projects - offer a significant lever for
achieving progress on sustainable development
issues such as reducing carbon emissions and
preserving biodiversity, during both the designand-build phase and the operating phase. The
“Strategic tenders” section prepares proposals
for major linear infrastructure projects (such as
road bypasses, motorways and high-speed rail
links) and large facilities such as the Campus
plan, hospitals and sports venues.
The “Rolling out sustainable development across
the core businesses” section rolls out the initiatives of the Group- and division-level sustainable
development departments to all Group companies. The activities of this section cover a wide
spectrum, including innovation and expertise,
6
EIFFAGE GROUP
knowledge-sharing and watch activities relating
to environmental regulations, tools to facilitate
sustainable development management, environmental management, etc.
The “Anticipating the consequences of climate
change” section considers the issues relating to
the development of zero-carbon or all-renewable
energy technologies and know-how, assessing
their compatibility with the targets set for a
“sustainable city” in a systemic approach (based
on “high quality of life®” (Haute Qualité de Vie®)
terms of reference, sustainable mobility, urban
renewal blending new-build and renovation, and
positive-energy buildings). This section is also in
charge of running the “Phosphore” forwardlooking sustainable urban development project.
Lastly, the “Corporate sustainable development”
section coordinates the Group’s sustainable
development policy and organises follow-up and
reporting for the initiatives specified in the
sustainable development action plan. This section
also manages relationships with external partners (industry associations, higher education and
research partners, corporate responsibility
ratings agencies, etc.) and organises the Comité
21 consultation process.
A well-established network
The Sustainable Development Department is
supported by a sustainable development network
consisting of:
Two sustainable development representatives per
division,
One corporate purchasing coordination representative,
One representative
resources.
from
corporate
human
The work of this sustainable development network,
which meets four times a year, is relayed via the
various networks in each division: environment
network, human resources network, purchasing
network, etc.
Sustainable development objectives
Rolling out sustainable development
across the core businesses
Managing “Corporate sustainable
development”
Objectives:
Objectives:
Pool tasks relating to environmental and sustainable
development regulatory watch.
Enhance Eiffage’s performance in terms
of the conventional missions of a listed
company’s Sustainable Development
Department.
Leverage sustainable development innovations initiated
by the holding company’s Sustainable Development
Department and in partnership with the division-level
sustainable development departments by creating
appropriate operational tools.
CORPO
RAT
ES
US
TA
IN
L
AB
TO O L S
F
D E V E O R IM
LOP
ME PLE
NT ME
IN
LE
I NA B
STA ESSES
U
S SI N
G
IN E B U
T
N OR
C
Improve visibility of the Group’s
sustainable development strategy.
ED
ELO
EV
N IN
G
NT
PME
TE
N
GI
GE
PL
TE
RA
AN
ST
C
ND
ER
S
C LI
TE
MA
CH
A
Contributing
to strategic tenders
Anticipating the consequences
of climate change
Objectives:
Objectives:
Help divisions and regional divisions respond
to invitations to tender, via a rapid response
team equipped to apply Eiffage’s “high quality
of life®” (Haute Qualité de Vie®) baseline.
Create an environmental task force for new
topics, such as biodiversity, acoustics and
carbon assessments for linear infrastructure.
Prepare the Group to anticipate the
consequences of climate change for
its businesses, both in strategic terms and
in respect of innovation and R&D activities.
Work with communities at the forefront of
research in this area.
7
Corporate
sustainable
development
Carbon
Reduce the carbon footprint of the
Group's activities
Energy efficiency in new-build and
renovation projects/Renewable energy
Cross-divisional initiatives such as
response to Carbon Disclosure Project
Biodiversity
Disseminate the Group's policy
on biodiversity
Training/Employee awareness raising
Eiffage "Biodiversity, environment
and large infrastructure" chair at Paris I
Panthéon-Sorbonne
Stimulate research and training
Take part in national and international
initiatives
Example: Countdown 2010 with IUCN
Enhance communication relating
to biodiversity
Other environmental
impacts
Develop the Group's water
and waste management expertise
Produce the Eiffage water charter
Cross-divisional
Carbon + Biodiversity
+ Other impacts
Environment task force
HQVie® task force
Innovation
Stimulate in-house innovation (Eiffage
Innovation awards - Pilot projects)
Phosphore forward-looking sustainable
urban development project
Civic responsibility
Develop a culture of consultation
Establish relationships
with strategic partners
General crossdivisional action
Regulatory compliance / Audits
Internal and external communication
Human resources
Diversity and equal opportunities
action plan
Purchasing
Develop a responsible purchasing policy
Contractualise relationships with
suppliers and subcontractors
Conduct supplier assessments
8
EIFFAGE GROUP
Strategic
tenders
Roll out sustainable
development
across the core
businesses
Anticipate
the consequences
of climate
change
Certification
Implementing Quality, Safety and Environmental certification processes is a shared objective for all Group divisions. The progress
achieved over the past three years in terms of certification is shown below, with sales by certified companies expressed as a
percentage of total sales. Note that, where percentages have decreased, this is not due to a loss of certification, but to the inclusion
of newly-acquired companies which have not yet been certified.
Quality certification: ISO 9001
EIFFAGE CONSTRUCTION
2008 2009 2010
2008 2009 2010
100 100 100
100 100 100
2008 2009 2010
2008 2009 2010
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
100 100 100
90
AR
EA
2008 2009 2010
97
96
93
AP
RR
2008 2009 2010
100 100
Tot
al
2008 2009 2010
100 100 100
Cot
ed
’Az
ur
100 100 100
100 99
Mid
i-P
yré
née
s
Pic
ard
ie
2008 2009 2010
98
100 99
91
Atl
ant
iqu
e
2008 2009 2010
100 100 100
98
Mé
dit
err
ané
e
100 96
Cen
tre
Est
2008 2009 2010
No
rd
Pas
-de
-Ca
lais
ÎledeFra
nce
2008 2009 2010
100 100 100
89
Ou
est
100 100
96
Gra
nd
Est
99
85
No
rm
and
ie C
ent
re
99 100 100
APRR Group
EIFFAGE TRAVAUX PUBLICS
100 100 100
100
92
83
99
99
94
91
88
93
97
94
91
98
72
89
85
94
93
87
95
91
73
2008 2009 2010
2008 2009 2010
Ou
est
No
rd
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
Rh
ône
-Al
pes
/Au
ver
gne
2008 2009 2010
Mé
dit
err
ané
e
2008 2009 2010
ÎledeFra
nce
/Ce
ntr
e
2008 2009 2010
Gra
nd
Tra
vau
x
2008 2009 2010
Est
Gra
nde
s In
fra
str
u
Lin cture
éai s
res
2008 2009 2010
97
95
85
77
Su
d-O
ues
t
96
FORCLUM
99 100
100
89
100 100 100
100 99
99
85
95
CLEMESSY
100 100
100
99 100
99
68
61
95
95
98
98
94
81 82
83
82
84
82
70
69
59
53
61
38
25
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
Cle
me
ss
y
2008 2009 2010
Mid
i-P
yré
née
s
2008 2009 2010
Cen
tre
Est
2008 2009 2010
ÎledeFra
nce
2008 2009 2010
No
rm
and
ie
100 100 100
2008 2009 2010
No
rd
100 100 100
2008 2009 2010
Est
pro Ex
jets por
spé t gra
cia nds
lité
s
2008 2009 2010
Cen
tre
Atl
ant
iqu
e
2008 2009 2010
Ou
est
2008 2009 2010
Mé
dit
err
ané
e
2008 2009 2010
EIFFEL
100 100
100 100
100 100 100
99
100
100
100
86
74
68
60
66
84
72
64
48
18
10
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
GR
2IR
2008 2009 2010
ETC
MR
2008 2009 2010
SO
MD
EL
2008 2009 2010
EIF
FEL
IND
US
TR
IE
2008 2009 2010
EIF
F
Ind EL Tr
ust ava
riel ux
s-R
2008 2009 2010
BA
RE
P-R
2008 2009 2010
PA
CA
2008 2009 2010
Mu
nch
2008 2009 2010
ÎledeFra
nce
Als
ace
2008 2009 2010
Lor
rain
e
1
9
Safety certification: OHSAS 18001, MASE, UIC, etc.
100 100
96
88
91
69
63
100 100 100
93
100 100
100 100
93
74
64
53
48
44
42
36
47
35
26
16
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
Cot
ed
’Az
ur
2008 2009 2010
Mé
dit
err
ané
e
2008 2009 2010
Atl
ant
iqu
e
Gra
nd
Est
2008 2009 2010
Mid
i-P
yré
née
s
2008 2009 2010
Cen
tre
Est
2008 2009 2010
No
rm
and
ie C
ent
re
2008 2009 2010
No
rd
Pas
-de
-Ca
lais
ÎledeFra
nce
2008 2009 2010
27
25
24
13
2008 2009 2010
2008 2009 2010
2008 2009 2010
2008 2009 2010
18
12
2008 2009 2010
Tot
al
2008 2009 2010
9
5
4
Ou
est
2008 2009 2010
8
7
3
Su
d-O
ues
t
Rh
ône
-Al
pes
/Au
ver
gne
14
1
2008 2009 2010
Gra
nds
tra
vau
x
FORCLUM
99
99
81
78
72
76
62
29
27
15
16
14
27
26
26
19
14
2
1
EIFFEL
99
100 100 100
99
72
44
EIFFAGE GROUP
2008 2009 2010
EIF
FEL
IND
US
TR
IE
BA
RE
P-R
Tra
vau
x In
dus EI
trie FFE
ls- L
R
10
2008 2009 2010
45
3
2008 2009 2010
Tot
al
1
2008 2009 2010
2008 2009 2010
22
9
2
28
33
60
37
9
2
2008 2009 2010
ÎledeFra
nce
2008 2009 2010
No
rm
and
ie
2008 2009 2010
No
rd
2008 2009 2010
Est
Exp
ort
gra
nd
spé s pro
cia jets
lité
s
Atl
ant
iqu
e
2008 2009 2010
Ou
est
2008 2009 2010
Mé
dit
err
ané
e
2008 2009 2010
55
47
44
37
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
49
Mid
i-P
yré
née
s
52
Cen
tre
Est
66
CLEMESSY
2008 2009 2010
Cle
me
ss
y
Gra
nde
s In
fra
str
u
Lin cture
éai s
res
2008 2009 2010
16
8
7
No
rd
12
8
Mé
dit
err
ané
e
7
ÎledeFra
nce
/Ce
ntr
e
13
31
23
Environmental certification: ISO 14001
100 100
95
94
88
100 100
100 100 100
96
94
APRR Group
99
100 100
98
100 100 100
98
100 100
100 100 100
83
100 100
92
100
75
70
65
64
59
100
92
58
43
10
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
AR
EA
2008 2009 2010
AP
RR
2008 2009 2010
Tot
al
2008 2009 2010
Cot
ed
’Az
ur
2008 2009 2010
Mé
dit
err
ané
e
Gra
nd
Est
2008 2009 2010
Mid
i-P
yré
née
s
2008 2009 2010
Atl
ant
iqu
e
2008 2009 2010
Pic
ard
ie
No
rm
and
ie C
ent
re
2008 2009 2010
Cen
tre
Est
2008 2009 2010
Ou
est
2008 2009 2010
No
rd
Pas
-de
-Ca
lais
ÎledeFra
nce
2008 2009 2010
100
98
75
99
96
90
82
45
46
34
16
24
27
15
10
11
7
2008 2009 2010
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
Rh
ône
-Al
pes
/Au
ver
gne
2008 2009 2010
No
rd
2008 2009 2010
Mé
dit
err
ané
e
ÎledeFra
nce
/Ce
ntr
e
2008 2009 2010
Su
d-O
ues
t
2
2008 2009 2010
Gra
nds
tra
vau
x
Gra
Est
nde
s In
fra
str
u
Lin cture
éai s
res
2008 2009 2010
21
Ou
est
4
2008 2009 2010
89
77
FORCLUM
94 100
100
98 100 100
85
99
99
78
100 100
71
62
61
69
78
99
91
95
95
94
83
83
71
70
49
47
46
20
7
2008 2009 2010
2008 2009 2010
Tot
al
2008 2009 2010
Mid
i-P
yré
née
s
2008 2009 2010
Cen
tre
Est
2008 2009 2010
ÎledeFra
nce
2008 2009 2010
No
rm
and
ie
2008 2009 2010
No
rd
2008 2009 2010
Est
Exp
ort
gra
nd
spé s pro
cia jets
lité
s
2008 2009 2010
Cen
tre
2008 2009 2010
Mé
dit
err
ané
e
Atl
ant
iqu
e
2008 2009 2010
EIFFEL
100 100
100 100
100
100
2008 2009 2010
Lor
rain
e
Mu
nch
2008 2009 2010
13
2008 2009 2010
Tot
al
2008 2009 2010
BA
RE
P-R
2008 2009 2010
Als
ace
8,
11
Benefiting
from lessons learned
Moving ahead by sharing knowledge and experience has
become an integral part of the Group’s quest for progress,
and initiatives are on the rise. The wide range of intradivision and cross-divisional networks is helping disseminate
information throughout the Group, and the divisions have
been developing often-innovative solutions for spreading
information and practices.
Eiffage
Clemessy
Biodiversity kit: the fruit of shared experience
The biodiversity prevention and risk management
kit, intended for environmental, company and
operating managers (see p. 133), combines the
divisions’ current knowledge of biodiversity protection with the Sustainable Development Department’s expertise. It is designed to be regularly
updated to include feedback from the divisions and
is made widely available.
A technical training database
Managed by the Clemessy Technical Department,
the Teknos database is available on the intranet.
The database is continually updated with technical
documents that can be used to train production
staff or during the order production process (preparation, fulfilment, verification and receipt). It
contains work instructions (operating methods),
product sheets, manuals, guides, implementation
sheets, training materials, and tools and documents based on feedback. The Innovations sheets
highlight creative solutions developed by the
various Clemessy business units. The “News”
section draws users’ attention to the new documents added to the database.
Eiffage Construction
From job descriptions to a skills-based CV
In 2006, Eiffage Construction created job descriptions as a way to organise its career management
programme in line with the EEP (Employment and
Expertise Plan) agreement. To compile the information, the division adopted a participatory
approach involving ongoing discussions between
management and local business units. Many
generic job descriptions were created in 2010, and
a similar method was used to define the key skills
for an initial job - that of cost engineer - as part of
a preliminary assessment on whether to use
APEC’s skill-based CV. With this service, employers
can base their hiring decisions on skills rather
than on education or length of experience.
12
EIFFAGE GROUP
Eiffel
Technology dissemination and transfer
The division encouraged companies to exchange
technology through internal subcontracting and
personnel loans between business units, two
measures widely used during the last economic
crisis. The wide distribution of the “Guide to
Internal Subcontracting”, updated as the division
grows through acquisitions, has made it easier to
implement this approach. For example, Eiffel
Iberica diversified into metal framing to meet the
Lille stadium’s requirements, while Eiffel Industrie’s business units met Eiffel Construction Métallique’s needs for the Joubert lock gate contract.
Eiffage Travaux Publics
Forclum
Widely circulated feedback reports
Eiffage Travaux Public distributes many feedback
reports on a number of topics:
An organisation serving the regions
Forclum has highly informative, regularly updated
environmental and prevention literature that is
available on the division’s intranet, and comprises
an Environment Guide and Safety Guide. “Accident/
Incident” bulletins are used by both departments.
The Environmental Quality Department handles
certain problems common to all regions,
conducting studies and producing comprehensive
operating procedures based on employee experience, in addition to divisional or outside expertise
as necessary. Regional feedback and other information is always included when the guides are
updated.
In 2010, 11 “Prevention feedback” reports on
successful, reproducible projects were disseminated, including the organisation of emergency
assistance, training of maintenance vehicle
drivers, worksite radar systems and road speed
bumps. Fifteen “Accident/Incident” bulletins were
also issued.
The Biodiversity Challenge reports were “translated” into summary feedback reports and made
available in the division’s sustainable development virtual workspace.
A “Contaminated locations and soil - Worksites”
feedback day was held on 11 March 2010. For the
first time at this type of event, several of the division’s European units participated.
On the ground
Communication terminals
To make up for the fact that some employees do not have
access to the intranet, Clemessy set up kiosks in the
workplace. There are now about 50 at the various sites,
located where people tend to gather, such as near coffee
machines. New articles with information about company life
appear each week, covering such topics as business
successes, trade fairs, key figures and messages from
General Management.
13
a new Group policy
With a volume of e6.2 billion in 2010, purchasing accounts for
more than 46% of Eiffage’s revenues.
The Group regularly works with several thousand suppliers and
subcontractors, of which over 650 have a framework contract.
Maintaining and expanding this “supplier capital” is a top
priority and a part of sustainability policy in its own right.
In 2009, Purchasing Coordination created a
purchasing code of conduct. This commitment to
improving purchasing practices continued in 2010
with the publication of the “Eiffage Responsible
Purchasing Policy”, which now guides the six divisions’ purchasing strategies. 2010 also saw the
development of maturity indicators for purchasing
practices and the appointment of a responsiblepurchasing officer, tasked with overseeing the
policy’s implementation. Each division adapted the
policy to suit its specific business line and action
priorities.
Committed suppliers and subcontractors
The Group favours suppliers and subcontractors
that share its environmental and civic values,
particularly those striving to reduce their ecological footprint, preserve biodiversity, and recruit
disadvantaged and disabled workers. In late 2009
and during 2010, Eiffage conducted a phased
rollout of its CSR supplier assessment system in
every division. In December 2010, 200 strategic
suppliers representing over e160 million in expenditure were assessed. This included those outside
France – for example, a supplier in Tunisia was
audited prior to signing a contract to produce work
clothes for Eiffel employees.
On the ground
Shared commitment
In 2010-2011, Eiffage is working with
AFNOR’s (French standards authority)
responsible purchasing taskforce.
Staff in the divisions’ Purchasing
Departments also take part in other
taskforces and in discussions on developing
responsible purchasing (the CeSa Achats
et Supply Chain association – HEC Paris
business school).
14
EIFFAGE GROUP
A CSR assessment is now a prerequisite for
entering into a long-term relationship with the
Group. Eiffage distributes a “Guide to Supplier
Relations” setting out Purchasing Coordination’s
aims, commitments and expectations. At the same
time, it commits to helping any suppliers, especially SMEs, that are interested in improving their
practices. A specific “sustainable development”
provision included in standard contracts states
that Eiffage is a member of the Global Compact
and expects its suppliers to respect its principles,
including the prohibition of any form of illegal work
or child labour, the fight against corruption and the
protection of human rights. This provision also
encourages initiatives that seek greater environmental responsibility by exceeding industry standards. Suppliers are asked to provide evidence of
their support for the development of eco-friendly
technologies and practices. In certain business
sectors, these measures can be quite detailed.
Forclum, for example, asks its photovoltaic panel
suppliers whether they belong to PVCycle, an association founded in 2007 to set up a voluntary takeback and recycling programme for end-of-life PV
modules.
Giving opportunities to SMEs
and local players
Suppliers are listed and contracts awarded based
on local and regional expertise and capabilities,
such as those of SMEs and local branches of
national suppliers. Eiffage gives priority to longterm relations with suppliers and avoids them
becoming financially or technically dependent.
One noteworthy example involved Eiffage Travaux
Publics, which supported an SME in receivership
by setting up an agreement enabling it to maintain
a revenue level acceptable to its financial partners.
Purchasing that makes a difference
Eiffage works to foster the employment of disabled
and disadvantaged workers, both internally and in
terms of temporary staff. Since 2009, contracts
signed with temporary employment agencies focus
on the ability of such firms to help the Group hire
more disabled workers. One provision sets objectives as part of a multi-year progress plan, and
manager/disabled worker pairs (Eiffage/agency)
are set up at the regional level.
Purchasing naturally finds a place at the table with
human resources, quality and prevention staff as
they strive to better integrate disabled employees.
Over and above the Purchasing Department’s
active participation on the steering and monitoring
committees, it is on the ground that buyers provide
true value-added.
Practical initiatives are already under way in a
variety of areas, including cleaning of work clothes,
groundskeeping and trade subcontracting such as
the wiring of electrical cabinets. A “disability
sector” was created on Agora, the Purchasing
intranet, so that the various sites could share their
subcontracting information and experiences.
Responsible and trained players
Eiffage’s sustainable development goals require
buyers to fully accept the challenges involved and
apply them to every stage of the process. With this
in mind, Purchasing Coordination launched a twosession training programme implemented by the
divisions’
Purchasing
Departments.
The
programme uses the “Fournisseur” tool, which
provides responsible-purchasing techniques. In
2010, one-third of buyers took the course, and
training is continuing in 2011. Some divisions have
also developed programmes for new purchasing
employees. The orientation process at Eiffage
Construction, for example, will include a day at the
Purchasing Department, where new employees
will learn about relevant tools, product categories
and sustainable practices.
On the ground
In-house initiatives
Our computers’ length of use has risen from three to four years,
thus reducing costs and waste.
Laser printers now have remanufactured cartridges, which are
less expensive and cut carbon emissions.
Individual water dispensers may soon be replaced by dispensers
connected to mains water, which would cut carbon emissions
by 40%.
In addition, APRR launched a Green IT initiative to limit the
environmental impact of information technologies. The action plan
particularly focuses on the life cycle of equipment, from purchase
to end-of-life management.
15
16
EIFFAGE GROUP
values
Group
17
Values
Strong
and lasting values
Since 1991, Eiffage’s Charter of Values and Mission
Statement has served as a common, unifying foundation
for the entire Group.
The values expressed, which were reaffirmed and
updated three years ago, underlie all of Eiffage’s
commitments to its internal and external stakeholders.
Focus on
The community forum on 25 March 2010, involving
the Group and its external stakeholders and sponsored by Comité 21 (see p. 56), demonstrated the
need for better public relations about Eiffage’s
ethical practices, especially in terms of preventing
corruption. In order to make the Group’s ethics
policy more transparent, the Sustainable Develop-
A Water Charter will round out these commitments
in 2011. Like the Biodiversity Charter, it will be
widely distributed both within and outside the
Group and published on the intranet and websites.
Ethics & Commitments Guide: Summary
Eiffage Charter of Values and Mission Statement
Fair competitive practices and fraud prevention
• Comply with rules (competition – insider trading)
• Prevent conflicts of interest (relationships
with third parties – sponsorship policy
– employees’ public activities)
Prevent corruption
(bribes – gifts)
Respect other people
• Maintain health and safety
• Prevent discrimination
• Do not relocate
• Do not use undocumented workers
Respect suppliers
• Purchasing code of conduct
• Supplier listing
• Respect subcontractors
Environmental protection
• Policy
• GEODE
• Biodiversity charter
International commitments
• Global Compact
• Carbon disclosure project
• Countdown 2010
18
ment Department produced an “Ethics & Commitments” guide addressing every facet of Eiffage’s
ethical approach in a single document. This document, which sets forth Eiffage’s values and guarantees individual rights and responsibilities, is now
available on the Group’s intranet and websites.
EIFFAGE GROUP
Safeguards
• Internally (Whistleblowing: internal control)
• Externally (scientific council - solicited
ratings - verification of annual sustainable
development report figures - dialogue
with stakeholders)
Group values
Employee share ownership
1990-2010, 20 years
of mutual trust
For 20 years, employee share ownership has been
the bedrock of the Group’s shared history with its
employees, whose strong commitment to the open-end
employee investment trust (SICAVAS) has set Eiffage
apart from the other companies listed on the SBF 120.
By division
From 29 March to 12 April 2010, all Group employees
– with the exception of those working at Clemessy –
were given their annual opportunity to buy shares in
the Eiffage 2000 SICAVAS.
Their investment was boosted by:
a matching contribution of 25% for any profitsharing funds invested;
a matching contribution of 50% for any other contributions: funds from incentive or personal savings
schemes or reinvestment of available shares;
the option of spreading out payments over 12
months while still taking advantage of the 50%
matching contribution.
Employee share ownership, 2010
The results belied a difficult economic year: Eiffage
collected e141 million from 29,000 employees,
representing 55% of the eligible workforce, compared
to 61% in 2010. Eiffage 2000 was thus able to increase
its stake in Eiffage from 20% to 22%.
2010 subscribers
29,144
Total No.:
(2009: 32,700)
2,283
Workers:
(2009: 4,339)
New:
4,095
(2009: 7,093)
Breakdown of
new subscribers
1,107
Managers:
(2009: 768)
Technical,
clerical
and supervisory
staff:
705
Focus on
(2009: 1,986)
In millions of euros
2010
2009
2008
APRR
Eiffel
Forclum
Head offices
Total
15
46
39
6
33
2
141
17
53
48
7
43
2
170
20
64
53
4
53
2
196
In millions of euros
2010
2009
2008
Employee contributions
Company loans
Plan 12
Incentive scheme
Profit-sharing scheme
One-off bonus
Reinvestment
Matching contributions
Total
12
10
31
21
24
43
141
8
9
38
21
22
20
52
170
18
4
11
40
58
20
45
196
By funding source
A redesigned anniversary edition
To celebrate the 20th anniversary of employee share
ownership, the “Employee Shareholder Guide”,
distributed to all Group employees, has been redesigned. The guide provides essential information
about employee shareholding and explains the
financial aspects in terms that
everyone can understand.
A 20th anniversary survey
2010, the 20th anniversary year of employee share
ownership, provided a good opportunity for
employees to answer an anonymous survey about
the programme, which they have joined in large
numbers for many years. On 19 March 2010,
the results were presented to 550 SICAVAS
coordinators, who were responsible for providing
the information to all employees.
19
Personnel Management
Safety
is everybody’s business
Protecting the health and safety of employees is nothing
new to Eiffage. Over the years, the Group has continued
to consolidate and enhance its rigorous risk prevention
policy, which is based on two essential considerations:
a duty to provide safety and a goal of zero-accident
operation. Areas for continuous improvement identified
as applicable across the Group are disseminated in each
division, via policy memoranda setting out a wide range
of risk prevention measures suited to the particular
features of each business.
An increasingly demanding improvement
programme...
There is nothing utopic about a target of zero occupational accidents. In 2009, this was achieved by
one third of Eiffage Travaux Publics establishments. This promising result inspired the division’s
risk prevention department in its 2010 policy
memorandum dedicated to reducing the accident
frequency rate, implementing the “ideas for risk
prevention initiatives” strategy based on input from
works managers, organising a risk prevention
conference for management teams, etc.
Each year, the risk prevention specialists at Eiffage
Construction draw up a national action plan. In
recent years, implementing these plans has
systematically yielded improvements in the occupational accident statistics, and 2010 was no
exception. The division has now adopted a strict
“zero tolerance” attitude to risks, applicable to all
employees, regardless of their grade.
In its QSE manual, Clemessy advocates the same
intransigent approach to the failure to wear
personal protective equipment. The company’s
policy covers general risk assessment issues as
well as specifying measures to counter specific
risks relating to traffic, alcoholism or exposure to
ionising radiation, for example.
Occupational accident
frequency rate
For its part, Forclum implemented a three-part
risk prevention improvement plan (addressing
organisation, management and technical issues),
and the division used the Qualivolta method to
optimise its risk prevention network.
Annual severity
rating
Statutory severity
rating
2008
2009
2010
2008
2009
2010
2008
2009
2010
10.61
11.71
13.30
0.26
0.33
0.50
0.39
0.41
0.63
NP
12.54
15.11
NP
0.34
0.45
NP
0.48
0.65
25.68
24.74
21.19
1.01
1.04
0.85
1.89
1.51
1.73
23.68
19.76
23.76
0.73
0.65
0.75
1.32
1.24
1.40
Eiffel
12.42
11.94
12.63
0.46
0.49
0.37
0.93
1.28
0.40
Forclum
14.72
15.33
16.50
0.44
0.56
0.54
0.72
0.82
0.80
APRR
Clemessy
20
Each company is required to produce an annual
risk prevention plan based on its risk assessment.
EIFFAGE GROUP
Group values
On the ground
Although the number of accidents involving motorway
personnel has been significantly reduced in recent years,
APRR’s goal is to eradicate situations that put them
at risk. In the course of their work, employees are
directly exposed to the hazards inherent to motorway
driving, and the biggest factors in accidents include
failure by motorists to keep a safe distance, speeding
and exposure of workers while they mark out worksites.
Sixteen employees volunteered to embody the image
of the Group via
a a large-scale information campaign
highlighting the men and women who work to keep
motorists safe.
Their faces now appear on the rear of the Group’s fleet of
456 vans, together with a powerful slogan: “Watch out for
his life - he (or she) is protecting yours”. These vehicles serve as hoardings, ensuring that the campaign
is seen by a large number of motorists.
The rears of the vehicles were covered with a new micro-perforated material specially designed to stay
clean, thereby ensuring maximum visibility for the driver.
Eiffel set an ambitious target of obtaining MASE
certification throughout the Metal division by 2011.
The MASE label is awarded in acknowledgement of
effective safety management based on a continuous improvement approach.
Lastly, safety is a strategic priority at APRR, which
is currently the French motorway operator with the
second-lowest employee accident rate and aiming
to become the safest in 2011. Over the years, the
division has fostered an ingrained safety culture,
and in June 2010, it launched an extensive risk
prevention campaign with the slogan “We are all
responsible for safety”.
... But slightly disappointing results in 2010
Although many initiatives – some new, and some
launched several years ago – were implemented,
the quantified results achieved in 2010 were not as
impressive as in the previous year.
leaders, etc.). The “Accident-free worksites” courses
for works managers were also maintained.
Eiffage Travaux Publics organised seven “PPPP
1,000 - Meet the manager” events (compared
with six in 2009). These sessions, which explore
how to Predict, Prepare for, Protect against and
Prevent accidents, were attended by a total of
almost 1,000 managers, engineers and works
foremen. The 80 participants at each interactive
seminar were asked to think together about how
they approach safety and involve their teams, and
also to rethink their role in implementing the
accident prevention strategy.
Eiffage Travaux Publics operates a comprehensive,
three-stage safety training process: occupationspecific training (safety and risk prevention
module; the Safety & Prevention Guide and “StandART Prévention” courses; training in delegating
Training - The bedrock of efficiency
Safety training accounted for 0.87% of the total
amount of training provided by the Group. Safety
courses were the main component of Eiffage’s effort
to minimise occupational accidents and diseases.
All the main training campaigns launched by the
divisions in 2009 continued in 2010. These included:
Eiffage Construction’s “Domino effect” sessions.
By the end of 2010, some 9,000 employees had
taken part in one of these events aimed at raising
awareness of individual employees’ roles in accident prevention by demonstrating how an accident can be avoided by eliminating any one of the
risk factors in the chain of errors leading to it.
Forclum ran “risk prevention management” courses
attended by 235 executive managers and 800 worksite supervisory staff (worksite managers, team
On the ground
A well-deserved award
The Champagne-Ardenne subsidiary of Eiffage Travaux Publics
won the “Safety management and training” prize at the 2010 risk
prevention & safety awards organised by the French road
transport industry association (USIRF), in recognition of its safety
management strategy based on extensive training. This training
focused on induction measures for new recruits, the introduction
of basic safety skills training, involvement by managers, the
creation of dedicated multimedia tools and the introduction of
regular risk prevention meetings and training sessions.
21
effectively; and basic safety skills training); activityrelated training (works, methods, qualifications
including CACES safe driving certification, etc.);
and production site-related training (induction,
personal safety and health protection plans, risk
assessment forms, etc.).
Clemessy, via its Institut des Métiers, now includes
a section on safety in all its technical training
courses.
In addition to these initiatives organised at division
level, individual Eiffage Group companies have
implemented numerous processes to train and
raise awareness among their employees. Road
maintenance employees in APRR’s Aube district
receive a daily risk prevention message relating to
the day’s planned activities on their worksheets,
while Forclum Porte d’Auvergne teamed up with the
police risk prevention unit to organise an awareness-raising debate with employees, together with
an inspection of the vehicle fleet.
Occupational diseases - Targeted
preventive measures
Eiffage Travaux Publics worksite managers
attending risk prevention events in 2008 suggested
several areas for improvement. The corresponding
measures, implemented in 2010, notably targeted
handling operations, movements and exposure to
noise. Concerning noise, for example, all employees
were provided with personalised hearing protection
devices.
APRR also focussed on the noise issue, and
conducted a trial in which 50 employees in
Auvergne were supplied with custom-designed ear
plugs. This solution was subsequently rolled out to
the Paris regional division’s road maintenance and
workshop personnel, who were also informed
about the harmful effects of excessive noise.
On the ground
Rollout of the MASE safety improvement baseline. At Eiffel, the decision, in late 2009, to adopt the
MASE safety improvement baseline across the division was followed by exemplary initiatives in all
Metal companies in 2010. The considerable safety experience acquired in the industrial maintenance
business line (particularly by Eiffel Industrie and BAREP) was transferred throughout the division
via
a a range of measures, including presenting the safety management system to the division’s top
management, setting up a rollout monitoring committee, encouraging more experienced personnel
to help newcomers familiarise themselves with the MASE baseline, holding information sharing
and discussion meetings, conducting mutual audits and training auditors at new business units.
A vehicle for a shared message. “Safety - All for one and one for all” was the leitmotiv behind APRR’s
numerous risk prevention initiatives. The slogan “We are all responsible for safety” says it all:
every employee who pays closer attention to their work is also helping to prevent an accident involving
a co-worker. Each of the posters in the campaign (which are displayed in all workplaces and changed
on a quarterly basis) addresses a universally applicable operational topic. Each is accompanied by a fourpage guide for managers and supervisors, to help them get the message through to their teams and
create an opportunity to initiate a constructive dialogue about safety. The guide identifies accidents
associated with the risk addressed by the poster and describes the corresponding best practices.
A Safety & Prevention Guide based on the latest standards. Eiffage Travaux Publics completely
overhauled its Safety & Prevention Guide process, which now complies with the requirements
of the OHSAS 18001: 2007 baseline.
22
EIFFAGE GROUP
Group values
The division is also concerned with preventing
musculoskeletal disorders, and has conducted
regional trials of the StiMCore (Stimulation of
muscular coordination and reflexes) method,
which uses a warm-up session to prepare the body
for the physical stresses of work. Several
employees volunteered to train as “coaches”,
which, for 10 minutes each day plus 30 minutes
once a month, will enable them to teach coworkers
a series of stimulating movements that accustom
certain parts of the body to effort, thereby enabling
them to respond without injury when required.
lights businesses. Additional training materials
were designed for the utilities, special services and
telecommunications businesses.
Risk prevention coordinators at Forclum received
training in workstation ergonomics. In Normandy,
one employee attended a training course on
preventing risks associated with physical activity
(including the risk of musculoskeletal disorders),
with a view to training all remaining employees
within five years.
From a more operational standpoint, Forclum
organises quarterly pylon evacuation drills in reallife conditions. Unannounced, “lifeline” trainers
visit a site where a team is already working overhead. The work is halted, the scenario is given, a
stopwatch is started and the drill begins. The
element of surprise caused by this approach
generates stress similar to that encountered in the
event of an accident, making it possible to observe
the line workers’ ability to manage that tension and
achieve the goal of evacuating the pylon in less
than twenty minutes. Such exercises demand real
teamwork, with each employee in a specific role for
maximum effectiveness. When the evacuation drill
is over, the participants receive feedback identifying both the positive aspects and any points to be
improved. Among other things, these debriefings
have led to changes in the contents of the evacuation bag.
Also at Forclum, but in a totally different area following reports by medical specialists of overweight and related disorders - roaming employees
received advice on healthy eating from a nutritionist and the occupational physician.
Basic safety skills
The basic safety skills training courses developed
in 2007 by Eiffage Construction and Eiffage Travaux
Publics, and still in use today, consist of a threeday programme attended by all employees,
including new recruits. Every three years, every
employee takes part in a full basic safety skills
cycle. Between 2007 and 2010, some 24,000
employees from the two divisions received training.
These employees are scheduled to follow a new
cycle developed in 2010 for implementation in
2011-2013.
At Forclum, Vigiattitude (vigilant attitude) training
teaches employees to assess their ability to detect
situations involving risks. The rollout of “Vigiattitude” courses continued for the commercial/
industrial electricity and street-lighting / traffic
Responsible collective behaviour
Eiffel’s rollout of the MASE safety improvements
baseline, APRR’s “We are all responsible for safety”
campaign and Eiffage Construction’s “Domino
effect” training sessions are examples of the
Group’s initiatives aimed at fostering a collective
awareness of the role that individual employees
can have in causing or preventing accidents.
Keeping a close watch on hazardous
products
For years, Eiffage Travaux Publics and Eiffage
Construction have given preference to the use of
products with the least impact on health and the
environment. A product database containing information about the health and environmental risks
of products used at their facilities has been developed, and R&D projects are launched to replace
any products that have a severe impact. For
example, Oléoflux®, a plant-based flux developed
23
by the Eiffage Travaux Publics laboratories as an
alternative to oil-based fluxes, is not subject to any
hazard symbols. Furthermore, the division has
also prohibited the use of perchloroethylene for
cleaning laboratory equipment fouled with hydrocarbon-based binders, replacing it with a proprietary Oléoflux®-based solution.
Similarly, Eiffel has replaced the product previously used in its metal component cleaning fountains by an equally efficient alternative product,
thereby preserving both employees’ health and the
environment.
Forclum has been working methodically for several
years to find replacements for the carcinogenic,
mutagenic and reprotoxic (CMR) products used by
the company. Clemessy, for its part, is currently
identifying all CMR products used by its staff, and
aims to replace 80% of them.
At AREA, the Technical and Road Maintenance
department and the employee safety division
performed a joint inventory of all products used at
AREA locations, organising them by category. A
special procedure is required in respect of
restricted-use products. A database identifying
products that are hazardous to health or to the
environment (including crop treatments) is available via the motorway operation intranet.
Making arduous occupations easier
Positioning and removing traffic cones along roads
are physically tiring and potentially dangerous
activities. In late 2010, APRR Paris invested in a
cone layer/collector with a view to having it tested
by a number of teams. This special vehicle supplies
cones at the ideal height for workers, who no
longer have to lean out of the truck to lay them.
Eiffel invested heavily (e18.2 million in 2010) in new
machining and handling equipment, and optimised
its production lines. As part of this programme,
a workshop was refitted at its plant in Fos-surMer, resulting in improved working conditions for
employees.
On the ground
APRR’s STOP initiative
“Your safety depends on you” is the basic principle
behind the STOP initiative launched in the Avallon
district. Before starting work on a project, the team
is encouraged to think about the risks entailed and
to adopt suitable counter-measures. This approach
encourages employees to come up with ways of
enhancing their own safety and that of their
coworkers, simply by stopping to think before
carrying out their tasks.
24
EIFFAGE GROUP
Group values
At Forclum, an analytical audit was launched as
part of the work of the National Safety Committee.
The occupational physicians at Forclum Énergies
Services notably used heart-rate monitors to study
tasks involved in work on high-voltage power lines,
and the occupational health department carried
out a job assessment relating to Forclum MidiPyrénées’ coil winding activities.
A new impetus for tackling addictions
In late 2010, the Group implemented a plan to
prevent addiction-related risks at the Eiffage
Travaux Publics Rhône-Alpes Auvergne pilot
facility. This plan, devised in partnership with
Restim - a consulting firm specialising in alcohol
and addiction issues affecting businesses - is
backed by company rules banning alcohol in the
workplace, and provides for a special procedure in
hazardous situations. Employees are not allowed
to take up or remain in their work positions if their
blood alcohol level exceeds the statutory limit for
driving. Festive events at which alcohol is served
are carefully managed, ensuring that alcohol-free
drinks are also available, as well as breathalysers
and “designated drivers”.
The divisions also took targeted action on addictions. For example, Forclum produced a teaching
aid for its weekly risk prevention chats (causeries
prévention), while Clemessy specified the appropriate conduct for dealing with a co-worker
suspected of being under the influence of alcohol
or other drugs, and produced an authorisation
request form for use when planning events where
drinks might be served. APRR Rhône widely
distributed a leaflet on addictions produced by “Vis
ta mine” - the group in charge of health risk
prevention strategy in the Rhône region. This
leaflet presents key figures, basic regulations (in
the Labour Code, Highway Code and company
rules) and certain other relevant information in an
engaging, entertaining format.
Studying solutions to relieve
occupational stress
In today’s world, no sector of activity is free from
psychosocial risks; as a result, several Eiffage divisions took action to assess the severity of the situation.
25
IN ACTION
An anti-stress programme at Eiffel
Metareg Aquitaine has launched a campaign to tackle stress in the workplace,
involving numerous partners from within the Group and outside. The aim is not
to teach employees how to cope with stress, but to reduce or eliminate stress
at source by addressing its causes. A diagnostic assessment of work situations,
and notably production tasks in stressful environments (such as overhead work
or work while wearing hazardous environment suits or in very hot surroundings),
has already been carried out, and will be followed by an action plan.
Eiffage Construction conducted an opinion survey
of all employees. The results revealed a level of
satisfaction above the national average for privatesector companies, with 80% of respondents reporting
good working conditions. However, this overall
average masks certain discrepancies, which will be
analysed to identify areas for improvement.
Clemessy conducted a survey on stress in the workplace, using the “Working conditions and control
questionnaire” (WOCCQ©). Employees’ stress levels
are average, at 52.36 compared with a baseline
score of 50. This survey was part of a broader
strategy aimed at analysing the collective causes of
stress and developing solutions to mitigate them.
A company agreement on “Preventing stress and
psychosocial risks” signed by APRR in 2010 also
provides for the identification of collective causes of
stress. This agreement defines three basic categories of data: health and safety indicators (occupational accidents, sick leave, etc.), workforce
indicators (absenteeism, staff turnover, etc.) and
the results of a survey of employees. The survey
was conducted in late 2010. A similar agreement is
set to be reached at AREA in 2011.
Commitment
Eiffage Travaux Publics defined a series of occupational well-being indicators, which will be tracked on
a quarterly basis in 2011. The division also produced a
new module for its basic safety skills training, to help
employees avoid damaging their health at work. The
26
EIFFAGE GROUP
new module covers the various factors that contribute
to employees’ physical, mental and social well-being,
including healthy eating, climate conditions, germs,
physical activity, noise, vibrations, chemicals, addictions, well-being in the workplace and psychological
support. This module was developed with assistance
from independent specialists including a nutritionist,
the occupational physician, the construction industry
safety association (OPPBTP), the health insurance
organisation (CRAMIF) and the health education
agency (INPES).
A stitch in time saves nine
From a risk prevention perspective, when greeting
permanent or temporary employees arriving at a
project site, it is not enough to simply show and have
them sign an individual health and safety plan
(PPSPS) or risk prevention plan. In addition to the
statutory obligation to systematically provide safety
training for new recruits - with which Eiffage scrupulously complies - the Group regularly takes other
measures, such as presentations covering worksite
organisation, job-specific risks, risk prevention
measures, hygiene facilities and the circumstances
in which employees are entitled to refuse to work.
At Eiffage Travaux Publics, every new employee
takes the basic safety skills course within two
months of being recruited.
Forclum overhauled its safety induction procedure
and the related tools. The induction form, completed
No discrimination between temporary
and permanent workers
The company’s social responsibility extends to permanent employees and
temporary workers alike. Accordingly, the temporary employment agencies that
have signed framework agreements with Eiffage must provide basic safety skills
training to the employees that they send to Eiffage Construction and Eiffage Travaux
Publics sites. The two divisions have developed a specific assessment test that
temporary workers must pass before being accepted at the site. Once their
assignment has begun, they benefit from the same risk prevention initiatives
as any other employee.
Forclum is currently working with selected temporary employment agencies
with a view to sharing statistics and analyses relating to occupational accidents.
Group values
IN ACTION
A reference guide
The committee on health, safety and working conditions (CHSCT) at Clemessy
Mulhouse has developed a catalogue of personal protective equipment.
This catalogue, which will be used by the whole division, defines selection criteria
for each item of equipment and identifies suitable commercially-available products.
by the site manager for each newly-arrived employee,
addresses the potential risks and the corresponding
prevention measures. The manager is responsible
for checking that the employee has the necessary
personal protective equipment and any certifications or permits required for his task.
New recruits at Eiffel are presented with a welcome
booklet and take a compulsory training course.
They are guided by mentors who help them to
assess the risks associated with their jobs and
determine appropriate preventive measures. The
course syllabus was extended in 2010 to include
topics such as sustainable development, ethics
and disabled working.
Suitable equipment for more effective
protection
The cones are easier to access for loading into and
unloading from vans, and a hand truck is provided,
enabling employees to maintain a better posture.
The risk prevention meetings organised by Eiffage
Travaux Publics for its worksite managers yielded
numerous suggestions for improvements, 33 of
which were directly related to equipment. The division began to implement these suggestions in
2010, and a number of innovative solutions were
adopted where the appropriate equipment was not
commercially available. For example, an impact
barrier devised and used on the A65 Pau-Langon
motorway project, prevents trucks from striking
bridge decks and overhead power lines while their
platforms are raised.
Choosing appropriate equipment is a factor in
helping employees to travel and work more safely.
Eiffage Construction Centre-Est invested in a robot
that sands the contact surfaces on concrete shuttering. As a result, servicing formwork is simpler
and generates less dust.
In Marolles, APRR set up a weather-proof cone
storage area.
A simpler but equally effective idea consisted in
flying a flag over the site where the Cité Sanitaire
27
On the ground
Eiffel sends out positive messages
All too often, safety-related communication involves bad news about
accidents. To encourage the adoption of best practices, Eiffel has
made a point of communicating positively, via
a “Scoop” leaflets
focusing on awareness, behaviour, organisation, order and risk
prevention, and describing best practices in the areas of health,
safety and the environment.
The seven Scoop leaflets already produced are distributed widely
within Eiffel Industrie.
health complex is being built in Saint-Nazaire. The
colour of the flag (red, orange or green) indicates
the wind speed forecast for the site. This information, together with anemometer readings, guides
crane operators and ground crew during handling
operations.
Sharing and pooling - Highlighting
best practices
Increasing numbers of reproducible, effective risk
prevention measures are being taken at all Eiffage
locations, and the divisions have decided to
promote and share these best practices.
One method involves organising in-house competitions, such as the “quality, safety, environment and
innovation (QSEI) challenge” hosted by Eiffage
Construction, and APRR’s “risk prevention
ribands”, which have, since 1997, been awarded to
the business units with the lowest occupational
accident rates in recognition of the efforts made by
employees to reduce the risks inherent to their
professions.
28
EIFFAGE GROUP
At Eiffage Travaux Publics, best practices are being
spread by two key means. The first of these, a risk
prevention feedback form, describes initiatives
that have delivered a successful, reproducible
result relating, for example, to the organisation of
emergency assistance, training for vehicle operators or the use of speed cameras at worksites. The
second tool is the “incident and accident newsflash”, which is distributed widely by email,
ensuring that as many people as possible (management board, regional directors, regional risk
prevention managers, human resources departments, etc.) are informed promptly.
Similarly, Forclum produces “incident sheets”,
which describe the circumstances of an incident
and suggest preventive measures. It also produces
“local risk prevention initiative sheets”, which
highlight initiatives developed by individual facilities and are distributed throughout the division in a
standardised format.
Group values
Personnel management
Training
to benefit employees and the company
Continuing vocational training supports the human resources policy,
which in turn supports the company’s strategy and projects.
Such training represents a significant investment by the divisions,
contributing to employees’ professional development by providing
opportunities for long-term advancement.
Employees also have access to training schemes
that they can use at their own initiative, based on
the number of hours worked (the DIF “individual
right to training” programme, for example) or
seniority (skills assessment). This enables them to
receive training throughout their careers. The
training departments thereby support the development of employees who express a desire for career
mobility, advancement or change.
Focus on
In addition to safety training and work-study
programmes, the divisions’ training plans in 2010
mainly focused on enhancing knowledge and skills,
through qualification courses wherever possible.
This is a major priority both at Clemessy, where 26%
of employees took a training course in 2010, and at
Eiffage Travaux Publics, where qualification courses
IN ACTION
Clemessy Institut des Métiers
(Job Training Institute)
The Institut des Métiers, which trains over
1,000 employees each year, aims to support internal
advancement and transfers, maintain and enhance
skills, use its own resources to prepare and train the
next generation, and develop a proud sense of
belonging. Training is custom-designed, with a wide
and practical selection of hands-on and immediately
applicable training for everyone from operators to
managers. The institute offers 130 courses on topics
such as safety, development of personal effectiveness
and mastery of technical and cross-disciplinary skills.
Eiffel: Kazakh technicians
learn new skills
From May to December 2010,
Eiffel Industrie Rhône-Alpes trained
some 30 technicians from Kazakhstan
in mechanical and electrical maintenance.
The goal was to teach them new skills
during a special eight-month programme,
developed by Eiffel Industrie and taught in
English. This innovative skills transfer
programme provided theoretical and
practical learning at a training centre,
as well as hands-on training at our
customers’ actual worksites. In 2011,
the trained operators will perform
maintenance work on oil units at the Kachagan field in the Caspian Sea.
Developing this type of training requires complex logistics, including:
customized learning content and scenarios;
classes taught in English for each trade;
all aspects of the relocation and daily needs of the Kazakh technicians,
who work on fixed-term contracts during their stay in France;
the creation of a dedicated training centre for the programme.
29
represented 24% of all training programmes,
compared to 19% in 2009.
Training and VAE for workers
As part of its skills development policy, Forclum
continued to provide training in conducting worker
performance reviews, with the goal of implementing the programme division-wide by end-2010.
At the same time, 5,637 Forclum workers participated in training as well. At Eiffage Construction,
5,660 workers (52% of the total number) received
training in safety procedures, driving skills and
masonry for structural work.
At Clemessy, workers represented 43% of trainees.
To ensure complete safety during training, the divisions developed special facilities for training workers
under realistic conditions. APRR, for example,
turned a disused two-lane, two-way ramp on the A6
motorway into a training site, teaching road workers
and crews monitoring road conditions how to put up
and remove road signs and alter the normal flow of
traffic. At one of its equipment storage facilities,
Eiffage Construction Paris Region created a facility
for training workers in Basic Technical Skills (BTS).
The divisions also focused on “Validation des
acquis par l’expérience” (VAE), a legal right to use
job experience to acquire a professional degree or
certificate.
Training
Concessions
APRR
Eiffage
Construction
Holding
Company
Eiffage TP
Eiffel
Forclum
Clemessy
Cost of health & safety training (%)
2008
0.12
0.97
0.88
0.07
0.85
1.06
1.06
NP
2009
0.10
1.07
0.90
0
0.79
0.95
1.06
1.54
2010
0.07
0.98
0.82
0
0.55
1.01
1.02
1.56
Total training cost (%)
2008
0.59
3.90
2.41
4.23
1.75
2.22
2.76
NP
2009
0.56
4.06
2.40
0
1.64
2.12
2.85
3.97
2010
1.27
3.95
2.60
3.25
1.53
2.01
2.82
3.77
(The figures refer to percentage of payroll.)
30
EIFFAGE GROUP
Group values
Work-study
On the path to permanent employment
In 2010, as in previous years, Eiffage helped several
thousand inexperienced young people and low-skilled
adults obtain a diploma that will open doors to a lasting
job providing entry (or re-entry) into the workforce.
The work-study programme, which combines
theoretical coursework at a school or training
centre with on-the-job training at the company,
offers an excellent opportunity for paid, qualifying
training under an apprenticeship or work-study
contract. Trainees can receive a wide range of
diplomas or certificates, from a vocational aptitude
certificate to an engineering degree.
In every division, a very high percentage of workstudy trainees pass their exams – up to 100% at
Eiffage Construction Côte-d’Or and 93% at the Eiffel
de Lauterbourg plant. These remarkable results are
testimony to the young people’s clear commitment
to training and to the quality of the instructors, who
combine good teaching with high expectations. A
survey of Clemessy trainees found that: 94%
consider the company a good training ground.
All Eiffage divisions have work-study programmes
as a means of transferring skills and identifying
future employees. Some divisions, such as Eiffel
and Eiffage Travaux Publics, have decided to open
their own training centres. More specifically, with
the creation of two new schools in the Gironde and
Pas-de-Calais areas of France, all seven Eiffage
Travaux Publics regions now have their own
training centres.
For many of them, the work-study programme
leads to permanent employment within the Group.
For its part, Eiffage Travaux Publics hired 60% of
its young trainees in 2010 (Group objective: hire
40% of the total number of graduating trainees
who do not continue their studies).
IN ACTION
Tutoring for work-study trainees
“Provide work-study trainees with volunteer
tutoring from young Eiffage engineers to improve
their theoretical knowledge”. Forclum fulfilled
this objective of the Eiffage Diversity & Equal
Opportunity Action Plan (DEOAP) by setting up a pilot
project in the Paris region. Since March 2010,
four engineers have been individually tutoring four
trainees in maths, French and the physical sciences.
An initial assessment of the pilot project was highly
positive in terms of both academic and job
performance.
Work-study in figures: number of trainees (1)
1,366
699
113
183
594
APRR
200
Clemessy
Eiffel
Forclum
(1) Apprenticeship and work-study contracts
31
Meeting managerial
challenges with the CREFs
The Eiffage Regional Training Centres (CREFs), which opened in
2005, provide essential training to managerial staff through
targeted modules covering key areas such as management,
labour relations, the legal environment, financial management,
sustainable development and sales.
Generational balance
46
% of trainees are between the ages of
35 and 49
The CREF modules provide the support
managers need as they take on more
responsibility. The development of lasting
ties, a better knowledge of the Group and
the comparison of different perspectives
(those of staff managers and line
managers, for example) are additional
benefits of cross-divisional training.
2010 Results
19
% of trainees are
aged 50 or above
35
% of trainees
are under 35
Noteworthy fact in 2010: for the first time,
the group included some 30 people in their 60s.
Women represent 9.2% of trainees
2,053
2,809
1,926
1,449
76
2006
80
162
186
2007
259
2008
Women
2009
Note: at Eiffage, women represent
approximately 13.5% of managerial staff.
32
EIFFAGE GROUP
Matching training with needs
The “Business Ethics” module describes
the business practices that comply with
the Group’s code of ethics. The course
drew 408 participants in 2010, with
increased attendance expected in 2011.
Certain other modules, particularly
“Sales”, “Sustainable Development” and
“Recruitment”, have been updated to
reflect trends in the Group’s markets,
businesses and commitments.
In order to meet needs and update skills
as effectively as possible, CREF increased
the number of modules to 20. The new
courses meet human resources and
business management requirements:
Gender balance
1,914
Managers have been showing an increasing
interest in CREF training programmes,
with the number of participants rising
significantly in 2010 (up 46%). In particular,
the new “Business Ethics” course attracted
over 400 employees in the last quarter
alone.
The “Operational Labour Management” module seeks to limit the use of
temporary workers and encourage a
systematic search for alternative solutions. Ninety-six trainees participated.
The course will be further promoted in
2011, notably in the Energy division.
2010
The “Managing Diversity” module
supports the rollout of the Group’s
DEOAP. It helps line managers to
familiarise themselves with equal
opportunity resources before taking
any decisions. Seventy-nine managers
took the course in 2010 and some 100
are scheduled to take it in 2011.
The “Mid-Career Assessment” coaches
managers in the most effective ways to
conduct these new interviews, using
Group materials shared by all businesses. The course was tested in 2010
before being offered in 2011.
Training
Number of
modules
Sales
Business Ethics
Management
Annual Performance Review
Mid-career Assessment
Recruitment (and Non-discrimination Policy)
Financial Management
Labour Relations
Legal Affairs
Sustainable Development
Managing Diversity
Operational Workforce Management
2
1
3
1
1
1
3
3
2
1
1
1
Group values
Eiffage Institute
the Group’s “ideas factory”
Focus on
This year, once again, the Eiffage Institute, a corporate
university created in partnership with ESSEC business
school, welcomed two new classes to the
Cergy-Pontoise campus: class No. 10 graduated
in June 2010 and class No. 11 began in September.
Over an eight-year period, ESSEC
professors have instructed more than
230 potential managers during a flextime, MBA-equivalent programme.
The programme offers a core curriculum (strategy, finance, personal
development, communications, change
management, etc.) and brings in
speakers to discuss highly topical
issues, including the Phosphore projects and eco-districts; public-private
partnerships and concessions; psychosocial risks; diversity and non-discrimination; multicultural management;
conflict management, lobbying and EU
institutions; and geopolitics.
The programme, which has no
connection with the construction
industry, serves primarily as an
opportunity for personal development.
It helps participants meet the
challenges of organising work and
managing change, while giving them
a chance to exchange knowledge and
practices derived from their diverse
backgrounds in the Group and to put
any management difficulties they have
encountered into perspective.
INTERVIEW with group 5
The trainees must also work in groups
of four to devise an action plan of
direct relevance to the Group’s business. The aim is to prepare a summary
analysis of the issue and formulate
practical recommendations that can
be implemented after approval by
General Management.
What topic did you discuss?
Is management training
at Eiffage geared toward future
jobs and skills?
What did you recommend?
First, we suggested continuing
CREF training, which has been
a success and is the only
initiative of its kind in the
construction industry.
We also suggested keeping
the “Eiffage Republic
School”. We made other
recommendations as
well, such as developing
a course on complex
operations, providing
support to managers
during the mid-to-latecareer stage and standardising
cross-divisional training by using
multimedia based on both
existing courses and new
courses that promote
management development.
Is the Group going to
implement these
recommendations?
The Group plans to review the
contents of the complex
operations course in 2011
to decide whether to create a new
CREF module. In addition, the new
Institute class of 2011 will look
more deeply into the training
needs and employment options
of mid-to-late-career employees
(those over 45).
What’s the value of this type
of work?
The project’s recommendations
and multi-division teamwork
create cohesion within the
group. It also helps us put our
daily routines into perspective.
Finally, the close ties forged by
the class members improve
coordination among the different
divisions.
IN ACTION
In June 2010, recommendations by one of the groups led to the
implementation of a pilot project in the Normandie Centre region.
The project involves appointing a cross-divisional job retention coordinator
responsible for handling the return to work of any staff member who
has been absent for a long period. The new position will be assessed
for effectiveness in 2011, and its continuation will be decided after
18 months. The project receives partial funding from the Sustainable
Development Department.
Another fruitful issue under discussion was the relevance of
Eiffage’s management training. Following a review, training paths for
four key employee categories were mapped out: works foremen and
business managers; department heads and operations or branch
managers; site or subsidiary managers; and regional directors.
In addition, the creation of a new CREF training module on managing
complex projects is being considered.
33
A shared culture
of diversity
In recent years, Eiffage has been working to create
a sustainable culture of diversity within the Group. Buoyed in
2010 by the deployment of the Diversity & Equal Opportunity
Action Plan (DEOAP), Eiffage moved from a traditional
commitment (beginning in 1991, its Charter of Values stated
that “social diversity is the rule at our worksites”) to boosting
its efforts across the board and standardising its practices.
Commitment
The DEOAP commitments are broken down into
cross-divisional or topic-specific measures in the
areas of recruitment, gender equality, disabilities
and senior employment. They apply to all of the
divisions.
The Eiffage DEOAP: gender equality
Cross-divisional measures:
Hire women managers. The goal is to hire in proportion to the number of women
who receive an engineering or a business degree, i.e. 18% and 50% respectively.
Implement the Terrafemina report’s recommendations (see 2009 annual report,
p. 40) concerning women’s networks and mentoring.
... and other measures
Produce an annual status report comparing male and female employment
in all divisions. Ensure each year that there are no significant gaps between
men’s and women’s average salary increases.
In each training plan, set a male-female trainee ratio and aim for parity except
in safety training.
34
EIFFAGE GROUP
Focus on
Group values
Gender equality: from goals to progress
While many Eiffage occupations have traditionally
been held by men, the Group now employs female
bricklayers, crane operators and engineers. To
ensure further progress, Eiffage has decided to
launch a comprehensive initiative based on its
DEOAP. The gender parity objectives, set in 2010,
target recruitment and equal treatment. These goals
require special assessment and analytical tools.
IN ACTION
A pilot mentoring project
Eiffage’s General Management initiated a pilot mentoring project concerning
the role of Group engineers. This project gave rise to a discussion forum
that brought together 10 mentees and 10 mixed-gender pairs of mentors (a first
in France) for nine months, from November 2010 to the end of June 2011.
The mentees are generally under age 30 and have worked for Eiffage less than
five years, while the mentors have considerably more experience.
The 10 engineers and 20 mentors met regularly with two consultants from
Campanieros for the purpose of identifying obstacles, misunderstandings,
inaccurate information, and substandard behaviours and decision-making processes
that lead to different career paths, especially in the operations field.
The group will make practical recommendations resulting in the implementation of
corrective actions in summer 2011 after receiving approval.
A wide range
of comments
As evidence of the Group’s
determination to make diversity
a management priority, the Eiffage
Regional Training Centres’ (CREF)
“Managing Diversity” programme
debuted in 2010 (see p. 32).
Feedback from sessions in Nancy
and Bordeaux:
Magali: “The training gives you
perspective and opens your mind.
I really liked the way they supported
the different generations. It’s very
important that the HR departments
participate in this”.
Denis: “Very interesting. I thought
there were two parts to it: the first
dealt with diversity concerning
older employees, ethnicity, gender
equality and disabilities, while the
second concerned different
generations, which was really
fascinating, since this accounts for
80% of our problems”.
Édouard: “I learned a lot during
the training about all forms of
discrimination. The presentations
were lively, with co-facilitation and
case studies. Personally, I learned
a great deal about managing
differences”.
Clémence: “The course did a good
job of raising our awareness of
prejudice, stereotypes
and discrimination”.
Philippe : “I learned a lot of things
I didn’t know before. I particularly
liked the intergenerational
management course, especially the
‘Xs’ and ‘Ys’. Knowing how to
manage the different generations
will be essential to companies’
future success”.
Édouard (a different one):
“I also think that a subject like
intergenerational management
is very valuable. It’s our future”.
35
Seniors
hiring and retention
In 2009, all Group divisions had developed an action plan
for senior employees. In 2010, they broke them down
into practical measures based on two major goals:
job retention – enabling skills transfer – and job search
assistance for senior employees, while keeping in mind
the Group’s DEOAP objectives.
General policy
Employee retention
In early 2010, the Eiffage DEOAP defined areas for
improvement in managing senior employees,
mainly in terms of career monitoring: the option of
changing the annual performance review into a
mid-career assessment (a CREF seminar is also
devoted to managing these meetings, see p. 32); a
skills assessment conducted as part of the DIF
“individual right to training” for any employee over
45 who requests it; annual verification that employees
over 50 participated in training in the same proportion as other employees; and annual tracking of
individual pay rises and changes in status.
All divisions have taken steps to retain older
employees by, for example, appointing senior coordinators (Forclum) and career coordinators (Eiffage
Construction) to their human resources teams and
training managers to conduct mid-career assessments (APRR).
Recruitment
Each division is free to set its own objective, but all
must follow the same guideline: all qualifications
being equal, age cannot be a discriminating factor.
Eiffel hired 120 employees over 45 years of age.
APRR signed 11 senior contracts under a French
scheme for people over 57 registered with the Pôle
Emploi government job centres who have not accumulated enough years of service to claim retirement
benefits, while Eiffage Travaux Publics crossed the
3% hiring threshold for those over 55.
36
EIFFAGE GROUP
These efforts have already proven their value. At
Eiffel, two Lauterbourg plant employees over the
age of 55 were granted flex-time and 23 others
changed jobs. Clemessy exceeded its companyagreement senior-retention objectives (13% vs.
11%), and further evidence is provided by the
percentage of employees over 50 who supervise
trainees, a figure that has reached nearly 20%.
Group values
Integrating disabled
workers priorities and action
Each disabled employee’s situation in
the workplace is different and is based on job
requirements, working conditions and individual
abilities. Companies thus face a major challenge:
finding ways to integrate disabled people on
a case-by-case basis so that they can fully
contribute to the company’s overall performance.
In 2009, Eiffage’s management embarked on a
large-scale disability awareness campaign, making
sure to address every facet of this issue, including
Eiffage collective agreements and the Carrefour
des jeunes event (Young Employees Conference).
The divisions mainly focused on the disability plan.
These efforts continued in 2010 but were expanded
to address four major priorities:
change attitudes toward disabled employees;
improve recruitment and integration;
promote retention;
subcontract more work to the sheltered
and supported employment sector.
Commitment
The Group asked its divisions to set numerical
targets for the hiring of disabled workers by 30
April 2010 based on their specific situation and the
nature of their jobs.
These targets, like all other commitments that
promote the employment of disabled workers,
were included in both the dedicated company-level
agreements (APRR) and in the collective agreements signed by the various divisions (Forclum,
Eiffel, APRR and others) with AGEFIPH, a key player
in the employment of disabled people in France.
Eiffage DEOAP: disabilities
Measures
Set up a planning procedure for managing work accident victims’ return to work. Meet with every
employee returning to work after a long absence (over two months). Select a pilot subsidiary in each
division and test the procedure.
Try to improve attitudes towards disabled employees. This issue is specific to each division, but good
practices will be systematically shared (see the Forclum film and the Eiffel disabilities guide).
Appoint disability coordinators or create a credible solution demonstrating the Group’s
comprehensive management of this issue.
Have an outside firm train disability coordinators.
Protect the right to retraining for disabled employees or those who become disabled; no employee
who has been the victim of a work accident may be dismissed without the prior agreement of the
division’s chairman.
Subcontract more work to the sheltered and supported employment sector. Provide a responsiblepurchasing tool. Provide information Group-wide on possible types of responsible purchasing.
Best practices
Continue to develop employees officially recognised as “disabled workers”.
37
Changing attitudes toward disabilities
Improving the recruitment, integration, retention
and career development of disabled workers is a
goal that, first and foremost, requires dispelling
common misconceptions about disabilities. The
2009 awareness campaign was largely designed to
achieve this goal.
This year, the divisions conducted numerous information and training programmes, both for nondisabled staff and for employees who remain silent
about disability problems due to a lack of knowledge or a desire not to appear disabled. While each
division developed its own awareness tools, feedback and best practices were shared.
As part of France’s 14th National Disabled Employment Week in November 2010, APRR’s intranet site
posted a disability quiz. Eiffage Construction held
management awareness half-days and widely
distributed a variety of informational material
throughout the year, such as a poster, brochure,
guide and film. Newly hired managers also received
awareness training during their orientation week
via a sketch performed by the Ligue Majeure
d’Improvisation (an improvisational group).
In partnership with AGEFIPH, Eiffel developed an
awareness guide called “Integrating disabled
workers: mission possible”. With 4,500 copies
distributed, the guide describes disabilities in a
clear and simple manner and explains how to gain
official recognition for disabled employees in the
workplace (RQTH: Disabled Workers’ Recognition(1)).
The goal is to convince employees who do not
declare their disability that it is possible to find
solutions allowing them to remain on the job.
(1) Enables workers to benefit from job search and related assistance.
On the ground
A disability-inclusive purchasing
policy
Purchasing naturally finds a place at the table with human
resources, quality and prevention staff as they strive to better
integrate disabled employees. It is on the ground that purchasing
provides real added value. For more information, see p. 14.
38
EIFFAGE GROUP
Forclum’s large-scale information campaign,
which includes a film, a guide and posters, has led
to an increase in the number of officially recognized disabled workers. In the Poitou Charente
region, this rise has even led to a 6% disability
employment rate. Similarly, efforts undertaken by
Eiffage Construction Nord-Pas-de-Calais have led
to the identification of 101 employees with probable
disabilities. One-quarter of them have already
been officially recognised as disabled workers
after receiving assistance with filling out government application forms.
Improving recruitment and integration
The agreement Eiffage Construction signed with
AGEFIPH in late 2009 commits it to hiring 40
disabled people on permanent contracts or fixedterm contracts of more than six months, and to
entering into 10 work-study contracts over a twoyear period. The hiring process for about 10 people
was already underway at end-2010.
Eiffel set an objective of hiring 24 people over two
years, and provided the necessary resources, setting
up partnerships with the Pôle Emploi and Cap Emploi
government job agencies as well as Hanploi.com, the
leading online job board for disabled people.
At end-2010, 3.67% of Eiffage Travaux Publics
employees were recognised as disabled, nearly
double the rate of 2007.
At APRR, where an audit confirmed that its
motorway-operation work may be incompatible
with disabilities, the objective is to employ 3.1% of
disabled workers by 2012, compared to 1.9% in
2009. The company-level agreement also calls for
increasing the number of disabled people in
training and work-study programmes.
The Engineering and Information Systems Department hired a senior employee who had suffered a
car accident as well as a young work-study trainee
with a muscular disease.
In July, the Purchasing Department hired a man
who had become deaf after contracting meningitis.
A TadeoBox was installed to accommodate his
disability. This tool is a computer-webcam combination connected to an outside platform that
provides a translation in French sign language and
instant speech-to-text transcription for telephone
conversations, meetings, etc.
Group values
IN ACTION
Job transfers or retention: a collaborative effort
At Eiffage Travaux Publics Nord, a heavy vehicle operator became a dispatcher, a lorry driver
became a warehouseman, and a construction professional was offered a job in the Personnel
Department. These three successful job transfers took place with the help of the Dunkerque branch
of SAMETH (Disabled Workers Job Retention Support Service) and the APAHM (Assistance to People
with Motor Disabilities) association.
At Forclum Quercy Rouergue Gévaudan, accommodations were made to an employee’s workstation
following a non-work-related accident. The employee’s doctor, a social worker, AGEFIPH
and the Rebâtir (“Rebuild”) association worked together to analyse the workstation and identify
adaptive equipment, such as a lift table and special platform.
Forclum Aquitaine Limousin made accommodations (access ramps and accessible toilets) for an
employee in a wheelchair participating in a workstudy programme as an engineering department
estimator.
detailed information brochure to improve cooperation with the sheltered and supported employment
sector. Eiffage Construction made a commitment
to do business worth e80,000 with this sector. At
end-September 2010, the figure stood at e270,000.
Promote job retention
Forclum’s Purchasing Department set numerical
targets for subcontracting work to ESATs and
supported businesses in each region, with the twofold objective of increasing the service volume and
developing new skills in these organisations.
Several regions created actual partnerships with
sheltered workshops, in such areas as electrical
cabinet wiring and railing manufacturing. The
Purchasing Department also outsourced a data
entry project performed in its own offices. Lastly,
Forclum subcontracted with an ESAT to print
internal communications materials for its Disability
Plan.
Whether workers are disabled when hired or
become so later, every effort is made to keep them
on the job, ranging from adapting their work status
(type of job, hours, location, etc.) to improving their
qualifications (skills assessment, training, etc.).
These measures are most likely to succeed in partnership with occupational health services,
AGEFIPH and SAMETH.
AREA greatly stepped up its efforts to improve
disabled employees’ workstations in 2010,
including adaptive wheelchairs, car seat frames,
telephone equipment for the hearing-impaired,
and a noise-reduction device for a multi-person
office with a hearing-impaired employee.
Eiffage Construction focused its efforts on planning ahead. All employees absent for over two
months, for example, are informed that they can
have a medical examination at the occupational
health service before returning to work. In addition,
if the occupational physician determines that the
employee is unfit, the region’s disability coordinator is informed.
Subcontract more work to the sheltered
and supported employment sector
The latest priority, shared by all Group divisions
and included in the 2010 DEOAP objectives,
consists in outsourcing more work to Établissements et Services d’Aide par le Travail (ESATs), a
sheltered workshop and social service agency for
the disabled, and to supported businesses. These
organisations provide disabled people with vocational opportunities in such areas as service provision (food services, landscape maintenance,
packaging, etc.) and manufacturing (office
supplies, cleaning products, etc.). By using them,
Eiffage helps disabled people outside the company
to re-enter society and the workforce.
On the ground
Regional coordinator network
Appointing disability coordinators in every division was one of the
DEOAP objectives for 2010. Eiffage Travaux Publics, Eiffage
Construction, Eiffel and Forclum have all designated and trained
disability coordinators in each of their regions; these coordinators
are employees from the Human Resources or Prevention
Departments. Their role is to develop practical measures for their
companies’ disability action plans, then coordinate and monitor
them during implementation. They also assist disabled workers
and those who seek official recognition as such. Lastly, they serve
as liaisons between their companies and the many outside players
in the disability field.
Forclum also appointed a project manager and a disability project
coordinator for the division. A total of 260 employees are
participating in the six-module disability course.
APRR has pledged to increase revenues from work
outsourced to this sector by 30% by 2012. Steps
have been taken to raise awareness among
Purchasing employees. AREA has published a
39
Basic skills
driving personal and professional growth
Insufficient command of basic skills is not only an
obstacle to social integration and career advancement,
but also a risk factor in jobs where understanding
instructions is an essential requirement, especially
when it comes to safety.
Commitment
Learning, relearning, honing literacy skills and
improving skills in general are the major objectives
of the basic skills training courses offered by the
Group’s companies. Included in the DEOAP (Diversity & Equal Opportunity Action Plan), the fight
against illiteracy has expanded in the divisions
concerned.
Eiffage DEOAP: illiteracy
Develop an “Illiteracy” action plan.
Regularly review this subject at every meeting of
HR development managers and managers
responsible for integration and work-study
programmes.
Create a working group made up of people
with successful experiences in this area.
Develop a compilation of best practices to
ensure that certain programmes are included in
the 2011 training plan.
Eiffage Construction Centre-Est developed a
French-language course. Six workers took the
two-hour weekly course at the Évian-les-Bains
secondary school worksite in the Rhône-Alpes
region, with instruction provided by Éducalis.
For its part, Eiffage Construction Nord-Pas-deCalais developed a 10-week course to help
employees master basic skills, with one day of
classes per week. The course focused on four
topics: knowledge of the company; safety, quality
and the environment; the construction site; and
business communications. By end-2010, 16 whiteand blue-collar employees had completed the
course.
Eiffage Travaux Publics, which launched training
programmes two years ago, has been consolidating individual courses and expanding them
throughout France. The course, “Techniques et
Outils de Progrès” (TOP) helps employees acquire
or enhance general expertise, including oral and
written French, arithmetic, geometry, map reading
and basic IT skills. It was offered in 2010 in several
regions, with the assistance of partner training
organisations. Some 100 employees have already
completed the programme.
IN ACTION
Experimental training managed
like a project
In the absence of off-the-shelf training in basic
skills, the Forclum Centre-Est region’s director
and HR manager felt the need to use project
engineering methods to design the course,
based on the specific situation and needs
of the company and staff. After a steering
committee meeting, presentations to employee
40
EIFFAGE GROUP
representative bodies (ERBs), an awareness
campaign and many department meetings,
10 employees (including two from
Eiffage Travaux Publics), took a 112-hour
training programme both during and outside
working hours, using the resources offered
by the DIF “individual right to training”.
The courses, which covered working methods,
reading, writing and logical reasoning,
were taught in group sessions, with educational
objectives, plans, materials and tutoring tailored
to each individual. The emphasis on business
literature and case studies encouraged
employees to apply the lessons they learned
to current workplace situations. To encourage
the various players (employees in difficulty and
senior and mid-level managers, for example)
to become involved and implement the programme
in other companies, a film was made explaining
the approach and its results.
Group values
Collective agreements
productive social dialogue
The Group-level negotiations focused on psychosocial risks and concerns related to the coverage
of medical expenses. In 2008, under the terms of a
Group agreement, Eiffage set up a medical expense
reimbursement scheme that covers most of its
subsidiaries. Also included is long-term care
insurance for retiring employees and their spouses.
This cover is based on a “death and accidental
disability” scheme that rounds out the insurance
benefits plan. The agreement has since been periodically amended to integrate new companies, with
the most recent version signed in December 2010.
Focus on
The divisions formalised social dialogue with the
signing of company- and establishment-level
agreements. While a significant portion of the
agreements involved mandatory annual negotiations, they generally covered a wide range of topics.
Eiffage Travaux Publics entered into 70 agreements in 2010 (70% of which did not involve mandatory negotiations), including six agreements on
working hours and 26 on incentive and profitsharing schemes. Following any acquisitions, it
was necessary to merge the collective agreements,
and Eiffel signed eight collective agreements in
2010. Forclum has begun to implement the senior
employment agreement it signed in 2009. Eiffage
Construction distributed an educational brochure
with employees’ pay slips to explain the framework
agreement for the Employment and Expertise Plan
(EEP), signed in 2008. Lastly, an agreement
concerning organisational changes in the toll
collection field and social support measures was
signed in November 2010. In anticipation of the
further automation of toll collection, the agreement calls for recognition of toll collectors’ jobs,
improvement in their working conditions, financial
measures to foster internal mobility and support
for retraining programmes.
Negotiations on psychosocial risks
Following on from the European agreement of 8 October 2004 and the national
cross-sectoral agreement of 2 July 2008 on work-related stress, Eiffage launched
negotiations with trade unions with the aim of consolidating and furthering
the progress made in preventing occupational risks by taking greater account
of their psychosocial factors. To that end, the two parties asked ANACT (National
Agency for the Improvement of Working Conditions) to lead an information day
on psychosocial risks. The goal was to standardise definitions and develop
a common language to facilitate subsequent negotiations.
They decided to continue working with ANACT, enlisting its services for six months
to learn more about how to prevent psychosocial risks and to develop
recommendations on issues they had previously identified as the basis for a future
agreement. At the end of the programme, management and unions came together
in late 2010 for a day of presentations about these proposals. The negotiations
then resumed, and should lead to a more nuanced approach to the issue.
41
Advancing
together by evaluating performance
The job performance review is an important
management tool used to best effect by
all Group divisions.
At Forclum, engineers, managers and related
professionals as well as technical, clerical and
supervisory staff receive an annual performance
review, while blue-collar workers are assessed
every two years.
The schedule is the same at Eiffage Construction,
which evaluates more than 2,500 workers every
year. An “employee feedback” form was created in
2010. This form is approved by operations or
company management before being given to the
worker, with comments added by the current
works foreman in the presence of the site manager.
The annual performance review of the division’s
managers is a key element in identifying employee
potential. The Human Resources Department,
together with each Regional Division, leads a
meeting to review the annual appraisals, during
which the career paths of top managers and
employees with two to five years’ experience are
discussed. In particular, the meeting considers
each individual’s advancement opportunities and
seeks to determine their three-year potential.
At Clemessy, performance reviews are conducted
for employees with at least one year of experience.
In 2010, 2,033 reviews were carried out – 1,497 for
non-managers and 536 for managers.
At Eiffel, staff appraisals are one of the criteria
considered in evaluating managers’ performance.
Setting and meeting performance review objectives for all employee categories was one of the
priorities chosen for the division’s Sustainable
Development Action Plan (SDAP).
Eiffage Travaux Publics adopted a similar approach.
Its variable remuneration (“bonus”) policy is based
on merit factors and the actual achievement of
financial objectives as well as non-financial objectives in the following three areas: implementation
of performance reviews; safety and progress on
the path to zero accidents; progress towards,
and achievement of, a common environmental
objective.
42
EIFFAGE GROUP
Finally, performance reviews have now expanded
to all employee categories at APRR:
managers, and technical, clerical and supervisory staff: annual;
blue-collar workers: annual at APRR and biennial at AREA (implemented more recently).
In future, the mentoring role played by certain
employees may receive more attention during
these reviews.
As a point of information, the mid-career assessment is now available at all divisions (see p. 36).
Group values
Job recruitment
Fostering
youth employment
Eiffage kept up its efforts to hire young workers in 2010
despite a crisis economy in which employment of new
graduates fell by one-third nationwide.
A proactive policy
Inspiring by example
Due to insufficient awareness of Eiffage’s activities,
the Group stepped up its information efforts for young
people seeking a job or interested in work-study
programmes. Clemessy, for example, participated in
20 job and trade fairs. In Brittany and Pays de Loire,
Eiffage Construction held seminars about apprenticeships. Eiffage Travaux Publics made presentations on
career opportunities at various schools, including La
Rochelle civil engineering technology institute, and
hosted students from the École Centrale de Paris
engineering school and secondary school students
from the Marne department at its worksites.
The “Young Graduates” incubator is an innovative
programme (see 2009 sustainable development
report, p. 39) that enabled APRR to select its
second class in spring 2010. After their orientation
in September and October, the three young gradu-
ates (from ESC Toulouse, École Centrale Paris and
École Centrale Lyon) embarked on an initial threemonth operational assignment.
Forging partnerships
In 2010, Eiffage signed an agreement with AFIJ
(Young Graduates Workforce Integration Association). The partnership helps recent graduates find
their first job, an internship or a work-study
programme. Early in the process, Eiffage’s divisions also work with schools, an example being
Forclum’s partnership with the ESIGELEC engineering school in Rouen. Forclum helps train
students and adapt coursework to market needs,
while the school advises Forclum on its hiring of
interns and apprentices and informs students
about the company.
Clemessy has also participated in developing career
opportunities through partnerships with schools.
43
Fixed-term contracts and temporary
employment: the bare minimum
Limit the use of temporary workers and always
seek alternative solutions: the divisions followed
these two key principles throughout 2010. Eiffage
Travaux Publics keeps temporary staff to the bare
minimum during peak periods through employee
transfers, intelligent organisation and effective
scheduling. The major users of fixed-term
contracts are large construction sites because
internal transfers are unable to meet workforce
demands. The same philosophy prevails at Eiffel,
where the large number of fixed-term contracts in
2010 can be explained by the hundreds of
employees needed to provide industrial maintenance services for several weeks during the major
scheduled shutdowns. To approve temporary workers,
Clemessy developed a unique, centralised procedure that gives priority to internal staff.
The path to employment
Eiffage has traditionally viewed temporary employment as an entry point into the company, the first
step of a comprehensive process leading to fixedterm or permanent employment. The programme,
which has been rolled out in most regions, can be
run either voluntarily or on a contractual basis, in
which case it takes the form of a clause mandating
the hiring of disadvantaged workers. Intended for
the long-term unemployed and at-risk youth, this
programme has built-in safeguards since the
company can evaluate the candidate on the job.
The large construction sites are typically the linchpins of a hiring policy geared toward the local
community and do, in fact, create jobs for populations frequently hit by unemployment. These sites,
however, are not the only entry points into the
company. Eiffage and local government agencies
often cooperate to create a steady flow of job candidates from disadvantaged backgrounds. For example,
On the ground
A special moment in the history of the Lille Métropole stadium construction site took place
on 2 July 2010. After seven weeks of a highly demanding prequalification course,
15 formsetters/finishers and 10 crane operators aged 18-40 were hired on work-training
contracts. The highlight was the signing of an employment agreement by the various partners
involved in the project.
44
EIFFAGE GROUP
Group values
On the ground
Young Employees’
Conference (Carrefour
des jeunes)) 5th year
a partnership between the Seine-Saint-Denis
department council, Pôle Emploi government job
centre and Eiffage Travaux Publics Île-de-France/
Centre led to the training and hiring of about
10 people on permanent contracts. Selected after a
group information session, an individual job interview and aptitude tests, 10 people aged 18-40 took
a customised training course. After a three-month
“springboard” period that focused on learning
more about the construction industry, they participated in an eight-month work-study programme
at the Hanches job training centre in the Eure-etLoir department. Nine of them were eventually
hired on permanent contracts.
Commitment
On 5 November 2010, over 450 young employees
came together to mark the end of a comprehensive
orientation period at Eiffage that included
training, seminars and long-term mentoring.
The Young Employees’ Conference (Carrefour
des Jeunes), held each year for young Eiffage
managers, provides an opportunity for these
new recruits to discuss the Group’s activities
and values among themselves and with their
managers.
Espoir Banlieues draws
to a close
In line with its Espoir Banlieues commitment of
February 2008 (a pledge to hire 3,000 young
people in three years), Eiffage offered 3,303 job
opportunities to young people from deprived
urban areas. These opportunities consisted of
713 permanent contracts, 272 fixed-term contracts,
496 work-study contracts, 1,284 internships
and 538 temporary employment contracts.
On the ground
Worksites fostering social inclusion
In line with the division’s commitment to social inclusion through employment,
Eiffage Construction Val-de-Seine took advantage of the Vitry and Montignylès-Cormeilles construction sites to hire workers recommended by the
CREPI Île-de-France (Regional Work Integration Club).
At the Vitry site, two unskilled labourers, a construction worker and a bricklayer were
hired as temporary workers, and later became permanent employees.
At Montigny, Eiffage Construction decided to subcontract the painting of the buildings’
lobbies to a work integration social enterprise. AGOIE, a local enterprise, offered to take
charge of the work and hire five people. Thanks to everyone’s involvement, particularly
the principal, who agreed to divide up the painting, these five individuals began their work
experience in September.
45
Job recruitment
CREPI: working on
behalf of those left behind
Created in 1993 at the initiative of an Eiffage Construction
subsidiary, the Regional Work Integration Clubs (CREPI),
French non-profit organisations, now number more than
600 member or partner companies of all sizes
and represent a wide range of business sectors.
Commitment
Serving as bridges between the business world,
social enterprises, and employment and training
organisations on the one hand, and people most
vulnerable to social and economic marginalisation
on the other (such as the long-term unemployed,
low-skilled and unskilled youth, disabled people
and individuals in the criminal justice system), the
clubs offer companies practical ways to help people
who have been locked out of the labour market.
These include career exploration events, company
visits, work experience placements and employees
volunteering for community service projects.
2010 figures
Job vacancies
950 placements
including 305 jobs at Eiffage
Grants
A €150,000 contribution from Eiffage
to the Federation (same amount as in 2009)
Financial support from Eiffage’s Regional
Divisions for their local CREPIs and, in 2010,
€30,000 for the creation of CREPI Côte d’Azur
event will be held again on 24 May 2011 in partnership with the Diversity Charter’s secretariat
general and the Centre for Young Managers.
Three key events
Rally for employment – CREPI Touraine
Held by CREPI Touraine for the past five years, this
event has now expanded to other regions (coming next:
Lorraine, Côte d’Azur, Haute-Garonne and others).
Objective: Take each of 30 job seekers from the
Touraine region on eight company visits over a
three-day period to learn about jobs that are typical
of the local economy and that are currently vacant
or likely to be so in the near future. Combining
business and pleasure, the event generates a
back-to-work and/or back-to-training rate of 44%
three months out.
Beneficiaries: In 2010, out of 30 participants, five
signed permanent contracts, four carried out temporary assignments, four joined training programmes,
five others signed fixed-term contracts, one signed a
subsidised contract, two obtained job interviews and
six benefited from other CREPI services (“Pathway to
a new career”; mentoring; ambassadors; or PLIE,
which serves as an interface between the long-term
unemployed and local companies).
2010 highlights
“The CREPI Odyssey to employment”:
a national event
Supported by its Federation, the network of 14 CREPIs
organised a new joint event called “The CREPI
Odyssey to employment”. The first event, held by
all clubs on 6 May 2010, was sponsored and
attended by Fadela Amara, France’s junior minister
for urban policy.
While each club organised its own activities, which
included “job dating” and the creation of a diversity
fresco, the event’s goal was to bring economically
marginalised people and company representatives
together in a friendly environment away from the
normal social conventions. A total of 900 people
participated and nearly 500 contacts were made
between companies and job seekers for mentoring
programmes and job or internship interviews. The
46
EIFFAGE GROUP
On the ground
CREPI Île-de-France
38 candidates met with some 15 companies.
Following the event:
14 people did internships, 2 of which
turned into regular jobs and one into
a work-study contract;
8 people found a job;
1 person entered a training programme;
6 people joined a mentorship programme;
9 candidates refused an offer.
Group values
CREPI locations
CREPI Nord-Pas-de-Calais
LILLE
CREPI Normandie
CREPI Lorraine
CREPI Île-de-France
CREPI Loiret
ROUEN
METZ
PARIS
ORLÉANS
A new year, a new CREPI Challenge
in Marseille
The aim is for young job seekers to learn
about companies through sports and to
develop relationships and business
contacts. The competition is a basketball game with mixed teams of
jobseekers and employees from various
companies. The Challenge took place on
27 November 2010, with 168 jobseekers
visiting 18 companies.
CREPI Alsace
STRASBOURG
TOURS
CREPI Touraine
CREPI Rhône
LYON
CLERMONT-FERRAND
CREPI Auvergne
SAINT-ETIENNE
CREPI Gironde
CREPI Loire
et Haute-Loire
BORDEAUX
CREPI Béarn
PAU
TOULOUSE
MARSEILLE
TARBES
NICE
MONTPELLIER
CREPI Azur
CREPI Hautes-Pyrénées
CREPI initiatives in Haute-Garonne
The Haute-Garonne CREPI supports projects that create economic activity, such as
Le Vélo Sentimental SARL. This limited
liability company, founded in 2008 and officially approved as a work integration social
enterprise, achieved breakeven in 2010 for
the first time. It is made up of two managers
and three employees hired under work
integration programmes. Since the business was created, 10 jobseekers have been
offered fixed-term integration contracts.
CREPI Méditerranée
CREPI Haute-Garonne
CREPI Rousillon
CREPI startup planned for 2011
Operational CREPI
Focus on
Learnm ore:
www.crepi.org
What’s new:
Partnership agreement signed by the federation and the Centre
for Young Managers.
“Career Ambassadors” job opportunities event held by CREPI
Île-de-France. Objective: raise awareness of occupations in many
different industries among jobseekers and people exploring
career opportunities.
First anniversary of three new CREPIs inaugurated in late 2009:
Béarn, Loire et Haute-Loire and Lorraine.
Eiffage’s regional subsidiaries help launch CREPI Côte d’Azur
in Nice in September 2010. The association, which now numbers
over 30 member companies, will participate in the 2011 “CREPI
Odyssey to employment” by organising an “open doors for jobs”
initiative involving company visits before the Odyssey, followed by
job “speed dating” on the day of the event.
Three new CREPIs are set to open in 2011: CREPI Roussillon in
Montpellier, CREPI Auvergne in Clermont-Ferrand and CREPI
Alsace in Strasbourg.
47
Job recruitment
Mobility
an employee retention policy
Now more than ever before, job and geographic mobility
have become a vital necessity for the Group’s companies.
The divisions are guided by the following bold objectives:
gain staff loyalty by meeting their goals; improve their
skills or allow them to change jobs; support their transfer
to open positions when their jobs are threatened or
eliminated; and create a common culture by exchanging
staff between companies.
A formal commitment
Mobility is an objective we all share. It enables the
Group to fill job vacancies by relying on internal
expertise, and gives employees the opportunity to
enhance their skills, advance their careers and
sometimes even retain a job.
Wanting to formally establish their commitment
and provide guarantees to their employees, the
divisions have all adopted a mobility policy that
standardises practices, specifies the conditions for
transferring employees and guides them through
the process. Facing similar issues, Eiffage
Construction and Eiffage Travaux Publics jointly
developed their policy.
All of the divisions follow the same guideline: all
qualifications being equal, internal applicants
receive priority consideration.
At Forclum, for example, a job vacancy is published
simultaneously within and outside the company,
but in-house candidates are given priority. Two
rules, however, must be followed: an employment
contract cannot be signed with an outside applicant if the job has not been posted internally, and
the Regional Director and Human Resources
Director must be consulted about the issue.
Forclum recorded 363 internal and interdivisional
transfers in 2010.
Guiding employees
The common Eiffage Construction and Eiffage Travaux
Public Mobility Policy provides for a variety of services
to employees who wish to transfer to another job or
region. These include removal expenses, a special
bonus or a salary adjustment to compensate for
regional differences in the cost of living.
IN ACTION
Jobs online
In late 2009, Eiffage created an internal job board. Every employee can freely
access all Group job vacancies on the corporate intranet. This tool improves
responsiveness by sharing the applicant pool with the entire Group and reducing the
amount of time it takes to process applications. Employees can now take charge of
their own career development. The divisions have a similar tool for their scope of
operations. In addition, Forclum publishes an in-house magazine every two months
called “La bourse de l’emploi”, mainly intended for employees who do not have
access to the intranet. It comes out in two versions – jobs for blue-collar workers,
and jobs for technical, clerical and supervisory staff, engineers, managers and
related professionals.
48
EIFFAGE GROUP
Group values
On the ground
“Anguille” project gets
underway at Eiffel
Eiffel won the tender for the offshore project
“Anguille”, which involves building an oil
platform in Gabon for Total. As a result,
its Fos-sur-Mer plant plans to double
its production hours for several months.
To meet the extra manpower requirements,
the division sought in-house skills through
an extensive internal recruitment campaign
to recruit a wide variety of people, including
welders, technicians, engineers, buyers
and shop foremen.
Forclum’s Mobility Policy provides similar assistance for employees, including the cost of a return
trip to the new job location for the employee and
spouse, settling-in expenses refunded up to a
maximum of the employee’s nominal monthly wage
(with a lower and upper limit), and spouse job
search assistance by the host company, if necessary. The policy also sets a two-month trial period
for blue-collar workers and three months for technical, clerical and supervisory staff. This allows
both parties to ensure that the transfer is a good fit.
Clemessy, too, establishes a three-month probationary period in its EEP (Employment and Expertise Plan) framework agreement, a document that
also sets the financial terms for transfer assistance, including a transfer allowance with a lower
limit, a settling-in allowance, temporary lodging
allowances and a paid trip to learn more about the
new area. Clemessy publishes a how-to relocation
guide that explains the concept of geographic
mobility and outlines the financial support
employees receive. Forclum recorded 20 transfers
in 2010: 2 job-related, 16 relocations and 2 involving
both.
49
Job recruitment
Retaining employees
a shared goal using appropriate methods
Keeping employees on the job and even ensuring
their advancement: to reach this common target
despite the weak economy, all Eiffage divisions
have continued their strategy of exchanging staff,
and individualised solutions have allowed employees
unfit for their jobs to remain employed.
Compensate for workload fluctuations
by exchanging staff
By its very nature, the construction business fluctuates by season and location. To retain jobs at its
sites, Eiffage Construction gathers monthly
employment data from all its subsidiaries and
analyses them during Management Committee
meetings. The data concerns construction workers,
site managers and works foremen. With this
approach, the company can anticipate shortages
and availabilities and thus come to the aid of other
sites at regional or division level. In 2010, this
process worked very smoothly, with all available
personnel employed.
Commitment
For example, Eiffage Construction Greater Paris’s
southern Ile-de-France hospital worksite brought
in additional workers from both its own and other
50
EIFFAGE GROUP
regions. In return, the company sent workers to
help elsewhere, including some to other divisions.
An initial team of 11 form-setters, for example,
joined their Eiffage Travaux Publics co-workers at
the Lille Metropole stadium worksite. They all
volunteered for this assignment, which will end in
April 2011.
Clemessy continued its training, retraining and job
retention policy, launched several years ago as
part of the Employment and Expertise Plan agreement. The policy’s implementation aligns with
changing markets, skills and staff medical profiles.
Personnel loans between division companies, as
well as to Forclum, involved 185 employees in 2010.
Clemessy continued to hire employees on a permanent basis, with an increase over 2009. Lastly, 717
employees participated in a career development
programme.
A top priority
Eiffage Construction West has made job retention a top priority
in its regional disability management action plan and fulfils this
commitment on a daily basis, as illustrated by the following two
examples: One of its team leaders, on sick leave for 15 months in
2008 and 2009, was declared unfit for work on any construction site
due to serious back problems. Following repeated contacts with the
Operations Department and the occupational physician, he was
offered a job as an equipment officer that was better suited to his
abilities. He resumed working on a half-time medically prescribed
basis in April 2010, later moving up to 80%. Another team leader, also
on long-term sick leave (18 months) after a relapse related to a 2006
accident, was declared unfit upon his return. Directed to the job
retention support department, he underwent a skills audit, then met
with the facility manager, operations manager, personnel department
and the Disabled Workers Job Retention Support Service (SAMETH).
He was offered a position on the works and services team as an
assistant works foreman, a job he currently holds after undergoing
training.
Disability: finding solutions
on a case-by-case basis
Retaining disabled employees requires close
supervision in partnership with both the employee
and specialist organisations, with efforts tailored
to each individual.
At Eiffage Construction Côte d’Opale, a shutter
hand registered as a disabled worker since late
2008 was retrained and transferred to another job
within the company. After being medically
restricted from assuming a crouching position, he
was offered a training programme to become a
shop steel fixer/welder and bridge crane operator.
The occupational physician approved the retraining
process and a subsidy from the AGEFIPH agency
covered the training costs and the purchase of a
special “sit-stand” stool recommended by the
ergonomist. The employee was thus able return to
work after being trained in a new occupation
appropriate to his situation.
Whenever possible, Eiffage Construction tries to
intervene at an even earlier stage before the
employee is declared medically unfit. Such was the
case with an Eiffage Construction Amélioration de
l’Habitat electrician on permanent partial disability
(PPD). Informed by the occupational physician that
this employee would soon be declared unfit for
work, the subsidiary provided refresher courses in
French, reading and writing. The employee has
been taking these courses for a year in preparation
for job retraining. This willingness to assist
employees also extends to apprentices.
Commitment
Group values
Eiffage Travaux Publics:
an unshakeable commitment
to accident victims
In recent years, Eiffage Travaux Publics has
successfully managed to retain all employees who
became disabled due to occupational accidents.
This has been done through reclassifications and
reassignments. The division receives assistance
from a specialist firm, and the commitment is
unfailing and consistent from year to year.
Certain other disabilities unrelated to work
accidents gave rise to dismissals in 2010. They
represented 0.7% of the division’s jobs in France,
much the same as the rate in 2009.
At Eiffage Construction Île-de-France, a young
apprentice who lost fingers during his exam at the
CFA (Apprentice Training Centre) was kept on the
division’s workforce after the end of his apprenticeship contract, becoming a permanent employee.
He will take a training course when he returns.
51
Regional development
Development
shared with the regions
Open up, promote, develop, assist: the ties forged
between Eiffage’s businesses and France’s
regions have been growing year by year
on a clearly win-win basis.
An interchange boosting economic
development in southern Annecy
Commitment
In November, the Haute Savoie Department
Council, the Annecy Metropolitan Community and
the AREA concession inaugurated the latest interchange on the A41 motorway: Seynod-Sud. This
interchange represents far more than mere
motorway infrastructure. In fact, it’s the realisation
of a dream by local authorities, who had long
sought to stimulate economic development in the
southern part of the Annecy metropolitan area by
creating a new business district with fast links to
Isère and Savoie – a significant asset for manufacturers in terms of the supply chain and visibility.
The new interchange will also improve residents’
quality of life, with less traffic crossing through the
centre of Seynod, and travel becoming faster, safer
and more reliable for those living in the southern
part of the urban area. Traffic volume is projected
to reach 7,500 vehicles per day. Even though it is a
conventional structure, this interchange is an
example of sustainable development: the earth
barriers were replanted, a berm was added as a
wildlife crossing, four orchard conservatories were
created, and the toll plaza was covered with a
photovoltaic canopy roof, which will generate onethird of the station’s power needs.
52
EIFFAGE GROUP
A heritage break
Motorways enhance the image and economic vitality of the regions they serve,
encouraging travellers who stop at rest areas to explore local attractions.
To that end, APRR developed two rest areas on the A40 motorway:
Ceignes-Cerdon and Musée-de-la-Bresse. The first now features a permanent
exhibition devoted to the history of the Haut-Bugey railway line, organised
in partnership with the local tourist offices. The second gives travellers
an opportunity to explore museums in the Bressan region, and a walkway
to the nearby Bresse museum was even built. This initiative has been well
received, with the motorway accounting for 10% of the museum’s visits.
In addition to the permanent exhibits, APRR and AREA participate
in the European Heritage Days held each September, creating events
that highlight the regions in which the rest areas are located, including
demonstrations, tastings and temporary exhibitions.
Group values
A brownfield site becomes
a new Asnières neighbourhood
Eiffage Travaux Publics Vendée:
civic-minded and efficient
After the departure of agri-food group Unilever in
2002, the city of Asnières wanted to rezone the eighthectare site along the Seine River on the city’s eastern
edge. Coordinated by Eiffage Aménagement, the
Asnières Quartier-de-Seine mixed development area
is the Group’s largest urban development project in
the Paris region. Unlike traditional commercial real
estate projects, this initiative seeks to clean up
brownfield sites and transform them into a new
neighbourhood measuring 83,000 sq. m in ground
area and offering 145,000 sq. m of floor space. The
district will be an urban melting pot with a good
balance between housing, offices, small retail outlets
and public facilities such as a town hall branch office,
day care centre, school, gymnasium and playing
fields. A 7,000 sq. m park serves as the “green lung”
of this human-scale neighbourhood, with a focus on
architectural harmony and high-quality public
spaces. Quartier-de-Seine is an attractive commercial hub near the La Défense business district and is
well served by public transport. This new section of
the city will eventually have 3,000 residents and some
2,500 workers. Eiffage Immobilier is developing
several of the neighbourhood’s major projects.
The southern Vendée area was hard hit by the
violent windstorm Xynthia in February 2010. Eiffage
Travaux Publics Vendée helped rehabilitate the
towns of La Faute-sur-Mer and L’ Aiguillon-surMer. As a community service initiative, a team was
sent to L’Aiguillon to clean up the damage and
supervise the volunteers who came to lend a hand.
Road repairs for the two towns were carried out
on an emergency basis at a total cost of about
e1 million. At La Tranche-sur-Mer, teams from the
Angles site built 3.8 m-high prefabricated retaining
walls at the maritime boundary to protect properties from surging waves.
2018 Annecy objective
On 6 July 2011, the International Olympic Committee
(IOC) will choose the host site for the twenty-third
Olympic and Paralympic Winter Games in 2018.
Annecy dreams of following in the footsteps of
Chamonix, Grenoble and Albertville, and Eiffage
supports this ambitious project. Firmly rooted in a
region whose economic development and cultural
influence it has long supported, AREA was named
official partner of the Annecy 2018 campaign. This
53
support was made official on 29 September with
the signing of an agreement by Eiffage, the National
Olympic and French Sports Committee (CNOSF)
and the Annecy 2018 Candidate Committee. At
Eiffage, 12 ambassadors were chosen to support
the city’s candidacy and raise awareness among
division employees. To make Annecy’s candidacy
visible to the widest possible audience, the Group is
using every communication tool at its disposal,
including posters, radio, publications, signs and
websites. The campaign kicked off during the
winter holidays, and the division strove for maximum
visibility. The front of the César motorway control
centre in Savoie was completely covered with a
huge 280 sq. m poster in Annecy 2018 colours and
the electronic display board showed messages of
support for the campaign. Finally, activities based
on the theme, “Snow, ice and you” were held during
winter holiday weekends at the L’Isle-d’Abeau,
Granier (A43) and Ceignes-Cerdon (A40) rest areas.
Unibridge®: build and rebuild
Since 2008, Eiffel and Matière, a company in the
Cantal department, have been working hand in
hand in a joint venture, Unibridge Trading, to win
new contracts abroad. Eiffel produces and markets
Unibridge® quick-assembly modular bridges designed
and patented by Matière. The Eiffel plant in Fossur-Mer currently handles half of Unibridge®
production. A Unibridge® is a structure made of
basic modules measuring 1 m by 11.40 m that can
be joined together side-by-side to widen one lane of
traffic into two, or end-to-end to lengthen the span.
The bridges are assembled with metal cylinders,
which offer two advantages: fast assembly and zero
54
EIFFAGE GROUP
risk of theft. The basic modules, which are relatively
light (a little more than 11 tonnes), can be transported on 12 m sea containers without any additional freight charges, and do not require the use of
heavy handling equipment. A six-member team
needs only a few days to assemble a bridge, whose
carrying capacity meets the major world standards
for permanent structures.
Over the past two years, the partnership has won
several sizeable contracts in Kenya, Haiti and
Papua-New Guinea. But it is in the Philippines that
Eiffel and Matière won a record-breaking, six-year
contract with the sale of 490 bridges and 72 ferry
landing stages. Unibridge® provides a solution to
emerging countries’ pressing needs for solidly
built, flexible and durable facilities, and addresses
maintenance and climate requirements that are
sometimes extreme.
In view of its quick, easy assembly, a Unibridge®
can be used in emergency situations as a temporary or permanent structure. Its ability to withstand
earthquakes makes it particularly suitable for
seismic zones, and the Unibridge® in Montrouis,
built after the 2008 hurricanes to restore Haiti’s
main road, remained intact after the disaster that
struck the island in January 2010. This 68 m bridge
now plays a role that is more vital than ever in the
country’s reconstruction process. Unibridge® sales
continued to rise in 2010, with important contacts
established in Central America. Eiffel now offers a
range of three services depending on the level of
assistance desired by the customer: production and
shipping of Unibridge® packages; on-site assembly
assistance and training; or on-site assembly.
Commitment
Group values
Eiffage Senegal held up
as an example
Eiffage Senegal was held up as an example
for its commitment to young artists in The World
Guide to CSR: A Country by Country Analysis
of Corporate Sustainability and Responsibility,
edited by Wayne Visser and Nick Tolhurst and
published by Greenleaf in partnership with GTZ.
IN ACTION
A pilot project on Gorée Island
More on Senegal
Now more than ever, Eiffage Senegal remains
committed to the people of Senegal regarding all
aspects of sustainable development. The following
are some of the many initiatives in 2010:
Environment: donation of 15 tarpaulins to the
Department of the Environment and Classified
Establishments (i.e., potentially dangerous industrial premises) for bagging contaminated sand at
Ngagne Diaw, an environmental pilot project in
the Casamance area.
Staff: the distribution of 870 insecticide-treated
mosquito nets to employees, voluntary tetanus
vaccination campaign for employees, work integration training plan, support for mammograms
for female staff over age 40, HIV/AIDS awarenessraising and screening, etc.
Armed with its experience in social action,
Eiffage Senegal set about training
unskilled youth to improve their chances
in the labour market. The programme took
the form of a pilot project on Gorée Island
in cooperation with the town hall and the
French Pont-à-Mousson training centre.
The company provided ongoing technical
Training centre
training, ranging from map reading to construction work.
inauguration.
An experienced team, including an engineer, worksite
manager and carpenter, offered a professional approach
to construction work and the finishings and fittings trades, including electrical work,
tiling, floor and wall coverings, woodwork, painting, timber roof structures and roof
covering. The programme, launched in March 2009, was inaugurated on 13 February
2010 with the participation of Jean-François Roverato, Chairman and CEO of Eiffage.
Community: partnership with Kinkeliba, a medical
aid organisation, support for the creation of a
medicinal plant and plant biodiversity conservatory, free book transport by the “Bouquin volant”
organisation to MBassi village in the Sine Saloum
area, a work integration programme for young,
disadvantaged women from the Dakar suburbs,
etc.
Cross-divisional: football tournament between
worksites, first aid training with the Junior
Chamber International (JCI) youth organisation,
and support for the first World Day of Remembrance for Road Traffic Victims.
55
Community outreach
Stakeholders
at forefront of sustainable development strategy
As part of its sustainable development strategy,
Eiffage has been conducting community forums
with Comité 21(1) since 2008, with the aim of hearing
the expectations and analyses of a representative
panel of stakeholders(2). With these forums,
the company is striving for a better fit between
its strategy and civil society’s needs. It is also
a way of clarifying its commitments and thereby
fine-tuning its action plan.
Stakeholder dialogue
In 2010, Eiffage continued the dialogue process with
external stakeholders throughout its scope of social
responsibility. Comité 21 brought together stakeholders, and chaired and facilitated the forums in
line with rules approved by the participants, notably
in terms of keeping their names private (Chatham
House rule) and of providing thorough answers to
questions submitted to the company.
The stakeholders’ involvement in this new dialogue
process on 25 March 2010 was particularly satisfying due to the well-prepared participants (thanks
to their excellent knowledge the literature distributed in advance by the Group), the quality of the
recommendations and the mutual respect shown
during the discussion.
Human resources
The stakeholders stressed that there have always
been high expectations for the many social aspects
of the construction industry’s responsibility initiatives, in such areas as work accidents, training
needs, work integration, the quality of supplier and
subcontractor relations, and risks relating to
undocumented and illegal workers.
The panel of stakeholders felt that the Group had
drawn insufficient attention to its major initiatives,
particularly in comparison with communications
about environmental issues. Two subjects were
singled out:
While acknowledging the company’s efforts, the
stakeholders criticised its “conventional” approach
to disabled employees, which they believed lacked
the required “change in attitude” – i.e. working
harder to change behaviours and defence mechanisms that negatively affected true consideration for
disabled workers in the company on a daily basis.
In terms of equal opportunity for men and women,
female employment was deemed to be inadequately addressed and devoid of any actual or
numerical target.
Examples of measures taken following
the community forum:
The General Commission for Risks and Controls,
affiliated with the Human Resources Development Department, developed a pilot mentoring
project on the role of women engineers at Eiffage
(see p. 35).
At Eiffel, a special working group was set up to
develop a skills management system and appoint
women to management positions in operating
entities.
Environment
The stakeholders were aware of the Group’s overall
environmental programme, noting a general improvement in the quality and scope of its efforts since
the 2008 forum. They did, however, emphasise the
following recommendations, which they considered
essential for the industry:
the need to standardise best practices in-house
and the need to avoid creating pockets of excellence that do not represent the entire company;
the need to avoid giving priority to certain environmental objectives, such as biodiversity and
climate change, to the detriment of other challenges, like toxic materials and users’ health;
the need to convert the company’s progress in
incorporating biodiversity concerns into “indicators that measure the company’s dependence on
biodiversity”;
the need to explain the methods and tools developed for quantifying and managing goals for
reducing greenhouse gas emissions.
(1) French committee for the environment and sustainable development
(2) Environmental organisations, consumer organisations, local government associations, government representatives, partners and suppliers,
grandes écoles (elite professional schools) and universities.
56
EIFFAGE GROUP
Group values
Eiffel increased its participation in the
DIOGEN (data on the impacts of civil
engineering structures) programme,
coordinated by IFSTAR (French Institute for Transport, Planning and
Network Sciences and Technologies,
the former LCPC (Central Laboratory
for Bridges and Roads) and SETRA,
the Transport and Roads Engineering
Department.
Transparency
The stakeholders felt the company was
operating in an industry at risk from
corruption. They recommended raising
community awareness about the
Group’s preventive measures that were
discussed in its 2009 sustainable development report, such as its whistleblowing procedure and legal training
courses on competition regulations and
the ban on cartels (“Ethics tour of
France”).
Lastly, concerning the company’s approach
to sustainable construction and renewable
energy, the stakeholders recommended
giving greater consideration to users’ opinions (new buildings’ comfort levels, accommodations for dependent people, etc.).
The Sustainable Development Department produced an “Ethics & Commitments” guide that brings together all
facets of Eiffage’s ethical approach in
a single document, (see p. 18), available on the web and intranet sites.
Commitment
Innovation
The stakeholders were largely satisfied
with the R&D programme, in particular
the Phosphore project (see p. 120). They
did, however, suggest improved
dialogue with the users of eco-friendly
buildings and neighbourhoods – the
focus of the R&D programme – in order
to spot changing practices and better
understand the effects of sociological
trends, such as aging and the growing
number of households.
From dialogue to cooperation
Beyond the forums and consultation
process, this dialogue with stakeholders
and the resulting recommendations
have led to a wealth of operational
benefits for the divisions. Inspired by
Eiffel’s participation in DIOGEN, most of
the divisions have implemented their
consultation policy by actively cooper-
ating with other representatives in their
ecosystems. Eiffage Construction, for
example, actively participates in the
“Plan local d’insertion par l’économie”
for the 18th and 19th districts of Paris.
(This programme serves as an interface
between the long-term unemployed and
local companies.) The division has
become a member of the steering
committee for the enterprise representatives, perceiving this commitment as
an opportunity to establish a constructive dialogue with local decision-making
bodies as a way to better serve the
area’s long-term needs. For its part,
Eiffage Travaux Publics works with the
USIRF (Union of French Road Construction Industry Associations), with a focus
on the SEVE eco-calculator (see p. 68)
and its convergence with the tool,
ECORCE (road maintenance and
construction
eco-calculator).
This
initiative involves working with the most
appropriate players in each field in
order to expand the thesaurus and elicit
as much participation as possible in
projects serving the public interest.
Large projects: top-level discussions
In 2010, Eiffage and Eiffel shared the lessons they had learned working on large
projects with project sponsors such as TIGF (Total Infrastructure Gaz de France)
and the Greater Paris workshop. Discussions were held about projects like the Lille
Métropole stadium, the Le Havre stadium, the A65 motorway construction site
and the tender submission for the Southern-Europe-Atlantic high-speed rail line.
These gatherings focused on dialogue with State services and local residents;
inclusion of the National Nature Protection Commissions’ flora and fauna
expectations; and the negotiation and operational implementation of biodiversity
commitments. The meetings also led to the development of key guidelines and
recommendations, which have had two outcomes: the project’s lessons can now
be more effectively applied in the wake of the Grenelle Environmental Summit,
and they now form part of expertise and competitive advantages to which the Group
can lay claim, especially in the area of public-private partnerships. The conclusions
and methods drawn from these lessons are also included in Group training
during CREF sustainable development seminars and division-specific training.
57
Community outreach
Keeping
the public informed
In tandem with the dialogue process, the Group’s
divisions have been individually communicating
with the general public about their activities.
On the agenda are awareness-raising,
information – and even new careers.
Local residents and occupants:
informing, motivating and reassuring
As well managed and unobtrusive as it may be, a
construction site is always a big event in the life of
a neighbourhood, bringing with it questions and,
very often, concerns. Eiffage Construction teams
make every effort to forge ties between projects
and their neighbours as early in the process as
possible. The Louvre-Lens site is a good example.
This major cultural project is one of six pilot sites
selected in France in connection with the HQE®
(High Environmental Quality) standard. A project
house has been open since work began, to keep
local residents informed. “Neighbourhood coffees”
are regularly held, and the company’s environmental programme is a popular subject during
these informal get-togethers between the builders
and local residents. In addition to simply allowing
residents to track the project’s progress, these
events also give the HQE® coordinator an opportunity to explain environmental standards and the
fact that the biotope in their daily environment
contains a largely unknown wealth of natural
resources.
Working at occupied sites:
forging ties is a must
The renovation of residential buildings is a growing
sector, especially in the area of social housing. Many
such projects take place at occupied sites: some
10,000 flats were renovated by Eiffage Construction
while the occupants remained in their homes.
IN ACTION
Commitment
A Globe for the planet
58
EIFFAGE GROUP
“Eco-citizen agreement”:
preserve, enhance
and transmit
Through the “eco-citizen agreement”, Eiffage
Immobilier Méditerranée and CREPI Méditerranée
are responding to the environmental concerns of
those living near the 278 Capelette project
in Marseille. The first activity took place
in September, when 10 employees and 10 young
people in a work integration programme cleaned
the banks of the Huveaune River, which is located
below the construction site. The example set
by this initiative should encourage similar efforts
in other city neighbourhoods and inspire the flats’
future owners to get involved in protecting
their environment.
From 8 June to 28 October, Marseille hosted Cool
Globes, an exhibition that employs art in the fight
to save the environment. Inspired by the celebrated
Cow Parades, this novel event used a specific theme
– the impact of climate change on water – to link
the world of business with that of art.
More than 50 companies became the temporary owners
of a globe, which they entrusted to an artist.
After being displayed in the city streets, the globes
were sold at auction, and 50%
of the proceeds were donated
to the Red Cross.
Eiffage Construction Méditerranée
purchased a globe that sat majesticc
in front of the town hall for five
months.
Group values
Reconciling construction requirements with tenant
needs is vital to the projects’ success. Managing
occupant relations is of prime importance to the job,
and the division now makes sure that a tenant liaison
officer is present on a regular basis. This officer acts
as the interface between lessors, tenants and work
crews. In addition to keeping the tenants informed,
he or she is responsible for providing personal assistance to those who need it (such as the elderly and
disabled) during the duration of the project and
sometimes afterwards to ensure an optimal
handover. This human go-between is sometimes
supplemented with a website, as exemplified by
www.icf-rehabilitation-calais.fr, available to the residents of 115 flats that Eiffage Construction Côte
d’Opale is renovating in Calais.
Eiffel on deck
On 4 December, Eiffel partnered with an exhibition
in Avignon on bridges. Officially sponsored by
UNESCO, this exhibition celebrated historical and
contemporary bridges through art, philosophy,
geopolitics and technology.
Motorway booklets: two new titles
In June 2008, APRR decided to raise public awareness of its achievements on behalf of sustainable
development by publishing a collection of Motorway
Booklets that describe specific experiences. The
collection aims to share knowledge, familiarise
customers with its accomplishments and sometimes-novel experiences, and inform them about
the practical results of its sustainability commitments, which, all too often, go unnoticed. The booklets, which are both detailed and fun, as well as fully
illustrated with photographs, drawings, explanatory
diagrams, comic strips and quizzes, target the
general public, helping children and adults understand how the company develops services today
while looking to the future. Two new titles came out
in 2010: “Motorways and biodiversity, from barn
owls to corncrakes, devoted to protecting birds, and
“Driving in winter - Winter driving conditions
department: planning and responding”.
A guest of honour for the technology section, Eiffel
broke this component down into three main topics
– experimentation, innovation and technology –
using photographs, models, films, machining parts
and a 9 m-long Unibridge® model, the exhibition’s
star attraction. With this simple, ergonomic and
effective concept, Eiffel was conveying a clear
message to visitors: while the company is fully
capable of meeting technical challenges and
building works of art, its primary goal is to create
bridges for greater freedom of movement. To echo
Michel Serres, Eiffel seeks to create bridges to
bring people together.
59
Changing times at rest areas
The time when stopping at a rest area during a long
trip was synonymous with a boring break between
two stretches of motorway will soon be a thing of
the past. APRR and AREA are actively engaged in
transforming rest stops into a rewarding experience for travellers.
Taking advantage of an exceptional setting, the
Jardin-des-Arbres rest area on the A77 in the
Loiret department has been offering a wide variety
of activities, including a refreshment break for 150
hikers; an Eiffage Foundation ceremony for
presenting a grant to the Arbofolia arboretum; a
temporary shop offering flowers, aromatic plants,
garden watercolours, a guest book, etc.); a performance for children on the first day of summer; a
night to observe shooting stars in August; and
Arbor Day in October. The Jardin-des-Arbres rest
area was also the day’s guest on an episode of
“Silence, ça pousse” (“Shhh, something’s growing”)
on the France 5 TV channel, and is featured on one
of four episodes of “En voiture Simone” (“Off we
go”), a web series created by APRR and AREA to
familiarise the public with its networks’ exceptional rest areas.
60
EIFFAGE GROUP
Each year, at the initiative of the AFSA (Association
of French Motorway Companies), AREA and APRR
hold motorway days with activities designed to
highlight their various trades, which are little
known by the general public. The two days in 2010
were a buzz with events, all relating to safety,
including guided tours of the rest areas in Beaune
(A6), Jura (A39) and L’Isle-d’Abeau (A43); topicspecific workshops; meetings with industry
employees; and an informative film on the sleep
process and the dangers of fatigue while driving.
The event also provided an opportunity to introduce
the motorway staff’s road safety campaign. The
Autoroute Info 107.7 motorway radio station
reported on these activities with new bulletins and
feature stories.
During Mobility and Road Safety Week, sponsored
by the French Ministry of Sustainable Development
from 16-22 September 2010, AREA met with
employees of ST-Ericsson in Grenoble. The
programme included experiencing a “real” relaxation break, information on responsible driving and
a free tyre inspection service.
Group values
Community outreach
Customers
Listening and taking action
A complex economic and financial situation,
burgeoning regulations, ever-stricter environmental
standards, and changing materials and construction
methods: these challenges and constraints have led
market players to revise their strategies and ways
of operating. In this environment, the Group
has remained highly attentive to its customers’
needs so that it can develop solutions tailored
as closely as possible to their expectations.
At Eiffage Construction, some 350 clients and partners throughout France were surveyed by an outside
firm. Especially noteworthy was the very high rate of
participation in the questionnaires provided by the
regional divisions, demonstrating clients and partners attachment to the company as well as their
interest in this initiative. The survey revealed strong
expectations, including all-around support, monitoring of regulations and technology, and impeccable performance with regard to basics such as
deadlines, quality, compliance and worksite cleanliness. In response to this feedback, the division’s
management decided to focus on three areas for
improvement that three groups of employees are
currently working on: organise and expand the high
energy-performance offering (low energy consumption and positive-energy buildings); incorporate
innovation in advance planning (processes, parts,
etc.); and improve the quality of project implementation and customer support after handover. The first
practical outcomes are a “Clean and Ethical Worksite” charter and a guide given to the customer at the
end of the project. The group’s recommendations
will eventually be extended to all business units.
At APRR, a quality study was launched in June 2010
to gain a better understanding of drivers’ experi-
ences, images and perceptions of motorway travel
from both a rational and emotional perspective. The
goal was to map their mental representations of the
motorway network. In October, APRR also conducted
a survey among its Liber-t customers to measure
their satisfaction with its service and identify areas
for improvement. Three areas were explored:
service at toll plaza lanes, subscriptions and
customer service. The Liber-t service received a
score of 8.3/10, which demonstrated a high level of
overall satisfaction. One complaint by respondents:
access to the “t” lanes (reserved for electronic toll
collection) is sometimes difficult when there’s a
traffic jam before they reach the toll plaza. In addition, APRR and AREA reviewed 31,500 complaints
received in 2010, a low number considering the
number of kilometres and volume of transactions.
Yet a regular analysis of the reasons for these thousands of complaints is a major source of data for the
Quality programme. The most frequent complaints
involved problems with toll collection (e.g. mistakes
in the automatic identification of vehicle classes)
and disruptions during travel (especially poor road
conditions due to potholes). The causes of dissatisfaction are currently being analysed and will be
followed up with appropriate action plans.
61
Until now, customer satisfaction surveys at
Forclum have been conducted by the regional divisions, rather than through a company-wide
approach. In 2010, a national summary report
reviewed the methods used and the results
obtained. It revealed a number of Forclum’s
strengths, such as responsiveness, customer
service, competence, ability to listen and quality of
equipment, but also some weaknesses, in the
areas of billing, evidence of quality control and
deadlines. The report also provided an opportunity
to develop initial ideas in preparation for a common
set of questions and assessments.
At Eiffage Travaux Publics, listening to customer
needs led to far-reaching operational decisions.
Repeated requests for more “stealthy” construction work to reduce traffic disruptions and accidents led to greater use of Granuchape, a process
On the ground
Motorway disaster scenario
Exercises under actual conditions are essential for training
emergency services, and that means having a training ground
worthy of the name. A partnership agreement signed with
APRR enabled the Puy-de-Dôme Fire and Rescue Service
(SDiS) to conduct a night training exercise on the A71
motorway, which required the shutdown of the ClermontBarrière motorway in the Brézet suburban area from 11 pm
to 6 am. Three accident scenarios were developed that
involved 21 victims, including two deaths. Nothing was left
to chance: there were damaged vehicles, simulations and
volunteer firefighters playing the victims. Having greatly
benefited from this collaborative effort, the SDiS 63
and APRR pledged to repeat the experience.
62
EIFFAGE GROUP
that lays ultra-fine coated aggregate at high speed,
particularly in Italy and the Rhône-Alpes region of
France. This coating also improves adhesion and
significantly reduces accidents along the stretches
of motorway treated. Using fewer raw materials
per square metre than traditional solutions, it
provides a responsible solution to the ongoing
problems of motorway maintenance.
Eiffage Travaux Publics also demonstrated its
ability to understand its customers’ needs during
the Cantin bypass project. In fact, the Nord department Council decided to make the bypass a pilot
project, the first to comply with the high environmental quality (HQE®- Route durable) sustainable
road scheme. The division rose to the challenge,
actively participating in the creation of the scheme
standard with the help of its customer before
contributing its expertise to this innovative project.
Group values
Eiffage Foundation
A community
crossroads
“Building a shared world together”
Created in May 2008, this corporate foundation aims to financially support
projects and initiatives for the common good, in a spirit of solidarity
and with a focus on the following areas: workforce integration, human
integration and development in urban areas (cultural, sports and social
initiatives), socially responsible development and environmental protection.
Initially established for a five-year period, the
Foundation has been entrusted by Eiffage with a
multi-year programme and a e1.5 million budget.
Current and retired Group employees are actively
involved in the Foundation’s work, submitting
and sponsoring projects, helping to get them
underway and evaluating their performance.
The Eiffage Foundation
was created to enhance
the effectiveness
of Group initiatives
in the social, artistic
and environmental
realms, to improve
the Group’s visibility
and to involve
employees as project
sponsors.
A selection and project monitoring committee
comprising members of the Board of Directors
determines the suitability of each project and
approves funding.
Employee projects
The 2010 objective (support for at least 20
employee projects) was achieved: 22 projects
were supported during the year, a financial
commitment of more than e290,000 (compared
with some e220,000 for 25 projects in 2009).
Key figures (2008-2010)
Topics that illustrate the wide range of tools used to foster social inclusion and work integration
Breakdown of supported projects
by topic
11%
housing
by sponsors’ socioeconomic category
5% 16%
mobility
sports
7%
28%
workers
technical, clerical
and supervisory staff
4%
retired
employees
5%
culture
47%
16%
training and
employment
Sponsors per division
8%
Interdivisional
Laborde
4%
25%
Construction
Metal
8%
Laborde
20%
Construction
Metal
Concessions
Concessions
Energy
1%
7%
10%
19%
managers
environment
by sponsor’s division
6%
61%
28%
Public works
31%
33%
Public
works
Energy
63
On the ground
What ever happened to
“The last to see the disappearing ice”?
In July 2009, after eight months of intensive training in climatology
and mountaineering, eight teenagers with poor academic records
set off on a scientific mission to Spitsbergen Island – 500 km east
of Greenland, and one of the last places on earth where it is still
possible to see pack ice – to study the effects of climate change.
They were accompanied by a researcher from the CNRS (National
Scientific Research Centre). Upon their return, they were to give
several presentations about their experience. They fulfilled
the objectives, giving talks:
• in educational settings (primary and secondary schools, special
education classes, etc.), raising the awareness of
1,240 schoolchildren;
• to the general
public (CNRS
in Toulouse,
Oceanographic
Institute in Paris,
etc.), attracting more than 3,300 people.
Some of them became involved in a project
to raise awareness about reforestation in Mali
(planting of 400 trees), while others obtained,
or are seeking, an FFME rock-climbing
instructor’s certificate. All have resumed
education.
Flagship projects
The Foundation decided to fund a major flagship
project: the restoration of one facade of the Opéra
Garnier (Paris Opera House) for some e1 million.
Eiffage Construction Paris Patrimoine renovated the
Zambelli Rotunda facade on the west wing of the
Palais Garnier. The work began in early December
2009 and lasted 14 months. The 10-member team
included two people hired by CREPI Île-de-France
under a work integration programme. One of them
has been an apprentice stonecutter since September
2010, while the other has been working in a stonecutting workshop.
Agreement with SNL UNION
Last year, the Foundation’s Board of Directors
decided to create a “third way”, positioned between
flagship and employee projects. This involves a
special partnership with Solidarités Nouvelles
Pour le Logement Union (SNLU1), a housing aid
organisation. The partnership was approved by the
Sustainable Development Department.
A partnership focused on Eiffage’s core
businesses and the three facets of sustainable
development
Created in 1988, SNL works to provide housing for
people with great instability in their lives. Over 1,000
volunteers purchase, renovate or build housing for
at-risk individuals or families, who pay a modest
rent. Through these efforts, SNL seeks to make
eco-friendly housing widely available. It seeks to
foster economic justice by hiring socially marginalised people with few or no skills and by creating
local jobs and it gives priority to social housing.
The organisation provides 734 housing units and
rehoused 6,000 people from 1988 to 2010. It buys or
builds 60 housing units each year.
SNL specialises in developing housing, managing it
locally and assisting people in difficulty by providing
them with a place to live. These efforts are directly
related to Eiffage’s core businesses, and the organisation’s work goes straight to the heart of sustainable development with its three-pronged focus on
social, civic and environmental concerns.
IN ACTION
Projects supported by the Eiffage Foundation in 2010
The 22 projects illustrate Group employees’ and retirees’ wide-ranging commitment to community service. They all truly exemplify the meaning of:
“Building a shared world together”.
Beneficiary organisations
Bâti Action-work integration NGO (Pessac)
Ligue de Protection des Oiseaux
- environmental NGO (Hérault)
Missions Sans Frontières Pour l’Emploi
- employment NGO (Laval)
Association pour la Formation et l’Insertion La Gagne
- training and work integration NGO (Toulouse)
La Glanerie - recycling NGO (Toulouse)
Centre de Formation et de Professionnalisation des Lacs
de l’Essonne - training and work-study centre (Grigny)
64
EIFFAGE GROUP
Stade Athlétique Spinalien - social inclusion
NGO (Épinal)
Group values
Creation of 13 “pathway” houses
with support for tenants
In Essonne, SNL undertook the construction and renovation of two socially responsible and eco-friendly
housing projects, with a focus on energy cost containment and the use of wood for a low energy consumption
building. As announced last year, the Eiffage Foundation
awarded SNL a two-year grant of e145,000.
Palaiseau: this project will take advantage of the
large plot on which the house is located to renovate
the building and convert it into seven flats. The sale
took place in May 2010, and the flats will be handed
over in the first half of 2012.
Sainte-Geneviève des Bois : After being approached
by the municipality, SNL plans to renovate and expand
a millstone house sold by a private owner. The house
is situated on a 1,005 sq.m, stand-alone plot in a treefilled public park. Two housing units are slated for
renovation and four new housing units will be built,
for a total of six housing units, which will be partly
made of wood. Handover is scheduled for 2012.
Six Eiffage employees and retirees volunteer for this
organisation and are sponsoring these projects.
On the ground
people working on the Buren
column renovation, the flagship
project of 2009?
Through the electrical work package awarded to Forclum
Île-de-France, this site gave two young people an opportunity
to learn the basics of the trade. Hired on a permanent
contract basis by the Forclum subsidiary in Antony, they have
been on a work-training contract with AFORP (Paris Region
Association for Training and Development of Industrial
Company Staff) since September 2010. This enables them
to work towards their electrician CAP (vocational aptitude
certificate) over a two-year work-training period. After
completing the training course (exam in June 2012), they will
resume their jobs as electrical assemblers at Forclum.
1. In the departments (districts), SNLs are the local branches of the national SNLU.
GEIQ BTP Rennes, - an employer’s group that promotes
employment and qualification in the construction
industry (Rennes)
Maison d’Accueil Prince-Albert - children’s home
(Brussels)
Down Up - disabilities NGO (Arras)
Escaut & Acier - cultural exchange NGO
(Nord-Pas-de-Calais)
M-Jardins - social enterprise
SOS Meubles - housing NGO (Mulhouse)
Épices - fair trade NGO (Morbihan)
Ch’Ti Teranga - Franco-Senegalese cultural NGO
(Lille South)
Voltaire Initiative - economic development agency
(Saint-Genis Pouilly)
Les Papillons Blancs - special education NGO (Beaune)
Entreprendre Pour Apprendre - entrepreneurship
NGO, in partnership with Autrement publishing
house (Hauts-de-Seine)
Construir’Éco - social enterprise
(Montreuil-en-Touraine)
Envol Isère Autisme - NGO (Mouans Sartoux)
Comité Paris Île-de-France Scrabble - social
inclusion NGO
Essec Voile - students association (Paris region)
For project descriptions, go to www.eiffage.com, Foundation page.
65
66
EIFFAGE GROUP
Reducing
our ecological footprint
67
Carbon
In the front line
on carbon
In 2007, Eiffage committed to a two-pronged carbon
strategy consisting in measuring the carbon
footprint of the Group’s activities and developing
lower-emission and alternative technical processes.
Broader carbon expertise
The Group’s carbon assessment, based on the
activities of the five divisions in France in 2006, was
the first such assessment to be published in the
construction industry (in Eiffage’s 2007 Sustainable
Development Report - p. 63 – www.eiffage.com).
Since 2009, Eiffage has been working to increase
the number of employees trained in the use of the
ADEME method for carbon assessments. In 2010,
the Group had 165 trained employees in five divisions. Their skills are also applied to greenhouse
gas assessments requested by customers or
required by invitations to tender, as well as for
greenhouse gas assessments covering the internal
scopes of their respective divisions.
Furthermore, a dedicated working group has specified the procedure for the Group’s next greenhouse gas assessment. The method and resources
adopted for this purpose will also enable greenhouse gas assessments to be performed for
organisations that are not subject to regulatory
requirements in this area (individual facilities,
subsidiaries, regional divisions, etc.). Such organisations were already closely involved in the original
assessment process. This working group will also
examine how to reflect the recent extension to the
Group’s scope, and in particular the effects of the
inclusion of Crystal and Clemessy. It will cease its
activities upon publication of the implementation
order relating to carbon assessments associated
with the Grenelle 2 legislation.
68
EIFFAGE GROUP
Carbon as a criterion in purchasing
decisions
Eiffage has further integrated the carbon criterion
into its sales offering, in order to:
1. Objectively quantify the “carbon weighting” of
technical solutions proposed to customers,
2. Foster innovation in terms of low-emission
processes, such as EBT® low-temperature coated
aggregate, and the various “special processes”
developed by the Public Works division.
1. Objectively quantifying carbon
weighting in the sales offering
Ecocomparators for the sales offering
Eiffage has, for a number of years, been actively
supporting the “green market revolution”, by
designing a range of ecocomparators and incorporating them into its sales offering, to provide objective criteria for environmental sales rationales
based on accurate greenhouse gas emissions for
all construction industry business lines.
This area was particularly dynamic in 2010:
The French road transport association USIRF has
developed an industry-wide environmental variant
assessment tool named SEVE. The purpose of this
tool (which falls within the scope of the voluntary
undertaking signed by the industry on 25 March
2009 as part of the Grenelle environmental summit)
is to enable construction project clients to compare
contractors’ “environmental” variants on a standardised basis. The ecocomparator was officially
launched on 5 July 2010, and has already been
used by more than 30 companies. Eiffage Travaux
Publics, a member of the working group that
developed SEVE and of the project’s steering
committee, has pioneered the use of the tool. As it
happens, the division had already developed a
proprietary “carbon calculator” in 2007; this served
as a precursor to SEVE, which the industry now
acknowledges as the standard tool. SEVE is to be
made available to clients in the course of 2011,
Commitment
Reducing our ecological footprint
An industry first
The carbon arbitration fund
Eiffage, which has been selected by RFF as the preferred bidder
for the Bretagne - Pays-de-Loire high-speed rail link project,
submitted a tender featuring a “carbon arbitration fund” with
more than e6 million in capital.
This unprecedented fund will enable Eiffage to finance alternative
proposals for materials and/or construction methods intended
to cut carbon dioxide emissions during the construction phase, even
if they are more costly than the default solution.
Works contractors will be asked to propose variants that influence
“materials” greenhouse gas assessments or enable the project
to consume fewer resources, for example. Proposals will be required
to comply with current RFF and construction industry baselines.
The financial justification for these proposals will be based
on carbon arbitration decisions, which will be approved by Eiffage
via
a its “carbon adviser”.
enabling them to check the accuracy of calculations and, where appropriate, establish new scopes
for comparing contractors’ proposals.
At Eiffel, the development of a “Metal” calculator
is nearing completion. This tool will be used to
produce a greenhouse gas emissions assessment
for a project and its variants, in parallel to the price
study. An in-house steering group with representatives from the division’s various business lines has
identified the most meaningful types of products
from the point of view of measuring options and
variants. In the near future, a spreadsheet utility
based on INIES emission coefficients currently
under development will include the emission
factors published by the industry, in order to
improve the accuracy and relevance of the results.
In 2011, this Metal calculator will be trialled on five
projects that form a representative sample of the
division’s activities.
The March 2010 version of the life cycle analyser
originally developed by Eiffage Construction in
2009 was audited by PricewaterhouseCoopers,
which checked all the data processed by the utility,
as well as the calculation formulas used to evaluate construction products. Certain improvements
were subsequently made.
Forclum’s Business Development Department
has developed a software application that supplements the functionality of the Clim’Eco comparator.
This new, easy-to-use tool concerns building envelopes, including internal heat inputs and losses.
Carbon-oriented client support
It has become commonplace for public and privatesector customers to require contractors to include
a greenhouse gas emissions assessment in their
tenders. However, the snapshot provided by such
an assessment is not enough to make the carbon
69
footprint a major discriminating factor. Rather, it is
important to consider, at the design stage, a range
of technical options and technical and economic
choices aimed at reducing greenhouse gas emissions, from the construction phase onwards.
Eiffage now prepares its tenders for major infrastructure projects with support from a dedicated
carbon footprint-oriented client support team.
Particular attention is paid to the following aspects:
Streamlined overall project organisation,
During the detailed design phase: the choice of
general processes and of materials, and the choice
of structure and facility types,
During the works phase: alternatives to the general
construction processes, choice of suppliers, scope
for reduced-emission procurement, etc.
2. Stimulating research and development
of low-emission processes
Successive carbon assessments clearly show that
Eiffage Travaux Publics’ largest source of emissions is the fuel consumed while manufacturing
coated aggregate. Consequently, the division’s
Equipment department has worked tirelessly to
optimise production, focussing its efforts in
several areas:
Industrialisation of the EBT® low-temperature
coated aggregate process, which reduces green-
house gas emissions by a factor of two or three
compared with a conventional coated aggregate
process. This industrialisation involves developing
dedicated production facilities, whereas EBT® products have until now been produced by existing plants,
which required many costly structural modifications,
Foam road coating: this technique enables all
types of coated aggregate to be manufactured by
existing facilities at 130°C (rather than 180°C to
200°C in the case of conventional coated aggregates). The numerous tests currently underway
appear very promising,
Optimisation of the coating temperatures used
for traditional coated aggregate, in order to minimise energy consumption,
Control of secondary sources of heat losses, such
as the binder temperature holding process and
supplies to the cold aggregate feed unit.
Decreasing carbon emissions
within the company’s internal scope
The 2007 carbon assessment exercise revealed
that in nearly all cases, transport was the secondlargest source of greenhouse gas emissions,
after incoming materials. The sustainable development departments at the various divisions
therefore developed practical initiatives to either
reduce the need for travel or else substitute
alternative solutions.
IN ACTION
Greenhouse gas emission assessments for customers too...
The Group provides its expertise to customers. For example, Forclum was able to
respond to a request by Mouy council, which wanted to add a “before-and-after”
carbon assessment of its street-lighting system to a service that originally
concerned the burial of utilities in a street. The additional service provided
a measurement of the benefits of the Epack system installed in 16 street-lights
- estimated at approximately 11 teq CO2 per year.
70
EIFFAGE GROUP
Eco-driving
Eco-driving is an effective weapon in the fight to
reduce traffic accidents and decrease carbon
dioxide emissions. In 2009, the Group launched an
eco-driving and safe driving training plan in partnership with four service providers. The ultimate
aim of this programme is to enable more than
15,000 employees to take part in a one-day course
featuring a combination of theory and practical
training, in order to help them understand the
environmental impact of the way they drive in the
course of their occupations; learn the necessary
skills to drive more economically on an everyday
basis; and measure the gains achieved in terms of
fuel consumption, fatigue and safety.
A guide aimed at risk prevention and human
resources managers has been produced to accompany the large-scale implementation of the ecodriving programme.
This corporate initiative has been relayed by initiatives in the various divisions. For example, APRR
asked a training instructor from the “Sécurodrome” safety centre to provide training in a region
where long journeys were particularly frequent.
A dedicated training website was set up, featuring
two simulators showing the gains achievable in
terms of carbon dioxide and journey times. At the
same time, Eiffel produced and distributed a “Driver’s Guide” for employees. Forclum organised a
“sustainable driving challenge” in a light-hearted
approach to the issue that nevertheless encourages a more responsible attitude.
Cleaner vehicles
Eiffage set out its vehicle fleet management policy in
2009. This policy sets maximum carbon dioxide emission limits. By renewing 20% to 25% of its fleet each
year, Eiffage and the constituent divisions are continually improving the fuel consumption and emissions
figures associated with travel by their employees.
Note that in 2010, Forclum tested a low-CO2 Smart
car (the cleanest car on the market), an all-electric
Renault Kangoo and an electric elevating platform.
Hélianthe plays the multimodal card
The Lyon Confluence neighbourhood has a dense
multimodal transport fabric, including buses,
shuttles, trams, trains and Velo’V bicycle hire
On the ground
Drive-through remote toll charging
delivers twin benefits
APRR is actively implementing a programme to modernise
its toll barriers and introduce drive-through toll charging.
Five toll stations have already been equipped (Dijon-Crimolois,
Pérouges, Chignin, Saint-Exupéry and Seynod), ahead of a
large-scale rollout starting in 2011. This new charging method
significantly enhances the motoring experience by eliminating
the need to stop at toll barriers. In addition, drive-through tolls
are not only safer – they reduce carbon dioxide emissions, too.
71
stations. At the time of moving into their new
premises, 78% of employees were travelling to
work by car. An employee travel plan was introduced to reduce the prevalence of this mode of
transport. The plan addresses four areas:
Adapt the existing transport services serving the
south of the peninsula to suit the needs of
commuters, by introducing an “express” transport
service running from east Lyon; providing bicycles
and parking solutions; encouraging membership
of a car-pooling service, etc.
Encourage mixed parking facilities (for private
cars, company vehicles, bicycles and car pooling),
allocate dedicated parking spaces for car pooling,
organise the vehicle fleet as a “service pool”, etc.
Limit and optimise business travel, by developing
video- and web-conferencing solutions, decentralising tasks, etc.
Provide incentives to employees to use alternative modes of transport, by providing companybranded public transport cards, subsidising public
transport costs, etc.
Several initiatives have already been implemented
or are currently at the design stage. The aim of
these measures is to increase the share of multimodal transport from 15% to 30% and to reduce
the share of “car-only” travel to less than 60%.
On the ground
The economy overhead
When looking for a simple, environmentally-friendly way of exploiting
its 250,000 sq. m of rooftops, Eiffage assessed the photovoltaic potential
of all of its locations via
a a land study carried out by its Environment
department in the second half of 2010. Renting out roof space is among
the solutions currently under consideration.
Photovoltaic solar panels installed on rooftops would provide facilities
with green electricity.
72
EIFFAGE GROUP
Biodiversity
Consolidating
our biodiversity policy
In 2008, Eiffage established a company policy
on biodiversity in the context of construction
and public works activities. Following on from
the experience gained on the A65 motorway project
in the wake of the Grenelle environmental summit
of late 2007, the Group rolled out a four-pronged
proactive strategy during 2010.
Eiffage biodiversity
policy objectives
Applications in 2010
Pages
Distribute and uphold the
Eiffage Group Biodiversity
Charter
Charter distributed to all Eiffage Group business units.
Charter accessible on Group and division websites.
Charter presented in the sustainable development modules at Eiffage’s CREF regional training
centres.
p.74
Raise awareness among
employees through multiple
channels, with practical,
grass-roots involvement
by Eiffage business units
Second group of graduates from the “Environment, biodiversity and large infrastructures”
course taught by the Eiffage corporate chair/Paris 1 Panthéon-Sorbonne University*.
Biodiversity Challenge organised by Eiffage Travaux Publics.
In-house photography competition on the theme of biodiversity.
p.76
Make commitments
and put them into practice
Creation of a task force to handle strategic tenders for linear infrastructure projects.
Creation of special tools:
• “prevention and management of biodiversity risks” operational training pack;
• biodiversity document archive;
• ecological offset risk assessment module for use in tenders.
Make Eiffage’s strategy more
visible, particularly with
regard to NGOs and
institutions
Signature of a partnership framework agreement with the French forestry agency,
ONF (September 2010).
Initiatives in the context of the IUCN Countdown 2010 programme, including the publication of
an atlas detailing the extent and vulnerability of biodiversity in the French-speaking world.
Participation in events organised by environmental NGOs, including:
• WWF summer university (22 September 2010);
• GAIE ecosystem engineering conference in partnership with University of Paris 1.
p.79
p.77
p.133
p.75
Commitment
* Initiatives officially sanctioned by the Environment Ministry (MEEDDM) during the International Year of Biodiversity in 2010.
A framework agreement with ONF
The French forestry agency (Office National des Forêts - ONF), a key player
in the management of natural habitats in France, takes care of 4.7 million hectares
of forest and woodland in close cooperation with a wide range of partners
including national and local authorities and interest groups. ONF operates
through a dense network of local offices and is widely acknowledged for its work
to preserve biodiversity and the natural environment. In September 2010, Eiffage
signed an innovative framework agreement with ONF, positioning the agency
as the Group’s preferred partner in the area of biodiversity offset initiatives.
Eiffage is now able to call on the expertise of ONF’s network of nature, ecology
and science specialists whenever one of its business units is faced with the issue
of offsetting a loss of biodiversity when proposing a service (support, strategy or
engineering studies) in connection with an invitation to tender, a project being
developed or a structure or facility already in operation.
73
Biodiversity
The Biodiversity Charter
is now in place
The Eiffage Group Biodiversity Charter, a baseline
document produced in 2009 and signed by the Group’s
Chairman and Managing Director, Jean-François
Roverato, has now been rolled out across all Eiffage
business units. The Group made an official undertaking
to IUCN to distribute the charter widely and promote
the commitments contained in it, within the framework
of the NGO’s international Countdown 2010 initiative
(see p. 75).
Throughout the year, the regional in-house magazines produced by the
various divisions relayed the latest news on the inclusion of biodiversity issues in projects, and covered the initiatives launched by the
Group to put into practice the Charter’s principles. This section
describes two examples.
Entre-Nous Grand-Est
Excerpt from issue no.
2
- February 2010
Biodiversity - Avoiding
the butterfly
effect
The transition from theory
(the Charter)
to practice (the projects) is
just one small
step for a black-bellied ham
ster… This
was proven at the site of
the sewage
works under constructio
n in Meistratzheim, where work wa
s delayed by
archaeological excavation
s and by the
presence of this small
mammal - an
endangered species in Fra
nce - which
had colonised the site.
These tiny intruders had
a huge impact.
Under French law, if
a concession
allowing work to continu
e is granted,
offset measures must be imp
lemented to
counter any residual impact
s. The client
must therefore consult the
terms of the
concession, which in this
case stipulated
that:
A hamster-proof fence mu
st be erected,
Workers at the site must
notify site
managers if they discover
any hamsters
or hamster burrows.
In addition, to balance
the impact of
building the sewage wo
rks on the
mammal’s territory, the
client must
establish a conservation
area of two
hectares for every hectare
of habitat
destroyed. The lesson to
be learnt from
this adventure is clearly
to plan ahead!
When carrying out des
ign-and-build
projects, it is important to
consider biodiversity issues and check tha
t no protected
species are present at the site
.
74
EIFFAGE GROUP
La Voie - Nord
16
Excerpt from issue no.
- November 2010
association
struction
of the local conservation
Listed species on con
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ip
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tne
urrence
that works in par
sites - An everyday occ
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gro
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are in steep enable
s
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two
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sidered quite breed in
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m
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tivated edible
y
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,
ory
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ser
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cies protected
as
spe
m the are
watercress is another
were relocated away fro
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ent
ipm
ded
equ
hea
n
by the team
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for many years
bypass project.
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working on the Cantin
planting to
l
n
wil
bee
measures
employees have
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ent
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nm
t
iro
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be introduced to ensure
nting activity
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species are preserved.
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the earth bank
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t
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wh
ted
tec
pro
be
st
hard that was planted on
These species mu
pment from the orc
elo
dev
ed
mix
is
rro
Ba
du
the ZAC
usly-quarried ground.
Montigny-en- previo
area is being created in
ncourt. Their
Riverine woodland
Ostrevent and Pecque
l growth of
unds were
gro
ng
edi
bre
To encourage the natura
and
s
habitat
the banks of
t site was set up
trees and hedgerow along
identified and the projec
ated berms
cre
y
pan
streams, the com
away from them.
m of the
rea
nst
dow
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The Euras
g station in the
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protect the spe
ter gang.
a few members the wa
kept confidential. Only
Biodiversity
Countdown 2010
update
On 30 September 2009, Eiffage stepped up its action in the area
of environmental precaution by joining “Countdown 2010(1)”
- the international biodiversity initiative organised by
the International Union for Conservation of Nature (IUCN) in the context of Eiffage’s A65 motorway construction project.
Countdown 2010 commitments
Implementation
Distribute the Eiffage Group Biodiversity Charter
throughout the Group and to industry organisations,
and enforce it within the Group.
The charter has been distributed widely within the Group and to industry
organisations, but also to partner companies working on certain
projects and wishing to give greater consideration to biodiversity issues
at operational level.
Finance and finalise the launch of the first vocational
postgraduate diploma in interactions between
biodiversity, the environment and large infrastructures
(through a partnership between Eiffage and
the University of Paris I Panthéon-Sorbonne).
The first and second sessions of the biodiversity, environment
and large infrastructures course began in 2010, on 19 March
and 8 October, respectively. This programme has been a real success
among Eiffage personnel and independent students alike.
Take more action to raise awareness about biodiversity
issues, and support initiatives such as the publication
of the IUCN book on biodiversity in the Frenchspeaking world (“La biodiversité dans l’espace
francophone : Richesses et vulnérabilités”).
Share Eiffage’s knowledge and expertise relating
to environmental offset, in the light of its recent
experiences including the A65 Pau-Langon motorway
project.
Eiffage co-financed and contributed to an atlas of biodiversity
in the French-speaking world in conjunction with IUCN and OIF(2).
Eiffage Travaux Publics organised a contest relating to best practices
in terms of protecting plants, wildlife and outstanding natural habitats.
The Group organised an in-house photography competition on the theme
of nature conservation (more than 1,600 images were entered).
Eiffage organised special events and took part in several targeted
initiatives:
Attended the “national conference on biodiversity governance” held on
10 May 2010 in Chamonix;
Organised conferences at the Institut de Géographie (“Geomatics as
an assessing tool and innovative instrument for sustainable management
of biodiversity”, on 1 June 2010);
Staged a presentation of Eiffage’s biodiversity strategy at the WWF
summer school on 17 September 2010;
Member of the working group on “public investment and biodiversity
preservation” set up by the Centre d’Analyse Stratégique (November 2010
– June 2011);
Took part in a round-table discussion on the topic “biodiversity - too much
of a good thing?” as part of the GAIE ecosystem engineering conference
on 10 December 2010, in partnership with University of Paris I.
Focus on
(1) Notes on Countdown 2010: see “Ethics & Commitments” (Internet site and Planet’Eiffage).
(2) Organisation Internationale de la Francophonie (OIF) is the international organisation for French-speaking nations.
Acknowledging the ecological goals
of the A65 motorway project
In October 2010, IUCN published a brochure featuring 20 successful
biodiversity-preservation projects conducted around the world as part of the
Countdown 2010 programme. The brochure describes initiatives developed
by Eiffage as part of its biodiversity preservation policy.
75
Biodiversity
Academic chair
Eiffage–La Sorbonne breaks new ground
The University of Paris 1 Panthéon-Sorbonne and the
Eiffage Group began the International Year of Biodiversity
by creating the first corporate academic chair specialising
in biodiversity issues relating to large infrastructure
projects. The new chair in biodiversity, the environment
and large infrastructures has an annual budget of
e150,000 to fund a research programme and a course
leading to a qualification.
In 2010, 12 students (including 7 Eiffage employees)
were awarded a Master’s degree-level qualification
acknowledging a thorough understanding of the
legal, economic and technical aspects of the environmental issues relating to the various stages of a
major infrastructure project. This course has
proved very popular, and its capacity was doubled
for the second session, in which 27 students are
currently enrolled.
Concerning the research and innovation programme,
the academic chair has been working for the past
year to bring all the partners in large infrastructure
projects together at international scientific events.
Two events were supported in this way:
Commitment
A conference on the topic of “geomatics as a
support tool and innovative instrument for
sustainable management of biodiversity”, which
was attended by around a hundred participants
on 1 June 2010 at the oceanography institute in
Paris. This debate between public operators,
NGOs, research scientists and operational
specialists promoted the use of geographic information systems (GISs) as a technical medium
and as a tool for consultation and biodiversityrelated risk management.
76
EIFFAGE GROUP
Reflecting the extent of the
academic chair’s commitment to
preparing people for employment,
the qualification has been
approved by the Paris region’s
apprentice training centre and is
now open to students in formal
education, vocational education
and apprenticeships.
The conference on “Biodiversity and engineering
- threat or opportunity?”, held by the ecosystem
engineering group GAIE (Groupe d’application de
l’ingénierie des écosystèmes) on 9 and 10
December at the Cité Internationale Universitaire
in Paris. At this event, scientists and industry
specialists expressed their views on the rapidlyemerging biodiversity economy, examining the
economic value of the benefits provided by
ecosystems and exploring ways to include this
value in human activities.
Lastly, the academic chair also contributed to an
atlas of biodiversity in the French-speaking world
(Atlas de la biodiversité dans l’espace francophone
- Richesses et vulnérabilités) produced by the International Union for Conservation of Nature (IUCN) in
association with the international organisation for
French-speaking nations (OIF). In addition to the
funding from the academic chair, two students from
the biodiversity, environment and large infrastructures course carried out all the mapping work for
the atlas, which was presented at a side conference
for French-speaking ministers during the United
Nations conference on biodiversity in Nagoya.
Biodiversity
Biodiversity initiatives
by the Sustainable Development Department
The Sustainable Development Department devoted
considerable energy to biodiversity issues in 2010,
which was a particularly prolific year in several respects,
with activities including internal communication
via the charter (see p. 74) and the photography contest,
participation in numerous third-party events (see p. 75),
setting up the biodiversity academic chair (see p. 76)
and designing special tools (see p. 133).
An attractive way to raise awareness
among partners
In accordance with the commitments set out in its
Biodiversity Charter, Eiffage set out to raise awareness among employees and partners in a fun,
attractive way, by organising a company photography competition on the theme of biodiversity. The
25 winning entries (24 category winners plus the
jury’s “special award”) now feature in the Eiffage
2011 calendar, of which 12,000 copies have been
distributed within the Group and outside.
More than 1,600 images were examined by successive juries. Together, they form a particularly rich
image archive of plants, wildlife and outstanding
natural habitats.
Working alongside more than 70 environmental
management organisations - national parks, regional
nature parks, nature reserves, regional conservation
areas, the national water agency (ONEMA), the national
hunting and wildlife agency (ONCFS), general councils,
associations, etc. - Eiffage, the only private company to
take part, provides financial support to fund on-site
sampling and laboratory analyses, as well as practical
support, by seconding two technicians specialising in
environmental matters to assist with sampling in
natural habitats adjoining the APRR network.
The combined efforts of these organisations have
resulted in a scientific study covering 42 French
departments.
This initiative, which was very popular with the
photographers and recipients of the calendar alike,
is being repeated in 2011, on the theme “Wood in
all its forms”, echoing the United Nations’ decision
to declare 2011 as the International Year of Forests.
Supporting research
The European amphibian population is currently
under severe threat from chytridiomycosis, a fatal
infectious disease. To date, the disease has been
detected in 387 different species of amphibian in 45
countries, resulting in large-scale deaths in at
least seven of those countries. Chytridiomycosis
was recently implicated in a mass die-off of
amphibians in the French Pyrenees.
In 2008, the Périgord-Limousin regional nature
park and the University of Savoie’s Alpine ecology
laboratory (Laboratoire d’écologie alpine - LECA)
set up a chytridiomycosis research and monitoring
programme in France, which has now been incorporated into a European research project (RACE:
Risk assessment of Chytridiomycosis to European
amphibians, 2009-2012). Accurate knowledge of
the disease’s distribution in France is an prerequisite to any amphibian management operation.
77
Biodiversity
Green carbon
A cautious welcome
Biomass is currently the world’s biggest
source of renewable energy, and its inclusion
in energy systems offers undeniable benefits
in the fight to decrease greenhouse
gas emissions.
However, harnessing biomass raises numerous
issues in terms of competing uses (wood for energy
versus wood for materials, biofuels versus food
crops, etc.) and management of natural resources
(water, land, biodiversity, etc.). The ambitious
targets set by the European Commission in its
climate and energy package - which are pursued at
national level via the use of biomass for heating,
power generation and biofuels - encourage stakeholders to secure large quantities of biomass for
non-food purposes. For example, the scenario
produced by Operational Committee 10 at the
Grenelle environmental summit forecasts additional electricity and heat production of more than
17 million tonnes of oil equivalent (Mtoe) from
renewable sources by 2020, of which more than 7
Mtoe from biomass.
Aware of the potential for harnessing biomass as a
“virtuous” resource, Eiffage’s Sustainable Development Department, in partnership with APRR and
AREA, contacted the consultants BIO Intelligence
Service (BIO IS) in April 2009 and commissioned a
study on recovering biomass products from environmental offset areas and green spaces around
motorways.
This study involved producing an inventory of environmental offset areas managed by Eiffage or
related to older motorways, and proposing a global
business model for harnessing these plant-based
resources.
The study, completed in February 2011, determined that the Group’s environmental offset land
extended over a combined area of 2,000 hectares
(see tables below).
The study explained that the ability to successfully
implement the biomass recovery strategy - for
predominantly
environmental
rather
than
economic reasons - depends to a large extent on
local conditions (maturity of local processing
networks, volume to be removed, transport
distances, etc.), on the commitment of intermediaries (renewable energy agency [ADEME]), forest
and farm managers, etc.), and on the inclusion of
options relating to recovery from offset land at the
earliest possible stage of negotiations.
Motorway
Offset land (hectares)
A49
A39
A406
51
230.5
274
Main biomass products and recommended recovery processes
Biomass products
Source
Estimated annual
volume
Recommended recovery
processes
Forest products
Woodland management, pruning
650 cu. m (1)
Wood for energy
(1)
It is economically and environmentally
preferable to use hay as fodder (2)
Hay
Late mowing
700 t
Mowings
Maintenance of roadsides
and other green spaces
500 t
Methanisation
Fermentable waste
Service station catering facilities
300 t
Compost and methanisation
(1) Estimated volumes for the A39, A49 and A406 motorways, corresponding to 150 sites and 570 ha.
(2) Excluding hay containing unappetizing plants.
78
EIFFAGE GROUP
A402 A65
3
1,372
Biodiversity
Flagship initiatives
by Eiffage divisions...
The divisions have been putting the principles set out
in the Group’s policy into practice, providing training
and information, sharing best practices and helping
to preserve biodiversity on an everyday basis.
Information campaigns to preserve
biodiversity more effectively
In an effort to better preserve biodiversity, the divisions carried out many information and awareness-raising initiatives aimed at employees and
the general public.
APRR showcases its initiatives and raises
awareness
Efforts to attenuate the impact of infrastructures
and ensure that natural habitats remain peaceful
havens are made from the design stage and
throughout the construction and operation phases.
In 2010, the division stepped up its communication
on this theme. A new booklet about the protection
of birds has been published as part of the “Motorway
booklets - On the road to sustainable development”
collection, which sets out to inform employees and
the general public about projects carried out by
APRR, whether alone or in partnerships. Informative exhibitions and events at rest and service areas
raised awareness of a number of issues among
motorway users. For example, on 22 May 2010 –
the International Day for Biological Diversity – AREA
invited motorists to take a stroll along a “barefoot
trail” at the Porte de la Drôme area on the A49
motorway. People walking along this special trail
experience the sensations procured by 16 different
surfaces (pine cones, sand, pebbles, bark, etc.),
giving a novel insight into nature’s rich tapestry.
Eiffage Travaux Publics identifies and rewards
best practices
The public works division addresses biodiversity
issues on an everyday basis. The inaugural edition
of the Eiffage Travaux Publics Biodiversity Challenge was organised to identify and spread the best
practices applied by the division’s personnel.
In all, 26 out of a total of more than 60 competition
entries were shortlisted, based on criteria such as
the degree of protection afforded to threatened
species, the results achieved, and the extent to which
the initiatives were innovative and reproducible.
The widely-publicised challenge culminated with
an awards ceremony at the annual national conference for Eiffage Travaux Publics managers.
Concise feedback records were produced for the
26 shortlisted projects, and this information is now
available in the sustainable development collaborative working section of the division’s intranet site,
which is accessible to all Eiffage employees.
On the ground
Eiffage Travaux Publics best practices
The top prize in the Biodiversity Challenge was awarded jointly to the A65 motorway,
for its “wildlife-transparent” infrastructure optimising movement of animals,
and to the Bocahut quarry in the Nord department, for its unequivocal positioning in favour
of biodiversity, as demonstrated by several initiatives to preserve protected species such as
the Eurasian eagle owl and one-rowed watercress (see p. 74).
The inert storage depot in Vallon-du-Vernet, in the Loire department, received the jury’s
Special Award for the introduction, when the site was planted in 2010, of species of nectar
plants that complement local varieties to ensure a long flowering season, and for setting
up an apiary that will, in time, become home to between one and three colonies of bees in
conditions very similar to those in natural hives. The apiary will be managed by employees
who have been trained in beekeeping.
79
Inventories to enable appropriate action
Certain divisions, aware that their construction
sites are not the only sources of biodiversity
impacts, have also decided to specifically study the
impacts of their permanent facilities.
A biodiversity observatory in Lauterbourg
Eiffel’s 30-hectare production facility in Lauterbourg,
Alsace, was audited in order to identify its biological
assets. Initial observations revealed the remarkable
presence of residual Rhineland forest, relatively
dense bird life, protected odonata (commonly known
as dragonflies) and a rare species of amphibian.
A second inventory campaign, including lepidoptera,
will be carried out in 2011, providing a baseline for
defining an appropriate management strategy for
this rich natural environment.
Biodiversity auditing for equipment storage
facilities
Eiffage Construction conducted a study of its
equipment parks in order to determine if any were
located in areas of particular value from a biodiversity perspective. The study revealed that five sites
are potentially concerned. This initial identification
stage will be followed by more thorough audits,
conducted in partnership with the bird protection
society (Ligue pour la protection des oiseaux -
80
EIFFAGE GROUP
LPO), with a view to determining any developments
(such as nesting boxes, insect lodges, hedges,
waterholes or ditches) that might encourage
protected species to breed and thrive. The option of
having any ensuing work (for nesting boxes, shelters, etc.) performed by work integration companies will systematically be considered.
The decision has already been made to install
nesting boxes at the equipment park in Fréjus,
which is located on an industrial estate, itself located
in an area that is home to protected bird species.
Biodiversity
... Controlling
everyday impacts
Eiffage’s divisions played their part for the International
Year of Biodiversity by addressing major biodiversity
preservation issues in their everyday operational
activities.
Forclum is preserving marshes…
… redoubling its efforts for vultures…
In Basse-Normandie, Forclum, which has been
contracted by ERDF to renew a high voltage power
network, was faced with the challenge of crossing a
marshland nature reserve (Marais de la Sangsurière
et de l’Adriennerie), which is listed as a vulnerable
wetland area. The land is considered “load-bearing”
only in certain areas, and the water table is approximately 80 cm below the surface. The meadowland
would therefore not be able to withstand the weight of
the machinery generally used for this type of works
and vehicle movements might damage the plant life.
Forclum Énergies Services continued to install bird
flight diverters at strategic points on its infrastructures, to prevent vultures from colliding with them.
In particular, certain sensitive sections of highvoltage power lines were equipped with twocoloured cable coverings, forming a sheath that
eliminates the need for the conventional red-andwhite plastic diverter spheres, which are not an
ideal solution in mountainous areas, as they allow
snow to accumulate, creating a hazard for the line.
Since 2009, several valleys have been protected in
this way, mainly in the Hautes-Pyrénées. The final
projects were completed in May 2010.
While planning for the works, which involved removing
the overhead line, demolishing six foundation slabs,
carrying out guided drilling under the river, laying a
high-voltage cable and removing the spoil, consideration was given to two major restrictions: the need to
minimise machinery movements and to prevent any
risk of introducing new plant species into the marsh.
The work was carried out during the dry season and
Forclum selected its equipment to suit the nature of
the terrain. This notably involved using mini excavators and an excavator designed for operation in
marshy land (with tracks at least 1.10 m wide), and
removing the demolished concrete using a tractor
towing a twin-axle trailer with low-pressure tyres.
… and surveying environmental
restrictions in towns and villages
Forclum Massif Central Réseaux has produced a
catalogue of environmental restrictions relating to
its activity scope. The catalogue, which is organised by municipality, includes as exhaustively as
possible all the official data provided by the regional
department of the environment (DIREN), the architecture and heritage agency (SDAP), the register of
classified facilities, etc.
Although the catalogue currently contains data
only for towns in rural electrification areas where
the company has won contracts, it is being
enriched, on demand, with data relating to additional municipalities where projects are planned. It
enables the potential impacts on plants and wildlife to be taken into consideration from the design
stage. There are plans to host the catalogue on the
intranet to facilitate access by foremen.
81
… and planting flowers on fallow land
At the end of 2010, APRR sowed 15,000 sq. m of
land adjoining the A714 motorway, along the Montluçon access road, to create wildflower meadows
that require neither fertilisers nor weedkillers.
These strips of fallow land require minimal maintenance and provide pollinating insects with nectar
and pollen. In May, APRR entered into an agreement with a local bee-keeping association to
measure the real impact of such meadows on
bees, using “control” hives. By the end of 2011, the
bee pastures alongside the A714 should extend
over almost 15 hectares.
APRR is restoring wildlife corridors…
Isère is among France’s richest departments in
terms of wildlife, with some 330 species of vertebrates. In August 2010, AREA and the General
Council of Isère signed an agreement as part of a
European project to restore wildlife corridors in the
Grésivaudan area, which lies between the Belledonne, Chartreuse and Vercors mountain ranges.
To facilitate the safe movement of large and small
animals over the long term, AREA has undertaken
to maintain fences that guide animals toward the
existing motorway crossing tunnels, and to create
a special crossing on the A48 motorway along the
Cluse de Voreppe corridor, by 2013. The corresponding development works began during the
autumn of 2010.
On the ground
Adapting to the life cycle of protected
species
APRR has adopted a policy of late mowing on the 220 hectares of
meadows near the A406 motorway, which are covered by a land
management agreement. This protects the nestlings of birds such as
the corncrake, the whinchat and the curlew, and avoids disrupting breeding
by the agile frog and the Alpine newt. Elsewhere, the stocks of materials
at the Eiffage Travaux Publics quarry in Corbigny, which have become
home to sand martins, are now left unused during the nesting season.
82
EIFFAGE GROUP
Eiffage Construction is protecting snails
underneath bridges…
Eiffage Construction began work rebuilding the
Kerguiniou bridge in Côtes-d’Armor in October
2010. This bridge is located in a Natura 2000 area
inhabited by a protected species of snail (Elona
Quimperiana or Quimper snail) that lives in damp
or shady environments. To protect these gastropods, the division took special measures, which
involved avoiding any work in the river or from the
banks, demolishing and removing the eroded
bridge piers from the existing road, setting up a
mobile crane on the road and assembling the
metal bridge deck on the other bank.
… and taking in birds at the police station
Construction of the new national police headquarters in Issy-les-Moulineaux (Hauts-de-Seine)
begin in late 2009. As a prior study had shown that
installing nesting boxes would encourage local bird
species to set up home, Eiffage Construction
included the installation of nesting boxes and
butterfly lodges in its project. Together, these wildlife shelters help to control the biotope by encouraging the establishment and development of
species that are already present in nearby Meudon
forest, and will also increase and sustain plant life
diversity by encouraging pollination by insects –
not to mention the fact that these conservation
initiatives also enhance the lives of employees and
local residents.
On the ground
Copafaune - Assessing genetic drift
Linear transport infrastructures create divisions in the
landscape and can become obstacles to wildlife movement.
APRR is co-funding the thesis of J. Prunier (University
of Lyon II), which focuses on their impact on landscape
connectivity. This project, entitled Copafaune, aims to develop
a tool for evaluating any genetic drift in small animals
(in this case, newts) caused by the presence of a structure
considered to be impassable.
The location chosen for this project is in Bourgogne, where the
Paris-Lyon high-speed railway line crosses the A6 motorway.
Following preliminary analyses, the landscape and the
movements of the studied species were modelled. The
resulting models were checked using non-destructive
sampling in the field. In 2010, more than 500 samples were
collected from newts in their natural habitat and on the
approaches to transport infrastructure. The related genetic
analyses will be carried out during 2011.
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Biodiversity
Ecological offset
is a key feature of our projects
The A406 Mâcon South motorway bypass
The A406 project, which was initiated in 1989 and
relaunched in 2002, was originally unaffected by
the measures arising out of the Grenelle environmental summit held in late 2007. However, special
efforts were made, in keeping with the changes to
the regulatory framework, to ensure that the
ecological balance of this region was preserved
both during the work and afterwards.
Accordingly, the structure was designed to allow
floodwater from the river Saône to flow as it normally
would. This was achieved by laying numerous water
conduits running under the road and digging expansion basins nearby. In an ambitious ecological offset
programme to counter residual impacts in the areas
concerned, the 22 hectares of habitat of the
protected corncrake affected by the project, together
with the 5 hectares of land ideal for two protected
plants (the narrow-leaved water dropwort and the
snake’s-head fritillary) are to be offset by preserving
274 hectares of flood plains until 2032, at a precautionary ratio of 10 hectares of land preserved for
each hectare destroyed.
The environmental impact assessment studies
provided for in the contract have now begun, so
that any relevant corrective measures can be taken
within ten years of the opening of the motorway
link.
A65 motorway - Controlling impacts
at every stage, from design to operation
The motorway blends into its natural, economic
and social environment to an extent that sets a
new standard for linear infrastructure.
INTERVIEW Thierry Raes (PricewaterhouseCoopers)
Thierry Raes, you are the Partner with
responsibility for PwC’s sustainable
development activities. What struck
you with respect to Eiffage’s approach
to biodiversity during the A65 project?
In the course of our site inspection
and in interviews conducted shortly before
the motorway opened, our staff noted
that Eiffage had built wildlife crossings
(overhead crossings for large animals,
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EIFFAGE GROUP
viaducts, etc.), in accordance with
the undertaking the company had given
the public authorities. We also noted
that an offset procedure had been
implemented in keeping with the
commitment given following the decision
by the national nature protection council
(CNPN); Eiffage had also launched
a voluntary initiative to improve
the quality of its crossings by seeking
the advice of independent experts.
What do you consider the most
important aspects, and
are they standard practice?
We were impressed by the wide range
experts involved in the process,
including technical consultants
specialising in plants, wildlife and
ecological engineering, as well as
public organisations such as the
infrastructure research agency CETE,
which also carried out regular
inspections. At PricewaterhouseCoopers,
we focussed on the topic of wildlife
crossings, a key issue for this type
of road infrastructure project.
Eiffage’s approach is not unprecedented,
but we feel that the participatory
approach adopted helps to ensure
that biodiversity issues are given
appropriate consideration within
the framework of a continuous
improvement strategy.
A multi-criteria environmental
design process…
The “route of least impact” was determined in a
“multi-criteria design” approach that included, from
a very early stage, all environmental parameters(1)
and known uses (fishing, irrigation, leisure, etc.)
while also remaining compatible with government
commitments. An uninterrupted dialogue with
elected representatives, local residents, interest
groups and representative federations was maintained while the precise route was being defined.
A65 Pau-Langon motorway
- Key figures
150 km
52 municipalities in 3 departments
Earthworks: 17.5 million cubic metres
of earth moved
Surfaces: 1.5 million tonnes of coated
aggregate
Engineering structures: 162 structures
including 15 viaducts
Special features: noise protection solutions,
landscaping, signalling systems
and equipment
Ecological offset: 1,372 hectares for 55 years
… with an emphasis on preserving
biodiversity
The design process incorporated the three fundamental principles of biodiversity preservation:
avoidance (whenever possible), mitigation of impacts
on species and environments, and, lastly, environmental offset of residual impacts.
The A65 multi-criteria design process
Applicable regulations
and standards
Concession contract
State commitment
Consultation
Technical data
Geotechnical,
topographic and
hydraulic data, etc.
Prefect, local authorities,
chamber of agriculture
and forestry, local
residents, etc.
Multi-criteria
design
With partners
(engineering
and design consultants)
Natural environment study
Plants, wildlife and natural habitat
Route
of least
impact
Human environment study
Habitation, activity, networks and heritage
(1) Environment: Four components are taken into consideration: the physical environment (topography, hydraulic characteristics, hydrogeology
and pedology); the natural environment (plants, wildlife and protected natural habitats); the human environment (habitat and activities)
and the landscape and heritage (archaeology, historical monuments, etc.).
85
Avoidance measures: A series of inventory studies
were conducted to record the plant and animal
species present at the site and, wherever possible,
avoid areas subject to major issues in terms of
habitat conservation and heritage sites for the
identified species(2). The route was revised several
times following the discovery of particular plant
and animal species(3).
Mitigation measures: In cases where it was not
possible to route the infrastructure away from
certain sensitive environments, the residual impact
was decreased by building appropriate crossings to
ensure that the area was transparent to wildlife and
the flow of water. The project was adapted to take
into account the needs of the most ecologically
demanding animal species, which, in the case of
the A65 motorway, are the mink and the otter, two
semi-aquatic species under threat of extinction in
France. Where the motorway crosses wetlands,
streams and rivers, engineering structures have
been designed to enable floodwater from a
hundred-year flood to flow freely without raising
water levels in the vicinity of the nearest homes.
Offset measures: building a linear infrastructure
involves a net consumption of space, which by
extension creates an “ecological debt” to the
impacted environments and species. The purpose
of “ecological offset” is to pay back this debt.
1,372 hectares of outstanding natural habitats corresponding
to the ecological debt incurred, assigned for conservation
management for a period of 55 years. Operator: CDC Biodiversité
Commitment
Purchase
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EIFFAGE GROUP
<
1,600 hectares of land consumed,
including 450 hectares of natural
habitat
<
Ecological offset for residual impacts
and repayment of the ecological debt
<
Land occupied by
the A65 motorway
Rental
Agreement
(usual procedure)
The A65 motorway boosts
the local economy and job
market
At its busiest, more than 2,500 people were
employed on this project, 40% to 60% of them
from the local area. Forty young people received
training via vocational training contracts.
Employees seconded to the area contributed
to the local economy, notably in the
accommodation and catering sectors. Lastly,
A’Liénor subcontracted work totalling more
than €220 million (representing more than 30%
of the total cost) to independent contractors.
(2) Example on the A65: heritage botanical sites, such as for carex
pseudobriozoides grass near the Ludon viaduct, or for marsh
helleborine near a road connection in Pouydessaux. Also, a very wellpreserved habitat of a protected species such as the bat roost near the
Gabas viaduct.
(3) Any changes have consequences extending over several hundred
metres, due to the geometric constraints (in terms of curve radii and
gradients) to which motorway builders are subject.
(4) Riverine woodland: all types of woodland along the banks of a river
or other watercourse.
(5) Pipes positioned above the ten-year high water mark to maintain a
dry crossing for small animals.
(6) Canopy: uppermost layer of forest, in direct contact with the open
atmosphere.
The ecological aspects of a project must systematically be addressed in the light of the actual
terrain, given the unpredictability of wildlife reactions to development work and to disruption in
general. As a result, independent ecological engineering consultants are commissioned to audit the
true effectiveness of wildlife crossings (by determining whether they have been adopted) during
the works phase. If necessary, the project may
then be adapted based on the audit results, rather
than simply carried out in accordance with the
design drawings. A number of additional measures
to protect biodiversity were therefore implemented
to enhance the effectiveness of the features
intended to render the infrastructure transparent.
A few examples of such supporting measures at
and near wildlife structures are described below:
Guiding wildlife towards dedicated crossings:
planting guide hedges, topping the tree canopy(6)
underneath viaducts, planning spinneys of repellent plants to guide animals towards a special
crossing, creating attractive ponds, etc.
Making areas more attractive to wildlife: sowing
plants on earth banks, planting local species of
attractive shrubs, encouraging dense vegetation
on earth banks to offer refuge to animals, installing
tree stumps to provide shelter, creating wetlands,
restoring depleted riverine woodland, etc.
Limiting nuisances that impact wildlife: abating
noise and light pollution, and screening vehicles
on the road.
Installing anti-collision fences appropriate to the
species encountered in the area: high fences (2.8 m)
for large animals, a partially buried fences for boar,
tight-mesh fencing for small mammals, etc.
IN ACTION
Including hydraulic and ecological considerations when designing engineering
structures
Five different types of structure had to be built in order to maintain wildlife movement corridors
(which often follow rainwater runoff routes).
Viaducts (15 viaducts incorporating a large animal crossing function) ensure maximum
ecological transparency by preserving low-water channels and riverine woodland(4) underneath
the structure, and reduce the road’s footprint.
Portals straddling river banks (21 structures) preserve the integrity of the river while
protecting the banks and riverine woodland.
Conventional frames (33 structures) render the infrastructure ecologically transparent,
and feature ledges appropriate to various types of animal, including in ten-year flood conditions.
Round pipes or box culverts (370 structures) restore low-volume water flows and allow
the passage of small animals through either “dry pipes”(5) or toad crossings associated with
attractive ponds (the motorway features 19 toad crossings, four of which have guide plates,
as well as ten combined culvert+toad crossing structures).
“Large animal overhead crossings” (36 crossings) are located on known wildlife
movement routes.
87
Other impacts
Monitoring
environmental impacts
Managing the environmental impacts of their
respective activities is a high priority for Eiffage Group
companies. Environmental analyses are the
cornerstone of the process, and are conducted by
all companies using methods appropriate to
their businesses. A wide range of environmental
preservation measures are implemented as a result
of these analyses. There follows an overview
of the main commitments made and the practical
initiatives implemented in 2010.
In order to fulfil the Group’s commitment to
reducing its ecological footprint, all employees
must be aware of this issue. In April, during
Sustainable Development week, Eiffel’s Lauterbourg facility was the first in a series of plants and
worksites across France to host a touring interactive exhibition aimed at employees, subcontractors
and customers. More than 1,500 employees learnt
about concepts and best practices relating to waste
sorting, hazardous products, energy efficiency, etc.
Twenty lucky winners of a general knowledge quiz
organised as part of this exhibition were rewarded
with weekend breaks in a French regional nature
park. A documentary film accompanying the exhibition can be viewed online at www.eiffel.fr.
Forclum, which has, for a number of years, been
committed to sustainable development via its
Quality and Environment charters, distributed 1,500
Quality & Environment (QE) booklets to its new
recruits, to make them aware of best practices at
worksites. The booklet, which takes an operational
perspective, explains how each individual can
contribute to achieving the objectives defined in the
charters. These cover topics such as noise abatement, effective management of water and energy
consumption, waste disposal, appropriate conduct
in emergencies and customer satisfaction.
Managing the environmental impacts of quarries is
another everyday operational concern. The quarries and construction materials industry association (Union nationale des industries de carrières et
matériaux de construction - Unicem) has developed
an appropriate environmental charter. Companies
signing the charter agree to manage their environmental impacts by implementing a four-stage
progress strategy. Some 44 Eiffage Travaux Publics
quarries, together accounting for 72% of the division’s output, have signed the charter, and 43 have
already achieved progress level 3 or 4.
Waste collection, sorting and recovery
The building sector generates nearly 40 million
tonnes of waste annually (source: Fédération française du bâtiment), and compliance with the relevant regulations is a crucial environmental issue.
On the ground
a part
In Saint-Dizier, where Eiffage Construction
Haute-Marne was building 43 homes for Foyer
Rémois, all subcontractors involved in the project
were made aware of the division’s quality, safety
and environment (QSE) strategy at a presentation
introducing the “Welcome booklet for worksite
partners”.
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EIFFAGE GROUP
Waste must be sorted before it can be disposed
of, recycled or otherwise recovered. Despite
the difficulties involved, including the chronic
lack of space at urban construction sites,
waste is sorted daily at Eiffage Construction
worksites. Setting up collection facilities at
difficult urban sites enables waste to be sorted
and more than 50% of it recovered. Achieving
this result requires prior training of worksite
managers and workers. The division has for
several years been making very significant
efforts to raise awareness in this area among
both its own employees and those of subcontractors.
Following a period of experimentation in 2009
at the request of the lighting association
(Syndicat de l’éclairage), Forclum has
committed to a national rollout of “Recyclum
DEEE Pro”, the professional electrical and
electronic equipment waste recycling process
first introduced in July 2010. This recycling
process, funded by electrical equipment
manufacturers, is conducted through a
network of 3,000 collection points that enable
businesses to dispose of their electrical and
electronic equipment waste in an environmentally-friendly manner that complies with regulatory requirements. Most Forclum facilities
now collect used lamps and electrical and
electronic equipment waste.
Furthermore, at the sprawling Verquin site,
which is home to several Forclum companies,
the division set up a waste recovery centre that
was very quickly adopted by employees,
enabling 188 tonnes of waste to be collected in
2010. A waste compactor was installed at the
site in 2010, reducing the number of waste
truck movements by a factor of two or three.
Eiffage Travaux Publics recycles almost 95% of
the inert waste generated by its activities. The
public works division also helps to recover waste
from other businesses. For example, its subsidiary SGA recycles nearly a million tonnes of waste
from the steel-making industry, much of which is
converted into Sidmix®, a hydraulic binder used
in road surfaces. Its research centre has also
invested in the Cyclogoma project, in partnership
with Eiffage Infraestructuras (Spain). This project
aims to manufacture bituminous coated aggregate containing a high proportion (20%) of finelypowdered rubber obtained by grinding used
tyres. This new product was used for the first
time in late 2010, on the Seville-Cadiz motorway.
Discharges - Water and soil preservation
Water is a fragile resource, subjected to particular
stresses during construction projects, in terms of
both depletion and pollution. Eiffage is investing in
solutions to protect water and soil. These include
IN ACTION
Cryogenics as an ecoprocess
Dagneux district on the APRR network tested a new cryogenic process for washing
its sanitary facilities. The new process involves spraying pellets of dry ice.
The air pressure combined with the number and temperature of the pellets (-80°C)
causes waste to disintegrate and become detached from the substrate.
The fast, effective process poses no risk to the environment and eliminates
the need for detergents and other chemicals.
89
retention tanks, absorbent kits, washing areas
equipped with settling ponds for concrete mixers and
hoppers, and scrubbers and oil traps at exits from
vehicle washing areas. Eiffage companies also strive
constantly to raise awareness of these issues among
partners and to research new techniques.
At its national conference in Pau in June 2010, Eiffage
Travaux Publics presented an overview of the various
impact management scenarios for aquatic environments. Speaking before the company’s 400 most
senior executives, the managers responsible for the
A65 project explained their difficulty in maintaining
the suspended matter content below the prescribed
limit, and described the battery of measures they had
to implement (settling pond, several types of filter,
etc.). Quarry managers then took the floor and
explained how to address the issue with a long-term
perspective. Lastly, a specialist law firm provided a
legal viewpoint, confirming in the minds of all present
the importance of this issue and the potential consequences of failure to comply with regulations.
Atmospheric pollution - A clearer
understanding of the possible impacts
Commitment
For more than five years, Eiffage Travaux Publics
and the French road transport industry association
(Union des syndicats de l’industrie routière fran-
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EIFFAGE GROUP
çaise - USIRF) have been conducting research at
national level to clarify the potential health risks of
atmospheric emissions from aggregate coating
stations, with particular emphasis on volatile
organic compounds (VOCs) and polycyclic aromatic
hydrocarbons (PAHs). This voluntary process, which
is being carried out in association with the Sustainable Development ministry and the French General
Health Directorate, features analysis campaigns
and is expected to lead to the publication of a guide
to conducting health studies at aggregate coating
stations. The ministry has since extended this
initiative, enhancing the monitoring of certain
atmospheric pollutants, and intends to include
these checks as part of the second national safety
and environmental plan (PNSE 2). The checks, for
which planning began in 2010 for a pilot region
(Lorraine), will concern the six specified pollutants
(PAH, toluene, ethylbenzene, xylene, formaldehyde
and benzene) and will set out to quantify the emissions and their environmental consequences.
When these measures are included in action plans
designed to cut emissions (switching facilities to
gas, optimising combustion cycles, etc.), they will
consolidate the acceptability to society of the division’s production facilities by transparently reporting
any atmospheric emissions of pollutants, as legitimately expected by all stakeholders.
APRR supports rational weeding
Day by day, APRR is reducing its use of plant care products for maintenance of
green spaces near motorways, in accordance with the Écophyto 2018
framework agreement between the French motorway operators’ association
and the French government, which was signed in 2010.
The division is taking part in trials of alternatives to the use of weedkiller
chemicals, and is increasingly turning to mechanical weeding. Studies have
also been launched to develop a motorway design that requires less weeding.
The division is officially recognised by the Ministry of Agriculture as a
Certiphyto training centre on an experimental basis (the training course
covers knowledge of products and their conditions of use). In 2010,
30 employees received training in best practices in this area.
Motorways are regularly decried as a source of
atmospheric pollution. APRR is committed to, and
involved in, carrying out the measurement
campaigns organised by the environment ministry.
For example, in 2003, in the context of a regional
air quality action plan, Atmosf’air Bourgogne
installed an air quality measuring station in the
immediate vicinity of the A6 motorway near
Beaune. Between 2008 and 2010, APRR and the
environment agency Ademe stepped in when the
ministry withdrew funding for the project. The
station has collected extensive data relating to
nitrogen oxide, ozone, particulate matter and
carbon monoxide pollution over a period of seven
years. The results do not relate to the exposure of
a static population, but enable the emission trends
for one of France’s busiest road infrastructures to
be monitored.
IN ACTION
“Best practices” spreading like wildfire
The number of initiatives to introduce water and soil best
practices at Eiffage Construction worksites continues
to rise. Examples include the beacon worksites
at the secondary school in Saint-Germain-Lembron
and the Nuger bank building in Clermont-Ferrand.
Protecting the ground and natural habitats:
Water used by the Secatol Betonet concrete hopper
washing station is recycled after use and carbon dioxide
is injected to neutralise its pH value.
The water used to wash concrete drums is stored
in a tall hopper equipped with a big bag filter system.
After settling, water is discharged via an overflow.
Water savings: A prefabricated automatic valve
manifold is installed in the toilet facilities, together
with a main cutoff solenoid valve.
91
Innovations that enhance the lives
of local residents
The mark left by a construction project cannot be
measured in terms of “carbon” or “biodiversity”
alone, as noise, odours and visual pollution also
have non-negligible impacts for nearby residents.
Unpleasant odours...
The Monashell process, which is ideal for treating
waste water, uses mussel and oyster shells as a
medium on which to breed special bacteria that
feed on pollutants, thereby providing an environmentally friendly solution to odour problems. Sales
of this biofilter, which is distributed by an Eiffel
subsidiary (GER 2i), surged in 2010, confirming its
innovative positioning in the French market.
The Paris region water corporation (Syndicat interdépartemental pour l’assainissement de l’agglomération parisienne - SIAAP) adopted this solution,
effectively neutralising its chemical facilities.
Unpleasant odours released during bitumen unloading
and storage operations, and when burning fuel oil,
were a definite inconvenience to residents near
Eiffage Travaux Publics aggregate coating plants.
In 2010, two of these plants conducted trials with an
“odour condenser”, which operates by forcibly
condensing and collecting the gaseous molecules
responsible for odours. Measurements by an independent laboratory demonstrated that the condenser
reduced odour emissions by 37%. The trials are
continuing, in partnership with oil company chemists, in order to enhance the system’s efficiency and
extend its operating spectrum.
… and noise
Eiffage Travaux Publics also researches solutions
for noise pollution, in particular by developing noiseabating coated aggregates that reduce tyre noise.
Nanophone® is the latest of these special coated
aggregates. In theory, its noise-abating performance should be double that of its predecessor,
Microphone®, which is the range’s current flagship
product. In 2010, the division carried out several
demonstration projects using Nanophone®, which
was applied over areas totalling almost 100,000 sq. m.
Noise measurements made for these pilot projects
revealed that road noise was brought below the
IN ACTION
Lynx calls at worksites
Eiffage Travaux Publics tested a new vehicle reversing warning device,
nicknamed the “lynx call”, on several projects. The device, which emits a highly
directional signal to the area behind the vehicle only, has a less strident tone
than conventional warning devices, and is quieter and less stressful for drivers
and local residents alike, while complying with regulatory requirements.
The solution will be rolled out if justified, based on performance and safety
feedback.
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EIFFAGE GROUP
symbolic 70 dB mark (using the pass-by method in
accordance with the NF EN ISO 11819-1 standard).
APRR pursued its own programme to combat noise
pollution. In 2010, the division took action at 45
“noise blackspots”, in most cases by insulating
walls or erecting a screen or earth bank to provide
protection at source. At the same time, AREA
surfaced three sections of motorway in its network
with noise-abating coated aggregate, to reduce the
nuisance caused to local residents. The performance of this solution is currently being monitored
in order to assess its long-term effectiveness.
Soil decontamination expertise
- A rare commodity
Soil decontamination is a speciality business of two
subsidiaries of Eiffage Travaux Publics - Boutté
and Gauthey. Gauthey’s achievements include
decontaminating the ground at the site of the
former La Mouche gas works in Lyon. After preliminary diagnostic analyses, 60,000 cubic metres of
earth were excavated and sorted. More than a third
of that total was treated in situ by a mobile thermal
desorption plant. Once decontaminated, the materials were reused at the site.
The same recovery-oriented approach was adopted
at the site of Lille Métropole stadium, where
700,000 tonnes of rubble and spoil assumed to be
polluted were excavated by Eiffage Travaux Publics.
After collecting samples and performing analyses,
the inert earth was reused at local worksites. The
non-inert earth was subdivided into batches that
were subjected to further analyses and sorted
more precisely. Ultimately, only 3.5% of the earth
was found to be slightly or very slightly contaminated. This earth was removed and disposed of
using approved processes.
These illustrations of Eiffage Travaux Publics’ soil
decontamination expertise were referred to extensively at a “contaminated sites and soil feedback”
conference held in March 2010 by the division’s
Environment department.
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EIFFAGE GROUP
Sustainable
construction
95
For several years, the Eiffage Group’s businesses have been working
to develop sustainable practices and solutions that achieve high
performance at best cost and with minimal environmental impact.
Practices and processes
Exclusive
sustainable construction expertise
Innovation is a major feature of Eiffage’s activities,
and the Group strives constantly to satisfy
the technical and economic expectations
of an increasingly sustainable developmentfocused clientele. Eiffage now uses a wide range
of exclusive processes and practices developed
by the Group’s divisions.
Eiffage Travaux Publics is developing solutions in
several areas:
Economical worksites using low-temperature
coated aggregate (which is laid at no more than
95°C, compared with 160°C with hot-process
aggregate), thereby halving energy consumption
and greenhouse gas emissions;
Retreating and recycling road surfaces using the
“high recycling-capacity” (HPR®) mobile coating
facility, which is able to manufacture coated
aggregate containing a very high proportion (65%
or more) of recycled aggregate, or the Arc 700® road
resurfacing machine, which recovers existing
road surfaces by adding a new binder mixed with
the aggregate already in place. In 2010, the Arc
700® machine was used on projects such as the
port in Erquy and the Parc des Rives de l’Aa swimming stadium in Gravelines;
Tougher surfaces, achieved through the standardised use of Orthoprène, a bitumen developed
for the Millau viaduct project. This solution was
adopted for the Sylans viaduct on the A40
motorway and the Eparris, Chéran and Touvières
viaducts on the A41 North motorway;
High-performance materials such as BSI®, a
fibre-reinforced concrete that combines useful
architectural properties with unrivalled strength.
BSI® is the flagship material being used to build
the Seine-Aval sewage works in Achères, which
will be handed over at the end of 2011. The 160
panels installed in the post-dentirification units
will provide effective protection for the bacteria
that break down the nitrogen contained in waste
water, actively helping to ensure that the water
discharged into the river is clean.
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EIFFAGE GROUP
Operating through its subsidiary, Goyer, Eiffel is
focussing its research on the energy performance of
building elevations, with particular interest in “AAA
elevations”, a concept developed by the Phosphore
sustainable urban development laboratory. Two
areas have been chosen for further development:
A building elevation concept incorporating automatic control mechanisms managed by the
building’s air conditioning system, which is being
developed to meet the requirements of forthcoming major developments in the commercial
property sector;
A competitive traditional joinery system that
combines the company’s expertise with technology and design resources hitherto used only
for office building developments.
These strategic orientations will enhance Eiffel’s
building envelopes offering via the addition of products that are used in all sectors, including new-build
and renovated commercial, residential and hospital
buildings. In 2011, this joinery system is being trialled
in several projects. Feedback from the plant and the
worksite will be incorporated to yield a competitive,
comprehensive and upgradeable product range.
At the same time, the division is continuing development work relating to two of its exclusive processes:
The Unibridge® rapid-assembly steel bridge, the
business model for which could form the basis
for the creation of new products (see p. 54);
The Monashell® biofilter odour treatment process
(see p. 92), which has seen a surge in interest
from the public sector. Eiffel plans to include the
process in its sales offering aimed at private
customers.
Sustainable construction
Forclum has been developing remote energy
expenditure measurement and management solutions for a number of years. These systems were
first implemented in 2010 in two pioneering trials:
Saint-Gratien municipal council awarded Forclum
Île-de-France the contract to install 3,222 lights and
related remote-controlled electronics modules for
the town’s street-lighting system. The new system,
designed to consume 20% less electricity, is able
not only to switch street-lights on and off globally,
but also to control individual lighting clusters for
event lighting purposes, as well as for detecting
operating incidents, measuring bulb ageing, etc.
The General Council of the Nord department decided
to introduce a remote measurement system for the
gas, electricity and water meters at 200 secondary
schools in the department. Radio-frequency temperature probes will also be installed. Forclum Infra
Nord won the contract to equip all of the buildings
concerned by this project. The long-term aim is to be
able to propose energy performance improvement
works where appropriate, and inform users about
best practices in the area of energy efficiency.
Ecodesign and ecodevelopment
Like the other divisions, Eiffage Construction strives
to anticipate future regulatory requirements and
customer expectations. Over the past two years, it has
developed several concepts relating to the construction, at an optimal cost, of highly energy-efficient
homes fully in keeping with the spirit of the Grenelle
environmental summit. The first such project, for the
H2CO range of optimised cost and consumption
homes, was developed in partnership with Tectum for
a contest relating to the urban development, construction and architecture plan (PUCA). This product, which
has been awarded the CQFD label in recognition of its
cost, quality, reliability and rapid construction, and
has already been built in western France, will enhance
the division’s ability to bid for the design-and-build
contracts put out to tender by many social housing
organisations. The aim of the EcoEco (economical and
eco-friendly) concept devised in 2009 is to build homes
that deliver excellent energy performance at a low
cost. This concept opens up new possibilities for
devising mixed developments of starter homes and
rented social housing. Eiffage Construction has also
developed the Ehpad 2CO concept providing live-in
accommodation for dependent elderly people.
These high-performance designs all feature the
same core concepts of streamlining, industrialisation, energy savings and optimised design. There
are plans to build 1,400 of these optimised-cost
homes, and two developments have already been
launched: one for 85 homes in the Almont area of
Melun, the other for 72 homes in Peypin.
IN ACTION
Energy performance - Three patented processes
Forclum has filed two new patents arising out of the division’s efforts to decrease energy costs. The first
concerns an interior lighting control system that adjusts brightness depending on the natural lighting,
while the second relates to the development of an LED-based street-light (see p. 128). Also in 2010,
Eiffage Construction patented Sisec, an externally-applied thermal insulation solution (see p. 124).
97
Looking beyond the labels
A string of energy efficiency labels (BBC, HQE®,
HPE, THPE, etc.) testify to the ability of all Eiffage
Group businesses to successfully handle projects
that involve demanding technical and regulatory
specifications. Complying with standards is just
the start, however, and a new vision of the construction industry is now emerging, in which human
beings and their basic needs take centre stage.
Although environmental concerns and the need to
control energy costs are the two main drivers of
Eiffage’s sustainable development policy in relation to
construction activities, they are not the only factors.
Comfort, everyday functionality and the well-being of
a building’s users are playing an increasingly decisive
role in the activities of the Group’s divisions. This
focus on the “end customer” is emphasised in particular in the many projects involving buildings designed
for people with special needs.
On the ground
Meeting users
User comfort is a key consideration in energy performance
contracts for secondary schools in the Centre region. At the start
of the contract, in July 2010, the project team met with head
teachers and teaching staff to explain the objectives of the energy
performance contracts and how they would improve their comfort.
In addition, Forclum joined a regional network of environmental
education associations to raise awareness among pupils of the
nature and benefits of the work being carried out in their schools.
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EIFFAGE GROUP
A fine example of this is the renovation of the
Henri-Défaut hospital centre in Avignon, which
was carried out by Eiffage Construction Avignon in
partnership with Eiffage Travaux Publics and
Forclum. Although the number of beds remains
unchanged, the way the institution works has been
completely rethought to make it more convenient
for healthcare professionals and to improve the
patient experience. As a result, staff will have properly fitted-out private spaces and patients will be
able to relax in three large patio areas, which also
allow more natural light into the buildings.
In the same vein, Eiffage Construction is developing its expertise in the area of accessibility for
disabled users, as illustrated by the “disabled
users” features included in several major projects,
including the construction by Delvigne (on behalf of
Artois Développement) of the IME-IMPro medical
and teaching establishment in Carvin, the renovation of the École des Francs-Bourgeois school in
Paris and the renovation of the Garonne apartment
development in Toulouse.
Wood and materials
Efficient management of energy
resources requires innovative
construction practices.
Wood is good
Eiffage is a founding partner of a strategic investment fund (Fonds Stratégique Bois - FSB) set up to
support a sustainable wood industry, and the
Group is looking very closely at new applications
for this promising material.
For the past two years, R&D teams at Eiffage
Construction have been conducting wood-related
research with a view to anticipating and successfully negotiating impending changes in the regulatory framework, which will, from 2012, require all
new buildings to use between 5 and 30 times more
wood (by volume) per square metre of floor space,
than currently. The precise increase will depend on
the type of building. The company has already
begun exploring two high-priority application areas.
The first is to use wood for energy, by burning it
as fuel. Eiffage Construction and Forclum intend to
leverage this resource in their wood-fired boiler
projects, such as those installed at the centre
hospitalier sud-francilien (CHSF), the Cité Sanitaire health complex in Saint-Nazaire and the high
environmental quality (HQE®) boiler plant in
Pamiers. All these projects have the twin aims of
reducing operating costs through effective
management of their energy supplies and moving
closer to a neutral carbon balance.
The second type of application involves using
wood for materials, an area that offers genuine
growth potential for construction companies.
Timber and other wood products feature heavily
in many projects aiming to achieve HQE® certification, including Europe’s first “zero fossil
energy” school, the Kyoto secondary school in
Poitiers, which was built by Eiffage Construction
Poitou-Charentes. Other examples include the
Éric-Tabarly secondary school in Olonne-surMer, built by Eiffage Construction Pays de la
Loire, and the Jean-Baptiste-Corot secondary
school in Savigny-sur-Orge. Eiffage Construction’s laboratory in Fresnay-sur-Sarthe is itself a
perfect example of a timber building, as well as
being an invaluable tool for the development of
the wood industry, where in situ experiments are
carried out as part of the process of developing
practical technical solutions.
Insulation - Next-generation materials
deliver breakthrough performance
For Eiffage Construction, improving the performance of buildings is a major area for progress, in
terms of controlling energy consumption, reducing
the size of technical equipment, etc. To this end, the
division is constantly developing its expertise by
using new materials to improve building insulation.
In Odos, the Tarbes office of Eiffage Construction
Midi-Pyrénées is building a 24-home development featuring elevations consisting of bonded
high-precision bricks. These perfectly calibrated
bricks offer several benefits: they require far less
mortar, result in perfectly flat walls, and above
all, prevent thermal bridging, thereby reducing
energy costs when the building is in use.
In Arras, Eiffage Construction Lens is using Porotherm bricks to build 38 homes. The excellent
thermal insulating performance of these Monomurtype structural bricks is due to their honeycomb
structure, which traps air inside the material,
greatly increasing its insulating capability.
In Poitiers, 64 very high energy performance
(THPE) homes have been built using Thermopierre cellular concrete blocks. This material
provides two benefits: firstly, it offers very good
insulating performance, due to the millions of air
bubbles encapsulated in the material; and
secondly, its ecological balance is positive, as its
raw materials - water, lime and sand - are natural
and fully recyclable.
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Resource consumption
Less is more
Responsible management of water resources
will be a major challenge in the coming years.
Eiffage businesses are working on ways to limit
their consumption and improve the quality
of water discharged into the environment.
An HQE® waterworks
A new waterworks in Pleurtuit is scheduled to begin
operating in 2011. This plant, which will supply tap
water to six municipalities, including Dinard, will
treat water pumped from the Bois-Joli reservoir
(production capacity: 18,000 cubic metres of water
per day, with a planned extension to 27,000 cu. m/day).
The new waterworks, which is being built by Eiffage
Construction Ille-et-Vilaine, will be the first tap
water production facility to be fully certified as “high
environmental quality” (HQE®). Roofs will be
planted in order to control the collection of runoff
water, provide enhanced insulation and help the
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EIFFAGE GROUP
site to blend into its natural surroundings. The
priming tests are approached in the same spirit,
with all the water taken from the land via a system
that recovers and filters underground water using a
proprietary concept developed by the project’s
management team.
Cleaner, recycled water
for the Violay tunnel
Efficient management of water resources during
excavation work for the Violay tunnel on the route
of the A89 motorway is an important issue that was
addressed right from the bidding phase. The twin
objectives of the operating procedures developed
for this project are to preserve the protected
species living near the construction site and to
restrict the amount of water extracted. Drainage
water is treated at two treatment facilities installed
at the tunnel heads, before being piped 4 km to
less sensitive areas where it can be safely
discharged. The quality of the discharged water is
constantly monitored. Work began in 2009, and by
the end of 2010, some 568,000 cu. m of water had
been treated. The Violay project also involves a
commitment to collect tunnel drainage water for
use by the tunnelling machine. In a year and a half,
no less than 174,000 cu. m of drainage water has
been reused in this way, significantly reducing the
project’s water supply requirements.
Energy is a hot topic, and in recent years there has been a marked trend
towards legislation in favour of tighter control over energy consumption,
both in France and at European level.
Eiffage is planning for the many changes entailed by the implementation
of the “Grenelle 1” and “Grenelle 2” environment Acts, and is focussing on
energy efficiency innovations rather than mere compliance with regulatory
requirements.
Energy efficiency
Organisation, unity
and coordination
In order to provide a global response to customer
expectations, anticipate future needs and streamline
the implementation of regulatory and tax measures,
Eiffage’s subsidiaries are being reorganised
to maximise the synergies generated at division level.
A little more than a year ago, Forclum’s top
management initiated a dialogue aimed at developing an effective strategy for targeting the energy
efficiency market, in order to position the company
as a major player. This strategy is a core component of the Group’s sustainable development
policy, which emphasises sustainable construction
and the importance of innovating ahead of climate
change.
Forclum, which is directly concerned by the introduction of energy efficiency targets, has begun the
task of significantly developing its expertise in this
area. The division already has tools and know-how
developed by specific expertise centres. The Centre
regional division, for example, specialises in
thermal and photovoltaic solar installations, while
the Ouest regional department specialises in wind
power, and the Nord regional department has
expertise in energy efficiency (design teams, etc.).
Forclum Ingénierie, for its part, has know-how
relating to biomass-fired boilers, while the business development department at Forclum Gestion
& Développement specialises in tenders for energy
performance contracts on behalf of clients. This
approach has already yielded a number of innovative tools and buildings, including:
The Clim’eco energy comparator, which can be
used at the design stage to model and then
compare the energy consumption required for
various air conditioning solutions in a building.
This calculator utility was nominated for the
Eiffage Innovation awards.
101
A quad-energy water heating system (nominated
for the 2009 Eiffage Innovation Awards); this technology combines solar heating, heat recovery
from the refrigeration system and the forced
ventilation heat pump, with any additional electricity required being purchased from the grid.
The head office of Eiffage’s Centre Est regional
division, built in partnership with Eiffage
Construction features a net energy consumption
(excluding IT equipment) of only 22 kWh/sq. m of
floor space. This is made possible by the presence of power generating facilities including
photovoltaic solar panels installed on the roof and
on the brise-soleils on the south elevation, a
vertical-shaft wind turbine and a geothermal
energy system that uses a heat pump and groundwater to extract free heating and cooling energy.
To enhance the Group’s expertise, each administrative region has sent at least two business
managers on the SERCE five-day energy efficiency
training course each year since 2007, and 80% of
France is now covered. In addition, following the
introduction of two pilot projects in 2009/2010,
more than 600 of the division’s employees have
received energy efficiency training as part of
FEE-Bat vocational training programmes.
For its part, Eiffel is now in a position to provide a global
“Structure + Envelope” service for new-build and renovation projects thanks to the combined expertise of
Goyer, Eiffel Construction Métallique and Laubeuf, a
company acquired in 2010. The design offices of these
three companies regularly work together, and a sales
function common to Laubeuf and Eiffel Construction
Métallique has been introduced.
IN ACTION
The energy efficiency pilot project
that just keeps going...
In 2009, Forclum carried out a six-month pilot
project to develop a strategy with which to
target the energy efficiency market in a
coherent approach and with the necessary
tools.
The project achieved its objectives, yielding a
combination of immediate results and
longer-term prospects, consistent with the
divisional management’s aim of positioning
Forclum as a major player in the energy
renovation market.
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EIFFAGE GROUP
The project also led to a master agreement
between Eiffage’s top management and
APEE-Promodul, under the terms of which
training would be provided to a target audience
comprising more than 2,000 Eiffage employees.
Accordingly, more than 70 training sessions
were held during the final quarter of 2010,
with priority being given to employees
of Forclum and Crystal.
Subsequent sessions are open to all divisions
of the Group.
Research was carried out to complement
this training with tools to provide additional
expertise (software, data sheets, remote
measurements, etc.).
A second pilot project was launched in October
2010, this time with the intention of rolling out
the strategy throughout Forclum, adapting
the training programmes and support services
for the other divisions, and identifying potential
synergies between divisions.
The management team at Eiffage Construction,
assisted by a network of regional managers and
cross-subsidiary working groups, strives to detect
recurrent difficulties, roll out best practices, implement new initiatives and carry out technical and
regulatory watch that benefits the whole division.
A growing number of inter-divisional strategies are
being developed, with the aim of positioning the
Group from the design stage of projects. For
example, the respective Nord regional divisions of
Eiffage Construction and Forclum have made a
number of joint decisions, including implementing
a concerted sales initiative and setting up an
energy efficiency department staffed by specialists
recruited from Eiffage’s regional business units.
This unit may be asked to express its opinion on the
technical feasibility of a preliminary design or
technical variant, for example, or to provide support
for sales initiatives. Lastly, the two management
teams have defined joint performance targets in
several areas, including government and education buildings, buildings and infrastructures operated by private-sector customers, and social
housing organisations.
On the ground
A masterclass in architectural
lighting by Forclum
In June, Forclum received an award acknowledging
its ability to unite its teams and successfully
accomplish an exceptionally prestigious project
to install architectural lighting at the royal entrance
to the Château de Versailles.
This operation, which involved installing more than
13,800 LEDs, won top prize at the 22nd Lumières
awards organised by the French association of
electrical and climate engineering contractors
(Syndicat des entreprises de génie électrique civil et
climatique - SERCE). This award is presented to
public- or private-sector clients that carry out
architectural lighting projects - for a monument or
other aspect of their urban, industrial or natural
heritage - with the most effective energy
management solutions.
103
Energy efficiency
Concentrated
expertise
Since 31 July 2008, high energy performance buildings have
been signature projects for the Group, and the office
developments built to serve its own needs are packed with
construction expertise to showcase the opportunities
offered by the Grenelle environmental summit in terms
of innovation incentives.
In the spring of 2010, the Hélianthe building occupied by Eiffage’s Rhône-Alpes regional divisions
was awarded two prestigious Pyramide awards by
the property developers’ association (Fédération
des promoteurs constructeurs): the Pyramide
d’Argent Immobilier d’Entreprise for commercial
property in the Lyon region and the Pyramide de
Vermeil in the same category at national level.
These awards are a testament to the determination
of the Group, which in 2008 decided to harness the
synergies between its various businesses to build
properties for its own use that also serve as
beacons of sustainable development practices.
In August, the Hélianthe building passed a new milestone when it was granted the BBC-Effinergie 2005
low energy consumption label and was certified under
the high environmental quality scheme for commercial buildings (NF Bâtiments tertiaire - HQE®),
acknowledging that the building’s performance
complies with requirements in terms of ecoconstruction, ecomanagement, user comfort and health. A few
months previously, in January, Forclum’s head office,
the Volta building in La Plaine Saint-Denis had paved
the way by also obtaining the BBC-Effinergie label
and HQE® certification. It was the first commercial
development in the Paris region to receive the former.
A new project in Vélizy
Eiffage Construction’s new head office located in
Vélizy will be handed over at the end of 2011. Like the
Volta and Hélianthe buildings, this future flagship of
Eiffage’s property portfolio is aiming for dual certification under the BBC-Effinergie and NF Bâtiments
tertiaires – HQE® schemes. The building is designed
to comply with the requirements of the forthcoming
RT 2012 thermal performance regulations, achieving
energy consumption of less than 50 kWhpe/sq. m/
year and greenhouse gas emissions limited to 2 kg
CO2eq/sq. m/year. Eiffage Construction Saint-Denis
is leading this project, for which Forclum is installing
the high- and low-voltage electrical systems, while
Forclim is providing the heating, ventilation, air
conditioning and smoke removal expertise, and
Goyer (an Eiffel subsidiary) is erecting the elevations.
On the ground
Eiffage Construction Picardie - a new
“positive-energy” head office in Amiens
The clean-lined Volnay building, which was handed over in December 2010,
delivers outstanding thermal performance. It is designed to be
a “positive-energy” building with a final primary energy consumption
figure of -23 kWheq/sq. m/year.
Specifications
Energy produced by seven vertical geothermal probes descending to a depth
of 100 m, coupled with a water-to-water heat pump. Heating and cooling distributed via recessed
ceiling-mounted chilled beams. Double flow ventilation system to recover energy from discharged
air. Rooftop photovoltaic panels (generating capacity: 39.6 kW peak). 25cm thick Monomur brick
walls with exterior rendering and polystyrene interior insulation. Glazed surfaces limited to 27%
of total elevation area. Anti-thermal bridging aluminium-framed windows (Uw insulating
performance: 1.6 W/sq. m/°K). Double-glazing units with integral blinds and exterior brise-soleil
on the south and west elevations. Low-energy lighting (8 W/sq. m). Enhanced draughtproofing.
This project was managed by Eiffage Immobilier Picardie. Two other divisions took part in the works:
Forclum installed the utility systems and Eiffage Travaux Publics carried out the external works.
The environment agency Ademe and Nord Picardie Regional Council subsidised the project in equal
measures, together providing a total of €43,000 for the photovoltaic power systems and €114,000
to enhance the overall performance of the building.
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EIFFAGE GROUP
Energy efficiency
Innovative
processes and products
Staying true to its longstanding policy of seizing any
opportunities offered by regulatory changes, in 2010
Eiffage reaffirmed its strategy for developing and
capitalising the Group’s energy efficiency expertise.
Cutting electricity consumption
on motorways
In May 2010, the State made the decision to discontinue street-lighting along 130 km of motorway in
the Paris region, with the aim of achieving a 40%
reduction in the electricity consumption of the
region’s motorway network. Elsewhere in France,
only a few special sections of motorway are lit, but
potential savings are achievable in several areas.
For several years, APRR and AREA have made
considerable efforts in this direction, implementing
many practical measures to reduce the energy bill
of their infrastructures.
Variable brightness
Electronic programming systems are being installed
at various points in the network to dim the lighting
during certain periods, while at no time compromising motorists’ safety or comfort. For example, at
the Fleury-en-Bière toll barrier on the A6 ParisLyon motorway, the voltage supplied to lamps is
reduced from 220 V to 180 V between 10 pm and
5 am, decreasing energy consumption by approximately 20% to 30%. Similarly, the street-lighting on
a section of the A43 leading out of Lyon is now
dimmed by 25% during off-peak night-time periods.
Leading lights - New applications for LEDs
Motorway rest and service areas are a major focus
of APRR and AREA’s energy saving strategy.
Following initial trials conducted in 2009, the lighting
systems at several sites were renovated in 2010, and
LEDs now take pride of place. For example, the
24 lighting standards at the Boitray area on the A6
motorway are now equipped entirely with LEDs.
Each lamp is rated at 56 W, compared with 2 x 125 W
for the old street-lights, which were also responsible for severe light pollution. The new lamps
provide more effective lighting while consuming five
times less electricity. In addition, the new facilities
require less maintenance as the LEDs have a service
life of 10 to 12 years. The Hyombre area on the A36
is currently testing LED-based lighting for its pedestrian crossings, and, at the Lac-de-Sylans area on
the A40, LED lighting has been installed in the
vicinity of all the toilet blocks. The section of steel
arch that towers over the site is highlighted by LEDs
connected to a control system that allows a vast
range of lighting colours and scenarios to be
programmed. LEDs have also been installed at the
Besançon Nord toll station.
On the ground
APRR - More light per kilowatt-hour
in the Avallon district
Discreet but highly effective “light tubes” have been installed in the Avallon district,
to provide the necessary daylight and sunrays in corridors, offices and cloakrooms
with no need for lamps or other electrical systems. With this solution, sunrays
striking a glass lens are directed along the inside of a polished stainless steel tube.
105
Street-lighting - LED solutions gain ground
Taller, brighter, yet still as economical: LED lamp
standards are now a key feature of street-lighting
projects managed by Forclum. As well as offering
significant energy savings, this technology can be
used to help traffic flow more smoothly, improve
safety and create a particular mood in a space. LED
lamp standards were installed for two projects by
Forclum Porte de Bourgogne in the Yonne department: five 5 m lamp-posts were erected on the
village square in Soucy, and nineteen 7 m lampposts were installed in the streets of Sauvigny-leBois. Four large 9 m posts are also currently
undergoing tests by Forclum Val de Loire in Montlouis sur Loire, with a view to rolling out this type of
lighting throughout the municipality. For its part,
Forclum Sud Bourgogne carried out an ambitious
project involving lighting the Place de la Gare, in
front of the railway station, in Chalon-sur-Saône.
The special feature of this operation was a series of
four 15 m tall concrete “semaphore” posts equipped
with floodlights fitted with filter mounts, variable-
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EIFFAGE GROUP
geometry mirrors and three-colour LED strips at
the top of each post, connected to a programming
system at the base.
Sustainable construction on every front
Eiffage Construction carried out many projects in
which environmental concerns acted as a driving
force, one example, of which is the “eco-residence”
built by Eiffage Immobilier Aquitaine. This building,
which was handed over in Bruges, in France’s
Gironde department, in December 2009, was
designed according to high environmental quality
(HQE®) principles and was awarded the H&E
(Habitat and Environment) label by Cerqual. It now
serves as a benchmark for other projects in southwest France. Key features of this project include
the use of eco-materials such as brick and wood,
the choice of a gas-fired collective boiler room,
solar panels to supply hot water, a bioclimatic
approach to the orientation of the building’s
windows, and a remote energy utility metering and
management system.
Away from the housing sector, Eiffage Construction is
also committed to sustainable technical buildings.
The most eloquent illustration of this is the multimodal transport interchange in Bellegarde, which is
France’s first bioclimatic high-speed railway station.
This circular structure, built by Eiffage Construction
Ain, harnesses numerous sustainable technologies,
including solar energy via the transparent roof, heat
pumps, earth pipes and a double dome structure
featuring an opaque wooden dome and a translucent
ETFE outer dome, in which the plenum (i.e. the volume
of air trapped between the two domes) acts as an
effective insulation system that also pre-heats air in
winter and provides natural ventilation in summer.
Clemessy’s industrial division and operational
teams are focussed on developing reproducible
basic energy efficiency solutions in preparation for
future standards relating to energy efficiency and
to building management and automation systems.
The aim is to be able to offer customers state-ofthe-art technical solutions in terms of energy
performance, as part of a comprehensive building
management system that optimises all aspects of
energy consumption (lighting, heating, ventilation,
air conditioning, etc.).
On the ground
The GAN tower in La Défense sets a new
technical benchmark
At 187 m tall, the GAN tower - now known as CB21 - is the fourth-tallest tower
in the La Défense business district of Paris. The building, which was
completed in 1974, underwent a massive programme of renovation works
in 2009-2010 to ensure compliance with high environmental quality (HQE®)
standards. The aim of the project was to reduce the building’s energy
consumption by 30% without altering its original architecture.
This performance was achieved in no small part through the replacement of
the building’s 5,388 glazing units by Goyer, whose teams spent six months
manually replacing each of the 107 kg modules. The new, argon-filled
low-emissivity glazing units are the same emblematic dark green colour as
the previous ones, but deliver 50% better thermal performance.
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Energy efficiency
Enhancing
the energy performance of existing buildings
In the renovation market, 2010 will undoubtedly be
remembered as “the year of the school”.
The highlight of the year in this respect was
the energy performance contract awarded to Forclum
by the Centre Regional Council following a competitive
consultation process.
The purpose of this global contract is to finance
and carry out work involving insulation, renovation
of existing facilities and renewable energy solutions, and then to operate the buildings at 18
secondary schools with a guaranteed performance
target. The savings generated over the term of the
contract will help to fund the cost of the work, in an
approach focused on performance and optimal
cost-benefit ratios.
Eiffage Construction Haute-Normandie completed
its project to restructure the Rachel Salmona
secondary school in Le Tréport to high environmental quality (HQE®) specifications. The school’s
students were able to admire the work when they
returned from their summer holiday in September.
In parallel to this major commitment by Forclum,
Eiffage Construction’s subsidiaries carried out
several simultaneous renovation projects involving
educational institutions:
At the same time, pupils at the Marcel Cachin
kindergarten and primary school in Argenteuil
discovered their new school, which had been
totally renovated over 18 months. This building,
Commitment
The 15-year contract will reduce final energy
consumption by 40%, and cut the related greenhouse gas emissions by 50%. Eifficentre, a project
company set up for this assignment, will be making
investments and carrying out work worth e30
million (excl. VAT) over a 17-month period beginning in the autumn of 2010. The renewable energy
produced by the schools will account for 14% of
final energy consumption. This performance will
be achieved by installing three wood-fired boiler
plants, seven heat pumps, 10 dual-energy or trienergy water heating systems and 3,000 sq. m of
photovoltaic solar panels.
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EIFFAGE GROUP
LEDs go underground
The lighting system renovation projects in the Chamoise
tunnel on the A40 motorway and the Dullin tunnel on the
A43 have now been launched, with the aim of replacing the
existing equipment with less energy-intensive systems.
The use of innovative LED technologies is naturally being
considered, and feasibility trials were conducted in the
Chamoise tunnel in early 2010. Installing LED light fittings
and laying a lighter-coloured road surface that reduces
lighting requirements is expected to yield an energy saving
of almost 60%.
which aims to set an example for others to follow,
features large glazed modules, a planted roof,
photovoltaic panels and solar heating panels to
supply hot water to the canteen.
In Seine-et-Marne, the André Malraux secondary
school is looking forward to a new lease of life as
a result of an ambitious renovation and construction programme that will see it double in size.
Note that the renovated buildings will feature
externally-applied insulation with white concrete
elements supplied by Eiffage Construction BasseNormandie.
In brief
Lastly, in southwest France, Eiffage Construction
Midi-Pyrénées renovated a 397-bedroom student
hall of residence for CROUS in Toulouse. A particularly streamlined living module was developed
for this project, featuring a foldaway bed above a
work surface that leaves space for a prefabricated bathroom unit with a shower, toilet and
washbasin, as well as a kitchenette with a sink,
refrigerator and cooker hob.
Luxsolis
Two renovation projects for the Luxsolis Ingénierie
design office (Forclum):
Conversion of the community hall in Roye into an
energy-efficient theatre in 2007. Although the initial
aims of this project were to achieve the THPE energy
efficiency standard, which is 30% better than thermal
regulation RT 2005, the building would almost qualify
for the BBC low consumption label under the RT 2012
criteria, thanks to its exterior insulation and its
high-performance heating, ventilation and air
conditioning system.
Creation of a palette of renewable energy-based
technical solutions designed to reduce the energy
consumption of supermarkets operated by
the Intermarché group.
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Energy efficiency
From innovation
to industrialisation
For several years, Eiffage has been developing and industrialising
innovative energy efficiency processes with applications in today’s world.
Several such innovations launched commercially in 2009 are showing
considerable potential.
Eiffage Construction Industries was established in
2008 with a mission to develop and industrialise
innovative concepts designed to shorten construction times and simplify the organisation of worksite
activities within the context of a sustainable development strategy. In particular, this subsidiary has
developed two major solutions: the HVA Concept™
bathroom (prefabricated modules made to measure
in concrete, concrete-and-plaster, or concreteand-hydropanel versions); and the PAC.R2® heat
pump, which offers a three-in-one solution (ventilation, space heating and water heating) specifically designed for apartments. Both innovations
were patented in 2009, and the Eiffage Construction Industries plant, located in Fresnay-surSarthe, began operating the same year. The HVA
ConceptTM modules are now in full production and
there is a sizeable order book, including 687 units
for the Cité Sanitaire health complex in SaintNazaire (where 100 modules were installed in
August 2010), 130 bound for the Cateliers student
hall of residence in Rouen, and 80 for a retirement
home in Masseube, in the Gers department.
The Fresnay plant will begin producing the PAC.R2®
heat pump in the course of 2011.
Forclum reached a new milestone in its industrialisation strategy in 2010. In December, the decision was made to launch industrial production of
its LED lighting systems for the commercial sector.
At the same time, the division continued development work for Luciole®, and is currently seeking a
site for full-scale trials, which is an essential step
before mass production can be considered.
On the ground
The double impact of automation
At Eiffel, automation has been the watchword for a number of years. Although most
investment is aimed at enhancing productivity while making work less arduous for
employees, it appears that process automation also has environmental benefits.
Plant operators have noticed that the laser equipment installed at production
facilities consumes half as much energy and produces higher-quality results
than several of the machines used previously.
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EIFFAGE GROUP
Renewable energy
Recognised
expertise
The renewable energy market remains particularly
promising for the companies that form Eiffage’s Energy
division, which is now recognised for its expertise
in this rapidly-expanding, multi-faceted sector.
The Group’s technical capabilities make it a key player
in wind power, photovoltaic power, solar heating,
biomass and heat pump applications.
Knowledge networks at Forclum
Forclum has long been acknowledged as a leading
specialist in photovoltaic power. Since 2009, the division has been working to consolidate its local expertise into a national, division-wide organisation.
Following the introduction of a division-level purchasing
policy for photovoltaic equipment, this strategy
reached a new milestone in 2010, with the formation of
a renewable energy team whose 130 members
perform tasks such as referencing suppliers and
negotiating prices and framework agreements for
equipment including current converters, panels, integration systems and accessories. In addition to this
mission, the team is also actively helping to establish
an extensive network of photovoltaic power expertise,
in order to share best practices and provide practical
feedback to all operators. The team has already intro-
duced a number of tools to help it achieve this goal,
including Cell’Info, a quarterly newsletter. This
publication, produced entirely by Eiffage employees
(business managers and legal specialists), is a
cross-subsidiary communication medium that focuses
heavily on feedback from regional teams and on regulatory and technology watches. This newsletter and
other sources of information relating to the photovoltaic business are available via Agora, the Corporate
Purchasing intranet, in the new “Renewable energy/
photovoltaic power” section.
The arrival of Luxsolis in Forclum in 2010 led to the
creation of the “PV club”, which held its first
meeting in June. The purpose of the club is to share
information and views relating to photovoltaic
power, in order to standardise practices, in terms of
both purchasing and sales offerings, and to keep
abreast of the rapidly-changing legal situation.
On the ground
Renewable energy trade shows
The renewable energy trade show has been the industry’s
flagship event since 2001. For the eighth edition of the
show, which was held at the Porte de Versailles exhibition
centre from 8 to 10 June 2010, the Eiffage stand showcased
the Group’s full range of expertise - particularly that of
Eiffage Construction and Forclum – and gave prominent
exposure to the work of the Phosphore forward-looking
sustainable development project (see p. 120). In addition
to this “unmissable” national show, Forclum’s Normandie
and Nord divisions took part in several regional events
focussing on the implementation of photovoltaic solutions.
Eiffel was present at the Pollutec show in Lyon
(from 30 November to 3 December), via its subsidiary
Ger2i, giving the event’s 50,000 visitors an opportunity
to discover the Monashell® process (see p. 92).
111
Commitment
Eiffel at the cutting edge in offshore
wind power
Offshore wind power is a very promising area, offering huge
growth potential, thanks to consistent, very strong maritime
winds. The offshore market represents a major growth
engine for the wind power sector, which has been seriously
affected by the economic crisis. At a time when several calls
for tenders are poised to enable significant breakthroughs in
this area, Eiffel intends to position itself to leverage its
multiple areas of expertise. To this end, the manufacturing
plant in Fos-sur-Mer has developed a range of jacket
foundations featuring an innovative installation procedure
and buoyancy modules suited to the new Vertiwind verticalshaft floating wind turbine concept developed by the start-up
Nénuphar in the context of a partnership supported by the
Mer PACA cluster. Note that the revival in the offshore market
enabled the Fos plant to take on around ten employees from
Eiffel Iberica, a company specialising in onshore wind power
that had been forced to streamline its organisation when its
order book was severely affected by the economic downturn.
Renewable energy hits the road
In brief
APRR’s sustainable development principles have
prompted it to consider using clean energy sources
at all of its locations. The division is currently developing an alternative off-grid solution for the electricity requirements of new non power-intensive
sites (such as cameras, traffic counting stations and
meteorological stations). Trials of a vertical-shaft
micro-turbine, designed to generate power both
from prevailing terrestrial winds and from gusts
produced by passing lorries, began in 2009. The original model, installed alongside the A6 motorway, on
the slip road leading to the Venoy service area south
of Auxerre, has been replaced with a more powerful
wind turbine. A wind power generation and storage
facility is scheduled to begin operating in 2011.
APRR is also interested in solar power. For example,
the new Seynod Sud interchange on the A41
motorway has been equipped with a photovoltaic
roof. The Rhône regional division also successfully
tested solar-powered variable-message sign
trailers. Three districts - Villefranche, Mâcon and
Haut-Bugey - have been equipped with these clean,
remote-controlled solutions that can operate for a
record-breaking seven weeks with no sunshine!
Solar panels on every roof
A growing number of Eiffage Construction projects include solar energy
solutions. Good examples of successful projects include a prestigious
apartment development equipped with a solar heating system built for
Eiffage Immobilier in Chambéry, a renovation project featuring
photovoltaic panels for Eiffage Construction Rhône in Rillieux-La-Pape,
and the renovation work carried out by Eiffage Construction Tours at the
Réunica plant in Esvres, which involved installing 300 sq. m of rooftop
photovoltaic panels. In March, teams from Forclum Ingénierie put the
final touches to the total overhaul of electrical equipment and runway
lighting at Mahajanga airport in north-west Madagascar.
Forclum’s assignment also included the unprecedented task of
implementing a radio beacon system powered by photovoltaic panels.
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EIFFAGE GROUP
On the ground
Three-in-one biomass
As part of the Eiffage-led project to build
the centre hospitalier sud-francilien (CHSF),
Forclum was awarded the contract to install
a 3.5 MW, wood-fired tri-generation boiler
that produces hot water, chilled water and
electricity. When operating at full capacity,
this facility requires 100 cu. m of wood pellets
and offcuts per day. The storage area has a capacity
of 500 cu. m, or five days’ requirements.
Under the terms of a procurement agreement
with the forestry agency ONF, a truck will visit
the site once a day to supply the boiler with fuel.
Ash from the boiler will be collected by ONF, treated
and used as fertiliser by farmers. This boiler, which
is the only one of its kind in Europe, will cover 50%
of the hospital centre’s hot and chilled water
requirements as well as 10% of its electricity needs.
Photovoltaic power - Thinking big
Biomass confirms its potential
Over the past few years, the farming industry has
taken a growing interest in energy savings and
shifting away from fossil energy. Photovoltaic greenhouses are now emerging as one potential solution
for optimising agricultural output - by extending the
growing season - while also generating a significant
amount of power. In 2010, two such projects were
implemented in southern France. In Bellegarde,
Eiffage Construction Gard built two photovoltaic
greenhouses for Suneol, with roof areas of 26,460
sq. m and 52,920 sq. m, respectively, the latter
structure being the largest of its type in France.
Biomass from forests or agriculture offers major
potential as an energy source, making it a realistic
alternative to fossil fuels. After falling out of favour
for a while, biomass is currently making a powerful
comeback in the renewable energy market, driven
by a revival in the French wood and timber industry.
Smurfit, the Irish-Dutch paper group, produces
brown paper from pine cellulose at its plant in
Facture, Biganos. Until recently, the plant used a
cogenerating boiler to produce steam for the manufacturing process while also generating electricity.
In September 2010, this facility was replaced with a
biomass boiler operated by Dalkia, which will be
70% more efficient and will produce three times as
much power. The 40 m tall boiler plant is able to
process 500,000 tonnes of wood waste annually and
has a power output of 70 MW, making it France’s
largest biomass power plant (see photo on p. 101).
This project provided an opportunity for staff at
Eiffage Construction Nord-Aquitaine to demonstrate
their industrial civil engineering expertise, and for
Eiffage to once again harness powerful synergies
between its businesses. A consortium comprising
Eiffage Construction, Eiffage Travaux Publics and
Forclum was awarded the contract for the external
works civil engineering package. Forclum was also
selected for the electricity work package, and Crystal
took charge of the water and steam utility systems.
This was the second project of its type to be carried
out for Dalkia, as Eiffage Construction had already
built a boiler plant in Vandoeuvre in 2008.
In Pamiers, Eiffage Construction Midi-Pyrénées
has built a biomass-fired boiler facility to provide
hot water and central heating to a complex
comprising a kindergarten, 62 apartments and 26
detached houses. The plant was completed in only
three months, thanks to the use of prefabricated
components and a masonry block structure.
Teams from Forclum Aquitaine Limousin’s Industry
department, supported by personnel from Forclum
Quercy Rouergue Gévaudan, installed 45 current
converters, an alternative distribution system and
the cables needed to carry the direct current power
from the panels on a greenhouse equipped with
2,600 sq. m of photovoltaic cells erected in SaintGermain-du-Bel-Air for the greenhouse specialist
Solarneo. Forclum carried out another ambitious
project in a more urban setting: integrating the
largest photovoltaic power plant ever built on the
roof of a European shopping centre. This huge
installation, set among the vineyards surrounding
the town of Orange, features 12,000 photovoltaic
panels extending over 30,000 sq. m of rooftops and
generating 2.2 GWh of power per year - equivalent
to the annual household consumption of a town
with a population of around 3,500.
This colossal project has been a collective success
story for the division, as it involved four different
business units: Forclum Val-de-Loire (consortium
leader), Forclum Méditerranée, Forclum Lyon
Métropole and Forclum Centre-Loire.
113
More cogeneration and multi-energy
projects
Four cogeneration contracts for Forclum
Aquitaine Limousin
Many electricity buyback contracts between the
electricity operator EDF and operators of cogeneration plants are soon to expire. Owners of such
plants wishing to continue benefiting from their
current contractual terms and conditions are being
asked by EDF to invest at least e350 per kW
installed capacity at their generating plants, in
order to improve their operating efficiency. Forclum
Aquitaine Limousin’s Biscarosse office has taken
advantage of this new deal by securing no fewer
than four renovation contracts (worth a total of
e10 million) from Comax France, a subsidiary of a
Canadian group that invests in energy solutions.
The Biscarosse office also won a number of twelveyear operating contracts worth a similar amount.
A tri-energy solution for a retirement home
When asked by managers at the Écureuil retirement home in Chaussée-Saint-Victor to propose
an innovative water heating solution, Forclum Valde-Loire’s Blois office devised a tri-energy system
incorporating a condensing boiler, solar heating
and photovoltaic panels as well as heat pumps
with a heat recovery device on the forced ventilation system. Forclum Val-de-Loire proposed this
tri-energy solution, which will enable hot water to
be produced at almost no cost, within the framework of a 10-year maintenance contract.
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EIFFAGE GROUP
Forclum develops crucial new expertise
in marine heat exchangers
Crystal, a company specialising in heating, ventilation, air conditioning and sanitation systems, was
acquired by Eiffage in 2008 and integrated into
Forclum in 2010. This operation has given the division unmatched expertise in the area of marine
heat exchangers. Crystal handled the flagship project
in La Seyne-sur-Mer, which uses seawater as an
intermediate fluid (rather than air, which has less
favourable thermal inertia), resulting in performance
factors in excess of 3.5.
The operating principle is simple: seawater, which
is always warmer than ambient air during the winter,
and always cooler in the summer, is collected
using an offshore pump. The heat energy is transferred, via heat exchangers, to a pipe system
through which freshwater circulates between the
connected buildings, supplying their reversible
heat pumps, which provide heating in winder and
air conditioning in summer.
Following on from a previous project in Monaco,
this facility, which is the only one of its kind in
France, will ultimately serve 54,000 sq. m of
commercial premises and housing. It has the
potential to generate annual energy savings of
5.5 million kWh, corresponding to 693 teqCO2.
In December 2009, the project received an ÉcoActions award from the “environmentally-conscious
mayors’ association” (Association des Éco-Maires
de France), and is now internationally recognised.
Nuclear activities
The Group’s divisions contribute to the safety of nuclear facilities
and processes by providing their expertise during the design
and construction phases, carrying out maintenance in sensitive
environments and taking part in the end-of-life decommissioning
of power plants.
Progress at the EPR plants under
construction
As part of the
decommissioning
programme
for its oldest
“graphite gas” nuclear
plants, the operator
EDF must upgrade
certain facilities
(notably overhead
cranes) in preparation
for the dismantling
process.
Eiffel was awarded
a contract to renovate
the reactor building
crane at the Chooz A
plant. The project
involves completely
overhauling the
electrical system
and carrying out work
to ensure that the
2 x 110 t crane
is mechanically
reliable.
The EPR plant in Flamanville is one of three nextgeneration nuclear power plants currently under
construction. Two Eiffage divisions are heavily involved
in this project, which reached its halfway point in
2010:
Eiffage Construction, which is responsible for the
superstructure civil engineering work and auxiliary trades for the 86 m x 74 m operational service
centre that will house the operator’s offices and
plant rooms.
Eiffel, which is building the equipment access
hatch, the 135 tonne heavy crane, the 23 tonne
spent fuel pit crane and which, with effect from
2010, is manufacturing the 225-tonne brackets
for the track supporting the polar crane that will
be used to handle heavy loads in the reactor
building.
Eiffel is also involved in the EPR project in Taishan,
China. Construction of the two polar cranes began
after 18 months of design studies, during which no
fewer than 400 engineering drawings were produced:
the winch carriages were dispatched from the
Lauterbourg plant in December, while the 450-tonne
quadrilateral assembly was being manufactured,
assembled and tested in China by Eiffel’s subcontractor, DHI-DCW. The crane will be assembled in
Taishan and the dome sealed in 2011.
An innovative project at the research
laboratory in Bure
Recognised maintenance expertise
In order to satisfy the highly specific requirements of
the nuclear maintenance industry, Clemessy, Eiffage
Travaux Publics, Eiffel and Forclum have a large
contingent of “DATR” employees certified for direct
assignment to work in radiation areas. These
specially trained and monitored workers are able to
work safely in environments exposed to ionising radiation. Forclum had 170 DATR employees throughout
France in 2010, compared with 150 in 2009. The Harfleur facility operated by Forclum Haute-Normandie
obtained a new UTO qualification entitling it to provide
power plant valve maintenance services directly. The
staff at Clemessy’s nuclear department have accumulated combined experience of 40 years covering
more than 10,000 maintenance interventions and
project assignments to strengthen existing structures, modify utility systems and create new structures to cope with potential accident scenarios. In its
capacity as a civil engineering contractor, Eiffage
Travaux Publics has helped to build approximately
half of the nuclear power plants in France. Over the
years, Eiffage Travaux Publics employees have
passed on their knowledge to new colleagues, and
the division is constantly diversifying its expertise. As
a result, Eiffage Travaux Publics - in addition to its
activities during the plant construction phase - is
able to offer operators a particularly comprehensive
range of services, including reinforcing existing
structures, modifying utility systems, creating new
structures to cope with all foreseeable scenarios,
working on tall structures such as stacks and cooling
towers, ad performing dismantling operations.
The LSMHM underground research laboratory in
Bure operated by the national radioactive waste
agency, ANDRA, conducts research relating to the
deep geological storage of radioactive waste.
For Eiffage Travaux Publics Rhône-Alpes Auvergne,
which won the contract for the excavation work, the
laboratory in Bure offers an excellent opportunity to
innovate in the area of excavation and ground
support technology, techniques and capabilities. For
example, a discrete-impact excavation machine was
developed especially for the site.
115
Focus on
Impressive, modular...
and fully sustainable
The symbolic foundation stone for Lille Métropole stadium, which is to host the Euro 2016
football championship, was laid on Monday, 27 September 2010. This innovative infrastructure,
designed to serve as a conference centre and as a venue for a wide range of sports,
entertainment and other events, must comply with a host of sometimes hard-to-reconcile
operating, safety, security and environmental requirements and standards. For Eiffage,
this all-trades project is both a major challenge and a unique opportunity to establish
new milestones in terms of sustainable construction.
A multi-tasking project
for Eiffage Travaux Publics
For Eiffage Travaux Publics, which is leading
the project, building the Lille Métropole stadium
has been an architectural, environmental, social
and organisational challenge, with 650 people
working to very tight schedules.
700,000 cubic metres of reputedly-polluted spoil
(see p. 93) were removed at the start of the project,
and pre-construction earthworks alone accounted
for a volume of 480,000 cu. m.
No fewer than 3,000 holes (one every 6 m) were bored
to check that the former quarry workings had been
properly filled by the 68,000 cu. m of concrete slurry
injected. In addition, 4,800 water analyses were
performed. 1,750 piles were driven 15 m to 20 m
into the ground, forming the structure’s foundations.
Lastly, 35,000 cu. m of concrete (out of a planned
total of 73,000 cu. m) has already been placed.
From the start of the project, Eiffage Travaux Publics
set out to include as many people as possible
who had been out of work for several years.
Initial plans were made for work inclusion contracts
totalling 56,000 hours, but this target has been
beaten by a considerable margin thanks
to cooperation between Eiffage and employment
and training organisations (Maison de l’emploi
and Pôle emploi agencies, AREF and AFPA).
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EIFFAGE GROUP
Power in safe hands
The high-tech Lille Métropole stadium affords Forclum ample
opportunity to conduct very large-scale trials of the division’s
latest innovations in terms of heating, air conditioning,
lighting and new technologies, not least an animated
elevation outside the building. In all, Forclum is to carry out
no fewer than 250,000 hours of work for this project.
The highlight from a sustainable development perspective
will be the installation of dynamic uninterruptible power
supplies (see 2009 Sustainable Development report, p. 65)
that take over from the grid while the diesel generators
(which are a source of significant carbon emissions)
are started up.
This solution, which eliminates the need to operate
generators continuously will avoid annual emissions
of at least 200 teqCO2. The stadium’s other sustainable
facilities include 200 sq. m of photovoltaic cells, a system
that recovers energy from boiler fumes, an air-water heat
pump supplying hot and chilled water, and air handling
units equipped with frequency controllers and an energy
recovery wheel.
Preparing for the future
Prowess and innovation
For Eiffel, Lille Métropole stadium is a project on an unprecedented scale,
for which Eiffage’s Metal division is coordinating the activities of nine European
plants to supply 10,000 tonnes of steel, 100,000 bolts, 39,810 sq. m of roofing,
3,800 sq. m of elevations – the list goes on... The central opening over the pitch
will have a moving roof consisting of four 80 m x 35 m panels, and the four
hectares of roof covering will be made of white PVC membrane.
The two longitudinal mega-beams, which rise to a height of 16.35 m and span
205 m, were prefabricated at the Lauterbourg plant before being transported
to the site by barge for final assembly (saving approximately 4,000 tonnes
of carbon emissions). The beams were moved into position in November and
the first sections of roof were erected at the end of December. The composite
pinned-and-prestressed mega-beam delivers significant savings in terms of steel
requirements (approximately 1,300 tonnes). The decision to prefabricate
the beams not only decreased the need for onsite welding and assembly
operations, but also reduced the amount of waste generated. Lastly, transporting
the beams by water limited the carbon emissions and packaging requirements.
Sustainable development
- A core feature of the project
For Eiffage Construction, which is building the annexes
(including two hotels, serviced accommodation,
a physiotherapy and fitness training centre for athletes,
as well as several restaurants), the project offers
an ideal opportunity to put its extensive range of
eco-design and eco-construction know-how into
practice. The property will feature planted roofs,
solar water heating, sun shades to suit each elevation’s
exposure, and exterior thermal insulation.
Energy consumption will be equivalent to that of a BBC®
(bâtiment basse consommation) building - merely half
the level permitted under current regulations.
117
118
EIFFAGE GROUP
Preparing
Texte
for the future
à venir
119
Phosphore
A prospective R&D
strategy with a focus on change management
In 2007, Eiffage put into practice its commitment
to prospective research in the area of sustainable
development and urban living by launching an in-house
R&D programme code-named Phosphore, which aims
to anticipate the ways in which our cities will need
to adapt to the consequences of climate change.
The Phosphore programme, managed by the Group’s
Sustainable Development Department, has several
objectives:
Stimulate debate between experts from all of the
Group’s core businesses concerning contributions
by relevant disciplines enabling a clearer understanding of the evolving urban environment, and
especially the human and social sciences;
Prioritise the most credible areas for R&D (from
a technical and energy perspective, in particular)
in a hypothetical context in which only renewable
energy is used, as a logical extension to the Grenelle environmental summit;
The Phosphore II green
neighbourhood design,
which is accessible
to the public on
the Eiffage website,
is the Eiffage Group’s
contribution to
the national public
debate on green
neighbourhoods.
www.eiffage-phosphore.com/phosphore2
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EIFFAGE GROUP
Adapt Eiffage’s offering and prepare its business
lines to harness the growing popularity of delegated public service arrangements such as the
public-private partnerships (PPPs) that place
private operators in the role of project owners.
Engineers from all Eiffage divisions have been
working for more than three years on comprehensive
virtual sustainable urban development projects, for
which sustainable development is a crucial economic
necessity. These projects factor in extremely strict
specifications: all-renewable energy with no fossil
fuels; water, air and energy resources extracted
sparingly; greenhouse gas emissions countered
economically dissuasive carbon taxation, etc.
The first two phases of this project focused on a
real-life experimental arena – the Arenc neighbourhood of Marseille – which first underwent a
thorough diagnostic assessment covering climatic,
geographic, geological, historical and cultural
aspects.
The project is consistent with the principles set out
in the “high quality of life®” (Haute Qualité de Vie®)
sustainable development baseline, which arose
from the Phosphore research and advocates a
systemic approach to the design of urban projects.
Phosphore rapidly demonstrated that designing a
green neighbourhood would require Eiffage to
develop a city-scale strategy, in particular with
regard to mobility, energy and housing issues.
Following the initial phase (2007-2008), which
focused on designing an energy-efficient multimodal transport interchange and service tower,
the second phase of research for the Phosphore
project culminated in September 2009 with a
proposed design for a 170-hectare urban neighbourhood that would be home to 32,000 residents
and the same number of jobs.
Phosphore contributors also systematically question
current practices. This approach has yielded new
applications for processes patented by Eiffage R&D
teams (EBT®, Luciole®, Unibridge®, HVA ConceptTM,
etc.), which have justified their industrial development by stress-testing current design principles and
technological advances such as twin-skin elevations,
urban wind power and biomass solutions.
Phosphore I and II - the Eiffage vision
of urban prospective thinking
121
Phosphore III - Practical proposals
for sustainable urban development
For Phosphore III, a revised climatic and socioeconomic context (in 2030) was adopted, and a new
500-hectare virtual “playground” in Strasbourg
was chosen as the setting in which to devise three
adjoining green neighbourhoods using the Haute
Qualité de Vie® systemic approach.
EIFFAGE GROUP
Application of the principle of energy solidarity
(solidarité énergétique®) between new and existing
structures at block level, factoring in cost-effectiveness and the limitations of energy renovation
works in second-hand buildings;
Work began in October 2010, and the results will be
presented to the Chairman and CEO and to the
Group’s Management Board in June 2011:
Inter-building adaptability, offering scope to
reconfigure volumes and plan spaces that can be
created with no need for structural work and only
minimal finishing work;
A finalised Haute Qualité de Vie® baseline reflecting
Eiffage’s breakthrough-focussed strategy and
systemic approach, directly applicable to everyday
operations;
Alternative water management strategy and
techniques, at neighbourhood scale, together
with a framework for optimising the water cycle
at building level;
A scenario for 2030 and 2050 focusing on modal
transfer of passengers, goods offloading and the
collection and routing of waste at the scale of the
Strasbourg urban area; the scenario includes the
creation and requalification of infrastructures,
together with an appropriate transport offering;
Users’ health and human biorhythms taken into
consideration in the proposed development and
construction solutions.
An energy strategy featuring an all-renewable
energy mix at the scale of Strasbourg city centre;
122
Definition, specifications and technical acceptance
for various types of positive-energy building;
The results of this research will be implemented
virtually in three areas of central Strasbourg: the
Gare Basse area, the Wacken area and Place de
Haguenau.
HQVie®
High quality of life
®
(HQVie®) - A clearer picture
The HQVie® “high quality of life®” baseline draws on
the divisions’ operational experience and the Group’s
expertise in urban project coordination, as well as
recommendations by elected representatives, planning
specialists and experts in environmental topics
and the social sciences. It sets out an approach that
incorporates the highest standards of sustainable
development and covers the various components of
a sustainable city: respect for local specificities, frugal
consumption and rational management of energy, waste
and water and mobility flows.
After applying to the intellectual property organisation INPI to protect the concept in 2008 and 2009,
Eiffage refined the HQVie® (Haute Qualité de Vie®,
H.Q.V.®, HQV®) baseline in 2010, and it is already
being trialled all over France in tenders involving
different types of urban development at different
scales, including mixed-use development areas,
sports facilities, hospitals, schools and housing,
office and service developments.
The HQVie® high quality of life® baseline
in three dimensions
The architecture adopted for the HQVie® baseline
features three dimensions:
Principles, defining the baseline’s systemic and
space-time approach. The five interdependent
principles apply to all urban projects, regardless
of their nature or scale.
Analytical fields, representing the various components of an urban project. Each field is analysed
in the light of the HQVie® principles, in order to
guide the practical decisions regarding sustainable development and construction.
Scales, corresponding to analytical scopes (which
vary according to the nature of the urban project),
each associated with sustainable development
and construction solutions offered by Eiffage.
HQVie® principles
(Space-time dimensions)
Risk prevention and resilience
(forward thinking)
Cohesion, health and wellbeing
(relational thinking)
Use intensification and change
(functional thinking)
Rational mobility and flow management
(dynamic, circular thinking)
Sensitivity to the existing fabric
(local thinking)
Energyy
Resources
and materials
Human developmentt
Physical and natural
environment
Analytical fields
err
Water
Building / city block
Neighbourhood
City / urban area /
surrounding area
Scales
123
Innovation
Role of R&D
Research and development (R&D) plays a crucial role
in a company’s growth and development, notably
by designing and perfecting innovative techniques.
The dedicated R&D departments operated by the Group’s
divisions are well organised and particularly dynamic,
with close links to the scientific research community.
APRR’s strategy and business
development department
“Planned innovation”
- A Clemessy speciality
The strategy and business development department pursues a proactive market watch and innovation policy, in particular via a network of some
ten innovation correspondents from various business lines and regional business units. APRR is
currently taking part in programmes focussing on
the development of intelligent transport systems in
Europe, notably the Easy Way programme, which
has the dual aim of easing traffic congestion and
reducing carbon emissions.
After introducing medium-term plans for each
market sector as well as the recent three-year
plan, Clemessy is convinced of the need to move
even closer to customers.
The division maintains relationships with the research
community on several levels, including:
Cofinancing theses (e.g. Copafaune - see p. 83)
and providing internships and employment to
postgraduate students;
R&D projects, which are managed jointly by operational departments and the Industrial Department,
seek to develop reproducible basic solutions that
enhance the division’s competitive positioning.
Providing access to the motorway network, which
offers companies and design offices a vast arena
for experimentation, enabling them to test their
innovations, in some cases in the context of AsfaSetra innovation charters.
The teams responsible for each market sector
identified R&D themes that would help the division
adapt its offering to its customers’ requirements in
terms of performance, productivity and environmental responsibility.
These programmes concern Clemessy’s three
business lines: measurements, optimisation and
maintenance. Numerous projects are making
contributions to achieving the sustainable development goals arising out of the Grenelle II environmental summit, in areas such as electric vehicles
(including aircraft), energy management, atmospheric emissions monitoring and predictive maintenance for renewable energy facilities.
IN ACTION
Sisec - A patented Eiffage Construction insulating material
Sisec is an innovative external thermal insulation system based on a composite
product no more than 16 cm thick that features two layers of insulating material,
among other components. Sisec is particularly suitable for thermal renovation
projects involving apartment blocks built in the 1970’s, and for renovation aimed
at obtaining the BBC energy efficiency label. The product insulates the building
envelope and is strong enough to allow all types of exterior cladding weighing
up to 25 kg/sq. m to be attached to it. Sisec is supplied as modules ranging
in size between 0.3 sq. m and 0.5 sq. m and weighing between 6 kg and 10 kg,
enabling it to be easily installed by a single worker. Sisec has been assessed
under the Pass’Innovation programme as a preliminary step in the application
for a technical opinion from CSTB, the construction materials and techniques
certification centre.
124
EIFFAGE GROUP
R&D at Eiffage Construction
Eiffage Construction pursues a standardised
strategy of capitalising knowledge and innovation
in cross-cutting technical and non-technical fields.
The Construction division operates a collective,
participatory innovation strategy that aims to pool
and disseminate knowledge and best practices.
Eiffage Travaux Publics focuses its R&D efforts in
several areas, including the development of new
products and processes, industry-related research,
national projects and research projects overseen
by the national research agency, ANR.
Research topics are chosen based on the requirements of regional business units, speciality departments and subsidiaries, taking account of requests
from customers and of technological and environmental changes (which have been particularly farreaching in recent years).
R&D efforts are currently underway in several areas:
Material savings and recycling,
Limiting water consumption,
Preserving biodiversity,
Restricting atmospheric emissions (greenhouse
gases, particulate matter, etc.) and using lowcarbon products.
Eiffage Construction has set up a change management unit reporting to the R&D department, to
help the in-house expertise networks to coordinate
their responses to heat-related issues.
Concerning building use (comfort and health,
ecodesign and building management throughout
the full life cycle), R&D is actively involved in the
Phosphore III forward-looking laboratory for sustainable development, and participates in working
groups creating standard products for business
development and customers.
The plant in Fresnay-sur-Sarthe is a centre for
experimenting and demonstrating such technical
improvements for products and services.
Many of these research activities are being carried
out within the framework of a voluntary agreement,
signed in March 2009, by industry associations
(FNTP, USIRF, Syndicat des terrassiers, etc.) and
the French ministry for energy, ecology, sustainable development and the sea (MEEDDM), setting
precise targets for the coming years.
IN ACTION
A show home for sustainable solutions
The “laboratory” in Fresnay-sur-Sarthe, which stands on the same site as
the solution centre producing HVA ConceptTM modules (see 2009 Annual Report,
page 96), has been operational since 31 March 2010. It simulates an apartment
that complies with the BBC standard for low-energy buildings, enabling
Eiffage Construction’s R&D department to test innovative construction systems.
There are no specimen tubes, microscopes or lab coats to be seen in this mock-up
of a 76.5 sq. m, two-bedroom apartment featuring a timber frame and concrete
floor providing the necessary thermal inertia to ensure full compliance
with the BBC energy consumption standards. The apartment has modular walls
and state-of-the-art equipment including a blower door for detection of air leaks
and an infrared camera that records even the slightest temperature fluctuations.
This high-specification apartment provides ideal conditions for conducting
full-scale experiments on sustainable solutions for tomorrow’s homes.
125
Commitment
Commitment
126
EIFFAGE GROUP
The European Miriam project
Eiffage Travaux Publics is one of only two road
construction companies involved in Miriam, a prestigious
European sustainable development research programme
that aims to identify one or more road surfaces offering
“low consumption” at no extra cost and without loss
of performance, notably in terms of safety.
Given that 95% of emissions relating to the construction,
maintenance, use and decommissioning of a road
infrastructure are generated by the vehicles that
use the road, such a study, if it led to significant
breakthroughs, would have the potential to unlock
huge benefits in terms of anticipating climate change
and preserving fossil resources.
Improving the performance of materials is a prime
area for research, focussing on topics such as
BFUP-BSI® fibre-reinforced ultra-high performance concrete, structure durability and repair,
noise abatement and environmentally-friendly,
non-toxic products.
For all these projects, major partnerships are
established with universities and other academic
institutions, as well as with the public sector scientific and technical community. Other partnerships
have also been set up in the chemicals sector, and
with oil companies such as BP and Total.
The experimental phases of the ANR, Orthoplus
and Recyroute projects, involving trials on actual
structures, came to an end in 2010. For the Orthoplus project, extensive tests were carried out on
the slab of the LCPC test center in Paris, as well as
on the Monthyon experimental structure and at the
Millau viaduct. For the Recyroute project, full-scale
tests were conducted at the rotating road-surface
tester at the LCPC facility in Nantes, over a period
of around ten months. The results of these tests
will be processed and the summary reports
produced in 2011.
A new ANR project named Badifops has been
selected within the framework of the 2011 call for
projects, to study the earthquake resistance of
BFUP-BSI® fibre-reinforced, ultra-high performance
concrete.
Eiffage Travaux Publics is responsible for two of the
seven projects in the road innovation programme run
by Setra on behalf of the environment ministry,
namely Orthodalle (which concerns the use of BSI® to
repair orthotropic slab structures), and GB5 (a new,
lower-bitumen, bitumen-sand-gravel mix). These
innovations will be validated at several sites in 2011.
The TRACC project
- International cooperation
Eiffage Travaux Publics is taking part in the TRACC project,
a cross-border initiative dedicated to adapting road
construction techniques to combat climate change.
TRACC aims to implement the most appropriate technical
solutions to achieve the important objective of reducing
greenhouse gas emissions generated by infrastructure
works. Meetings, technical discussions and experimental
assessments were arranged on both sides of the Pyrenees.
Eiffage Travaux Publics Sud-Ouest’s engineering
department has actively contributed to the project,
producing a decision-making methodology guide to facilitate
technical choices. In June 2010, teams from Garonne
Aveyron applied cold-process all-aggregate bituminous
concrete to secondary roads in the Haute-Garonne
department using the experimental techniques
advocated by the guide.
Eiffel, where innovation never sleeps
The culture of innovation is an everyday reality at
Eiffel, which strives tirelessly to optimise customers’
projects (e.g. the mega-beams for Lille Métropole
stadium), develop new methods and techniques
(such as the unsupported Grande Ravine viaduct),
modernise and automate production facilities and
develop new products.
To highlight this exceptional dedication, the division made a guide available on its intranet, showcasing some of the innovations developed in the
past two years. The Business Development
Director, currently hard at work on the Chinese
EPR project in Taishan, was assisted by the division’s Sustainable Development and Purchasing
Directors, who led the task of collating innovations
and writing the guide.
On the ground
the Grande Ravine viaduct
At the 2010 Architecture & Structure awards, Eiffel won an award
for the viaduct over the Grande Ravine on Reunion Island.
The jury - drawn from the steel construction industry association,
SCMF - had nothing but praise for the project: “The jury was deeply
impressed, not only by the technical performance of the viaduct,
which bridges a 300 m opening in a single span above a 170 m
drop using a 3,560 tonnes orthotropic steel slab supported by
two concrete struts, but also by the ethereal elegance
of the structure, which blends magnificently into the unspoiled
landscape. In a perfect marriage of engineering prowess
and architectural vision, the structure - resembling a blade resting
on two fingers extending from the sides of the ravine - now forms
a spectacular link between its two banks.”” (cf. SCMF website).
127
The Forclum R&D laboratory
The Impulsion 2010 project identified a number of
growth drivers including energy optimisation in the
service sector, low-energy buildings in the infrastructure sector, safety and other improvements in
urban environments, clean transport and power
generation systems. A Product offering compatible
with the installation business must be implemented before these drivers can be harnessed.
Forclum is positioned ahead of the demand curve,
well before demand is perceived by industrial
players. This is particularly true as regards publicprivate partnerships, which demand significant
forward planning and pre-approval in order to
comply with the stated performance requirements,
since projects tend to be built two or three years
after partnership agreements are signed.
To satisfy this requirement, Forclum has invested
in a research and development laboratory and
assembled a team to conduct advanced technology
watch for products and services being developed
by suppliers, as well for the major technological
trends. The laboratory then approves effective
solutions for harnessing growth drivers.
2011 Eiffage Innovation Awards
Every two years, the Innovation Awards showcase the
innovative flair of employees throughout the Group,
covering the core business (leading to an award for
the main beams at Lille Métropole stadium), the environment (carbon calculator developed by Eiffage
Construction), social/civic initiatives (partnership with
a sheltered workshop to make bat roosts), support
functions (provision of a remote maintenance service)
and technical improvements in the field (prizewinners include a contraflow project, large formwork
boxing units, fire protection for cables on cable-stayed
bridges, a welding machine for small welded plate
girders and the production of pre-outfitted service
shafts). Last but not least, the jury presented the
Grand Prize to the Luciole® lighting module.
Jean-François Roverato launched the 2011 Eiffage
Innovation Awards on 11 October 2010, and the
awards ceremony is scheduled for 4 November 2011.
IN ACTION
Major innovations
In 2010, Forclum filed two new patents arising out of the division’s efforts to develop solutions
to reduce energy costs.
The first patent concerns a system that adjusts the brightness of interior lighting according
to the strength of the ambient natural daylight, in accordance with the aims of the new
EN 12 464 standard. The system uses LED technologies and enables savings on lighting of
some 25% to 40% compared with the best fluorescent tube solutions.
The second patent concerns the development of LED-based street lights. As street-lighting
is a major market for Forclum, it was crucial to master the offering in a radically-changing
business with a history of poor technology choices. In this specific area, which concerns
safety and lifestyle enhancement in urban environments, the aim is to reduce energy costs
while optimising maintenance and enhancing urban road users’ safety and comfort.
The initial results have been more than satisfactory, enabling the project to move on
to a prototyping and real-life testing phase in 2011.
128
EIFFAGE GROUP
Innovation
“Pilot project”
strategy
The proprietary “pilot project” strategy is designed
to facilitate the emergence of prototypes incorporating
sustainable development components that harness
specialist expertise.
The purpose of this strategy is to encourage innovation
and to develop reproducible technical solutions,
differentiating sales offerings and effective practices,
while maintaining control over the risks taken.
Pilot projects offer opportunities for all Eiffage
Group businesses to proactively demonstrate their
innovative know-how and their commitment to the
sustainable development strategy. Selected pilot
projects may be eligible for financial support from
the Sustainable Development Department.
IN ACTION
Examples of pilot projects
conducted in 2010
Reducing the environmental footprint of
office technology (APRR)
Supporting the development of photovoltaic
power for all (Eiffage)
Biodiversity
This global project includes a study aimed at
optimising energy consumption by IT equipment
and reducing IT waste, as well as implementing
environmentally responsible procedures and
raising awareness of this issue among users.
Eiffage is a direct stakeholder in “Technologies
solaires pour tous” (solar technology for all),
a non-profit organisation set up to promote
photovoltaic power in areas of modest insolation
and develop relevant knowledge and skills at
regional level that extend beyond the current
business model. The aim is to develop high
added-value photovoltaic expertise in the Nord
- Pas-de-Calais region of France.
Biodiversity study at Eiffel’s Lauterbourg
site (see p. 80)
Biodiversity, wildlife-crossing research
and ecological showcases (APRR)
In an effort to enhance the appeal to wildlife of
crossings under the motorway, APRR proposed
modifications incorporating measurements and
observations of crossing use over a five-year
period. APRR has decided to open this
experimentation to a wider audience through
scientific and educational visits. The results will
be included in Eiffage’s “Biodiversity risk
prevention and control pack”.
Bat crossing on the A65 (Concessions)
Alien’or designed a new type of structure
to enable bats to cross the motorway safely.
The project will use signalling portals to reroute
the bats’ flight corridors.
Techniques
Rolling out energy efficiency best practices
(Forclum)
Forclum devised a project to enable everyone
from sales reps to construction site workers to
speak the same language in matters of energy
efficiency, and to ensure that the various
management tiers understand the issues
and objectives involved in the construction of
energy-efficient buildings and the renovation
of existing property. More than 600 people
have received energy efficiency training on
FEE-Bat courses. These courses have been
maintained in 2011 and are being expanded to
include Eiffage Construction employees.
Corporate social responsibility
Introduction of a cross-divisional employee
retention manager (Eiffage Ouest delegation)
As part of the activities of the Eiffage Institute,
a working group studying solutions to help employees
remain in work recommended the appointment of
a dedicated cross-divisional employee retention
manager; the Eiffage delegate for the Ouest region
decided to implement this recommendation in his
delegation. This employment support manager acts
as an interface, within their regional delegation,
between divisions’ location managers and vocational
rehabilitation organisations. They process all
vocational rehabilitation files for their delegation
and report directly to the Eiffage delegate.
129
130
EIFFAGE GROUP
Methods
measurements and checks
131
Tools
GEODE
the Group’s environmental management tool
The new online version of the Group’s environmental
management tool, GEODE, will be launched
in the coming weeks. The application, jointly developed
by the Sustainable Development Department and the
service provider that has been monitoring environmental
and safety regulations for Eiffage for several years,
is a key factor in controlling the environmental impacts
of the Group’s business activities.
The new version of GEODE will feature:
a comprehensive, proven method, based on operational practices and acknowledged as effective
by independent auditors;
a common baseline for all divisions that reflects
the challenges faced by each;
optimised management of extremely far-ranging
European, national and local regulatory requirements, including compliance monitoring;
systematic and automatic updates to the regulatory framework, with alerts in the event of loss of
compliance;
instant, interactive access to appropriate, regularly
updated documentation including material safety
data sheets, material life cycles, lists of environmentally-classified facilities (ICPEs), installations, structures, work and activities (IOTAs)
subject to environmental impacts and waste;
flexible data administration by users at Eiffage
sites, enabling data to be consolidated at the
various organisational levels (subsidiary, region,
division and Group);
a collaborative workspace.
132
EIFFAGE GROUP
Customised intelligence tailored to
the Group’s business activities
For more than six years, Eiffage has received dedicated legal intelligence in the environmental and
safety arenas with the help of a specialist service
provider. The contract includes a weekly national
and European intelligence bulletin for all businesses, plus access to national and European
regulations. Topic-specific information sheets,
developed for each activity or project phase, give
environmental coordinators an overview of the
regulations relevant to their operations.
Intelligence is supplemented by a support contract
that provides managers and environmental directors at division head offices with customised advice
on interpreting and implementing regulations.
The legal intelligence will be incorporated in the
GEODE tool as soon as it becomes operational. It
will then be customised by site depending on the
activities listed in the application.
Methods
Tools
Biodiversity
management tools
In 2010, the Sustainable Development Department marked the International Year
of Biodiversity by producing and distributing targeted operational tools to employees.
These tools are designed to prevent harm to biodiversity and manage risks during
the performance of any work related to construction or public works.
This collection is available on a limited basis via the
Group’s intranet in the first half of 2011. The aim is
to share more ecological knowledge of natural
habitats and flora and fauna species encountered
during construction and public works projects. This
tool is consistent with the Group’s “Biodiversity
Charter”, which was adopted in May 2009 and advocates raising employee awareness and systematising the concept of biodiversity preservation
during daily work activities.
Biodiversity prevention and risk
management package
The biodiversity package is an innovative tool
developed by Eiffage. Intended for environmental,
company and operations managers, this package
covers the regulatory and operational challenges
involved in protecting biodiversity during projects,
whether during the tender submission, designconstruction or operational and renovation phase.
The package encompasses three approaches:
a contextual approach describing general factors,
such as players and national politics, as well as
challenges and risks, such as regulations, administrative procedures and environmental assessments.
a methodological approach presenting standard
measures of avoidance, reduction and offsetting,
to be implemented over the course of the project,
as well as internal feedback;
a cross-divisional and topic-specific approach
concerning habitats and species.
Economic assessment module
for ecological offsetting
In September 2010, Eiffage formalised its own
approach to the ecological offsetting of residual
impacts, as it had become a major problem in
regional development and facilities projects since
the Grenelle environmental summit.
An in-house, multidisciplinary working group
created a practical tool to assess the economic
risks of biodiversity offsetting, based on the latest
regulatory intelligence and internal feedback
(especially from the A65 and A406 motorways). The
tool is distributed to project managers for use
during the tender submission process and project
development phases.
Biodiversity document archive
The Sustainable Development Department created
an in-house library with some 120 recent nature
studies that divisions used during tender processes.
TOPI
METHODO
LOG
YA
PP
Biodiversity package: contents
H
AC
O
R
Avoidance
Fee
db
Reduction
Species
ack
Biodiversity
Offsetting
Organisation
CO N
Habitats
Challenges /
risks
T E X T U A L A P P R OA
PPROACH
IC A
CIF
C-S
Species
PE
information
sheets
Habitat
information
sheets
CH
133
Tools
Sextant
the essential tool for optimal human
resources management
The Group’s HR information system, a powerful
lever for advancing the human resources function,
continued to add new features.
Sextant - Training and skills
Sextant - Mobility & Recruitment
This application handles the training plan and its
implementation as well as the Group’s training
institutes.
Under development for over two years, this tool
streamlines the recruitment process by giving
employees access to internal job postings, while
also enabling HR staff to shortlist the most suitable applicants and notify managers as quickly as
possible.
In 2010, it was rolled out in the Construction division and in three pilot regions for other divisions. It
will be extended to the rest of the job training
coverage area in spring 2011.
Sextant - HR Management
In 2010, the scope of information was expanded to
include analyses of remuneration, personnel costs
and job training. The information will be delivered
in spring 2011.
This tool handles the entire temporary-staff
management process. The programme’s first
cross-divisional project, it serves operational staff
(issuance of requests and signing of supply
contracts), human resources (legal security of
contracts), purchasing (better monitoring of partners and implementation of framework agreements) and accounting (reliability and fluidity of
invoice control and oversight of those under
contract). Temporary employment agencies also
use this solution.
Sextant - Contracts
Sextant - Payroll and time management
This application, which generates employment
contracts and related documents, enables the
creation of reliable standard contracts, notably by
providing a library of general and specific legal
documents. It has been used for producing employment contracts for managers since January 2010.
The Métal and Laborde Gestion divisions will be
added to the process in 2011.
Thanks to the creation of an official document with
all of the Group’s current payroll rules, the Sextant
- Payroll project advanced towards its two-fold
goal of processing payroll and managing time and
activities. The expected results are the single entry
of labour time, more regular oversight of time
clocks (weekly instead of monthly), and the production of a workforce report (activity management).
A user-friendly and intuitive reporting tool, this
application gives HR managers and operational
staff access to shared dashboards and indicators
relating to the workforce, staff changes and occupational hazards.
134
EIFFAGE GROUP
Sextant - Temporary Staff
Methods
Measurements
NRE Act introducing new business regulations (Nouvelles Régulations Économiques)
The scope of the data below extends only to France.
“NRE Act” – Employment report
Holding
Eiffage
Travaux
Publics
Eiffel
Concessions
APRR
Eiffage
Construction
77
67
4,008
3,981
11,736
11,478
326
360
18,507
18,294
3,725
4,428
14
81
113
145
131
142
513
354
412
4
46
60
599
639
656
1
6
1
122
112
100
1,201
499
555
2
71
56
13
69
109
133
91
128
1,105
559
633
1
2
0
35
47
29
0
0
0
Forclum Clemessy
Total
14,743
15,160
4,921
4,934
58,043
58,702
228
175
203
614
434
403
NP
124
130
2,117
1,984
2,119
1,941
1,006
1,052
398
268
332
1,306
612
682
NP
180
228
4,971
2,754
3,006
0
33
28
1,559
1,092
1,072
415
230
222
1,178
679
652
NP
165
270
4,403
2,918
3,114
347
352
299
16
9
7
565
476
600
63
62
75
221
190
100
NP
63
46
1,248
1,201
1,156
232
219
193
2,374
1,886
1,759
3
5
2
1,214
1,251
1,394
968
714
734
2,238
1,832
1,818
NP
601
627
7,029
6,508
6,527
0.00%
0.00%
0.00%
1.40%
1.41%
1.87%
2.30%
3.07%
1.89%
0.00%
0.00%
0.00%
2.80%
4.30%
3.53%
2.60%
2.10%
3.24%
0.20%
0.11%
0.15%
NP
2.72%
2.49%
1.90%
2.41%
2.03%
4.11
2.13
1.55
4.86
4.83
4.75
4.69
4.42
4.88
2.23
1.49
2.05
4.97
8.20
5.41
4.57
5.51
6.99
4.57
3.87
4.32
NP
3.47
3.48
NP
5.55
4.89
0
0
0
0.36
0.31
0.41
1.06
0.99
0.97
0
0.06
0.01
0.84
1.25
0.89
0.75
0.68
0.91
0.63
0.55
0.57
NP
0.45
0.49
NP
0.84
0.74
7.14
4.94
4.71
7.71
7.15
6.95
8.77
8.98
10.80
3.06
2.25
2.90
10.89
18.08
13.17
12.15
8.34
9.75
7.47
6.56
7.34
NP
5.27
5.41
NP
10.82
9.60
10,372
9,506
9,840
7,523
7,760
7,970
8,037
7,958
7,734
7,151
9,756
9,036
7,540
7,056
7,241
6,823
6,775
6,072
6,535
6,027
6,860
NP
5,703
6,181
NP
NP
NP
2,478
2,754
2,854
3,937
4,024
4,226
3,840
3,877
3,927
2,875
4,541
4,574
3,929
3,936
3,830
3,836
3,926
3,428
3,512
3,417
3,851
NP
3,409
4,019
NP
NP
NP
NA
NA
NA
3,776
3,855
3,974
3,039
3,004
3,012
NA
NA
NA
2,872
2,960
2,782
2,913
3,037
2,517
2,843
2,840
3,271
NP
2,497
3,252
NP
NP
NP
1.40
1.48
1.53
1.47
1.47
1.49
1.70
1.71
1.73
1.92
1.68
1.70
1.68
1.68
1.68
1.54
1.50
1.46
1.65
1.65
1.65
NP
1.47
1.47
1.65
1.60
1.60
1. HUMAN RESOURCES
Total workforce
2009
2010
New hirings - fixed-term contracts
2008
2009
2010
New hirings - permanent contracts
2008
2009
2010
Young recruits (under 30)
2008
2009
2010
Dismissals/redundancies
2008
2009
2010
Temporary staff - annual average
2008
2009
2010
Overtime
2008
2009
2010
2. ABSENTEEISM
Sick leave
2008
2009
2010
Occupational accidents
2008
2009
2010
Total
2008
2009
2010
3. REMUNERATION
Average monthly loaded salary - managers
2008
2009
2010
Average monthly loaded salary - technical, clerical
and supervisory staff
2008
2009
2010
Average monthly loaded salary - workers
2008
2009
2010
Average load rate
2008
2009
2010
135
“NRE Act” – Employment report
Holding
Eiffage
Travaux
Publics
Eiffel
Concessions
APRR
Eiffage
Construction
48.05
53.25
46.15
26.76
26.69
26.93
14.30
14.38
15.51
16.48
27.91
26.43
7.50
7.58
11.80
8.08
8.62
13.18
9.99
10.24
11.51
NP
7.26
7.66
NP
13.16
13.62
46.15
35.71
57.89
43.42
42.49
41.93
9.79
9.80
10.11
15.64
25.81
25.54
11.11
11.53
7.62
10.77
11.84
8.96
10.30
11.03
10.17
NP
9.67
9.77
NP
11.55
11.53
0
0
0
10.61
11.71
13.30
25.68
24.74
21.19
0
0
0
23.68
19.76
23.76
12.42
11.94
12.63
14.72
15.33
16.50
NP
12.54
15.11
NP
NP
18.78
0
0
0
0.26
0.33
0.50
1.01
1.04
0.85
0
0
0
0.73
0.65
0.75
0.46
0.49
0.37
0.44
0.56
0.54
NP
0.34
0.45
NP
NP
0.69
0
0
0
0.39
0.41
0.63
1.89
1.51
1.73
0
0
0
1.32
1.24
1.25
0.93
1.28
0.40
0.72
0.82
0.80
NP
0.48
0.65
NP
NP
1.06
0
0
20.11
8.95
40.61
52.46
0
0
26.35
25.70
NP
43.60
39.17
44.49
NP
NP
NP
36.67
0.12
0.10
0.07
0.97
1.07
0.98
0.88
0.90
0.82
0.07
0
0
0.85
0.79
0.55
1.06
0.95
1.01
1.06
1.06
1.02
NP
1.54
1.56
NP
0.96
0.87
0.59
0.56
1.27
3.90
4.06
3.95
2.41
2.40
2.60
4.23
0
3.25
1.75
1.64
1.53
2.22
2.12
2.01
2.76
2.85
2.82
NP
3.97
3.77
NP
2.51
2.52
68.34
75.99
74.36
307.68
318.44
318.79
1.00
1.00
2.00
319.00
418.14
496.89
141.56
144.84
142.35
320.45
355.76
379.30
3.13
2.20
3.12
18.72
8.42
8.15
0.02
0.18
2.48
58.07
12.62
12.19
3.19
9.92
6.97
26.38
20.40
14.43
NP
7.81
5.02
110.06
62.10
52.84
54.09
51.08
157.37
143.27
3.60
12.41
599.89
117.66
43.58
55.19
186.50
118.43
55.16
40.68
1,101.96
540.22
299,749
284,927
272,279
287,355
363,834
300,095
45,871
50,518
54,551
447,126 140,883
383,196 163,634
277,353 176,226
788,412
738,646
636,416
4
15
0
30
6
9
1
65
1.33%
1.82%
1.82%
3.73%
3.73%
3.67%
2.69%
2.17%
3.09%
NA
NA
1.71%
2.14%
1.40%
3.87%
3.43%
2.03%
2.90%
3.70%
2.98%
3.17%
NP
2.41%
2.29%
3.04%
2.23%
3.28%
0.00%
0.00%
0.00%
0.59%
0.00%
0.00%
40.98%
30.86%
45.88%
NA
NA
NA
7.69%
2.54%
4.90%
14.19%
29.96%
22.97%
10.92%
9.38%
12.84%
NP
13.60%
11.63%
NP
NP
NP
Forclum Clemessy
Total
4. GENDER EQUALITY
Percentage of women - managers
2008
2009
2010
Percentage of women – total workforce
2008
2009
2010
5. HEALTH AND SAFETY
Accident frequency rate
2008
2009
2010
Annual severity rate
2008
2009
2010
Regulatory severity rate
2008
2009
2010
Frequency among temporary staff
2009
2010
6. TRAINING
Cost of health & safety training (%)
2008
2009
2010
Total training cost (%)
2008
2009
2010
7. DISABLED EMPLOYEES
No. disabled employees (DOETH form, box C*)
2088
1.22
2009
1.22
2010
1.00
Number of units employed under contracts with specialist
EA, CDTD or ESAT entities** (DOETH form, box D)
2008
0.55
2009
0.55
2010
0.48
Eligible employee shortfall after ECAP reduction
(DOETH form, box H2)
2009
1.77
2010
1.50
Allowances paid (DOETH form, box N) (in e)
2008
0
2009
0
2010
0
Disabled employees hired in 2010
2010
0
NP 1,159.25
168.65 1,484.04
142.37 1,558.06
NP 2,009,396
253,678 2,238,433
201,491 1,918,411
8. SOCIAL, CULTURAL & SPORTING ACTIVITIES
AND CHARITABLE CONTRIBUTIONS (%)
2008
2009
2010
9. SUBCONTRACTING
Subcontracting excl. Group (%)
2008
2009
2010
Note: Figures that have been corrected since previous publications are shown in italics. NP: data not provided. NA: not applicable.
136
EIFFAGE GROUP
Methods
“NRE” Act (new business regulations) – Environmental data
Concessions
Eiffage
APRR Construction
Holding
Eiffage
Travaux
Publics
Eiffel
Forclum
Clemessy
Total
1. RESOURCE CONSUMPTION
Water (in cu. m)
2008
2009
2010
Electricity (in GWh)
2008
2009
2010
Domestic fuel oil (in litres)
2008
2009
2010
Heavy fuel oil (in litres)
2008
2009
2010
Gas (in kWh)
2008
2009
2010
Diesel, petrol and kerosene (in litres)
2008
2009
2010
Total fuel consumption (in litres)
2008
2009
2010
Total consumption of aggregate (in tonnes)
2008
2009
2010
7,250
8,839
10,966
479,240
500,100
462,016
532,955
500,156
363,948
4,075
6,139
5,082
1,306,384
1,476,339
1,204,965
30,450
46,706
56,660
46,516
48,001
47,317
NP
27,232
25,193
2,406,870
2,613,512
2,176,147
1.5
1.5
1.6
69.6
78.6
73.8
61.9
60.9
62.6
2.8
3.4
3.5
85.8
91.9
96.4
16.4
15.4
19.0
19.7
19.1
20.8
NP
12.1
11.5
257.70
282.90
289.20
16,000
16,500
14,950
1,252,128
1,177,602
1,014,701
780,613
650,206
820,195
0 46,961,718
0 55,364,986
0 44,762,340
386,030
600,483
674,917
1,260,071
1,196,135
1,488,929
NP
NA
NA
50,656,560
59,005,912
48,776,032
0
0
0
0
0
0
39,799
15,841
4,284
59,892
0
0
12,109
19,686
9,987
NP
NA
NA
14,936,889
10,524,906
16,295,415
0
0
0
7,070,279
6,083,380
4,831,338
1,485,594
2,194,073
5,097,427
0 391,655,119 16,242,457
7 516,488,438 18,809,335
7 502,475,284 21,606,066
7,933,786
7,935,273
8,430,607
NP 424,387,235
10,925,487 562,435,993
10,389,797 552,830,526
29,000
27,800
32,500
5,807,167
5,827,857
6,454,480
8,346,225
7,558,462
7,513,846
38,000
74,436
91,666
46,747,123
36,842,461
38,212,552
2,097,122
1,671,325
2,448,779
21,704,686
19,767,032
19,933,609
NP 84,769,323
1,629,046 73,398,419
1,656,086 76,343,518
45,000
44,300
47,450
7,059,295
7,005,459
7,469,181
9,166,637
8,224,509
8,338,525
38,000 108,533,930
74,436 102,598,326
91,666 99,256,036
2,543,044
2,271,808
3,123,696
22,976,866
21,098,138
21,432,525
NP 150,362,772
1,629,046 142,946,022
1,656,086 141,414,965
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
35,411,163
32,065,442
40,565,941
NA
NA
NA
NA
NA
NA
NA
NA
NA
35,411,163
32,065,442
40,565,941
0
0
0
15,459,798
12,948,794
5,375,000
955,048
508,955
399,416
0
0
0
3,407,018
6,759,693
3,572,454
530,886
219,714
223,257
543,891
212,363
267,263
NP
0
0
20,896,641
20,649,519
9,837,390
0
0
2,500
18,709,427
15,793,276
14,047,217
1,002,679
1,008,476
1,066,142
0
0
0
1,654,695
4,557,554
2,582,465
163,743
149,657
79,252
1,113,767
1,298,600
1,213,228
NP
0
0
22,644,311
22,807,563
18,990,804
0%
0.00%
0.05%
1.02%
0.85%
0.72%
0.04%
0.05%
0.04%
NA
NA
NA
0.08%
0.14%
0.08%
0.03%
0.02%
0.02%
0.07%
0.07%
0.07%
NP
0.00%
0.00%
NP
NP
0.23%
NA
NA
NA
0.00%
75.58%
100.00%
66.32%
69.90%
91.99%
NA
NA
NA
17.68%
24.02%
82.20%
0.00%
8.47%
12.66%
46.36%
71.53%
83.82%
NP
NP
0.00%
NP
NP
NP
NA
NA
NA
100.00%
100.00%
100.00%
95.86%
90.97%
97.58%
NA
NA
NA
85.07%
91.20%
94.80%
18.76%
64.70%
84.48%
82.01%
83.37%
81.58%
NP
98.66%
98.51%
NP
NP
NP
NA
NA
NA
0.00%
0.00%
0.00%
44.10%
47.77%
64.02%
NA
NA
NA
8.38%
12.40%
11.70%
10.14%
50.31%
45.11%
28.46%
33.63%
36.37%
NP
54.86%
59.83%
NP
NP
NP
0
0
0
14,825,289
10,489,379
16,281,144
2. PREVENTIVE SPENDING
Preventive investments - environment (in e)
2008
2009
2010
Preventive operating expenses - environment (in e)
2008
2009
2010
Preventive operating expenses (%)
2008
2009
2010
3. QUALITY, SAFETY & ENVIRONMENT
CERTIFICATIONS
ISO 14001-certified revenues (%)
2008
2009
2010
ISO 9001-certified revenues (%)
2008
2009
2010
Safety-certified revenues (%)
2008
2009
2010
137
“NRE” Act (new business regulations) – Environmental data
Concessions
Eiffage
APRR Construction
Holding
Eiffage
Travaux
Publics
Eiffel
Forclum Clemessy
Total
4. SPECIAL PROCESSES
ARC 700 or similar (in sq. m)
2009
2010
EMF 200 (in sq. m)
2009
2010
EBT (in tonnes)
2009
2010
NA
NA
NA
NA
NA
NA
NA
NA
533,248
307,674
NA
NA
NA
NA
NA
NA
533,248
307,674
NA
NA
NA
NA
NA
NA
NA
NA
113,566
28,500
NA
NA
NA
NA
NA
NA
113,566
28,500
NA
NA
NA
NA
NA
NA
NA
NA
64,662
105,690
NA
NA
NA
NA
NA
NA
64,662
105,690
0
0
200
133
454
249
NA
NA
868
3,908
265
235
785
2,059
103
95
2,675
6,679
6
6
6,395
6,374
22,678
25,500
NA
NA
62,436
57,200
2,670
2,733
94,458
7,657
724
583
189,367
100,053
0
0
0
0
34,669
41,282
NA
NA
1,782,283
1,952,034
192
311
161,591
126,415
20
24
1,978,755
2,120,066
600
600
1,562,284
1,392,545
11,287,128
11,297,650
2,326
0
4,702,101
5,464,651
338,801
340,233
1,571,474
1,620,221
NP
NP
19,464,714
20,115,900
0
0
0
0
387,810
375,000
0
0
3,095,385
4,745,859
0
0
63,500
67,100
111,000
82,000
3,657,695
5,269,959
0
0
324,000
324,000
17,940
0
0
0
13,870,778
14,356,340
0
0
0
0
0
0
14,212,718
14,680,340
5. WASTE
Hazardous waste (in tonnes)
2009
2010
Non-hazardous waste (in tonnes)
2009
2010
Inert waste (in tonnes)
2009
2010
Waste-related expenditures (in e)
2009
2010
6. ENVIRONMENT-RELATED PROVISIONS
AND GUARANTEE BONDS
Environmental-related provisions
2009
2010
Environment-related guarantee bonds
2009
2010
138
EIFFAGE GROUP
Methods
Measurements and checks
Review
report
by one of the Statutory auditors on a selection
of sustainable development indicators published
in the 2010 Eiffage Annual Report
Further to your request, and in our capacity as Statutory Auditor of
Eiffage, we have carried out a review for the purpose of enabling
us to express reasonable assurance on a selection of sustainable
development indicators relating to 2010, as published in the
Sustainable Development section of the Group’s 2010 Annual
Report.
- at Eiffage Group headquarters, with representatives of the Sustainable Development Department,
The sustainable development indicators selected are:
We reviewed the consistency and veracity of the selected indicators with regard to the existing organisation and procedures, the
available documents and the reporting tools used.
Employment indicators
Accident frequency rate for all employees
(occupational accidents),
Accident severity rate for all employees
(occupational accidents),
Number of disabled employees (box C on DOETH form),
Number of units associated with contracts with disabledfriendly companies (box D on DOETH form).
Environmental indicators
Electricity consumption,
Total fuel consumption,
Gas consumption,
Water consumption.
Special products: surface areas treated or quantities used
(ARC 700, EMF 200 and EBT).
These indicators were produced under the responsibility of Eiffage’s
Sustainable Development Department, in accordance with the
Group’s internal reporting procedures, which are available on
request from the Group’s head office.
Our responsibility is to form a conclusion regarding these indicators, based on our review.
Nature and scope of our review
We conducted our review in accordance with the doctrine of the
national association of statutory auditors (Compagnie Nationale
des Commissaires aux Comptes) applicable to this assignment.
We performed the procedure described below to obtain reasonable assurance that no material irregularities exist with regard
to the selected indicators. Obtaining a higher level of assurance
would have required a more extensive review.
We reviewed the existing organisation implemented by the
Group as well as the existing reporting procedures, examining
their consistency, relevance, reliability, objectivity and comprehensibility. We also examined the related reporting tools.
To verify that the procedures had been properly understood and
applied, we conducted interviews and consistency tests:
- in Group entities, with the employees responsible for sustainable
development reporting within each of the Group divisions included
in our review, namely Eiffage Construction, Eiffage Travaux Publics,
Eiffage Concessions, Eiffel, Forclum, APRR and Clemessy.
This work consisted of interviews, consistency checks and detail
checks to verify calculations and compare data with supporting
documents, which were carried out:
with regard to data collection, in the following Group establishments,
with the employees responsible for sustainable development reporting:
“Eiffage Travaux Publics Littoral Enrobés Nord – Réty”, “Eiffage Travaux
Publics Rhône Alpes Auvergne - Établissement Loire Auvergne Agence de Clermont”, “Eiffage Travaux Publics DLE ouest - La Chapelle
sur Erdre”, “Bocahut Avesnes sur Helpe”, “Eiffage Construction Nord
Aquitaine - Pôle Bâtiment”, “Eiffage Construction Nord Aquitaine - Pôle
Construction”, “Eiffage Construction Auvergne - Clermont”, “Eiffage
Construction Haut Rhin”, “Forclum Anjou Maine - Le Mans”, “Forclum
Industrie Nord – Verquin”, “Forclum Aquitaine – Pessac”, “Forclum
Porte d’Auvergne – Riom”, “Eiffel Métareg – Pessac”, “Eiffel Industrie
Atlantique Ouest - Saint Nazaire”, “APRR Rhin regional division”, “APRR
– Besançon regional division”, “Clemessy head office - Mulhouse”,
with regard to data validation, in the Operational Departments of the
following Group establishments, with employees responsible for validating sustainable development information: “Eiffage Travaux Publics
Nord Industries”, “Eiffage Travaux Publics Rhône Alpes Auvergne Établissement Loire Auvergne”, “Eiffage Travaux Publics DLE Ouest”,
“Eiffage Construction Nord Aquitaine”, “Eiffage Construction
Auvergne”, “Eiffage Construction Haut Rhin”, “Forclum Anjou Maine”,
“Forclum Industrie Nord”, “Forclum Aquitaine – Pessac”, “Forclum
Porte d’Auvergne”, “Eiffel head office”, “APRR head office”, “Clemessy
head office”,
with regard to consolidation of the indicators, at Group head
office,
- with representatives of the Sustainable Development Department.
We were assisted in our work by our teams of sustainable development specialists.
Conclusion
Our review revealed no material irregularities causing us to doubt
that all significant aspects of the examined indicators were established in accordance with the Eiffage Group internal reporting
procedures applicable in 2010.
Neuilly-sur-Seine, le 19 March 2011
One of the statutory auditors
PricewaterhouseCoopers Audit
Yan Ricaud
Partner
Statutory Auditor
Thierry Raes
Partner
Sustainable Development Department
139
Measurements and checks
Response to the Global Compact
Global Compact principles
Human rights
Labour
standards
Environment
Anti-corruption
140
EIFFAGE GROUP
Eiffage response (chapters in Annual Report)
1
Support and respect the
protection of internationally
proclaimed human rights
Values / Values / “Ethics & Commitments” booklet
Values / Internal partners / Diversity (Women - Older employees
- Disabled employees) - Illiteracy - Recruitment and employment
-Inclusion for temporary staff - “Espoir Banlieues” plan - CREPI clubs
2
Make sure that they are not
complicit in human rights
abuses
3
Uphold the freedom of
association and the effective
recognition of the right to
collective bargaining
Values / Internal partners / Personnel management / Collective
bargaining agreements
4
Uphold the elimination
of all forms of forced
and compulsory labour
5
Uphold the effective abolition
of child labour
Context and organisation / Responsible purchasing
6
Eliminate discrimination
in respect of employment
and occupation
Context and Organisation / Responsible purchasing
Values / Internal partners / Diversity (Women - Older employees
- Disabled employees) - Illiteracy - Recruitment and employment Inclusion for temporary staff - “Espoir Banlieues” plan - CREPI clubs
7
Support a precautionary
approach to environmental
challenges
Reducing our ecological footprint / Biodiversity / Biodiversity policy
- Biodiversity Charter - Commitment to Countdown 2010 - Academic
chair - Framework agreement with ONF - Biomass recovery - Offset
Preparing for the future / Anticipating climate change /
Phosphore - HQVie®
Preparing for the future / Innovation / R&D - Eiffage Innovation awards
- Pilot projects
Methods, measurements and checks / Tools / GEODE - Biodiversity toolkit
8
Undertake initiatives
to promote greater
environmental responsibility
Reducing our ecological footprint / Carbon
Biodiversity / Biodiversity policy - Biodiversity Charter - Commitment to
Countdown 2010 - Academic chair - Framework agreement with ONF
- Biomass recovery - Offset - Action by divisions - Reducing
Sustainable construction / Practices and processes - Energy efficiency
- Renewable energy
Phosphore - HQVie®
- Pilot projects
Methods, measurements and checks / Tools / GEODE - Biodiversity toolkit
9
Encourage the development
and diffusion of environmentally
friendly technologies
Context and organisation / Capitalisation
Reducing our ecological footprint / Carbon
Biodiversity / Biodiversity policy - Biodiversity Charter - Commitment
to Countdown 2010 - Academic chair - Framework agreement
with ONF - Biomass recovery - Offset - Action by divisions - Reducing
Sustainable construction / Practices and processes - Energy efficiency
- Renewable energy
Phosphore - HQVie®
- Pilot projects
10
Work against corruption in all
its forms, including extortion
and bribery
Context and organisation / Capitalisation
Published by Eiffage Sustainable Development Department.
- Photo credits: © Pascal Aimar for Tendance Floue - Michel Beck - Francis Bocquet – Annabelle Buchner - Campomar
Design and production:
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- Jean-Paul Viguier, SA d’architecture - K. Warny – Tandem - Zaoum - 3e Œil studio / Pierre Gautier Architecture / Eiffage.
With thanks to Office National des Forêts – ® All rights reserved.
Photo archives: Eiffage, Eiffage Travaux Publics, Eiffage Construction, Eiffage Sénégal, Eiffel, Goyer, Forclum, Clemessy, APRR, AREA and regional divisions.
Imprim’Vert® is a collective mark that aims to promote the implementation by businesses in the printing sector of practical initiatives
that proactively contribute to environmental preservation. The programme is based on three simple criteria: effective management
of hazardous waste, safe storage of hazardous liquids and the use of non-toxic products, in accordance with the Kyoto protocol.
This document was printed using plant-based inks on Condat Silk paper, which is certified under the Programme
for the Endorsement of Forest Certification (PEFC) as being sourced from sustainably managed forests.
Sustainable development report 2010
EIFFAGE GROUP,
EXPERTISE IN SYNERGY
Rapport
d’acti
RRapport
vité 2010
d’actitiv
t vittéé 20
2010
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Telephone: +33 (0)1 41 32 80 00 – Fax: +33 (0)1 41 32 80 10
Share capital e360,000,000 (90,000,000 shares at e4 each)
Registered in the Nanterre Trade and Companies Register under no. 709 802 094
SIRET code: 709 802 094 01130 – APE code: 7010 Z
www.eiffage.com

Sustainable development 2010

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