Camusat 2018 CSR Report · 2019-10-09 · 04 MESSAGE OF THE CHAIRMAN Recent developments in the...

2018 Report

02

This document deals with the major priorities ofCamusat Group’s Corporate Social Responsibilityapproach. Actions initiated in order to meet social,environmental and community objectives, as well asresults and progress to be achieved are also specified.

This report covers the year 2018 and includes allentities of the Group, unless otherwise stated. Thisreport has not been validated by an external party.

Your questions and comments regarding this reportand, more generally, the Group CSR approach arewelcome at: [email protected]

ABOUTTHIS REPORT

Summary

Chairman’s message 4

Our Group 5

Executive Committee 6

Solutions 7

Innovations 8

International Footprint 9

Our Values 10

03

Our Commitments 11

Social 12

Objective 1 14

Objective 2 16

Objective 3 17

Environmental 19

Objective 1 21

Objective 2 23

Objective 3 24

Community 25

Objective 1 27

Objective 2 28

Objective 3 29

Evaluation & Indicators 31

04

MESSAGEOF THE CHAIRMAN

Recent developments in the telecommunicationsindustry require a massive need for infrastructureto which our five business areas fully respond.

For Camusat, 2018 was a year of change. We havealso successfully implemented our new Aktivcooffer, based on the financing of efficient energysystems. We are proud to have demonstrated ourabilities to deliver, ensure excellent customerservice, secure long-term employments and protectour planet.

We shall continue to experience new and veryimportant challenges in the coming years, and weare counting on all our resources to ensure thegood development of the Group.

Richard THOMASChairman

excelling in

5business lines

over

2,900direct

employees

generating

180m€of turnover

(2018)

sucess story

40+years

operating in

35+territories

faithful to

3commitments

05

Our Group

06

Richard THOMASChairman

Emeric DONTDeputy

Chief Executive Officer

Camusat Opco

Elodie PERRIGOTGroup Chief HR-CSR

& EHS Officer

Sébastien MARTINGroup Chief Commercial

& Business Development

Officer

Monica ROBUGroup Chief Internal Control

& Compliance Officer

Ivan NAZARSKIGroup Chief Technical &

Information Officer

Thibaut DE RODELLECChief Executive Officer

Aktivco

Julien CATELGroup Chief Administrative

& Financial Officer

EXECUTIVECOMMITTEE

OU

R

07

The Group supports telecom actors to efficiently build and optimize their networks development all over

the world by integrating the very latest telecom technologies through our operational company Camusat

on one hand, and, on the other hand, to offer them telecom infrastructures outsourcing solutions thanks

to our dedicated investment vehicle, Aktivco.

Our solutionsEquipment Installation

& Commissioning

Fixed & Fiber OpticsNetworks

Managed Services,Maintenance & Operations

Power Systems & Renewable Energies

Telecom Site Construction& Installation

Mobile Telecom Infrastructures

Core NetworkInfrastructures

Energy Production& Distribution Infrastructures

Fixed TelecomInfrastructures

08

INNOVATIONS

Increasing the potential of Digitalisationwith Business Intelligence

In 2018, the Group initiated atransformation project by focusing ondigitising all of its data. Thus, Camusat hascompletely redesigned the operation andinterdependence of its services, as well as itsoperational model, including even thedematerialisation of data collected on itstelecom sites.

With the development of our IT tools, weprocess a wealth of information to provide adetailed and optimised analysis of ouroperational flows and of the condition of ourtelecom sites. Thus, we can improve thework of our teams, deliver a better-qualityservice to our customers and reduce ourCO2 emissions.

OU

R

HEADQUARTER IN FRANCE, INTERNATIONAL COVERAGE

(30+ territories)

* 2018 figures

09

Our team has grown to more than 2 900 direct employees* :

FOOTPRINTOUR GLOBAL

AFRICA & INDIAN OCEAN

MIDDLE EAST & ASIA CALA

EASTERN EUROPE

FRANCE & ITS OVERSEAS

1510 730 310 220 155

Innovation

Diversity

Reactivity

10

VALUES

Camusat Group values make-up its genetic code and guide all the staff members all over the world in their

day-to-day activities.

OU

R

Social Environmental Community

We think that doing business in a responsible manner from a social, environmental and community point of view, helps our company succeed and meet our stakeholders’ expectations.

11

Our commitments

12

Promoting success, security and well-being of our employees.

SOCIALENGAGEMENT

OU

R

INTERVIEW

How do you integrate the social objectives of the Group in yourteams’ day-to-day activities?

We pay a particular attention to the diversity within our subsidiaries.Thus, more than half of our managament team is represented bywomen and the place of others cultures / nationalities is also veryimportant. We are also constantly performing EHS audits on all oursites. Monitoring the level of work-related accidents with the help ofthe EHS department in order to improve the safety culture andawareness levels among our employees, weekly meetings are takingplace between our EHS department and the company managementteam.

In your opinion, which of our social commitment actions contributethe most to the performance of the subsidiaries under yourmanagement?

In my opinion, all of our social actions contribute directly or indirectlyto the performance of our subsidiaries, especially the training and thedetection of new potentials that create a collective dynamic andreinforce our corporate culture. Finally, we involve all our teams inachieving regional goals to achieve the best possible performance.This also will encourage the teamwork.

WITH JOAO FERREIRA, REGIONAL MANAGING DIRECTOR, CARIBBEAN AND LATIN AMERICA REGION

13

The frequency rate of our work-relatedaccidents is well below the average ratefound in our field of activity.The severity rate was, in its turn, halvedcompared to last year.

Number of work-related accidents:

We have, therefore, achieved a greatsuccess in the pursuit of our goal ofsafety in relation to our employees,thanks to our awareness-raising actions,training and audit, which have alreadybeen implemented for several years andconstantly improved.We spent an amount of EHS traininghours similar to the one from last year.Our internal EHS trainer helped maintainthis quantitative and qualitative level ofsafety-related training.

Objective 1: continuously strengthening accident prevention and protection of employees

A new module on road safety risks, theleading cause of work-related accidents in ourGroup, has been introduced since 2018 in ourinternal training program.Finally, we improved our EHS control byperforming audits on the sites of oursubcontractors. Since 2018, we offer themour internal trainings on safety.This training offer is also available for ourcustomers.

20%

80%

Without work stoppage

With work stoppage

14

0.21% 0.12%

6.31%5,04%

2017

2018

Severityrate

Frequencyrate

37 35

20182017

Number of EHStraining hours in 201812 617

Employees trained by our internal EHS trainers

since 20161 485

SOCIALCOMMITMENT

OU

R

EHS Training – Camusat Dominican Republic


We consider that internal communicationis an important vector in thedevelopment of a safety culture.Therefore, we broadcasted several safetyflashes on specific themes (handling,road safety risks, etc.) and we organised asafety challenge at the end of the year,entitled “Pimp My Helmet”.

Objectives for the upcoming years:

Our ambition is to render oursubsidiaries promoters of CSR issuesawareness. We will continue to supportthem in their communication, and wewill entrust them with the broadcastingof their own safety flashes, which betterreflect local realities.

Objective 1: continuously strengthening accident prevention and protection of employees

Participants to the “Pimp My Helmet” challenge - Camusat Antilles - Guyane

Based on their risk assessment, oursubsidiaries have themselves created apresentation of their occupational risksand of the measures implemented locallyto minimise work-related accidents asmuch as possible.

This custom-made presentation is given andexplained at each hiring, to ensure amaximum level of involvement of ouremployees in their own safety and that oftheir colleagues.

15

SOCIALCOMMITMENT

OU

R


In pursuing our Talent Managementproject, the actions implemented by oursubsidiaries have given tangible resultsfor the year 2018.

We continue to focus on training todevelop the potential and skills of ouremployees. Overall, there are more than18,000 hours of training dedicated todeveloping the skills of our employees. Acampaign called “Key People” wasinitiated at Group level to identifyemployees with particular know-how orkey skills and to enable them to pass ontheir knowledge through tutoring. Thissystem has also been used to supportnew hires and employees who havechanged jobs.

75 Intragroup transfers in 2018

Several employees identified in 2016 wereassisted for new positions related toManagement of subsidiaries.

Objective 2: providing opportunities to grow and develop by training, skills development, talents detecting and follow-up

Mentoring - Camusat La Réunion

Joseph TOUMA, talent identified in 2016, Regional Managing Director, Middle East & Asia since April 2018

Total training hours:

30 980 21 241in 2018 vs. in 2017

51%15,5%22,5%

11%

WorkerAdministrativeSupervisorManager

Breakdown by professional category:

Objectives for the upcoming years:To anticipate future needs, to strengthenand retain the many skills present withinthe Group, including technical andmanagerial ones, we are carrying on withour efforts to identify our talents bycontinuously improving.10 in

2018 7 in2017

Total training hours per person:

vs

16

SOCIALCOMMITMENT

OU

R


Objective 3: promoting diversity and inclusion

A major advocate of the quality of life,Camusat considers diversity andinclusion as key priorities in itsdevelopment. These are levers ofcompetitiveness and businessperformance, allowing Camusat to bemore innovative and closer to itsemployees. The inclusive culture ofCamusat enables it to take full advantageof all the skills existing within itsorganizations.Employees feel free to share and enablesubsidiaries to benefit from all their skillsand professional and personalexperience.

The effects in terms of business can bemeasured: added loyalty, productivity,commitment, innovation and customersatisfaction.In 2018, we continued to focus ouractions around the three usual themes,namely: gender equality, celebration ofsuccess and integration of young people.

17

Intern – Camusat Uganda

Partnerships with schools and universities tooffer internship assignments increasedconsiderably in 2018. Camusat subsidiariesoffered a total of 155 internship assignmentsover the year, promoted by interviewcampaigns.This communication makes Camusat knownto future graduates looking for internshipsand increases the interest of candidates in ourjob offers.

Headcount on 12/31/2018:

2 925employees

12,41%

87,59%

Promoting success, security and well-being of our employees.SOCIALCOMMITMENT

OU

R

Objective 3: promoting diversity and inclusion

In order to reaffirm its commitment to abalanced representation of women andmen in technical and managementpositions, Camusat periodicallybroadcasted interviews with women, topromote their positions and theirexperiences, both internally andexternally.

Acknowledging achieved objectivesincreases the chances of success in thefuture. Therefore, Camusat subsidiarieshave developed the implementation ofemployee acknowledgement systems,particularly on the African continent.These initiatives are increasingly growingin all our subsidiaries and contribute tostrengthening the sense of belonging tothe Group.

18

Objectives for the upcoming years:

We will start a campaign to highlight theEHS function by interviewing employeesin charge of this mission within ourvarious subsidiaries. Finally, all oursubsidiaries will be encouraged to valuetheir success and employees whocontribute to this on a daily basis. Wewill continue to broadcast interviews ofwomen in managerial or technicalpositions, as well as trainees who joinour Group.

Employee of the Month– Camusat Niger

Training in 2018 vs 2017:

12,68% 12,11%

87,32% 87,89%2017 2018

Technical jobs held by women (workers andsupervisors) at 12/31/2018:

11,91%

SOCIALCOMMITMENT

OU

R


19

Providing our customers with quality, low environmental impact products & services and demonstrating our commitment to reduce our own impact

OU

R

COMMITMENT

ENVIRONMENTAL

INTERVIEWWITH ARISTIDE SANON, COUNTRY MANAGING DIRECTOR, CAMUSAT IVORY COAST

What is the role of environmental stakes in your activity?

Respect for the environment is a major concern of the CamusatGroup, as a responsible company. As such, through our activitiesof site maintenance, construction and deployment of optical fiber,we ensure strict compliance with current regulations in IvoryCoast. In particular, we are promoting the deployment of lowenvironmental footprint energy solutions as part of our new ESCOactivity. This allows our customers to achieve substantialeconomic gains but also to meet their obligations in terms ofrespect for the environment.

To what extent do the environmental actions carried out by oursubsidiaries have an impact on people’s daily lives?

It is our responsibility to limit the impact of our activities on theenvironment. Thus, we are ensuring that rural communities areinvolved in various green activities, such as reforestation of sitesand recycling of packaging that we use for our infrastructureprojects. These actions also make people aware of environmentalchallenges that are often underestimated in emerging countries.

20

Since 2015, our e.power solutions haveenabled avoiding:

Objective 1: building simpler, smarter and more suitable solutions for better efficiency

The two green solutions available in theCamusat portfolio of products andservices, (e.pC, e.pL, e.pdC) andthe pure solar energy, evolve each year inorder to always meet the demand of ourcustomers. The reduction in fuelconsumption and, more generally, therespect of the environment, are at theheart of our concerns and of those of ourcustomers and we strive to innovateconstantly in this direction.

In 2018, we have developed a new typeof installation for pure solar with the“Concrete Less” system that allows us toinstall our solutions without the use ofconcrete foundations, characterised by avery high CO2 consumption for theirtransportation and manufacture.

The development of our Aktivco BusinessModel has significantly contributed toreducing the carbon footprint by enabling

"pure solar„ sitesand e.powerinstalled since 2015

1 383

Pure solar solution with Concrete Less system– Camusat Sénégal

our customers to install moreenvironmentally friendly solutions thatconsume less polluting material.

21

ENVIRONMENTALCOMMITMENT

OU

R

Providing our customers with quality, low environmental impact products & services and demonstrating our commitment to reduce our own impact.

1 797 Generators

26 502 Fuel filters

42 652 Oil filters

114 899 liters of waste oil

36 389 CO2 emissions(in tons)

81 944 NOx emissions (in kg

(TO of purchased products and services bringing environmental added value)

Since 2015, our R&D department hasworked on various development projectssuch as vertical axis wind turbines oreven the search for batteries recyclingstreams. As such projects have beensuccessfully completed, Camusat hasdeveloped in 2018 a new solution to itsEnergy business line: Rural Electrification.This type of project consists of theconstruction, operation and maintenanceof photovoltaic power plants.

contributes to the economic development ofcountries by providing access to reliable,sustainable, modern and affordable energyservices, to reduce poverty and improve theliving conditions of rural populations.In 2018, another solution was also developed:the use of generators consisting of gas orhydrogen. They allow to suppress the use offuel. The one composed of hydrogen makes itpossible in particular to reduce noise pollutionand rejects only water. This mix of technologyinnovations is fully part of a viable alternativeto fossil fuels and facilitates the energytransition.

16 385 000 €

20 026 000 €

22

Objective 1: building simpler, smarter and more suitable solutions for better efficiency

The potentialities of renewable energiesare important but very little exploitedeven if they constitute the base of asustainable and low-carbon energydevelopment; especially on the Africanterritory, which has an incomparablegeographical advantage in terms of solarresources. By developing this newactivity, Camusat becomes a player inturnkey mini-grid solutions and thus

Plan of an electrical power plant –Camusat Niger

Rural electrification – Camusat Madagascar

(TO of sold products and services bringing environmental added value)


OU

R


Objective 2: protecting the environment

The year 2018 was an opportunity for theGroup to reaffirm its commitment topreserving the environment throughvarious actions.A Tree Day was organized at Group leveland our subsidiaries took part in theexercise. In each of these subsidiaries, adozen employees volunteered to planttrees to fight against deforestation.Communications on responsibleconsumption have been passed out tomake our employees aware thateveryone at their own level can have apositive impact on the environment.Thus, our employees were encouraged topay attention to their consumption ofelectricity, paper, fuel or water and tofollow instructions enabling theirreduction. Finally, actions alreadyinitiated in 2017 have been renewed in

2018, including cleaning operations, incollaboration with associations or evenorganizing at Group level a challenge withthe environmental theme. This year, thesubsidiaries took up the challenge tobuild a Christmas tree with waste only, aspart of the “Eco-Holidays” challenge.

23

Tree Day – Camusat Comores

Objective for the upcoming years:Some of our subsidiaries have put in placean effective procedure for managing theirindustrial waste and their hazardousproducts. The Group will rely on this goodpractice to disseminate these processeswithin subsidiaries that are not yet part ofthis process and thus to improve theoperating method at Group level. Finally,internal communication will remain aprivileged way to raise awareness amongemployees of the importance of preservingthe environment.

Winner of Eco-Holidays challenge - Camusat La Réunion


OU

R


2016 2017

Consumption of Group:

Objective 3: reducing our environmental footprint

Since 2017, our customers entrust uswith the monitoring of all their telecomsites. The measurement of the consumedenergy and the alarm systems for thedetection of anomalies are thus managedby a dedicated module in our e.sightsoftware, called EMS & EMassS. Thismodule enables Camusat to improve thetechnical design of its sites by optimisingcapital expenditure and by makingcorrections, if needed, according toobserved consumption trends.This intelligent monitoring increases thereliability of plants and contributes toconsiderably reducing our carbonfootprint by optimising fuel consumption.In 2018, 11 Group subsidiaries connectedthe equipment from their sites to thisnew IT module, which represented a fuelsaving of 19,026,720 liters and,therefore, 50,230 tons of CO2 avoided.

2016

2017

22 589

in m³ in Mwh in Kg

1 666

12 81510 027

1 195 Vehicles on 12/31/2018

Stored Oil

RecycledOil

26 167

92 01873 601

17 129

Stored vs. Recycled oil (liters):

24

Objective for the upcoming years:

With the aim of reducing ourenvironmental footprint, we willdevelop our IT tools to further improvethe energy efficiency of our telecomsites, while also improving networkperformance. The new subsidiaries ofthe Group will be connected to the twomonitoring modules of our e.sight ITsystem.

Our carbon footprint is particularlyimpacted by the travels of our teams onour telecom sites, to carry outmaintenance works.

2018

25 615

42698

185810614

2018

86 922

185 488

AverageCO2 vehicle fleetemissions (g/km) 397

Optimising the travels of our teams istherefore a major challenge. In 2018, 15Camusat subsidiaries managed their vehiclefleet thanks to a tracking (Gps) moduleintegrated into our e.sight software. In thesame year, the optimisation of travels acrossthese 15 countries resulted in fuel savings of24,685,637 liters, or 56,776 tons of CO2avoided.

1 381


OU

R


25

COMMUNITY

Investing in development and recognition within our host communities.

COMMITMENT

OU

R

INTERVIEWWITH JEAN-CHRISTOPHE BORIE, COUNTRY MANAGING DIRECTOR, CAMUSAT MYANMAR

To what extent do community responsibility initiatives in placecontribute to the performance of the subsidiary you manage ?

Our initiatives implemented in Myanmar have a real and lasting impactwith direct focus on individual and collective performance. Here are someexamples:Participating in recruitment fairs to promote Camusat in Myanmar andpromote our job offers. This gives us the opportunity to hire interns andqualified staff from local communities, to attract the technical skillsneeded for our business and to enhance loyalty;Organizing various events such as participation in charity, appointment ofthe employee of the month, participation in sporting challenges,contribute to strengthening the sense of belonging to Camusat, the teamspirit and cohesion.This community responsibility approach is part of the long-term pursuit,and the commitment of each member of the team, both at the level ofour site workers and at the level of the management team.It is one of the key elements of the Values that we develop, together,within Camusat Myanmar.

How do you implement the Group’s Ethics approach within yoursubsidiary?

Corporate ethics can be viewed restrictively, as business ethics andcompliance with regulatory requirements. Within Camusat, this vision isenriched by a voluntary and proactive approach that results in observingethical rules, an ethics charter, etc.It also requires determination and sometimes making decisions,consistent with Camusat values, when we are confronted with deviantbehaviours.

26

Objective 1: creating job opportunities for local communities

In its goal of being a responsiblecompany, Camusat constantly strives tohave a positive impact on the society.Focusing on the development of localjobs and the evolution of our managersin the countries where we are located is aguarantee of sustainability.

To promote our job offers and morebroadly our professions, Camusatsubsidiaries develop their employerbrand by intensifying their relations withlocal institutions (NGO, City Hall, LabourInspection, etc.) and their presence inrecruitment fairs and specialised in thetelecom field. This approach andcommunication-based strategy is alsofavourable to our Sustainable PurchasingPolicy, since it reinforces the proximitywith the local companies.

Thus, the use of locally establishedsuppliers continued to increase between2017 and 2018. This contributes to thedevelopment of local business activities.At Group level, Camusat has strengthenedits digital communication by increasing itspresence on social networks, includingLinkedIn, with the creation of its careerpage.

95,29%

96,15%

2017 2018

% Local employees

% Local supervisors and managers

% Local suppliers

93,18%

88,28%

95,29%

97,66%

Objectives for the upcoming years:The employer brand will be reinforcedinternally by organising events to reinforcethe cohesion and values of Camusat and bydeveloping a more participativemanagement. Because the employer brandrepresents an important factor in the finalchoice for a candidate to join a company,we will develop the testimonials of ouremployees, in order to highlight the imageof less-known professions.

Recruitment fair – Camusat Romania

27

COMMUNITYCOMMITMENT

OU

R Investing in development and recognition within our host communities.

Objective 2: enhancing responsible and regulation-compliant activities

The development of an ethical culture isa major challenge for our Group and ismainly conveyed by our employees.Therefore, one-third of the Group’semployees were made aware of ourEthics Code in 2018.The new Anticorruption Policy has beensystematically communicated to newlyhired employees since its creation inSeptember 2018.

To improve this approach, the creation ofan Internal Audit & Compliancedepartment made it possible to carry outaudits throughout the entire year. In2018, these audits allowed, among otherthings, to verify the good communicationof the new Anticorruption Policy to theemployees. To improve the steps takeninternally, we choose our partners bytaking into account their respect forethics. Objective for the upcoming years:

The compliance with the Camusat EthicsCode will be reinforced by a trainingcampaign at Group level, dedicated to theAnticorruption Policy implemented in2018. This training will be provided to allemployees during 2019 and every twoyears thereafter, so that this majorcommitment is always at the heart of ourconcerns.

In 2018, we evaluated one-third of our localsuppliers with respect to their CSR policy. Thisassessment was performed based on thesame CSR commitments undertaken by theCamusat Group.In addition, half of the Camusat suppliers havesigned a responsible supplier charter to date.

.

Internal Audit – Camusat Myanmar

1 012 employees up

to date with the Ethics Code and Anticorruption

Policy of Camusat

28

COMMUNITYCOMMITMENT

OU


Objective 3: contributing to improve local living conditions

The contribution to local developmentand community life, which is an integralpart of sustainable development, goeswell beyond identifying and engagingwith stakeholders.

Therefore, our HR departments aim toknow precisely the impacts of the activityof subsidiaries in their territory(economic, social and/or environmental).Thus, they can subsequently contributeactively and usefully to the developmentof the territories. In order to givemeaning to our actions, we have beentargeting specific directions since 2015:assisting in the rehabilitation followingnatural disasters, fight against poverty,contributing to better sanitary conditionsand advocating for causes aroundsporting events.

Participation in a sports event for the ELAassociation – Camusat France

Support with reconstruction on the Caribbean Islands after Irma and Maria hurricanes – Camusat Haïti

Supporting a volleyball team – Camusat Ouganda

Supporting the Solisène association for theconstruction of a school – Camusat Sénégal

Guided by solidarity, our subsidiaries areinvolved in various ways:• By donating their products, materials,financial aid, skills sponsorship,• By supporting local reintegrationinitiatives,• By facilitating the involvement of ouremployees in local or solidaritydevelopment projects.

29

COMMUNITYCOMMITMENT

OU


As part of the “I volunteer withCamusat” campaign, the Groupannually supports an association inwhich an employee is a volunteer. Inorder for supported projects to bealigned with our CSR policy, they mustcontribute to the improvement ofhealth, education or environment.In 2018, it is the DEEP Association(Diversified Educators EmpowermentProject) which received support fromCamusat.

Ms. Esther COLLINS, employee of oursubsidiary in Liberia, supports thisassociation as a volunteer.50% of teachers in Liberia did not receiveany training before pursuing theirprofession, despite education being amajor issue in a country’s development.By its approach, DEEP aims to increasethe quality of education of schoolchildrenin Liberia.

Meeting with DEEP at Camusat Libéria

Objective 3: contributing to improve local living conditions

Payment of funding at DEEP - Camusat Liberia

Thus, this association aims to provide a 12-month training to 175 teachers, enablingthem to obtain the “Elementary C-levelTeacher Certification”.

30

COMMUNITYCOMMITMENT

OU


EVALUATIONSOUR INDICATORS &

31

The set of indicators we use allows us tomeasure our commitment andperformance regarding the CSR. In acontinuous improvement, we measurenew indicators each year. This allows usto collect even more concise and detailedinformation, enabling us to improve ourpractices.The same is true for the annual CSRaction plans managed by our subsidiaries.Defining local stakeholders thatcontribute to the implementation of CSRactions as close as possible to theirexpectations, as well as defining new“Group” actions, allow us to steer andmanage the CSR stakes at Group level.

Reporting parameters: this annual reportcovers the performance of our CSRcommitments for the year 2018, as of 31December 2018.

Scope of the information: theinformation was collected within all oursubsidiaries, taking into account theorganizational changes in 2018 (creation,closure, transfer of activity).

Reporting protocol: as previous years,information was collected through e.csrweb application (e.csr KPIS and e.csrACTIONS modules).

3 modules:

32


External evaluation:

Two third parties evaluate our CSRperformance.First of all, by signing the United NationsGlobal Compact for which we send ourannual “Communication on Progress”(COP). Our membership has beenrenewed for the year 2018.Then, the EcoVadis platform whichannually evaluates our Group and theevolution of our CSR practices. We havebeen awarded the silver medal every yearfor the last 3 years, which allows us toposition ourselves among the top 30% ofcompanies.

Internal Evaluation:

• The HR, CSR & EHS structure, set uptwo years ago, enables the Group tocarry out ad hoc audits in the field ofHR, CSR & EHS. Aiming at continuousimprovement, such audits allow us toset up corrective action plans and tofollow them.

• Since 2017, our “Internal Audit andCompliance” department carries outperiodic internal audits to monitorcompliance with the HR-CSR & EHSprocesses implemented in thesubsidiaries.

33

Internal Audit – Camusat Myanmar


Our indicators & evaluations SOCIAL

Unit of measure

2018

HEADCOUNT

Total headcount on 12/31/2018 Number 2 925

Women Number 363

Men Number 2 562

Distribution of headcount per type of contracts

Permanent Contract Number 1 562

Temporary Contract Number 1 363

Distribution of employees per geographical area

Africa & Indian Ocean % 51,61

Middle East & Asia % 24,98

Caribbean and Latin America % 10,59

Eastern Europe % 7,52

France & Drom % 5,30

Distribution of employees per professional category

Workers % 48.68

Administratives % 16,45

Supervisors % 23,45

Managers % 11,42

Hirings/Leavings

Hirings Number 1 434

Leavings Number 1 091

Intragroup transfers Number 75

LABOUR RELATIONS

Employees staff representatives Number 35

TRAINING & SKILLS

Total training hours Number 30 980

EHS training hours Number 12 617

Average of training hours per employee Number 10

Employees trained by internal EHS trainers since 2016 Number 1 485

Training hours provided to Women % 12,11

Training hours provided to Men % 87,89

Training hours provided to "Worker" employees % 51,00

Training hours provided to "Administrative" employees % 15,50

Training hours provided to "Supervisor" employees % 22,50

Training hours provided to "Manager" employees % 11

Annual reviews achieved % 80

HEALTH AND SAFETY AT WORK

Work-related accidents Number 35

Work-related accidents leading to a work stoppage Number 28

Calendar days of work stoppage following a work-related accident Number 659

Frequency rate % 5,04

Severity rate % 0,12

DIVERSITY

Nationalities Number 48

Headcount feminization % 12,41

Technical positions held by Women (workers or supervisors) % 11,91

Women with Supervisor and Manager roles % 26,45

Women members in the Group Executive Committee % 25

Employees under the age of 30 years on 12/31/2018 Number 1 157

Employees above the age of 50 years on 12/31/2018 Number 142

Employees in a disability situation Number 6

34

ENVIRONNEMENTUnit of measure

2018

GREEN HYBRID & SOLAR SOLUTIONS (cumulative figures since 2015)

Generators avoided Number 1 797

Oil filters avoided Number 42 652

Waste oil avoided Liters 114 899

Fuel filters avoided Number 26 502

Direct Greenhouse gaz emissions avoided Tons 36 389

Nox emissions avoided Kg 81 944

Green solutions sold Number 665

Part of hybrid genset provided and installed by Camusat on sites % 38

WASTE OIL

Recycled waste oil Liters 83 922

Stored waste oil on 31/12/2018 Liters 185 488

PAPER

Paper used Kg 10 614

WATER

Water used mᶟ 42 698

ELECTRICITY

Electricity used Mwh 1 858 924

VEHICLES AND FUEL

Vehicles on 31/12/2018 Number 1 195

Average consumption per vehicle Liters 687

Average CO2 emissions fleet vehicles G/km 397

COMMUNITYUnit of measure

2018

ANCRAGE LOCAL

Local employees % 96,15

Supervisors and Managers local employees % 93,18

RESPONSIBLE PURCHASING

Purchasers trained on Responsible purchasing % 100

Local suppliers % 97,66

ETHICS

Employees trained to ethics and raised awareness about anticorruption

Number 1 012

Our indicators & evaluations

35

Camusat 2018 CSR Report · 2019-10-09 · 04 MESSAGE OF THE CHAIRMAN Recent developments in the...

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