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2009
REPORT ON THE COMPANYS
CORPORATE SOCIAL RESPONSIBILITY
Powered by EURHO-GR
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CSR in low-income housing P. 4-5
Key facts P. 6
CSR and Habitat 62/59 PICARDIE P. 7
Promoting social equilibriumof regions P. 8-11 Response to the demand for housing
Accessibility to housing to disabled and old people
Promoting social equilibrium of regions
Urban renewal Our policy of charge and rent
Preserving the environment P. 12-15 Our environmental policy
Fight against climate change
Raising awareness among tenants of environmental
challenges
Improvement in living environment and comfort of
tenants
Assuming our economicresponsibility P. 16-17 Responsible management of property
Leading and improvinggovernance P. 18-19 Relationships with our stakeholders
Efficiency and transparency in the functioning of the
decision-making process
Developing human resources P. 20-21 Development of our teams
Improvement in working conditions
Promotion of equity and diversity in jobs
Table summarising the EURHO-GR system of reference P. 22-26
Methodology & Glossary P. 27
Design: Creapress BBDO Written by: Agence KREACTUA - Communication Department: Denis Lannoy, Anne Painset, Bruno Deman
Coordination: DELPHIS : Julie Savary Photo credits: Olivier Leclercq, Richard Baron, Nicolas Clayssen, Habitat 62/59 Picardie,
The town Halls of: Grande-Synthe, Oye-Plage, Loos en Gohelle, St Amand les Eaux - Illustration: Picotto - 100% recycled paper
SUMMARY
Responsibility
Innovation
Trans-parency
Protection of
the Environment
Ethics
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EDITORIAL
Against a background of economic crisis andshrinking purchasing power, we have pursued
our course towards sustainable development
by retaining a company model whereby
financial, environmental and societal
performances are mutually sustaining.
2009 was marked by an inspection by the MIILOS (Inter-Ministerial Social Housing
Inspection Mission) which highlighted the recognition of our role as a benchmark
operator in our spheres of competence due to our ISO 9001 (quality management) and
ISO 14001 (environmental conservation) certifications". In addition, these two
certificates were renewed with no shortfalls last October.
This approach is essential if we wish to claim ourselves as a long-term partner with an
ethical guarantee. It is further strengthened by the recent legal institution of the social
benefit partnership agreement which establishes the association of Public Establishments
for Inter-communal Cooperation and negotiation with central government services over
the corporate strategic plan The preparation and the results we are able to show will now
be controlled as part of the planned biennial assessment conducted by central
government services.
Historically, our CSR plan has been conducted in three stages: the completion of a social
and environmental situational analysis on the company, the definition of focuses and
improvement objectives and, finally, the implementation of an action programme
accompanied by a reporting system allowing us to monitor progress. As a trailblazer
thanks to this proactive approach, we are today in a position to report with totaltransparency on the progress achieved and to render account of the extra-financial and
non-regulatory aspects. This is the response to our public purpose role, which is to create
value for all our stakeholders.
Since the publication of our first CSR report in 2008, we have followed a long road
towards business excellence. We have committed ourselves with unwavering
determination to this formative and motivating approach which today underpins the
HABITAT 62/59 PICARDIE culture.
We hope you thoroughly enjoy discovering our commitment to sustainable
development
CORPORATE SOCIALRESPONSIBILITY, APATHWAY TO EXCELLENCE
Christian ParentPresident of Supervisory Board of
Habitat 62/59 Picardie
Dominique AertsPresident of Executive Board of
Habitat 62/59 Picardie
Sustai-
nability
Respect
Accoun-tability
SocialMission
GeneralPerformance
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The DELPHIS organisation brings together 19 low-incomehousing companies which manage over 150,000 units of
low-income housing in 16 regions of France. DELPHIS, acentre of research and development, is dedicated toprofessional excellence in low-income housing.Back in 2005, closely linking their stakeholders with theirthinking: local authorities, shareholders, financiers, buildingcompanies, local organisations, tenant and staffassociations, the members of DELPHIS developed a systemof reference of indicators, EURHO-GR*, whose aim was tomeasure the social, economic and environmentalperformance of social housing organisations.This project was then extended to the EURHONET Europeannetwork (see below).
These times of economic and social crisis further justify thisproactive undertaking to work towards Responsible Housing.
approach are acutely conscious of their public benefit and,more broadly, their economic, social and environmentalresponsibility to the communities in which they conducttheir activities as part of their public purpose role.Far from any required regulatory approach, writing aEURHO-GR report is not merely to render an annualaccount on past overall performance in total transparency. Itis also to commit ones company to a defined andresponsible strategy over the long term. It is to commit thatcompany to a set of clearly identified lines of improvement,with qualified and quantified objectives the results of whichwill, in their turn, be reported.
*EURopean HOusing Global Reporting
CSR IN LOW-INCOME HOUSING
A EUROPEANCOLLABORATION
THE FIRST EUROPEANSER APPROACH IN THELOW-INCOME HOUSINGSECTOR
DELPHIS CSR APPROACH
FranceFSMHABITAT 62/59 PICARDIELe Foyer RmoisLe Toit AngevinLogiPaysDELPHIS
ItalieALER BresciaALER MilanoATC TorinoIACPIPES Bolzano
ITEA Trento
AllemagneBauverein AGDOGEWO 21GBG MannheimGWG MnchenLWB
SudeFamilijebostderGavlegrdarnaMimerHyrebostderStngstadenVatterHemrebroBostder
Royaume-UniCanterbury City Council
EURHONET, The European Housing Network, is a network of
over 20 housing companies in France, Sweden, Germany, Italy
and the United Kingdom. They share a common interest: low-
income or public housing. Subject to different legislation, thesecompanies all respond to one common objective: they strive for
a more balanced society where the impact of their activities
upon their environment is controlled through responsible action.
Corporate members of EURHONET are committed
to creating a common model to account for theiractivities in accordance with the criteria of
Corporate Social Responsibility, CSR.
This concept may be interpreted in different ways.
For DELPHIS and EURHONET, it is a question of
voluntary integration of the social, economic andenvironmental dimensions in corporate activities,
through cooperation with stakeholders.
Through this process, we intend to discharge fully
and sustainably our general responsibility while at
the same time developing an ethical attitude
towards collaborators
EURHO-GR, SER SYSTEM OF
REFERENCE FOR LOW-INCOME
HOUSINGThe EURHO-GR system of reference presents acommon basis for the comparison of practices andperformance, while translating and respecting the
diversity of local and national contexts. Adaptationwork carried out by the different partners ofEURHONET resulted in the identification of 70%of common indicators in the system of referencefor the four user countries (30% are specific tonational contexts).The set of indicators provides the answer to afundamental question: what is meant byresponsibility towards society of low-incomehousing companies today?The system of reference is organised around thefive main challenges facing our sector of activity:- to promote the social balance of areas;- to preserve the environment; to discharge economic responsibility;
- to lead and improve governance;- to develop human resources.This text has been written by Mikael Carlsson, head ofcommunication for the RSE group of EURHONET inStngstaden (Sweden)
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ECOLE
Nos enjeux RSE
p
i
c
o
t
t
o
Meeting the needs of tenants
To raise awareness among tenantswith a view to reducing their
consumption of energy and water To provide support to tenants insocial and financial difficulty
To favour the elderly remainingat home
...
Developing human resources
To promote the diversityand plurality of accessto employment
To raise awareness amongand train staff on the challengesof sustainable development
..
Maintaining andrenovating property
To preserve the quality ofthe housing stock
To improve the energy performanceof buildings (insulation,ventilation etc.).
To encourage the installationof water-saving equipment
To facilitate access for personswith reduced mobility
To improve green areas ...
Contributing to territorial enhancement
To promote the social equilibriumand attractiveness of the regions
To prioritise local employment andthe local economy
To support actions for social cohesion To meet the expectations of stakeholders
(local authorities, shareholders, suppliers,employees etc.)
..
Developing and building
To construct buildings with lowenergy consumption
To promote renewable energies To encourage clean worksites To trace the ecological
quality of materials
CORPORATE SOCIALRESPONSIBILITYIN LOW-INCOME HOUSINGResponsible commitment by a low-cost housing company covers all of its activities.
Whether constructing or managing, the social and environmental impacts areparticularly important. For each activity, find out the key actions implemented
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Who are we?The aim of HABITAT 62/59 PICARDIE, created at the end of 1965, is to
provide:
the construction, acquisition and restoration of buildings for low-incomehousing the development of land, in particular the creation of housing estates
the supervision of building works
the rental, property and social management of buildings for low-incomehousing
management on behalf of third parties
the sale of housing
Its geographical coverage extends across the departments of Pas-de-Calais, Nord and Somme. HABITAT 62/59 PICARDIE today manages
property holdings comprising over 20,000 units of housing (and similar
premises) divided equally into blocks of flats and individual dwellings and
has created around 2,000 units of housing for purchase. In 2009, theturnover was 98,306,000 Euros across all sectors of activity. The total
workforce comprised 226 people on 31 December 2009.
Number of employees 226 Turnover 98 306 kNumber of local centres 2 Net accounting result 5 119 kNumber of agencies 10 Self-financingt 7 378 k
KEY FACTS
NETWORK OF DECENTRALISED AGENCIESWORKING ON BEHALF OF CLIENTS Nord-Pas de Calais
et Picardie
Our supply
Number of tenants 55 000
Number of units of housing managed 20 231Distribution individual / blocks of flats 41% blocks of flats
44% individual13% special accommodation
2% miscellaneousDescription of rentals (*) Flats, individual and intermediary housing units
Low-cost residential flats
Specific establishments (young workers, old people,disabled people, students, etc.)
Annexes and extras to housing
Commercial premises
Average age of property 23 ans
(*) : Present the diversity of the supply, from student housing to retirement homes,
private house etc. Specify the proportion of homes and dwellings directly managed by
the ORGANISATION
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OUR SER STRATEGY
Consistent with our role as social landlord, we strive to be a centre of excellence in the
area of housing, bolstering the public purpose (convergence of social, economic and
environmental factors), despite current challenges: a rise in construction costs, short
supply of labour in the construction industry, scarcity of land, increased interest rates,
dismal economic climate.
In this context, and in order to contribute to a resolution of the housing crisis, we intend
to structure our development around the following strategies:
To excel in the basics
We wish to improve constantly the life of our clients.
The organisation ensures the quality of existing properties, buildings, yield and supplies,
particularly through voluntary quality and environmental policies (maintaining ISO
9001 and 14001 in all certificated activities).
The attention given to each stage of the move to permanent housing contributes to the
development of a quality relationship with each client. The networking of the
geographical area by commercial agencies, the quality of services provided by caretakers
and operational teams guarantee proximity and
reactivity whenever necessary.
To be a player who makes a difference
Seeking partnerships is a constant concern to deal
with the issues of concentration and the intensification
of competition and to anticipate new French and
European legislation.
Furthermore, alliances with different networks,
movements, schools and organisations strengthen the
influence of the organisation.
To be an innovative player in the
marketplace
Innovation is at the heart of the organisations strategy.
It is present in
Leading sustainable development projects
Innovative products
Use of new energies, new materials (thermography,
carbon balance, etc.)
Construction applying standards of the future
Environmental and quality management
implementation of social and environmentalresponsibility CSR)
internal control and code of ethics
community development
and the development of the skills of tomorrow.
TO ACT AS A REFERENCE
FOR CORPORATE SOCIALRESPONSIBILITY
The point of view of theCaisse des Dpts etConsignations(Consignments and Loans Fund)
For the Caisse des Dpts, thisannual meeting constitutes acontinuation of the sincere and
frank working relationship wehave enjoyed throughout theyear with HABITAT 62/59PICARDIE.
Scrutiny of the companys financial position,underpinned by information on its developmentprojects and strategic focuses, provides us withan opportunity for dialogue with otherstakeholders (the Banque de France andfinancial institutions in addition to thecompany), on the means and resources employedby HABITAT 62/59 PICARDIE.The development of a low-income rental supply,the insistence on quality of service for tenants,
continual information provided to partners... allillustrate and demonstrate the company'scommitment to the public purpose role.The exemplary nature of the companysapproach deserves to be emphasised.
REPORT BY A STAKEHOLDER
C
Mme Franoise Duquesne,CDC (Consignments and Loans Fund) Lille
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Purchase of low costhousing
Distribution of productionby housing group
RESOURCES of households
20092007
11,41%
0,22%
4,22%
0,30%
2008
2,73%
0,26%
Sale of low rental housing from property
Purchase of new low-cost housing
from production
20092007
19,20%
0,09%
80,70%
22,20%
0,70%
76,90%
2008
15,50%
0,20%
84,20%
100% of ceiling of income
20092007
85,51%
11,47%
3,02%
86,06%
8,07%5,87%
2008
87,15%
9,35%3,50%
Very low income (PLAI) (PLUS, PLUS CD)
Intermediary (PLS, PLI)
1.1. PROMOTINGSOCIAL EQUILIBRIUM
IN THE REGIONS
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Response to thedemand for housingCHALLENGESThe contextThe local context of the Nord-Pas-de-Calais and Picardy
regions indicates a growing need for housing. HABITAT
62/59 PICARDIE has set itself the goal of expanding theaccommodation supply, whether this is traditional housing
for families or special establishments for particular
situations, in partnership with local authorities. The move
to permanent housing is taken care of by COPRONORD
Habitat, the subsidiary offering protected low-cost housing
purchase schemes aimed at first-time buyers, by
guaranteeing repurchase, resale and access to rental
housing in the event of an incident. It has been possible to
develop relationships of confidence with local authorities
over the years, thanks to our recognised know-how and
capacity for innovation.
OUR STRATEGYSustainable housing, a strong expectation among our
clients.
As a trailblazer in the design and construction of innovative
accommodation, HABITAT 62/59 PICARDIE engages in in-
depth thinking on the sustainable performance of new and
old housing. It was by involving all stakeholders in a
discussion group that the concept of sustainable housing
was created. Thanks to its proven performance, it should
become the norm for future constructions and renovations.
OUR PERFORMANCE656 new rentals during 2009 (including housing and
special accommodation).
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Accessibility tohousing to disabledand old people
OUR STRATEGYThe set priority is to promote dependent persons remaining
at home. A special study is being carried out in advance of
any custom adaptations to the housing. HABITAT 62/59PICARDIE is providing the assistance needed to prepare the
dossier and to provide technical monitoring of the service
provisions
OUR PERFORMANCEIn 2009, 120 accommodation units underwent technical
adaptation work for an amount of 358,800. In total, 351
units were modified to take account of the disability or age-
related needs of the tenants.
Proportion of housing designedand/or specially adapted for the
elderly or disabled
2009
10,43%
The municipality of Oye-Plage in the Pas-de-Calais is made
up of hamlets and its housing is widely dispersed throughout
its territory. It has a nature park, the Platier dOye, and a
10km coastal line. These areas are as much an advantage as
a constraint for the development of our municipality of 5,800 inhabitants.
Our wish is to improve Oye-Plage by turning it into a resort with a tourism and
heritage economy. Constructing BBC (low energy consumption) housing
satisfies a number of criteria: Economic criteria, by reducing household energy
bills, and Sustainable Development criteria, through the choice of constructionmaterials and the integration of the housing units into the coastal environment.
In HABITAT 62/59 PICARDIE we have found a partner who is capable of aligning
with our strategy, in terms of citizenship, environment and economy.
PROMOTINGSOCIAL EQUILIBRIUMIN THE REGIONS1.
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The promotion ofsocial equilibrium inthe regionsOUR STRATEGYThe housing allocation policy is designed with concern to
maintain the sociological balance of the populations
housed. Accordingly, all proposals are scrutinised by the
Housing Allocation Committee taking several criteria into
account: size of the housing unit and family make-up,
proximity of the place of work and facilities which meet theneeds of the applicant, resource thresholds and affordability
ratio. Priority publics are the subject of particular scrutiny,
as are internal changes.
OUR PERFORMANCE81% of allocations in 2009 involved tenants whose
resources are below 60% of the thresholds.
The Housing Allocation Committees operates completely
transparently and their deliberations are attended by the
elected representatives of the municipalities concerned.
PERSONNAL ACCOUNTOlivier Majewicz,Mayor of Oye-Plage, General Councillor for the constituency of Audruicq
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Peace of mind oftenantsOUR STRATEGYPeace of mind of tenants, a major element of the qualitypolicy of HABITAT 62/59 PICARDIE, is ensured through a
network of caretakers and building staff who identify any
incivility and remedy immediately any failure to adhere to
internal regulations. Additionally, a 24-hour stand-by
service means local staff can be contacted in the case of a
serious incident through a permanently manned post. The
telephone call out number is also given to organisations
involved in emergency situations. The effectiveness of this
system is regularly checked and evaluated.
Innovation 2010 : The Mieux VivreEnsemble (Living Together Better) charter
Out of concern to improve living conditions, therepresentatives of HABITAT 62/59 PICARDIE and the
tenants of apartment blocks have entered into a contract
setting out their reciprocal commitments to improve the
living environment. These commitments are displayed in
the entrance halls of the residences.
OUR PERFORMANCE84% of clients interviewed in 2009 declared themselves
satisfied with neighbourhood relations and 81% with the
security of their immediate environment.
Social diversitythrough access to
home ownershipCOPRONORD Habitat, a subsidiary of the HABITAT
62/59 PICARDIE Group, constructed 25 housing units
for low-income access to ownership, awarded the
Accommodation & Environment label, at Grande-Synthe.
Constructed on an ANRU National urban renewal
agency site, the 25 access-to-ownership properties at
Grande-Synthe benefit from special environmental
features.
Several targets were achieved thanks to the
Accommodation & Environment label, such as an energy
efficiency level of 70Kwatt/h/m2/year (primary energy),
electricity saving installation, sustainable design of thebuilding shell, the appropriate choice of building
materials, water-saving installation, acoustic
performance, air renewal management and the
adaptation of waste sorting areas. Furthermore, the
organisation of the worksite observed the "clean
worksite" rules.
The ANRU and the Regional Council subsidised this
exemplary scheme. In addition, a partnership with the
Urban Community of Dunkirk helped to obtain financial
grants for the purchasers.
Sale price: between 146,000 and 160,000 for 6
Type V and 19 Type IV housing units with means-
testing.
GOOD PRACTICE
New program in Grande-Synthe
Quantitative indicatoron social cohesion
Payroll of local staff workingfor social cohesion
2007
18,55/log
2008
16,63/log
2009
18,67/log
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Our policy of chargeand rent
OUR STRATEGYSetting the rents is covered by a legal framework providing
for a maximum applicable to each rental programme. In
terms of regulations, changes in rent are examined by the
Supervisory Board following a general approach: they are
the result of, firstly, the investments needed to extend the
supply and, secondly, the maintenance requirements of
existing property.
Aware of the constant impoverishment of tenants, our
course of action has tended towards a balance between
economic and social factors. The rent policy decided upon
is then adjusted according to the sociological factors
obtaining within households; some groups being at the top
practicable limit of rent, others deliberately placed at a rentlevel which is adapted to the social situations encountered.
Rents applied through the new programmes are also
monitored: while in the majority of cases the maximum
rent is applied from first occupancy to maintain the
financial balance approved when the programme was set
up, the ceiling for rents for low-income housing is 20%
more than the rent for council flats.
Regarding rental charges, the adjustment is made to
instalments invoices to ensure accurate billing. Significant
improvement works to accommodation are carried out with
the aim of reducing energy costs.
OUR PERFORMANCEThe implementation of the Social Benefit Partnership
Agreement allows for the possibility of structuring rents by
adjusting some rents to take account of the quality of
service provided. Conscious of its tenants' economic
difficulties, HABITAT 62/59 PICARDIE decided not to
impose increases under this new regulatory environment.
Distribution of levels of rentof our properties
Affordability ratioby new households
PROMOTINGSOCIAL EQUILIBRIUMIN THE REGIONS1.
Objectives
Our prioritiesConcluding a 6-year Social Benefit
Partnership Agreement with central
government services, stipulating quality
commitments which exceed the
regulatory requirements
To bring together the local council
groupings by instituting a constructive
dialogue in the sphere of the local housing
plan and the decentralization of competence
in relation to housing.
Our commitentsIn accordance with our commitments,
we give preference to the social
treatment of debts through the Social
Commission whose aim is mediation
before any legal steps are taken
Our 2010 objectives:- To reduce rental charges in terms of energy
and to maintain a policy of rents
compatible with tenants resources
- To promote the move to permanent housing
- To maintain the provision of housing which
is adapted to the needs of local authorities.
Averageprice
4,07/m2
4,97/m2
6,60/m2
Averageprice
3,90/m2
4,77/m2
6,33/m2
Averageprice
3,97/m2
4,87/m2
6,48/m2
2007 2008 2009
Very low income housing (PLAI, PLA-TS...)
low income housing (PLUS, PLA)
Intermediary (PLS, PLI...)
2,32%2,50% 1,80%
2007 2008 2009
Changes in the amountof rents
29,35%23,71% 23,86%
2007 2008 2009
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Every year, HABITAT 62/59 PICARDIE takes part in Sustainable
Development Week, but also [pursues this initiative] throughout the year by
organising awareness raising activities among its tenants/clients.
"Crutile, give new life to what you throw out" was created in this spirit of
informing and awareness-raising around the notion of waste produced by
everyone.
The children of tenants participate individually and collectively in the creation of an object made
from recycled waste.
This activity was run in 2010 together with other social landlords. They worked together to raise
awareness of environmental issues among young people.
As part of the European Conference on Sustainable Cities and Towns, Crutile received a very
favourable reception. This encourages us in the development and dissemination of this community
project.
PERSONAL ACCOUNTDenis LANNOY,Director of resources, HABITAT 62/59 PICARDIE
Our environmentalpolicyOUR STRATEGYHABITAT 62/59 PICARDIE declares its determination to be a
good corporate citizen and to minimise the environmental
impacts resulting from the design, construction, maintenance
and exploitation of its assets. Conscious of its responsibilityas a land developer, HABITAT 62/59 PICARDIE intends to
act in partnership with its client decision-makers, its
suppliers and its clients to limit emissions into waterways,
the air and soil and to save resources. On a day-to-day
basis, this means a commitment to :
Conserving non-renewable resources, water resources in
particular, through its choice of products, materials and
equipment in its accommodation
Reducing the quantities of waste produced throughout the
lifecycle of the buildings and optimising waste reclamation
Reducing energy consumption and prioritising the use of
renewable energies
Transmitting an environmental culture to its clients and
suppliers
Preventing any pollution caused by its activities
Complying with or exceeding all legal or regulatory
requirements and other voluntarily adopted requirements
Maintaining the environmental management system to
allow for continual improvementAll staff members and contractors must act with respect for
these environmental commitments
OUR PERFORMANCEAn environmental analysis for all activities
Improving environmental results
No shortfalls detected during the audit for ISO
14001 renewal in October 2009
Accommodation and Environment certification to 20
housing units
2.2. PRESERVING THEENVIRONMENT
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PRESERVINGTHE ENVIRONMENT2.
GOOD PRATICE
Signature of the Sustainable DevelopmentCommitment Charter with the CollectifRgional Entreprises et DveloppementDurable (Companies and SustainableDevelopment Regional Collective).Signed on 17th February 2009, this charterembodies the proactive commitment ofHABITAT 62/59 PICARDIE to sustainabledevelopment. Three priority spheres ofaction are defined: Incorporation of respect for theenvironment into the management of thecompany, in accordance with Standard ISO14001 The introduction of a sustainableprocurement policy through the reduction insettlement periods for suppliers and byintroducing an eco-products database Continuous improvement in processes andeconomic, social and environmentalperformances through the application ofperformance indicators.The commitments made are the subject of anannual assessment.
Indicators for environmental impact
Fight againstclimate change
OUR STRATEGYOur commitment to energy saving is focused on two
complementary avenues: qualitative efforts for less energy-
greedy housing and an appropriation of green actions by
clients living in our housing.
OUR PERFORMANCEOver the period 2005-2009, 715/housing unit invested
on improvements to the existing housing stock
Personalised advice on reducing energy bills upon key
handover
Design of new housing with thermal requirements above
the regulatory standards
Model initiatives financed by the provision of additional
own-funds
The Qualitel label for all new housing units constructed
Proportion of new and renovated dwellingsmeeting an environmental standard over andabove regulatory requirements
2007 2008 2009
100,00%100,00%100,00%
Proportion of dwellings constructed orrenovated with the application of environmentalmanagement of the works
2007 2008 2009
100,00%100,00%100,00%
CO2 produced by company vehicles
2007 2008 2009
159130124
1 130 370Total km travelled 1 186 000 1 256 403
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of tenantschildren through teaching workshops.
Our objective is to encourage a day-to-day sustainable
lifestyle on the part of our clients. Among the most
significant actions carried out in 2009, the Crutile
competition for the children of tenants, participation in
Sustainable Development Week, the sorting centre visit and
the partnership with the Naturalistes Sans Frontires
association have been the most significant.
Improvement in livingenvironment andcomfort of tenants
OUR PERFORMANCE
84% of clients interviewed in 2009 declare themselvessatisfied with their living environment.
16% of housing is equipped with a water saving Des
contrles systmatiques des fuites deau lors de lentre
THE "ECO-LOGIS" STRIP TO
ENCOURAGE ENERGY SAVING
Explained to each new tenants,
this is a simple tool to acquiregood habits
GOOD PRATICE
Raising awarenessamong tenants ofenvironmentalchallenges
OUR STRATEGYTransmission of an environmentally friendly culture to our
tenants is a priority of our environmental policy. HABITAT
62/59 PICARDIE implements campaigns to raise
awareness of waste sorting and reduction at source, water
conservation, responsible behaviour concerning heating andprevention of pollution through continuous information. Our
action is not limited to tenants but is also aimed at children
20092007 2008
65 683m3
47 056m3
107 606m3Indicators formanagement ofwater
Quality indicator on awareness-raisingactions
Total theoreticalsavings achievedthrough theinstallation of water-saving equipmentand rain-waterrecovery
YES YES YES
YES YES YES
YES YES YES
2007 2008 2009
TenantsEmployees
Serviceproviders
Employees
Service
providers
"Environmental protection" training sessions for
all new recruitsCrutile competition open to the children of employees
Awareness-raising meeting on environmental protection
Occasional environmental audit and checking of
environmental specifications by the H&S coordinator for new
construction sites
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PRESERVINGTHE ENVIRONMENT2.
Objectives
Our priorities-Integrating environmental factors into ourdecisions-Reducing our ecological footprint, and thatof our clients and suppliers-Renewing our ISO14001 certificate,enhancing our environmental commitment-Continuing to implement the concept ofsustainable housing
Our commitmentsRespecting our 2010 environmental
management programme, which providesfor quantified targets for eachenvironmental policy focus, in particular:. by continuing our efforts in waste
reclamation and reduction. by adopting an energy saving approach for
our operations sites. by making responsible investments in the
existing property portfolio (replacement ofboilers, joinery and insulation)
. by using our eco-products database for allour purchases
. by conserving water resources (quantityconsumed)
. by making innovations in new builds toguarantee housing of a higher qualitythan provided for by regulations
Automatic checks for water leaks when a new client moves
in Safety checks whenever tenants vacate, and monthly
checks in the common areas 21,624 for improvements to
green areas
.
Loos en Gohelle 6 housing units, a model example of theapplication of sustainable development
Since 2006, the Conurbation Committee of thePorte du Hainaut (CAPH) has put great effortsinto pursuing an ambitious policy of combatingglobal warming, with the aim of controlling therise in charges for tenants in low-rentaccommodation, particularly energy bills.Every year, the CAPH allocates a budget of2.3 million for building subsidies, which ismore than double the funds provided by centralgovernment, so that the new build and
Alain Bocquet,Deputy, Mayor of St-Amand Les Eaux
INTERVIEW renovation projects of low-cost accommodationlandlords meet energy performancerequirements, ahead of the BBC" (low energybuilding) standards.
The results achieved year on year make ourConurbation an exemplary area. I am delightedthat Habitat 62/59 PICARDIE shares theseaims and has risen to the challenge with, forexample, the renovation of 92 apartmentdwellings in Saint Amand les Eaux and theplanned construction of 43 apartment dwellings
which meet the BBC standards.
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La gestionresponsabledu patrimoine
OUR STRATEGYThe property belonging to HABITAT 62/59 PICARDIE hasan average age of 23 years. The aim of the maintenance
policy is to ensure the long life of buildings, the safety of
assets and of people and to maintain a quality supply. The
strategic property plan, updated in 2009, allows the
analysis of the portfolio from three angles: the condition of
dwellings, commercial appeal and financial profitability. It
guides all decisions relating to the sale of rental
accommodation, the demolition of housing, the change of
use or works to be carried out. Investment and operational
budgets are defined according to the findings of the
strategic property plan and the views of clients. In terms of
use of financial resources, purchases are governed in
accordance with three principles: freedom of access to
orders through the largest competition possible,
transparency of purchasing procedures and equality of
treatment of suppliers.
OUR PERFORMANCE37 rental properties were sold during 2009.
1,675 housing units designed or specially adapted for the
elderly or disabled
An analysis of tender offers according to the following
criteria: price of provision of services (40%) technical
merit (20%) professional, financial and quality
guarantees (20%) environmental protection (20%)
Breakdown of distributed revenueAverage expenditure onmaintenance and improvement
by unit of accommodation
2003-2007
465,81/log
2004-2008
556,09/log
2005-2009
715,32/log
Annual investment in overallgrowth of property
53068K 41916K 64500K
2007 2008 2009
9525K
110071K
9K
26054K
8437K
84971K
4K
22567K
9078K
98326K
26K
24022K
2007 2008 2009
Suppliers and service providers
Employees
Tax authorities
Banks
13K
566K
17K
716K
16K
575K
Shareholders
Stakeholders
3.3. ASSUMING OURECONOMICRESPONSIBILITY
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ASSUMING
OUR ECONOMIC
RESPONSIBILITY3.
Franck LONGUEVAL,Atlante Architectes
Objectives
Our prorities A win-win partnership withour suppliers
An improvement in our mutual
performances
Our commitments To ensure that requests for technical
assistance are processed within 2working days
To maintain an average period of 30 days
for payment to our suppliers To enhance good environmental
practices and quality of service on the
part of our partners
Atlante Architectes is a group of 20 architectsand architecture graduates. A multiplicity ofintegrated skills combined with an opennetwork of partners provides it with the meansto respond unfailingly to the challengespresented by the various assignmentsentrusted to it, in France or abroad.
The architectural profession has had tobroaden its traditional fields of competence.In addition to project development, todays
Day-to-day maintenance providers(minor repairs)
A T card to evaluate performance sent toclient for each order- Seven elements to measure quality
- adherence to date of meeting- adherence for timeframe for action- quality of work carried out- total work carried out
- cleanness of premises after works- removal of old materials- recommendation
SUPPLIER OBJECTIVE:Minimum 88% satisfied clients
22,546 T cards sent / 5,025 T cardsreturned Average recommendation rate: 93 %
2 suppliers have to respect qualityimprovement plan
4 partnership terminations
Service providers (heating,
plumbing and ventilation)
Complaints by clients Analysis of reasons for complaints
Quality- failure to adhere to meeting time- failure to answer phone- on order piece
SUPPLIER OBJECTIVE:complaint rate below 10%
721 complaints recorded Complaint rate between 1.9%
and 17.6% New maintenance contracts on
01/01/2010
Contractors
Design phase out of 16 pointsThree evaluation criteria :
- adherence to timeframe- conformity with quality
requirements- conformity with environmental
targetsExecution phase out of 22 points
Three evaluation criteria:- monitoring works- management of reserves- administrative completion
OBJECTIVE: 19 points minimum
17 sites evaluated One supplier being monitored Meeting to raise awareness among
all contractors the 19/03/2009
2009 results
Mechanisms to evaluate supplier performance
architect is closely involved as early as thefeasibility study stage and he is called upon toconduct with rigour and professionalism hismission of general synthesis, which requiresgreater technical expertise than was the case inthe past.Architects tend to prefer working toconstraints; as a case in point, we appreciate thefact the HABITAT 62/59 PICARDIE isISO9001 and 14001 certified: the exactingnature of the methods in actual fact allows us towork more easily and, I have to say, with asynergy which produces results.
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TRAINING FOR NEW ADMINISTRATORS
Introduced in 2009, the aim of this internally delivered
training is to provide useful references for the exercise
of the responsibilities of administrator and a knowledgeof the social housing field. Ethical rules, HABITAT
62/59 PICARDIEs governance, risk management,
internal control and SER are all covered. This training is
aimed at newly appointed administrators.
Relationships withour stakeholdersCHALLENGESHABITAT 62/59 PICARDIE wishes to act in the general
interest of its stakeholders by sharing its mission, its long-term vision and its values. In this spirit, this involves
maintaining a constructive and permanent dialogue with
each of its stakeholders with the aim of satisfying the
expectations of the various partners
OUR PERFORMANCEwith tenantsA dynamic Council for Consultation and for project
initiatives
A Social Commission, originating from the CCL (Housing
Accounts Commission), to handle serious arrears
Traceability of complaints through electronic document
management introduced in 2009
with suppliersNetwork of exchanges of the organisation DOMOPALE
Dveloppement
A Transparency meeting with our financiers (CDC
(Consignments and Loans Fund) banks etc.
with territorial authoritiesParticipation by territorial authorities in internal decision-
making processes (Commission for Allocation of Housing,
Commission for Bids, a selection panel for tenders)
Participation in the Supervisory Board and Genera
GOOD PRATIQUE
INTERVIEW
FACEs mission is to mobilisecompanies to combat exclusion.FACE Calaisis, currently comprising
some 50 companies, has decided to focus initially onemployment by targeting people from priority areas viaan initiative called Job Acadmy.The initiative aims to promote talent and mobilisecompanies to secure long-term jobs. This initiativecombats discrimination relating to the place ofresidence and enhances the skills of people hithertoexcluded from the job market.HABITAT 62/59 PICARDIE is contributing to thefinancing of a feasibility study whose purpose is thecreation of an organisation for social mediation.HABITAT 62/59 PICARDIE is also opening its doors toshow its core activities and perspectives to residents ofthese areas and it is contributing to reducinginequality in terms of social networks.
Franck DELAMARRE,President of FACE
4.4. LEADING ANDIMPROVINGGOVERNANCE
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Efficiency andtransparency in the
functioning of thedecision-making body
OUR PERFORMANCEGiving reasonable assurance as to the risk control associated
with all activities, in particular by:
A internal control manual (risk mapping and associated
coverage level);
Regularly revised documented procedures;
Regulations internal to the Executive Board specifying the
spheres of competence of each managing agent;
Job descriptions and clearly established delegations of
authority; Activity monitoring indicators;
The conduct of an annual campaign of internal audits;
An inspection conducted by MIILOS in 2009, which
reached very favourable conclusions.
LEADINGAND IMPROVINGGOVERNANCE4.
Objectives
Our priorities To manage the changes needed toimprove our performances
To evaluate our strategic roadmap ona regular basis, and adjust it should theneed arise
Our commitments To guarantee the application of ethicsand professional conduct in thefunctioning of the decision-making
bodies
To inform our stakeholders withcomplete transparency
To train administrators in the newchallenges
Quality indicator on transparency and ethical conduct in the organisation
Indicator on the number of
agreements
Action plans for improving
tenant satisfaction
26
The number of active agreements with tenants' associations and resident groups
106,150the material contribution provided in 2009 by HABITAT 62/59 PICARDIE
The following are among the main actions for progress:
Cleanliness of common areasSignage at apartment blocks
Service quality for maintenance service providers (new quality requirements in contracts as
of 1st January 2010)
Management of reserves in newly delivered housing unitsArrival and departure inventories
The delegation of purchase orders to building caretaker level
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Developmentof our teamsOUR STRATEGYHABITAT 62/59 PICARDIE leads an ambitious voluntary
policy of training and development of the skills of all workersgiving each the possibility of following a quality, motivating
career path. It is the desire of HABITAT 62/59 PICARDIE that
skills be used, that changes in jobs be anticipated and that
staff be developed professionally on a continuous basis.
Training needs are evaluated and career plans identified
during an annual discussion between the colleague and the
manager. Staff improvement is achieved through an
evaluation of their potential, coaching, validation of skills
gained through experience, etc. In agreement with the
corporate culture, staff assume responsibility for themselves
through the transmission of the necessary information and
skills.
OUR PERFORMANCEA tailor-made professional induction scheme for all new
employees with nomination of a mentor.
Development of safety procedures (training, cross-
disciplinary group, safety booklet etc.)
Creation of an internal Individual Right to Training catalogue
Training expenditure in 2009 was in the order of 123,276
for a total of 142 employees taking part in one or more
training programmes
Improvement to training appraisal materials
90% satisfaction among staff with training delivered
Environment awareness-raising activities (staff visits to
sorting centre etc.)
The participation of teams in European exchanges throughEURHONET
In 2009, 14 employees received training on how toreduce their fuel consumption and greenhouse gasemissions.
Training future housingprofessionals appropriately for theneeds of the company is one of the
key issues arising in encounters between students ofBTS (Advanced Technicians Certificate) ProfessionsImmobilires and HABITAT 62/59 PICARDIE.Offering training programmes within the Groupsvarious departments, exploring the specific featuresof social housing compared with the private sector,supplementing theoretical training with practicalexperience, providing the company with newtraining techniques and technologies, to obtain a
synergy between BTS (Advanced TechniciansCertificate) Professions Immobilires and theHABITAT 62/59 PICARDIE Group.Social housing is often perceived as a very socialsector for the uninitiated. In a difficult economiccontext, where the private sector appears"inaccessible" for many, social housing isrediscovering its credentials through its publicpurpose role. In fact, our students are also turningto this sector; it offers career prospects and isperceived to be less chaotic than the private sector.
Mme LEMIR,Manager, BTS (Advanced TechniciansCertificate) Profession Immobilire
INTERVIEW
GOOD PRACTICE
TRAINING IN ECO-DRIVING
5.5. DEVELOPINGHUMANRESOURCES
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Promotion of equityand diversity in jobs
OUR STRATEGYHABITAT 62/59 PICARDIE promotes the development oflong-term employment and gives great preference to
permanent contracts. Recruitment and internal promotion
are the subject of joint decisions between the Human
Resources department and the operational department
concerned. In addition to equity in recruitment, priority is
given systematically to internal promotion. The human
resources management policy allows for the automatic
replacement of agency staff from the third day of absence
and of building caretakers for the entire period of absence.
An integration programme for replacement staff provides
rapid familiarisation with the company and optimal
adaptation to the post
OUR PERFORMANCETo encourage internal promotion, each post requiring to be
filled is first advertised among all staff.
32%: the rate of internal promotion
Loyalty building among replacement staff
Participation in a number of employment forums
Partnership with the world of education
DEVELOPINGHUMANRESOURCES5.
Objectives
Our priorities Our training is 80% effective
70% of the targets set in individualinterviews are achieved
A staff satisfaction measure called
Social barometer 2010
Our commitments Late career interviews; information onthe VAE (work experience validation),the CIF (individual training leave), theDIF (individual right to training), theskills audit and the new retirementprovisions for employees of 45 yearsand older
Development of professionalintegration for the disabled
Actions to promote gender equality
Pursuit of partnership with the worldof education
To recognise the merits of individualsand teams in the light of efforts madeand results obtained
Breakdown in annual volume of trainingby employee group
Amount of specificcontracts (CIEemployment initiativecontract, CI-RMAintroductory contracts,apprenticeshipcontracts, professionalcontracts, return-to-work contracts, etc)
74,00
40,00
51,00
Nb of
employee
2007 2008 2009
Local staff
Administrative staff
Supervisors
32,00
3,00
1306,00
617,00
1110,00
Nbof hours
921,00
71,00
80,00
29,00
41,00
Nb of
employee
27,00
1,00
1446,00
515,00
826,00
Nbof hourss
521,00
70,00
46,00
23,00
39,00
Nb of
employee
25,00
9,00
832,00
475,00
944,00
Nbof hours
1013,00
480,00
Executives
Managersa
0,36%0,46% 0,52%
2007 2008 2009
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SOC PROMOTING SOCIAL EQUILIBRIUM OF REGIONS 2007 2008 2009
SOC 1 RESPONSE TAILORED TO DEMAND FOR HOUSING WITHIN THE REGION
SOC 1.1
Average surface area by housing type
TI
TIITIII
TIV
TV
TVI et plus
2006 property 2007 production 2008 production 2009 production
70,66 m2 36,13 m2 na 36,25 m2
82,00 m
2
59,23 m
2
53,85 m
2
54,79 m
2
78,76 m2 72,94 m2 72,49 m2 71,87 m2
158,00 m2 87,46 m2 88,60 m2 86,59 m2
154,00 m2 101,79 m2 103,30 m2 91,56 m2
nant 218,00 m2 na 135,00 m2
SOC 1.2
Distribution of production by housing group Very low income (PLAI)
low income (PLUS, PLUS CD)
Intermediary (PLS, PLI)
5,87 % 3,50 % 3,02 %
86,06 % 87,15 % 85,51 %
8,07 % 9,35 % 11,47 %
SOC 1.3
Increase in rental supply Property including
housing for rental
Homes
2,62 % 2,57 % 2,05 %
3,24 % 2,85 % 2,05 %
8,03 % 2,71 % 2,02 %
SOC 1.4Purchase of low cost housing Sale of low rental housing from property
Purchase of new low-cost housing from production
0,30 % 0,26 % 0,22 %
4,22 % 2,73 % 11,41 %
SOC 2 RENTALS AND SERVICE CHARGES
SOC 2.1
Distribution of levels of rent of our properties
Very low income (PLAI, PLA-TS...)
low income (PLUS, PLA...)
Intermediary (PLS, PLI...)
Prix moyen Prix moyen Prix moyen
3,90 / m2 3,97 / m2 4,07 / m2
4,77 / m2 4,87 / m2 4,97 / m2
6,33 / m2 6,48 / m2 6,60 / m2
SOC 2.2 Changes in the amount of recoverable service charges by dwelling 0,27 % 0,23 % 1,83 %
SOC 2.3 Changes in the amount of rents 2,50 % 1,80 % 2,32 %
SOC 2.4 Ratio recoverable service charges/rents 10,16 % 10,11 % 12,79 %
SOC 2.5 TAffordability ratio by new households 23,71 % 23,86 % 29,35 %
1. This is an increase in rents decided upon by the Board of Directors/Supervisory Board, unlikely to correspond to the actual increase.
PROMOTING SOCIAL EQUILIBRIUM OF REGIONS
SOC 2.2 and 2.4: The calculation of the result for 2009 is based on recoverable charges for which provision has been made and not on regularisedrecoverable charges
Reminder of the organisations key figures
TABLE SUMMARISING THEEURHO-GR SYSTEM OF REFERENCE
Number of housing units
Proportion of individual housing units
Number of employees
Turnover
20 231
41 % blocks of flats44 % individual13% special accommodation2% miscellaneous
226
98 306 K
- Information temporarily uncollected or non-consolidated.
* Information not available.# Company does not wish to provide this information.
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SOC 2007 2008 2009
SOC 3 SOCIAL DIVERSITY
SOC 3.1Rate of internal changes in allocations during year 13 % 11,25 % 13 %
SOC 3.2a
Rate of internal changes due to demolition and important restoration
Socioe conomi c profi le of n ew tenants Bel ow 2 5 y ears of age
AGE of households 25 to 39
40 to 59
60 to 74
Over 75
RESOURCES of households 100% of ceiling of income
COMPOSITION of households Single person
Single-parent family
Childless couple
Couple with child(ren)
Other (cohabitation, co-tenancy, etc.)
NATIONALITY of households French
Foreign
27,57 % 24,35 % 29,92 %
44,60 % 44,32 % 41,49 %
20,58 % 21,76 % 21,75 %
5,73 % 7,13 % 5,07 %
1,53 % 2,43 % 1,77 %
76,90 % 84,20 % 80,70 %
22,20 % 15,50 % 19,20 %
0,70 % 0,20 % 0,09 %
25,02 % 28,73 % 30,45 %
22,47 % 25,44 % 26,91 %
16,57 % 14,98 % 19,13 %
34,94 % 29,57 % 23,12 %
1,01 % 1,29 % 0,39 %
98,99 % 99,67 % 96,60 %
1,01 % 0,33 % 4,39 %
SOC 3.3 Proportion of tenants receiving housing benefit 57 % 57 % 57 %
SOC 4 ACTIVITIES FOR SOCIAL COHESION
SOC 4.1
Social cohesion programmes Inclusion/integration through housing
Integration through jobs/training
Development of social links
Yes Yes Yes
No No Yes
Yes Yes Yes
SOC 4.2 Payroll of local staff working for social cohesion 18,55/log 16,63/log 18,67/log
SOC 5 SOCIAL ASSISTANCE
SOC 5.1 Expenses devoted to social assistance (per unit of housing) 18 /log 15 /log 15,23/log
SOC 6 ACCESS FOR DISABLED AND OLD PEOPLE
SOC 6.1Proportion of accommodation designed or adapted specifically for old ordisabled people * * 10,43 %
SOC 7 PEACE OF MIND OF TENANTS
SOC 7.1Policy of organisation to guarantee tenants peace of mind
% of tenants with peace of mind
Yes Yes Yes
90 % 88 % 84 %
SOC 8 CITY POLICY
SOC 8.1 Proportion of investments made over the year devoted to districts prioritised incity policy (construction, demolition, restoration, and residentialisation)
7,94 % 1,39 % 2,20 %
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PROMOTING SOCIAL EQUILIBRIUM OF REGIONS
ENV PRESERVING THE ENVIRONMENT 2007 2008 2009
ENV 1 ENVIRONMENTAL POLICY
ENV 1.1Organisations environmental policy
Related budget
Yes Yes Yes
1604 k 1628 k 2094 k
ENV 1.2Proportion of new and renovated dwellings meeting an environmentalstandard over and above regulatory requirements
100,00 % 100,00 % 100,00 %
ENV 1.3Inclusion of criteria of environmental traceability in calls for tender for
suppliers and implementation of monitoring process
No Yes Yes
ENV 1.4Proportion of dwellings constructed or renovated with the application ofenvironmental management of the works
100,00 % 100,00 % 100,00 %
Preserving the environment
na na na
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ENV FIGHT AGAINST CLIMATE CHANGE 2007 2008 2009
ENV 2 LUTTE CONTRE LE CHANGEMENT CLIMATIQUE
ENV 2.1
Ene rgy classi fi cation of bui lding s A (bti trs performant)
B (51-90 kWh/m2/an)
C (91-150 kWh/m2/an)
D (151-230 kWh/m2/an)
E (231-330 kWh/m2/an)
F (331-450 kWh/m2/an)
G (building greedy on energy)
Classification of property according 80 kg CO2/m2/an
- % - % 0,00 %
- % - % 0,60 %
- % - % 28,80 %
- % - % 38,90 %
- % - % 19,50 %
- % - % 9,00 %
- % - % 3,20 %
- % - % 0,60 %
- % - % 2,60 %
- % - % 23,80 %
- % - % 38,00 %
- % - % 30,00 %
- % - % 4,80 %
- % - % 0,20 %
- 164,19 kWh/m2 /year
-
-
- 114,78 kWh/m2/year
- - 25,18kg quiv.CO2/m2/year
- - 3,05kg quiv.CO2/m2/year
227 kWh/m2 par an 235 kWh/m2 par an 253 kWh/m2 /year
212 kWh/m2 195 kWh/m2 228 kWh/m2
7kg quiv.CO2/m2 /an 8kg quiv.CO2/m2 /an 7kg quiv.CO2/m2/year
5kg quiv.CO2/m2 /an 4kg quiv.CO2/m2 /an 5kg quiv.CO2/m2/year
ENV 2.2b Proportion of new accommodation supplied by renewable energy (fully or partially) 0 % 18 % 4 %
ENV 2.3CO2 produced by company vehicles
Total km travelled
114 tonnes 124 tonnes 130 tonnes
1037744 km 1130370 km 1186000 km
ENV 2.4
Means of transport used by employees Private car
for daily work-home journey Carpooling
Bicycle
Public transport
On foot
Other
85,29 % 85,71 % 84,40 %
8,82 % 9,52 % 10,09 %
0 % 0 % 0 %
4,90 % 3,81 % 4,58 %
0 % 0 % 0 %
0,98 % 0,95 % 0,92 %
Daily distance travelled on average per employee Private car
Carpooling
Bicycle
Public transport
On foot
Other
36 km/day 38 km/day 40 km/day
62 km/day 61 km/day 62 km/day
0 km/day 0 km/day 0 km/day
34 km/day 31 km/day 30 km/day
0 km/day 0 km/day 0 km/day
12 km/day 12 km/day 12 km/day
ENV 3 WATER MANAGEMENTENV 3.1 Water consumption of property 0,88 m3/m2 0,73 m3/m2 *
ENV 3.2
Proportion of accommodation with: water-saving equipment
a system of rainwater recovery
Total theoretical savings achieved through the installation of water-savingequipment and rain-water recovery
6,46% 10,70 % 15,86 %
0 % 0,15 % 0,23 %
47056 m3 116033 m3 107606 m3
ENV 4 PLANNING AND LANDSCAPE
ENV 4.1 Expenses devoted to improvement of green spaces (per unit of accommodation) 1,57 1,19 1,30
24 HABITAT 62/59 PICARDIE Report on the companys corporate social responsibility
Preserving the environment
ENV 5 SOCIAL COHESION ACTIONS
ENV 5.1
Tenants
Employees
Service providers
Yes Yes Yes
Yes Yes Yes
Yes Yes Yes
Activities to raise awareness and providetraining on the environment for :
ENV 7 SOCIAL COHESION ACTIONS
ENV 7.1
Sound insulation
Heat insulation
Ventilation
98 % 98 % 85 %
98 % 98 % 85 %
100 % 100 % 85 %
Proportion of accommodation built usingmethods exceeding current regulations
Energy consumption Average
MedianFunctional sites
Median
Greenhouse gas emissions Average
Energy consumption Average
MedianNew accommodation
Median
Greenhouse gas emissions Average
- 213,83 kWh/m2/year
109,22 kWh/m2/year-
-
-
- - 29,10kg quiv.CO2/m2/year
- - 14,57kg quiv.CO2/m2/year
Property Energy consumption Average
Median
Median
Greenhouse gas emissions Average
ENV 2.1. The calculation is based on 15,860 energy performance diagnoses carried out, which is 774 non-diagnosed housing units
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ECO ASSUMING OUR ECONOMIC RESPONSIBILITY 2007 2008 2009
ECO 1 PROPERTY MANAGEMENT
ECO 1.1 Proportion of older properties renovated each year 0,64 % 5,31 % 3,25 %
ECO 1.2Average expenditure on maintenance and improvement by unit of
accommodation
2003-2007 2004-2008 2005-2009
465,81 /housing 556,09 /housing 715,32/housing
ECO 1.3
Vacancy rate (total vacancies)Method
Less than three months in use
Over three months in use
0,28 % 0,36 % 0,61 %0,05 % 0,07 % 0,19 %
0,19 % 0,26 % 0,34 %
0,04 % 0,03 % 0,08 %
ECO 1.4 Net self-financing related to rent 14,53 % 15,56 % 9,84 %
ECO 2 LOCAL ECONOMIC FABRIC
ECO 2.1
Revenue redistributed to: Employees
Suppliers and service providers
Tax authorities
Banks
Shareholders
Social participants
8437 k 9078 k 9525 k
84971 k 98326 k 110071 k
4 k 26 k 9 k
22567 k 24022 k 26054 k
17 k 16 k 13 k
716 k 575 k 566 k
ECO 2.2 Annual investment in overall growth of property 53068 k 41916 k 64500 k
ECO 3 RESPONSIBLE PURCHASING
ECO 3.1 Responsible purchase practices No No Yes
ECO 4 EQUITY TOWARDS SUPPLIERS
ECO 4.1 Mechanism for evaluation of suppliers in terms of quality and service provided Yes Yes Yes
GOV DIALOGUE AND SATISFACTION 2007 2008 2009
GOV 1 DIALOGUE AND SATISFACTION OF TENANTS
GOV 1.1 Number of meetings organised with residents as part of a process of dialogueimplemented by the organisation
9 11 11
GOV 1.2 Results of tenant satisfaction surveys 96 % 90 % 90 %
GOV 1.3 Action plan to improve tenant satisfaction Yes Yes Yes
GOV 2 ASSOCIATIVE SECTOR
GOV 2.1Number of live agreements with residents' groups and associations
Total material contribution
21 26 26
89544 103744 106150
GOV 3 ETHICS AND TRANSPARENCY
GOV 3.1 ETHICS PROCEDURES No No No
GOV 3.2 Strategic roadmap No Yes Yes
GOV 4 DIALOGUE AND SHARING OF INFORMATION WITH TERRITORIAL AUTHORITIES
GOV 4.1Personalised information scheme for territorial authorities
% scheme covered
No No No
0 % 0 % 0 %
GOV 5IMPROVEMENT IN FUNCTIONING AND SKILLS OF MONITORING AND
DECISION-MAKING BODIES
GOV 5.1Number of sessions to raise awareness/train administrators in the challengesof the low-income housing sector
0 0 1
GOV 5.2 Documents defining the roles and responsibilities of administrators No No No
GOV 5.3 Evaluation of the functioning of the Board of Directors Yes Yes Yes
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ASSUMING OUR ECONOMIC RESPONSIBILITY
LEADING AND IMPROVING
HR DEVELOPING HUMAN RESOURCES 2007 2008 2009
HR 1 DEVELOPMENT OF EMPLOYMENT
HR 1.1
Breakdown of staff by job type Permanent contracts
Fixed term contracts
Temporary
91,53 % 90,95 % 93,24 %
8,47 % 8,84 % 6,40 %
0 % 0,21 % 0,36 %
DEVELOPING HUMAN RESOURCES
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26 HABITAT 62/59 PICARDIE Report on the companys corporate social responsibility
HR DEVELOPING HUMAN RESOURCES 2007
2008 2009HR 1.2
Breakdown in annual volume of training by employee group
Maintenance workers
Local staffAdministrative staff
Supervisors
Executives
Managers
Number of
employees
Number of
hours
Number of
employees
Number of
hours
Number of
employees
Number of
hours
na na na na na na
74 1306 h 80 1446 h 46 832 h40 617 h 29
41
515 h 23 475 h
51 1110 h
51
826 h 39 944 h
32 921 h 27 521 h 25 1013 h
3 71 h 1 70 h 9 480 h
HR 1.3
Rate of internal promotion by staff group (average)
Maintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
26 % 18 % 32 %
na na na
0 % 6 % 20 %
17 % 0 % 0 %
0 % 9 % 0 %
9 % 3 % 12 %
0 % 0 % 0 %
CONTINUOUS IMPROVEMENT OF WORKING CONDITIONS
HR 2.1 Policy to promote health of employees and balance betweenprofessional and private life
Yes Yes Yes
HR 2.2 Rate of satisfaction among employees 79,43 % - -
HR 2.4 Responsible profit-sharing No No No
HR 2.3Proportion of absences linked to occupational accidents and diseases andstress
0,69 % 0,60 % 1,76 %
HR 3
HR 2
PROMOTION OF EQUITY AND DIVERSITY IN EMPLOYMENT
HR 3.1
Breakdown of employees by group and gender
Maintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
Men Women Men Women Men Women
na na na na na na
43,40 % 56,60 % 44,09 % 55,91 % 39,47 % 60,53 %
16,30 % 83,70 % 20,76 % 79,24 % 16,97 % 83,03 %
49,20 % 50,80 % 49,34 % 51,66 % 49,15 % 50,85 %
77,80 % 22,20 % 77,42 % 22,58 % 81,60 % 18,40 %
100 % 0 % 100 % 0 % 100% 0 %
HR 3.2
Breakdown of annual gross salaries by group and by gender
Maintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
Men Women Men Women Men Women
na na na na na na
21717,06 k 21643,76 k 24401,01 k 24027,29 k 25102,86 k 23819,37 k
24507 k 19222,14 k 25867,33 k 26443,93 k 25421 k 20473,52 k
27543,34 k 22457,41 k
47683 k
33368,32 k 28091,05 k 34193,93 k 27226,44 k
50245,57 k
207 k
46943,75 k 35386,29 k 43035,46 k 34634,67 k
# #
#
# # # #
HR 3.3
Amount of specific contracts (CIE, employment initiative contract, CI-RMA,introductory contracts, apprenticeships, professional contracts, return-to-workcontracts, etc.)
0,46 % 0,52 % 0,36 %
HR 3.4 Gap between the bottom 10% and top 10% of annual salaries 3,31 % 3,27 % 5,40 %
Trainee - 0,12 % 0,02 %
Average employees over the year Proportion of absences related to stress is measured approximately and very inaccurately Employees on permanent contract at 31 December of reference year
DEVELOPING HUMAN RESOURCES
- Information temporarily uncollected or non-consolidated* Information not available# Company does not wish to provide this information
2008 2009
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METHODOLOGY
GLOSSARY
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APL : Personalised assistance forhousing allows recipients to reduce their
housing expenses by reducing loan
charges for new buyers and owner-
occupiers, as well as rental charges for
tenants. The amount of APL depends on
the family situation of the recipient, the
amount of their income and their rental
costs.
BBC : (Btiment BasseConsommation): Low consumption
building, one of the 5 levels of the high
energy performance label, namely a level
which aims for consumption below 50%
of the regulatory energy consumption for
service sector buildings and a
requirement level of 50kWpe/m forprimary energy for residential. This is the
equivalent of the Passivhaus construction
standards in Germany.
CAF : (Caisse dAllocations Familiales):Family allowances fund, a public body in
charge of family allowance payments. The
CAF therefore pays various housing
assistance payments such as the APL
(personalised assistance for housing), the
ALS (social housing allowance), the ALF
(family housing allowance) etc.
CUS :Conventionnement dUtilit Sociale):
Social Benefit Partnership Agreement:
Arising from the French law on
"mobilization for housing and the fight
against exclusion" of February 2009, the
CUS is a restructuring of the global
Social Benefit Partnership Agreement.
An approach based on the organisations
strategic property plan with reference to
local policies on accommodation, the
CUS primarily constitutes the contractual
framework which fixes, for a period of 6
years, the organisations commitments toits key social roles (social management
and allocations, quality of service,
adaptation of the property portfolio and
the construction of new housing etc.)
ESH : Company offering low-incomehousing, a company specialising in all
types of accommodation. It builds,
manages and improves dwellings
designed for rent or ownership. It is
involved in development and urban
planning on its own behalf or for a third
party. It provides services in all aspects of
accommodation. It operates on an urban
level in the treatment of districts. At the
end of 2006, 284 ESH managed around
2 million units of low-cost housing and
homed over 4.5 million people.
HLM : Low-rent accommodation
HPE : (Haute Performance
Energtique): High Energy Performancelabel To be awarded this, a building must
not only be thermally efficient, but it must
also be certified in respect of safety,
sustainability and the conditions of use of
the heating, sanitary hot water
production, air conditioning and lighting
installations or on the overall quality of
the building.
HQE : French standard for High QualityBuilding Processes distinguishes buildings
which are comfortable, healthy and
provide greater respect for the
environment
MSA : (Mutualit Sociale Agricole):Agricultural Social Mutual Fund
ORU : Urban renewal operation
PDH : Departmental housing plan
PLA : Assisted rental loan arising fromthe Barre reform in 1977. Provided to
combine assistance to infrastructure with
assistance to people, it can assist 80% of
households thanks to a resource threshold50% greater than the previous thresholds
for ordinary low-rent accommodation. In
September 1999, the PLA was replaced
by PLUS (rental loan for low incomes).
PLAI : Rental assisted inclusion loanfor families which may experience specific
difficulties in integration and whose
resources do not exceed the thresholds.
PLH : Local housing plan
PLS : Low-income rental loan mayfinance acquisition or construction of
dwellings for rental as well as the
corresponding improvement works. The
PLS does not give rise to a right for a state
subsidy. However, it does give the right to
reduced-rate VAT and exemption from tax
on buildings for 25 years.
PLUS : Rental loan for low-income
people assists HLM bodies and mixedpublic/private sector companies in
financing the creation of low-cost rental
homes in the context of social diversity.
An agreement must be drawn up with the
state and the recipient body: this sets the
maximum rent for dwellings within the
limit of a rent threshold modulated
according to the type of accommodation
and the geographical area; it gives
tenants the right to personalised
assistance to housing (APL).
PLUS CD : Rental loan for low-income construction/demolition presents a
similar profile to PLUS. It offers specific
provisions tailored to the operations of
construction/demolition such as the
issues of rehousing.
PMR : This is a unit of accommodationdesigned for a disabled person, PMR.
RSE : Corporate social responsibility
VACANCY RATE:this is called the rate of unoccupancy
of a dwelling
UNA : National union for assistance,care and services in the home
Internal reporting tools result from indicators based on operational and support processes. The head of each
process is responsible for monitoring his process and must provide figures and results for his activities. Regularexamination is carried out through reviews of processes. For activities carried out by agencies, a local processmanager is designated and provides reports for each head. The general management of indicators is centralisedby the assistant to the Quality, Environment and Internal Control department. The reliability of data is regularlychecked and audited as part of an annual plan of internal audits. The production of statistics is optimised throughautomated computerised data.
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HABITAT 62/59 PICARDIE S.A.Socit Anonyme dHLM
avec Conseil de Surveillance et Directoire
520, Bd du Parc dAffaires
BP 111
62903 COQUELLES CEDEX
Tl : 03 21 00 81 00
www.habitat6259.fr
Adhrente la Fdration Nationaledes Entreprises Sociales pour lHabitat
DELPHIS33 rue Saint-Augustin - 75002 Paris
www.delphis-asso.org