sustainable development report 2009 - Eiffage.com · deployed by RTE. Despite the economic...

sustainable development report 2009

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The company EIFFAGE CONSTRUCTION METALLIQUE, formerly Eiffel Construction Métallique, has by executive decree of the Court of Appeal of Bordeaux on May 16th, 2011, been the object of an interdiction against using the name Eiffel for any purposes. The present document was made before this decision was announced, and thus features the name Eiffel which is at this time and henceforth no longer used as a brand name, title or trade name by the company EIFFAGE CONSTRUCTION METALLIQUE. It should therefore be noted that the name EIFFEL no longer belongs to and is no longer used in a commercial context by the company EIFFAGE CONSTRUCTION METALLIQUE.

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CONTENTS

Group values 14• Values 17• Share ownership 18• Safety24• Training30• Social and integration policy48• Regional development50• Consultation with external stakeholders58• The Eiffage Foundation

Context and organisation

2• Chairman’s message 4• Challenges 7• Organisation 10• International commitments 02

Reducing our ecological footprint64• Carbon 67• Biodiversity80• Other impacts


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Sustainable construction86•practices and processes90•Energy efficiency98•Renewable energy106•Sustainable purchasing

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Preparing for the future110•phosphore115•HQVIE®

116•Innovation

methods, measurements and checks 122• Tools 124• Reporting 127• Checks

SuSTAINABLE DEVELOpMENT REpORT 2009 1

ChaiRmaN’Smessage

The considerable efforts made by the Group in 2008 in relation to biodiver-sity issues continued into 2009, resulting in a number of practical initiatives.Inspired by the pioneering trial in this area on the A65 motorway project, which was followed in January 2009 by a special focus on environmental issues on the A406 motorway south of Mâcon, Eiffage decided to formalise the Group’s policy on preserving biodiversity.The “Eiffage Group Biodiversity Preservation Charter” was published after six months of hard work by the Group and its partners, assisted by the Geography Faculty of Université Paris I Panthéon-Sorbonne. The document sets out the Group’s undertakings in this area and sends a powerful mes-sage to all Eiffage divisions, including those seemingly less affected by environmental preservation and offset issues.This development revealed the need for additional training concerning the links between environmental issues and construction and public works businesses. France’s first corporate academic chair devoted to such issues was created in December 2009, taking the relationship between Eiffage and Université Paris I to another level, and a post-Master’s course was opened, with the first lectures given in March 2010.The Group also redoubled its efforts to limit greenhouse gas emissions in 2009, through initiatives such as the provision of training in the Bilan Carbone® carbon assessment method across all Group divisions, fine-tuning the methodology for systematically calculating carbon emissions from our various businesses and assisting the industry’s efforts to introduce standard reporting tools. The Group also built a number of emblematic sustainable development projects, including low-energy buildings (bâti-ments basse consommation - BBC®) such as the Hélianthe building in the Lyon Confluence development – which is the new headquarters of Eiffage’s regional divisions in the Centre-Est region – and the Volta building, Forclum’s head office in Saint-Denis.

“We are more focussed than ever on putting sustainable development into practice and sharing sustainable expertise.

Eiffage conference (Metz)

Eiffage conference (Lyon)

Launch of the partnership

with the Geography Faculty

of Université Paris I

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JANUARY

Publication of the code of conduct

for purchasers

Eiffage conference (Marseille)

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FEBRUARY

Construction and public works

open-day event

Eiffage conference (Bordeaux)

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APRIL

A65 motorway environmental

offset negotiations

(A’Lienor/CDC Biodiversité)

Eiffage conference (Paris)

Eiffage conference (Lille)

Launch of the “Ethics Tour de France”

Eiffage conference (Nantes)

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MARCH

Eiffage Innovation Awards ceremony

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JUNE

Sustainable development week

Adoption of the Biodiversity

Charter

Contribution by Eiffage to

the wood industry strategic

investment fund (FSB)

MAY

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2009, une année bien remplie...a busy year in 2009

The Energy division formed around Clemessy, Crystal and Forclum also aims to reduce greenhouse gas emissions and incorporate renewable energy sources – in particular photovoltaic power, solar heating and bio-mass – into a more comprehensive, coherent development strategy.Lastly, the Group continued its efforts in terms of anticipating the conse-quences of climate change. All Group businesses contributed expertise to phase two of the Phosphore project, which aims to develop a credible, systemic vision of a sustainable city and devise a palette of solutions based on clean technologies, in the context of a plausible social and economic scenario for the year 2030. The Group ended 2009 on a positive note, with the corporate responsibility agency BMJ Ratings awarding Eiffage an AAA+ rating for its success in organising a credible sustainable development strategy that is both vision-ary and operational, while also accommodating the divisions’ sales targets. We are sticking to this path in 2010. We are more focussed than ever on putting sustainable development into practice and sharing sustainable expertise in every division and at every level.

Jean-FrançoisRoverato

Start of visits to the Eiffel Tower

for more than 2,400 pupils

JULY

AUGUST

Creation of the Eiffage/

Université Paris I Panthéon–Sorbonne

academic chair

Transfer of Ingres’ “Portrait

of Count Molé” to the Louvre

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DECEMBER

Launch of the “whistle-

blowing” initiative

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JANUARY

Copenhagen summit

Launch of the International Year of Biodiversity

Partnerships Commitments

Patronage Anticipation/Innovation Internal to Eiffage

Adoption of the IUCN Countdown 2010

charter on the A65 worksite

Start of the solicited ratings audit process

Presentation of Phosphore II

Green Neighbourhood project report

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SEPTEMBER

Presentation of Phosphore II

at the INTA World Congress in Taiwan

Opening of the Volta bioclimatic

building (headquarters

of Forclum)

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OCTOBER

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Phosphore II virtual zero-carbon green

neighbourhood application put

online

Opening of the Hélianthe

bioclimatic building (headquarters of the

Eiffage regional divisions in the Rhône-Alpes-

Auvergne region)

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NOVEMBER

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ChaLLENGES

Eiffage’s progress strategy audited once again by BMJ RatingsSince 2003, Eiffage has had audits conducted regularly by an independent corporate responsibility ratings agency.

BMJ Ratings assesses companies’ social and environmental performance in respect of key aspects of sustainable development, such as the environment, human resources, sales and market-ing, purchasing and subcontracting, and the relationship with civil society.The ratings awarded by BMJ Ratings indicate the company’s ability to respond to corporate social responsi-bility issues. The ratings obtained in each of the assessed categories are added together and converted into a percentage, which determines the grade awarded to the company, on a ten-segment descending scale. Following an assignment that lasted

more than four months, during which BMJ Ratings analysed in excess of 400 internal documents and audited more than 60 employees in France and other countries, the agency awarded Eiffage an “AAA+” rating. The AAA class, the highest in the clas-sification system, indicates a level of performance exceeding international industry standards. The positive trend (“+”) rating indicates that the Group has the necessary ambition and resources to continue rolling out its sustainable development strategy.As it achieves this high standard, the Group is confronted with new challenges, including the need to standardise its

sustainable development initiatives and ensure that they are implemented consistently across the various divisions.Eiffage’s Sustainable Development department and the various divisions’ Sustainable Development Depar-tments and correspondents will be making every effort to address these major chal-lenges, via the 2010-2011 Action Plan.

> 90% AAA

The rating model includes a five-level trend indicator:

++ The organisation has the resources to improve its performance considerably over the long term

+ The organisation has the resources to improve its performance over the long term

Stable The organisation’s performance is likely to stabilise over the long term

- The organisation is facing difficulties likely to impair its long-term performance

- - The organisation is facing difficulties likely to severely impair its long-term performance

> 80% AA

> 70% A

> 60% BBB

> 50% BB

> 40% B

> 30% CCC

> 20% CC

> 10% C

> 0% D

Progress

2005 2008 2010

A+ AAA stable AAA+

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5SuSTAINABLE DEVELOpMENT REpORT 2009

ChaLLENGES

The economic context in 2009after four exceptional years, the construction and public works sector was badly affected by the crisis in 2009, generally considered to be the sector’s worst year in Europe in over a decade.

Although the financial crisis begin to bite in 2007 and most of the world’s econo-mies entered recession in the first half of 2008, the momentum inherent to the construction sector meant that it did not feel the full effects until late in 2008. This delayed impact will ripple through, with the sector recovering from the crisis later than the economy as a whole.The hardest-hit segment was the con-struction of new buildings (down approximately 8% by volume in 2009 across the European market), followed to a lesser extent by public works. Maintenance and renovation businesses fared better, supported in France by a VAT-relief scheme, and the Group’s concession activities also held up well.To counter the economic crisis, several European governments have intro-duced stimulus plans (which act as economic stabilisers in times of crisis), in which tax incentives feature heavily.

These plans have had a positive effect on the construction and public works sector, helping it to absorb the impact of the crisis.In France, this government support for the industry included the adoption of two new laws on 29 January 2009: the “Finance amendment Act” (Loi de finances rectificative) and the “Public- and private-sector investment and construction project fast-tracking act” (Loi d’accélération des programmes de construction et d’inves tis s ements pub-lics ou privés). This legislation resulted in a series of measures relating to project financing, the simplification of administrative procedures and cash-flow improvements for companies, the aim of which was to facilitate construc-tion and investment programmes, thereby helping the sector to ride out the crisis.

Examples of these measures include: A one-year extension to motorway

concessions was granted, subject to carrying out network improvement works consistent with the Grenelle environmental summit; Abolition of the requirement to seek

approval from the tendering commis-sion (commission d’appel d’offres) before additional clauses can be added to public contracts awarded by the State or by hospitals; Concerning urban planning:

- Temporary waiver of regulations in local development plans (plans locaux d’urbanisme - PLU) concerning con-struction on property boundaries;- Architectes des Bâtiments de France now issue an opinion rather than giving standard advice; Increased budgets for the national

housing office (Agence NAtionale de l’Habitat - ANAH) and the national urban renovation office (Agence Nationale pour la Rénovation Urbaine - ANRU); Concerning the environment:

- The new green interest-free home loan can now be combined with the sustainable development tax credit;- Government approval to adopt a simplified regime for environmentally-classified facilities (ICPEs), by order, within four months; Installation of fibre optic cable net-

works via publicly-owned water and power distribution networks, and acti-vation of fibre optic cables already deployed by RTE.Despite the economic difficulties that affected all of the Group’s areas of ex -pertise, Eiffage, with the assistance of the stimulus plan, not only came through the challenges of 2009 without neglect-ing its sustainable development respon-sibilities, but positively embraced them, in particular in the area of biodiversity.

The Group began communicating more actively in relation to sustainable development issues in 2009.As requested by shareholders, the Internet site was enhanced and now covers five themes:• Group commitments;• Transparent data;• Action plans;

• Biodiversity;• Preparing for the future - Phosphore.The additional information thus provided gives website visitors a better understanding of the nature and scope of the Group’s efforts in this area. Visitors can also download related documents, such as the charter of the Group’s values

and principles, the data published in accordance with the “NRE Act”, the main thrusts of the action plan, and Eiffage’s biodiversity initiatives. Other efforts in this area include the development of the Phosphore interactive software application and Eiffage’s contribution to the ongoing debate on “green neighbourhoods”.www.eiffage.com

Sustainable development on the Internet

COmmiTmENT

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ORGaNiSaTiON

Rollout of the sustainable development strategyThe Eiffage Group’s sustainable development strategy was considerably enhanced in 2009, both in organisational terms (resources and reporting) and in terms of clarifying the priority objectives for each division.

The two trends described below are central to the implementation of this strategy:

a much closer relationship between sustainable development and innovationIn 2008, Eiffage Construction com-bined its innovation, R&D and sustain-able development functions to form a single department (IRD2 department), inspiring a broader movement within the Group in 2009.At Eiffage Travaux Publics, the Sustain-able Development department now reports to the division’s Technical Department, strengthening the links between research and development activities and the creation of sustaina-ble technical solutions.At Forclum, the organisational rela-tionship between the Quality, Envi-ronment & Sustainable Development Department and the Technical & Scientific Department is particularly close, as illustrated by the Technical & Scientific Department’s active partici-pation in Phosphore, the forward-looking laboratory for sustainable urban development.The Eiffage Innovation Awards 2009 were organised by the Sustainable Development Departments at Group

level and in the various divisions, and Eiffage’s Sustainable Development Department is in charge of the Phosphore sustainable urban develop-ment laboratory.

Consideration for sustainable development issues at operational levelAlmost all of the division-level Sus-tainable Development Departments now have the necessary resources to contribute to the contract bidding proc-ess in their respective core businesses; this enhances the legitimacy of sus-tainable development within the Group by including it in the everyday activities of the operational departments.The new organisation of the Sustai-nable Development Departments enables them to work more closely with the operational businesses: AtEiffage:

- Department reporting the Group’s Chairman & Managing Director.

- Staff of eight, four of whom were trans-ferred from the divisions’ operational businesses. AtEiffageConstruction:

- Department reporting to the Chairman of the division.

- Part of the “Innovation, R&D and Sustai-nable Development (IRD2)” department. AtEiffageTravauxpublics:


- Sustainable development manager with a background in operational businesses appointed. AtEiffel:


- Sustainable development manager with a background in the operational businesses of Eiffage Travaux Publics appointed by internal transfer. AtForclum:

- Department reporting to the Deputy Managing Director.

- Excellent synergy between the Quality, Environment & Sustainable Development department and the Technical & Scientific department.

- Junior manager specialising in the environment and biodiversity recruit-ed. This is a new area for the Energy division’s businesses. AtAPRR:

- Department reporting to the Deputy Chief Executive Officer.

- Delegate with a background in opera-tional businesses appointed to the Strategy & Development Department.

7SuSTAINABLE DEVELOpMENT REpORT 2009

Rollingoutsustainabledevelopmentacrossthecorebusinesses

Objectives: Pool tasks relating

to environmental and sustainable development regulatory watch. Leverage sustainable

development innovations initiated by the holding company’s Sustainable Development Department and in partnership with the division-level Sustainable Development Departments by creating appropriate operational tools.

Managing“Corporatesustainabledevelopment”

Objectives: Enhance Eiffage’s performance

in terms of the conventional missions of a listed company’s Sustainable Development Department. Improve visibility of the Group’s

sustainable development strategy.

Contributingtostrategictenders

Objectives: Assist divisions and regional

divisions responding to invitations to tenders, via the Sustainable Development Department’s rapid-response team, which is equipped to apply Eiffage’s Haute Qualité de Vie® (high quality of life) values. Create an environmental task force

for new topics, such as biodiversity, acoustics or Bilan Carbone® carbon assessments for linear infrastructures.

Anticipatingtheconsequencesofclimatechange

Objectives: Prepare the Group to anticipate

the consequences of climate change for its businesses, both in strategic terms and in terms of innovation and R&D activities. Work with communities at the

forefront of research in this area.

Eiffage’s sustainable development objectives

ORGaNiSaTiON

CORPORaTE SUSTaiNaBLE DEVELOP

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CORE BUSiNESSES

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Creation of a Scientific Committee for sustainable developmentin an ever-changing world, companies must be receptive to the collective intelligence of society, constantly identifying and analysing trends, expectations and changes in order to adapt, and thereby safeguard, their activities and business lines.

This collective intelligence is a particu-larly rich source of inspiration for sus-tainable development initiatives in business.Accordingly, Eiffage has decided to assemble a body of suitably-qualified figures with widely-acknowledged expertise in the various aspects of sustainable development. This body will meet under the auspices of the Group’s governing authorities, and the Chairman & Managing Director in par-ticular, providing independent judge-ment on Eiffage’s strategy.The body, known as the “Eiffage Scientific Committee for Sustainable Development”, will play a dual role, giving its views on the Group’s sustain-able development strategy and related operational initiatives, and alerting the Group to emerging sustainable devel-opment issues. Particular attention will be paid to the following topics: Anticipating the consequences of

climate change; Innovation and sustainable con-

struction; Fighting fraud and corruption; Sound governance and upholding

human rights.

The scientific committee was estab-lished at the end of 2009, and will meet for the first time before summer 2010. The following figures have agreed to sit on the Eiffage Scientific Committee for Sustainable Development: Jacques Brégeon, a professor at the

prestigious Ecole Centrale de Paris and Director of the Collège des Hautes Etudes de l’Environnement et du Déve-loppement Durable (an institution spe-cialising in environmental and sustain-able development research); Anne-José Fulgéras, alumna of the

Ecole Nationale de la magistrature (national magistrates’ academy), former head of the financial depart-ment of the Paris district court (Tribunal de Grande Instance), and Natixis’s Director of compliance and legal affairs since 2005; Jean Jouzel, climatologist and glaci-

ologist, and winner of the 2007 Nobel Prize as a member of the International Panel on Climate Change; Alain Maugard, graduate of the

Polytechnique and Ponts et Chaussées academies, and former Chairman of the Centre Scientifique et Technique du Bâtiment - CSTB (building research and testing organisation).


iNTERNaTiONaL COmmiTmENTS

Upholding international commitmentsCarbon Disclosure ProjectAn initiative to encourage transparent reporting of greenhouse gas emissions by sector of activity.The Carbon Disclosure Project (CDP) is a non-governmental organisation established in 2000 with a mission to determine greenhouse gas emissions by the various sectors of economic activity, thereby providing evidence to support and accelerate decisions aimed at preventing dangerous climate change.Economic stakeholders contribute to the project by answering a detailed questionnaire on their greenhouse gas-emitting activities. This informa-tion is then added to the CDP database, which is the only one of its kind in the world. The questionnaire, which pro-vides an annual assessment of the responsiveness of large companies to this issue, helps those companies to set targets and measure their progress.Currently, around 2,500 companies and other organisations in more than fifty countries measure their green-house gas emissions and report them via the CDP, together with their climate change strategies. Users of this infor-mation include institutional investors, public-sector organisations and politi-cal decision-makers and their advisors.In keeping with its proactive approach to climate change, and with the princi-ples of responsibility and transparency espoused in its Charter of Values, Ei ffage - which in 2008 became the first French construction company to publish the results of its Bilan Carbone® carbon assessments – has, like other SBF 120 companies, been providing data for the Carbon Dis-closure Project since 2006.

The answers to the annual question-naire submitted by each of the partici-pating organisations, including Eiffage, are available on the CDP website, at the following address: https://www.cdproject.net/en-US/Results/Pages/overview.aspx

Global CompactThe United Nations Global Compact is a worldwide initiative involving more than 6,700 participants, including 5,200 companies in over 100 different coun-tries. Its purpose is to promote social legitimacy among companies and the markets. Participating companies agree to abide by ten principles relating to human rights, labour standards, the environment and the fight against cor-ruption. This undertaking reflects a shared conviction that business prac-tices based on certain universally accepted principles foster the emer-gence of a more stable, fairer and more open global marketplace as well as prosperous, dynamic societies.

Participating companies agree to observe the following 10 principles:

human rights1. Businesses should support and respect the protection of internation-ally proclaimed human rights; 2. Make sure that they are not com-plicit in human rights abuses.

Labour standards3. Businesses should uphold the free-dom of association and the effective recognition of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour.

5. The effective abolition of child labour; 6. The elimination of discrimination in respect of employment and occupation.

Environment7. Businesses should support a pre-cautionary approach to environmental challenges;8. Undertake initiatives to promote greater environmental responsibility;9. Encourage the development and diffusion of environmentally friendly technologies.

anti-corruption10. Businesses should work against corruption in all its forms, including extortion and bribery.

In keeping with the Group’s policy on social and environmental responsibil-ity, Eiffage signed the United Nations Global Compact on 16 May 2005, and has since reiterated its official under-taking to the Secretary General of the United Nations on an annual basis. Details of the latest commitment, on 17 April 2009, are available on the United Nations website, at the follow-ing address: http://www.unglobalcompact.org/participant/3178-Eiffage

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Internationalcommitments

GlobalCompactprinciples ResponsebyEiffage(chaptersinAnnualReport)

humanrights

1 Support and respect the protection of internationally proclaimed human rights

Context / Scientific Committee Values / Internal partners / «Espoir Banlieues « plan – Inclusion for temporary staff geographical inclusion - Diversity (Women – Older employees – Disabled employees) - Illiteracy

2 Make sure that they are not complicit in human rights abuses

Context / Solicited rating Social and civic values / Values / Charter of Values

Labourstandards

3 uphold the freedom of association and the effective recognition of the right to collective bargaining

Values / External partners / Consultation policy- Incorporation Values / Internal partners / Training / CREF training centres Values / Internal partners / Collective bargaining agreements

4 uphold the elimination of all forms of forced and compulsory labour

(Included in purchasing clauses in contracts)

5 uphold the effective abolition of child labour

(Included in purchasing clauses in contracts)

6 Eliminate discrimination in respect of employment and occupation

Context / Solicited rating Values / Internal partners / Training / CREF training centres Values / Internal partners / «Espoir Banlieues « plan – Inclusion for temporary staff - geographical inclusion - Diversity (Women – Older employees – Disabled employees) – Illiteracy Methods, Measures and Checks / Tools / Sextant

Environment 7 Support a precautionary approach to environmental challenges

Context / Solicited rating Context / Sustainable development strategy Context / Scientific Committee Values / Internal partners / Training / CREF training centres Reducing our ecological footprint / Biodiversity / Biodiversity policy- Biodiversity Charter – Academic chair – Cooperation with ONF - Offset – Commitment to Countdown 2010 – Impacts on biodiversity preparing for the future / Anticipating climate change /phosphore II – HQVie®

preparing for the future / Innovation / R&D organisation - Eiffage Innovation Awards Methods, Measurements and Checks / Tools / géode

8 undertake initiatives to promote greater environmental responsibility

Context / Solicited rating Context / Scientific Committee Reducing our ecological footprint / Carbon / progress strategy- greenhouse gas reduction measures – Reducing impacts in the Eiffage offering Reducing our ecological footprint / Biodiversity / Biodiversity policy- Biodiversity preservation charter- Academic chair – Cooperation with ONF - Offset - Biomass – Commitment to Countdown 2010 – Impacts on biodiversity – Other environmental impacts Sustainable construction / practices and processes – promodul renovation – Renewable energy preparing for the future / Anticipating climate change /phosphore II – HQVie®

preparing for the future / Innovation / R&D organisation - Eiffage Innovation Awards Methods, Measurements and Checks / Tools / géode

9 Encourage the development and diffusion of environmentally friendly technologies

Context / Solicited rating Context / Scientific Committee Reducing our ecological footprint / Carbon / greenhouse gas reduction measures / Reducing impacts in the Eiffage offering Reducing our ecological footprint / Biodiversity / Biodiversity policy- Biodiversity preservation charter - Academic chair - Offset - Biomass recovery - Impacts on biodiversity - Other environmental impacts Sustainable construction / practices and processes - Expertise –promodul renovation - Industrialisation - Renewable energy preparing for the future / Anticipating climate change /phosphore II – HQVie®

preparing for the future / Innovation / R&D organisation - Eiffage Innovation Awards

anti-corruption

10 Work against corruption in all its forms, including extortion and bribery

Context / Solicited rating Context / Scientific Committee Social and civic values / Values / Charter of values - Ethics rules – purchasing code of conduct - Transparency (Whistle-blowing)


values

VaLUES

an ethical “Tour de France”The Group’s internal rules prohibit, with certain exceptions, the use of consortiums to submit tenders for projects. The competition authority can impose penalties of up to 10% of total global turnover, excluding tax, on companies found guilty of participating in cartels (French New Economic Regulations Law, 15 May 2001).

In June 2009, to ensure wide dissemi-nation of regulatory information affect-ing the conduct of its business, Eiffage published a guide entitled “Bonnes pratiques Groupe dans le cadre du suivi d’un appel d’offres” (“Good tender prac-tices: competitive environment”). During the same period, the Eiffage General Commission for Risks and Controls organised an “ethics tour” that travelled to all of the Group’s busi-ness units in France between March and December 2009. The purpose was twofold: to explain all aspects of the guide with regard to competition law and ethical standards, and to gather feedback on the ground. Some 950 managers received training by partici-pating at these meetings, which were held throughout France.

Responsibility,mutualtrust,transparency,integrity,lucidity,courageanddetermination.Thesevalues,whichwerereaffirmedandupdatedtwoyearsagointheEiffageCharterofValuesandMissionStatement(la Charte des valeurs et finalités),underliealloftheGroup’scommitmentstoitsinternalandexternalpartners.TheinitiativesdescribedinthisreportdemonstrateEiffage’sdeterminationtoremainattentivetotheirneedsonanongoingbasis.

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ThistourofFrancealsoprovidedanopportunitytoreceivefeedbackontheimplementationoftheEiffageCharterofValuesandMissionStatement,whichwasreleasedinAugust2008,andtodetermineanyimprovementsnecessaryforcompliancewiththecharter’sprinciples.EmployeesreportedbeingsatisfiedandcomfortableworkingatEiffage.Otherpositivepointsincludedahighlydiverseworkforce,aneffective

integrationprogrammeandrealupwardmobility.Theworkinggroups,however,emphasisedtheimportanceofstrengtheningthesafetyandaccidentpreventionprogrammes,facilitatingcross-divisionalrelationsanddevelopinganevenmoreconstructivedialoguewithtradeunions.Resultsalsoindicatedthatcustomersareconsideredloyal,despitepaymentperiodsratedasonlymoderatelysatisfactory.

A highly diverse Group

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Group values

Whistle Blowing, a misconduct reporting systemThe first procedures for reporting misconduct emerged in the 1980s in the united States in the wake of individual initiatives by engineers.

In 2002, following a series of financial scandals, particularly the Enron deba-cle, a law mandated such procedures for all companies listed on the New York Stock Exchange. Commonly known as “whistle blowing” proce-dures, these measures have become widespread and are designed to ensure ethically sound behaviour in large companies. On 22 April 2009, 18 years after distrib-uting its first copies of “Finalités et règles du comportement du Groupe” (“Group values and rules of conduct”), the Eiffage Board of Directors decided to set up its own whistle-blowing sys-tem. The goal was to enable any employee aware of anti-competitive practices, acts of corruption or abuse of confidence to report them to the Group’s management bodies. After receiving the support of the CNIL (French Data Protection Authority) and employee representative bodies on 23 July 2009, the misconduct reporting system took effect at the beginning of 2010 in most of the Group. Each employee can, with full confidentiality, inform an advisor to the chairman specifically assigned to this task. The advisor will then convey the message to a board member who serves as the compliance officer for the Group’s ethical standards. This person will decide whether to open an investiga-tion, and the employee concerned will be notified. The compliance officer will

also submit an annual report to the Board of Directors during its December meeting, and this report will be sent to the French Competition Authority. This system strengthens Eiffage’s commit-

ment to public and private stakehold-ers that it will conduct its business in an ethically responsible manner, thereby protecting its own interests and those of its employees.

With the passage of the Sarbanes-Oxley Act in 2002, the United States mandated whistle- blowing procedures for all publicly traded corporations. While certain French companies were indirectly affected, that was not the case with Eiffage. Why did the Group introduce its own whistle blowing system?To begin with, it’s worth noting that certain French laws are very similar to whistle blowing measures. These include the obligation for all public servants to report any wrongdoing that comes to their attention in the course of their duties, and various procedures in the banking sector, such as the requirement for certain professionals to report any suspicious transactions by as part of the fight against money laundering.

Another example is the law of 13 November 2007, which protects employees against retaliatory measures when they report an offence to their employer or the judicial system. Such a procedure adds to the practical tools available to Eiffage for guarding against irregular practices. While we hope that such practices will be few and far between, they pose a real risk for the company’s image and a serious threat to its reputation. If such misconduct were to go unreported and unpunished, the Competition Authority could impose penalties that would have an irreversible impact on the company’s long-term viability.In accordance with the Code of Ethics, each employee must demonstrate irreproachable behaviour. Lastly, this procedure, which is limited in scope, remains closely monitored on the basis of strict implementation conditions, thus ensuring respect for employees’ privacy and basic rights and avoiding any anonymous accusations.

PiERRE mUTZ, advisor to the chairman

iNTERViEW


VaLUES

Purchasing code of conductEiffage has set up an efficient and structured purchasing function in order to conduct a consistent, efficient and ethical strategy.

This policy has helped make the Group a single, standard-setting purchasing entity able to systematically include sustainable development clauses in its tenders and work with its suppliers and subcontractors to introduce eco-friendly changes. In 2009, the Group developed a code of conduct for all buyers and any contrac-tors or employees making occasional purchases. The code specifies the Group’s ethical standards, including: respectful and sustainable relations

between Eiffage and its suppliers, and prohibition of conflicts of interest;

compliance with the Group’s sus-tainable development commitments as they pertain to Eiffage’s relations with its suppliers.The purchasing code of conduct, jointly developed by the General Commission on Risks and Controls and the Sus-tainable Development Department, was presented during the second pur-chasing convention in February 2009. It quickly became a benchmark docu-ment for the purchasing community.Included in the Eiffage Charter of Values and Objectives (8 August 2008), the code highlights specific issues relating to the practices of the purchasing function.

The code sets out the behavioural rules and ethical standards required of each individual as well as Eiffage’s expecta-tions of its suppliers and subcontractors.Division purchasing managers must ensure that their staff and sector fully understand and accept the code and that supplier relations at every level of the company reflect the established principles. The code is shared with suppliers and is freely available at www.eiffage.com.In 2010, the code will be attached to the tender documents of framework con-tracts.

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InkeepingwithGrouptradition,the2009EiffageConventionendedafteranationaltourbythemanagementteam,whometwithallemployeesandtheircompanionsinseverallargecitiesinFrance.AftertravellingtoLyonandMetz,theteammovedontoMarseille,

Nantes,DouaiandParis.ItsvisittoBordeaux,thefinalcityontheagenda,wasdelayedbytheKlausstorm.ThetourgaveemployeesagoodopportunitytoassesstheGroup’sscope,identifyitsassetsandheartopmanagement’sstrongcommitmenttosavingjobs

andbuilding“abridgeoverthecrisis”.

Meeting employees: Eiffage Convention

In Paris.

LyonLyonLyon metzmetzmetz marseillemarseillemarseille NantesNantesNantes Lille - DouaiLille - DouaiLille - Douai ParisParisParis BordeauxBordeauxBordeaux

EIFFAgE gROup16

Group values

ShaRE OWNERShiP

Employee share ownership:a shared “construction” projectFor 20 years, employee share ownership has been a joint project of the group and its employees, whose financial involvement has more than proven its worth. Their strong commitment to the open-end employee investment trust (SICAVAS) has set Eiffage apart from the other companies listed on the SBF 120.

From 30 March to 17 April 2009, all Group employees – with the exception of those working at the newly integrated Clemessy and Crystal sites – were given their annual opportunity to buy shares in the Eiffage 2000 SICAVAS, using funds from mandatory and company-specific profit-sharing schemes and personal savings schemes. Two new features were introduced this year: the one-off bonus, paid in addition to

the mandatory and company-specific profit-sharing schemes (in application of the earned income act of 3 December 2008), benefited from an employer’s matching contribution of 50%; investments of profit-sharing funds,

which became optional in 2009, bene-fited from a matching contribution of 25% (there were no matching contribu-tions in previous years).These two programmes supplemented the 50% matching contribution for investment from other sources, a scheme renewed in 2009.

Employee share ownership: 2009 figuresSuccess came calling again: Eiffage 2000 collected €170 million from 32,700 employees (61% of the workforce, com-pared to 62% in 2008).Thanks to these contributions, Eiffage 2000 was able to increase its stake in Eiffage from 17% to 20%.

In your opinion, what does it mean to new staff to become employee shareholders in a group like Eiffage?At Eiffage, employee share ownership is offered to all categories of personnel. Firstly, I think it reflects their desire to play

an active role in the Group. Secondly, some become shareholders after gaining confidence in our financial schemes, whose return on capital is secured by the employer’s 50% matching contribution. There are even some who invest at a modest level to become part of this joint effort. But, in addition to this sense of belonging and the pride of owning shares in your company, of becoming an employee shareholder, is the goal of building a nest egg for the future. Many long-term shareholders like to discuss this aspect with new employees.

BÉaTRiCE BRENEOL, Chairwoman of Sicavas

iNTERViEW

Byfundingsource

In millions of euros 2009 2008Employee contributions 8 18Company loans - 4plan 12 9 11Incentive scheme 38 40profi t-sharing scheme 21 58One-off bonus 22 -Reinvestment 20 20Matching contributions 52 45Total 170 196

Bybusinessunit

In millions of euros 2009 2008ApRR 17 20Eiffage Construction 53 64Eiffage Travaux publics 48 53Eiffel 7 4Forclum 43 53Head offi ces 2 2Total 170 196

78%25,607

22%7,093new subscribers

Subscribers,2009(32,700subscribersoverall)

Breakdownofthe7,093newsubscribers

61%4,339

Workers

11%768

Managers

28%1,986Technical, clerical and supervisory staff


SaFETY

Employeesafety aiming for continuous improvementProtecting the health and safety of our employees is more than a matter of statutory compliance at Eiffage; it is also a sign of the great respect we have for each of our employees. This policy, which is not new, takes shape through continuous improvement programmes common to all divisions and a wide array of prevention efforts tailored to each business line.

These programmes, some of which have been underway for several years, were continued and expanded in 2009, with results that prove their effective-ness. Ongoing awareness efforts at worksites, the involvement of all levels of employees, as well as information and training programmes for manage-ment and staff have all contributed to positive trends in the Group’s safety record. In addition to continuing its efforts against all types of accidents to ensure employees’ and local residents’ immediate safety, Eiffage is committed

to developing long-term initiatives that foster a balance between occupational health and market demand, such as using safe chemical products, replac-ing the most dangerous products, analysing any form of occupational disease that may occur, and applying ergonomics to the design process and equipment purchasing.

Safety training: a powerful performance tooSafety training represents 42.7% of the Group’s total training programme and still comprises the majority of work accident and occupational disease pre-vention programmes in our divisions. At Eiffage Construction, March 2009 marked the beginning of 22 sessions of the “Domino” prevention plan, held throughout France. Eighty such ses-sions are already scheduled for 2010. All Eiffage Construction employees, including managers, will eventually take part in these workshops, which help them understand their own safety shortcomings in order to improve their

behaviours. The goal is to demonstrate that eliminating just one risk factor can stop a chain of occurrences that may lead to an accident. During the ses-sions, participants analyse statistics and serious accidents that occurred after a long series of minor incidents and watch a shocking film, followed by a discussion to determine the causes of the incident portrayed. Employees each determine their own “domino” and learn that reporting a seemingly minor incident is the best way for the company to take corrective measures and thus prevent the incident from spiralling out of control.

Areasforimprovementin2009:

• A dynamic safety policy, re-stated every year in a policy memorandum setting appropriate targets, • Practical initiatives involving all staff,• The inclusion in the annual bonus paid to senior managers of a variable payment based on the number of accidents at work involving employees under their remit over the past year.

During 2007-2009, Eiffage Construction’s accident frequency rate fell by 9%, Forclum’s by 13%, Eiffage Travaux Publics’s by 31% and Eiffel’s by 52%. Over the same period, APRR’s rate rose by 22%, while remaining the best in the Group at 11.71%.

EIFFAgE gROup18

Group values

In 2009, Eiffage Travaux Publics contin-ued the “Les Rencontres Chefs de Chantier” (worksite managers’ meet-ings) programme launched in 2008, with a series of interactive accident prevention seminars for 1,000 employ-ees in the Works Department. By groups of 80, they were given four words that are key to the prevention policy – Plan, Prepare, Prevent, Protect – and asked to share their experiences and thoughts. Their ideas have enhan-

ced the division’s prevention strategy and worksite initiatives. For its part, APRR has a training centre devoted to safety occupations. The centre offers sessions mainly targeting motorway workers and site supervi-sors as part of the hiring or retraining process. The goal is to meet the rising demand for safety personnel and to manage increasingly complex safety measures, whose guiding principle is: “Customer safety must be ensured

without jeopardising the safety of workers who make it a reality”. Eiffel regularly disseminates preven-tion messages, particularly through its 10-to-15-minute weekly “Causeries Prévention” (Prevention Chats). The aim is for each plant or site worker to receive a message drawing their atten-tion to this issue at least once a week. Similarly, management hold a monthly “Causerie Direction” (Management Chat) to address all of the issues cov-

What safety measures have you taken for toll collectors who have to cross traffic lanes? Toll collectors have to move around more than they used to, due to changes in the way tolls are collected. As a result, we’ve improved pedestrian crossings, barrier

gate timing and platform lighting, and we’ve even built tunnels and walkways to make it safer to walk around

A meeting must be held with each employee who has an accident with work stoppage. What is the process? That’s right. After each accident, all aspects of the incident are discussed with the victim in order to take steps to avoid a repeat.Once the analysis is complete, the victim meets with the regional director or deputy director to review the information gathered.

The goal is not to penalise the employee but to stress that the accident is not, and must not be considered as, a trivial event.

What innovative measure taken by APRR would you like to highlight?We are now testing new programmes, such as offering muscle-tendon warm-up exercises at work; the goal is to reduce less business-specific accidents, which can lead to lumbago, among other conditions. We’re also expanding our prevention programme using an occupational health approach.

LYDiE FOiSSEYdepartment manager, occupational health and safety, APRR

iNTERViEW

Workaccidentfrequencyrate

Annualseverityrate Statutoryseverityrate

2007 2008 2009 2007 2008 2009 2007 2008 2009aPRR 9.63 10.61 11.71 0.26 0.26 0.33 0.48 0.39 0.40

Eiffage Construction

27.74 25.68 25.13 1.04 1.01 1.05 1.96 1.89 1.54

holding 0 0 0 0 0 0 0 0 0

Eiffage Travaux Publics

28.46 23.68 19.76 0 0 0 1.54 1.32 1.24

Eiffel 25.26 12.42 12.03 1.14 0.46 1.06 1.47 0.93 0.72

Forclum 17.58 14.72 15.33 0.47 0.44 0.56 0.93 0.72 0.82


SaFETY

ered by the Health and Safety Policy Memorandum and, by analysing the information, determining the neces-sary corrective measures. Over the past three years, Forclum has been training managers using “Prevention Management” modules. 2009 saw the launch of a new training course, “Manage a successful, acci-dent-free worksite”, designed for site managers. The course requires active involvement, with participants under-taking individual initiatives and the prevention officer keeping a report that tracks their progress during worksite visits. Feedback has been very positive: from a management and behavioural

perspective, trainees have gained an understanding of prevention that com-plements their technical knowledge. The third session of this mandatory training, which provides valuable expertise, was held for 200 employees of the Forclum Energie Service Line Department in the Villemandeur centre.

minimum Safety Skills for personal protectionIn addition to traditional risk prevention training, the divisions have developed training courses in Minimum Safety Skills (SMS in French). Eiffage Travaux Publics employees, for example, take a Movement & Posture course, which

gives them a better understanding of how to prevent back injury. At national level, SMS modules specific to indus-tries, laboratories and equipment maintenance services are offered. At worksites, the second Prevention Day was held in May 2009 in coopera-tion with the French construction fed-eration (FFB) to highlight the basic principles involved in employee risk prevention.The SMS programme is also manda-tory at Eiffage Construction, which trained all of its employees in 2009, including temporary staff.

ON

TH

E G

RO

UN

D

High-tensionlineworkleavesnoroomforimprovisation,andthesafetyofteamsworkingdozensofmetresabovegroundisanabsolutepriority.TheForclumÉnergieServiceLineDepartmenthasthuscreatedaspecialtrainingcentreforitsemployees,managerialstaffandworksiteteams.Everyyearduringtheslowwinterperiod,allpersonnelupdatetheirknowledgeofworksitesafety.

Theuseofrealisticsiteequipmentcloselyreproducestheworkingconditionsencounteredinthefield.Pylons,anchorswithstrutsfortensioningcables,cross-armbeamsandsuspensioninsulatorstrings–it’sallthere!Electricalqualificationcoursesarealsogivenbeforetraineesmoveontopracticingtheirnewskills.

Villemandeur, a rite of passage for all line workers

EIFFAgE gROup20

Group values

Campaign against occupational diseasesWe put special emphasis on occupa-tional diseases this year in several Eiffage divisions. In its Safety & Prevention Guide, Forclum provides established procedures based on a study of the substances and physical phenomena most likely to affect employees, such as asbestos, vibra-tions and noise. The objective is to prevent these risks as early i n the process as possible – in other words, as soon as a price offer is made. Because working conditions can also be improved through the use of materi-als and equipment that limit exposure levels, these measures can be sup-plemented with special Individual Protection Equipment (IPE).

After evaluating workstations, certain Forclum subsidiaries have developed physical activity risk prevention pro-grammes that address musculoskel-etal disorders (MSDs), the most com-mon occupational ailments in France. In the regional EGPS (Major Export Projects, Specialities) department, the occupational health department, in collaboration with an ergonomist, is conducting research on fitting out workstations to reduce the risk of MSDs in certain jobs. In other Regional Divisions, the occupational health department is creating “noise maps” to identify the noisy areas and provide integral soundproofing or personal hearing protectors (moulded ear plugs).

Forclum: “vigiattitude” (vigilant attitude)

Forclum wants its staff to adopt a “vigiattitude”, or vigilant attitude, by identifying dangerous situations on drawings, then using questionnaires to check employees’ understanding of instructions. To that end, two IT

tools have been widely distributed to the company’s various establishments during the second half of 2009. One tool concerns electrical work in the service and industrial sectors and the second, public lighting and three-colour

traffic lights. Plans call for expanding this initiative to other activities as well. The programme, which will be coordinated by the prevention network, among others, supplements the prevention guide given to all employees.

COmmiTmENT

What was Eiffage Construction’s major work accident prevention initiative in 2009? In early 2009, we launched a new prevention strategy focusing on incidents and near-accidents. We decided to hold a one-day session on this topic for the entire company, from workers to the establishment’s manager.

Do you mean every single employee up to the head of the establishment?Yes. The facility is closed for the occasion. We’re all very concerned about safety and we can’t expect someone else to do it us; I have a duty to protect myself. We use various methods, including photos, films and discussions. We urge everyone to understand the importance of being vigilant. The carelessness of even one person can have serious consequences; that’s what we call the domino effect. And this method works during sessions attended by up to 300 employees.

What was the outcome in 2009 and what is the outlook for 2010?Twenty-two sessions were held in 2009, which means more than one test per region, and the results were positive. There will be 80 sessions in 2010 so that all Eiffage Construction employees will be able to use this method.

JEaN-LOUiS maROTEL prevention manager, Eiffage Construction

iNTERViEW


In 2009, the Normandy subsidiary, Eiffage Construction, won first prize for the third time in the EGF-BTP1 safety competition as well as an award from FNTP (National Public Works Fede-ration) for its MSD prevention efforts, which focus on three occupations: In the shoring field, 20 kg steel tow-

ers were replaced with aluminium frames weighing no more than 13 kg, and ladders were eliminated in favour of stable access to the tower. Form-setters/finishers now use more

ergonomic, new-generation formwork. For bricklayers, trestles have been

replaced by electric platforms that allow them to work at wall height.Lastly, Eiffage Travaux Publics tested two new programmes at the A65 motorway worksite and the Nimes branch of the Gard-Vaucluse estab-lishment. These involved 10-minute daily warm-up and stretching sessions over several months. Some 100 people participated, most of whom, especially those over 30, found the exercises to be very beneficial.

Sharing experiences and good practicesForclum gives all its employees the opportunity to share local work acci-

dent prevention programmes by means of “Local prevention activity reports”, which promote the initiatives developed in Eiffage establishments and are circulated through formal communication channels to the entire staff. About a dozen reports have already been written on topics as var-ied as assistance with handling photo-voltaic panels, installing high-density polyethylene pedestrian walkways, providing electrical training tailored to a power line’s specific characteris-tics and, very recently, how to use a threaded-rod cutter. In June 2009, sharing took centre stage at the second gathering of the Eiffage Travaux Publics Ouest Regional Prevention Group. The participants, consisting of one representative from each health and safety committee (CHSCT), shared ideas and good pre-vention practices in the daily exercise of their jobs. Examples include the use of spike pullers (making it easier to remove spikes without twisting them), communications headsets (especially useful for allowing the pipelayer and excavator to communicate in deep ditches) and material handling racks (for putting away the small equipment needed by pipelayers and facilitating material handling).

At Eiffel, each prevention officer sends the good practices used in his or her area of responsibility to the prevention manager, who then distributes them to the entire division. Similarly, following an accident or dangerous incident, such as a near-accident or damage to equipment, an analysis is carried out, and a formal report describing the cor-rective actions to be taken is sent to the division’s Prevention Department, which is responsible for disseminating it in-house.The exchange of good practices also extends beyond the Group. OPPBTP, a construction industry safety associa-tion, decided to obtain and distribute the Minimum Safety Skills (MSS) train-ing modules used by both Eiffage Construction and Eiffage Travaux Publics. In addition, FNTP created a committee for which Eiffage is helping develop MSS modules appropriate for the entire industry.

Safety visits: a high priority Introductory visits to worksites by employees, including temporary staff and those on fixed-term contracts, should not be limited to the presenta-tion and signing of a PPSPS (personal safety and health protection plan) or a

SaFETY

EIFFAgE gROup22

prevention plan. The visit must also include a description of the site’s organisation, job-specific risks, pre-vention measures, health facilities, access roads and itineraries.Further-more, it provides a special opportunity to explain the conditions for the “right to stop working”2.Forclum has tools for optimising the visit, such as its prevention guide, which is discussed and given to each employee, and electrical qualification questionnaires that employees can use to test their knowledge.Eiffel also takes advantage of the arrival of new staff to discuss prevention and give them a guide. New employees take a mandatory training course and receive guidance from mentors, who work with them to identify job-related risks and determine the necessary preventive measures.

Prevention equipmentInvestment in special equipment also contributes to safer working and mobility conditions for employees.As an example, all new vehicles acquired by Eiffage Travaux Publics Nord in 2009 were equipped with rear-view cameras to reduce the risk of injury and material damage during

manoeuvres. The equipment depart-ment took the initiative to install the cameras on existing vehicles, such as lorries, graders, compactors and ex-cavators. A new ground-penetrating radar system for detecting all types of buried utilities was tested. The sys-tem’s control unit allows the staff to visualise the utilities and gather data, which can then be transferred to a map using software such as AutoCad. Operational since early December, the system has in noway freed line manag-ers from DICT requests (statement of intent to begin works).

(1) Entreprises générales de France-BTp, a con-struction and public works sector trade association

(2) A French law allowing an employee to stop working if he/she has reasonable grounds for be-lieving that the situation involves a serious and immediate danger to life or health.

Group values

Accident awarenessClemessy took a new approach to discussing electrical risks with its employees by viewing the accident from the victim’s perspective. An accident is no longer seen as a final incident, but as a trigger event leading

to physical and psychological pain, uncertainty, after-effects, rehabilitation and other repercussions. A video featuring poignant personal accounts about the post-accident period is shown to employees during their electrical

qualification training and/or retraining course. Forclum made a similar choice, producing a film focusing on the personal account of a workplace accident victim.

COmmiTmENT


TRaiNiNG

Inadditiontosafetytraining,qualificationcoursesandskillsdevelopmenthavealwaysbeen,andremain,apriorityfortheGroup,whichiswellawarethatexpertiseisthedrivingforcebehinditssuccess.Availabletoallcategoriesofpersonnel,thesetrainingcoursesenhanceemployees’advancementopportunitiesandcareerprospectswithintheGroup.In2009,trainingcostsamountedto€34million,thesamelevelasexpendituresin2008.Healthandsafetytrainingrepresented0.91%oftheoverallprogrammeandtechnicaltraining0.76%,foratotalproportionof2.35%.In2009,environmentaltrainingdoubledinsize.

TrainingConcessions APRR Eiffage

ConstructionHolding Eiffage

TravauxPublics

Eiffel Forclum

% health and safety training costs

2007 NC NC 0.73 0.04 1.20 0.54 0.60

2008 0.12 NC 0.88 0.07 0.85 1.06 1.06

2009 0.10 1.07 0.90 0 0.79 0.95 1.06

% overall training costs

2007 3.80 NC 2.43 1.54 2.59 2.10 2.75

2008 0.59 3.90 2.41 4.23 1.75 2.22 2.76

2009 0.56 4.06 2.40 0 1.64 2.12 2.85

(The figures refer to percentage of payroll)

EIFFAgE gROup24

Eiffel: Welding school in Munch.

Group values

Work-study:an excellent opportunityin 2009, Eiffage employed over 2,500 people through work-study and apprenticeship contracts.

For low-skilled adults and adolescents aged 16 and over, work-study pro-grammes provide a unique opportunity to take advantage of training in high-growth occupations, with a strong possibility of future employment with the Group. For the company, such programmes are a good way to trans-fer its specific skills and identify future employees. Some divisions have created their own training school for these programmes, which alternate periods of study with periods of work placement.Eiffage Travaux Publics already has five such schools. In 2009, the school in Bernes-sur-Oise, a town in the Val-d’Oise département (district) of France, trained its third class of work-study students, providing certificate courses for form-setters, external works labourers, pipelayers and form-set-ters/finishers. The newest school opened in Ploërmel (Morbihan départe-ment) in late 2009.

Eiffel also opened two welding schools dedicated to complex welding opera-tions. Fifty-six percent of young stu-dents at the Eiffel Munch school were hired by the company at the end of their training.In order to attract candidates at an early stage, the divisions have height-ened their efforts to promote these programmes by, for example, advertis-ing in the media, developing twinning programmes with secondary schools and participating in open days hosted by the establishments that provide relevant training.Work-study programmes are also avail-able to job seekers. In the Paris region, a partnership between Eiffage Travaux Publics, the Seine-Saint-Denis départe-ment council and Pôle Emploi (govern-ment job centres) gave 10 people, aged 18-40, the opportunity to take a miner/timberman training course in 2009. The company has already hired nine of them on a permanent contract basis.

69

463

Eiffage Construction

191

ClemessyAPRR

Work-studyinfiguresNumber of trainees (1)

Forclum

706

EiffageTravauxPublics

891

Eiffel

196

(1) : apprenticeship and work-study contracts


TRaiNiNG

meeting managerial challenges with CREFsThe Eiffage Regional Training Centres (CREFs), which opened in 2004, provide essential training to managerial staff in key areas such as management, labour relations, the legal environment, financial management, sustainable development and trade.

2009 ResultsTraining programme holds its ownIn line with a request made by General Management early in the year, the training programme was maintained at the same level as that of the previous two years, when growth was stronger

Supporting managerial careersThe Group is continuing to invest heav-ily in training and supporting manag-ers, particularly through its Regional Training Centres (CREF). Between 2008 and 2009, the number of manag-ers who had completed five or more of the 16 training modules since they were first offered rose by 65%.Initial estimates for 2010 point to a large increase in the number of trainees.

matching training with needsIn order to meet needs and update skills as effectively as possible, certain modules were either created or upgraded in 2009:

The “Sustainable Development” course was enhanced with energy efficiency tools developed by Eiffage (energy comparison tool, Life Cycle Analysis calculator and CO2 calculator). The “Sales, levels 1 and 2” courses,

now include the Group’s code of ethics. The same approach applies to the

two levels of the “Contract Management Course”, which includes a recently produced document called a “Guide to Good Negotiating Practices”. A new course, “Operational Workforce

Management”, addresses the need to reduce the reliance on temporary workers and regularly find alternative solutions, in conjunction with the implementation and testing of new temporary employment management software in the first half of 2010. To improve Eiffage’s good practices in

the area of diversity, a module com-pletely devoted to the issues of diversity, equal opportunity and non-discrimina-tion will be created. This course, “Diversity Management”, will be a priority for any-one becoming a team manager.

In what areas did you make the most improvement during the training programme? I’ve advanced quickly since I was hired in 2003, and the CREF courses were particularly helpful, especially those that dealt with labour relations, management, finance and annual performance reviews. The CREF modules provide the support you need as you take on more responsibility.

Are the CREF courses purely training programmes or are there other aspects as well? In addition to the actual training, CREF provides a good opportunity for networking; we get to know each other and exchange contact details. That’s made it easier for me to work with Forclum in the southern Alps region and to build lasting relationships.

What do you think of delayed evaluations conducted several months after training? Providing feedback through evaluations several months later lets us relive the training for a few hours, review our progress in implementing what we learned, and take any necessary action. I think it’s a good method.

DENiS maThELiN, Managing Director, Eiffage Travaux Publics Méditerranée (Digne-les-Bains, Alpes-de-Haute-Provence département)

iNTERViEW

33%ages 35-45

36%under 35

31%over 45

Generationalbalance

Genderbalance

1,449

1,9142,053

76 80 162 186

2006 2007 2008 2009

1,926

Men Women

or 9.7%of the relevant population

EIFFAgE gROup26

Group values

You’ve participated in a dozen CREF training modules. Aren’t you tired of them? Absolutely not, because each time you get to meet new colleagues from all the divisions, which lets you see the Group in all its facets. The trainers are very skilled facilitators. I’ve never left a course feeling dissatisfied.

In what areas did you make the most improvement during the training programme? My management skills. Before becoming a managing director, I had a technical background and worked in the engineering and project departments. I needed to improve my managerial skills,and the courses gave me an opportunity to directly use them on a daily basis.

Are the CREF courses purely training programmes or are there other aspects as well? The courses have a strong interpersonal aspect; productive discussions take place among all the participants, especially between line and staff managers. We don’t all see things the same way and this clash of opinions encourages a competitive spirit among the teams as well as a cross-divisional perspective during the business training courses. Coursework is based on actual jobs and practices at the Group. This practical design of CREF courses has borne fruit, especially from a commercial standpoint.

What do you think of delayed evaluations conducted several months after training?It’s appropriate. For example, it’s valuable several months later to hear the two key objectives you had planned to achieve after the management training course. That way, you can start the process all over again, if necessary. The same holds true for the other delayed evaluations, which provide an opportunity to determine how far you’ve come in improving your skills.

GÉRaRD PELLEZ, Managing directorSomdel Eiffel

iNTERViEW

ListofmodulesTitre Level Programme

SalesKnow your customers

1 Improve line managers’ sales skills. Strengthen the team spirit of Eiffage staff who directly contributes to the bottom line. Master communications tools.

Sales and interdivisional relations

2 Strengthen team spirit and cross-divisional cooperation among employees who directly contribute to the bottom line. get to know people from other divisions and value each other better, to improve cooperation, succeed as a group or learn how to help the other party succeed alone. Improve sales information-sharing for the benefit of subsidiaries, divisions and customers.

management 1 Develop a common, cross-divisional managerial culture. Consolidate the same individual-management practices.

2 Increase participants’ influence with the company’s various players. Encourage employees to take more responsibility. Create a climate of trust. Adapt to key collective management situations.

3 Boost performance through a management style that gives equal weight to staff and objectives.

Performance reviews

prepare key points, set objectives and determine the means necessary to achieve those objectives. Listen to and analyse employees’ views, experiences and expectations. Express your own views and expectations to your staff in a constructive manner. Encourage your employees to seek continual progress.

Recruitment Master basic techniques

Improve management of the hiring process, from needs assessment to integrating new employees.

Financial management

1 understand the exact roles of business and worksite managers and know how to assess the impact of their business management decisions on the company’s overall health. Optimise business management and its impact on the works centre for the benefit of the company.

2 understand the vital need to make correct forecasts and keep them up-to-date. Learn the strategies used during joint transactions. Learn how to justify investment requests in economic terms.

3 Learn how to successfully manage a profit centre (growth, profitability and cash flow) in line with the group’s strategic objectives.

Labour relations Labour law on a daily basis

1 Apply the labour code on a daily basis.

Employee representation in the Group

2 understand the rights and responsibilities of employee representative bodies and Eiffage’s labour structure.

Labour relations management in a business unit

3 provide managers with the legal and interpersonal skills they need to better understand labour relations and conduct trade union negotiations safely. Develop and maintain high-quality management-labour dialogue in all group divisions.

Legal affairs Contract management

1 Improve employees’ professional skills and support their work on public procurement and private-sector contracts.

2 Improve group employees’ professional skills and practices in terms of drawing up contracts and their approach to critical or sensitive contract-related situations.

Sustainable development

2 Describe the group’s SD policy, including its organisation, tools, action plan and achievements. present the tools developed by the group and teach participants how to use them by means of examples and case studies.

Diversity management

group’s diversity policy; led by an in-house trainer. Why do we need a diversity policy?

Operational workforce management

Apply the change management plan to workforce management (implement Sextant Intérim software, in particular). Limit the use of temporary workers and always seek alternative solutions. If temporary workers are hired, ensure that their assignments comply with the law.


Eiffage Institute, class 9 (June 2009).

TRaiNiNG

The Eiffage InstituteFrom October 2008 to June 2009, the Eiffage institute trained a new class of 24 high-potential managers in partnership with ESSEC business school at its Cergy-pontoise campus. The managers were selected from all Eiffage branches.

Since it was created in 2003, the Institute has operated like a think tank within the Eiffage Group, furthering participants’ knowledge of economic, financial, sales and managerial tech-niques, while enhancing their under-standing of their changing environment in the broad sense of the term. A total of 208 managers have taken advantage

of this high-level training since the Institute’s inception.

In 2009, in addition to the subjects taught in the advanced courses, spe-cial projects were carried out by Institute trainees on issues related to: local and regional public-private

partnerships;

human resources: identification of new occupations likely to emerge over the next 15 years; back-to-work pro-gramme for job seekers; Group-wide support functions, such

as purchasing; the conditions necessary for devel-

oping relevant Eiffage Foundation projects.

EIFFAgE gROup28

2009 schedule of learning modules.

Group values

Seven years on, would you say that attending the Eiffage Institute was worth it? Of course. Above all, it provides an opportunity for personal growth, which is particularly true in my case. I joined the Group in 1991, so I experienced the whole Eiffage adventure of going from a federation of SMEs to a Group that built the Milau viaduct and now submits tenders worth several billion euros. The Eiffage Institute gave me a better understanding of our changing economic and financial climate, and taught me a different approach to management from the one I used on a daily basis as an operating manager.

Even though ESSEC does not specifically focus this training on the construction industry, have you seen any practical outcome in your work? That’s not the goal. In any case, there are no miracle recipes for day-to-day management. The training proved to be very useful for handling work organisation and change management challenges when I became a subsidiary manager two years after taking the course.

Do you find the yearly alumni reunions worthwhile? Actually, they’re essential. They help you take advantage of contacts in other divisions and maintain a network within the company. Thanks to the reunions, I’ve developed relationships with colleagues from Forclum and Eiffage Travaux Publics, which have allowed me to quickly resolve certain problems. Also, as a subsidiary manager, it’s the only national company-wide event I can participate in.

OLiViER BERThELOT, Subsidiary manager,Eiffage Construction

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Seven years on, would you say that attending the Eiffage Institute was worth it?Unquestionably! It’s a real breath of fresh air that gets you out of your daily routine, and a brainstorming session with over 20 days of high-level courses isn’t something you want to turn down. Also, sharing this time with colleagues from other Group divisions gives you a chance not only to exchange knowledge and practices, but also to put your own challenges into perspective. Whatever the specifics of each profession, we all face the same management problems, so paradoxically we feel less alone! Lastly, throughout the

programme, we meet every day with our senior managers and it’s enriching to share experiences.

Even though ESSEC does not specifically focus this training on the construction industry, have you seen any practical outcome in your work? Definitely! Two in particular: first of all, the finance module, which gave me several opportunities to evaluate potential acquisitions, and secondly the management module, which profoundly changed my management style and whose impact is felt on a daily basis.

Do you find the yearly alumni reunions worthwhile? Seeing each other every year maintains the class’s spirit of camaraderie and this is possible only within an organisational framework. If we were to take the initiative, the reunions would inevitably fall through since the demands on our time are so great.

LiONEL FaVOT, Regional directorForclum Île-de-France

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SOCiaL aND iNTEGRaTiON POLiCY

moving beyond youth recruitment, and on to integration“Our goal is clear: we must continue our recruitment efforts, especially among the young. We are aiming to hire over 4,000 young people under the age of 30 from all walks of life in the years to come. I am convinced that anyone who makes this effort and invests in people will come out of the crisis stronger.”

The speech given by François Massé, deputy managing director of Eiffage, at the 2009 Eiffage Convention, which drew over 27,000 employees, was unequivocal. In fact, despite the crisis, the Group’s recruitment effort rem-ained rather active in 2009, showing that the divisions have taken manage-ment’s forceful message on board. Apprenticeship and work-study fairs, secondary school open days, engineer-ing school job fairs and an apprentice-ship programme – the Group has seized every opportunity to reach the young. While the Group continued to hire new employees from traditional educa-tional programmes, it also opened the doors to candidates excluded from the world of work or conventional school-ing. In all divisions, planning and inte-gration formed the basis of the recruit-ment policy. Attracting new talent

(especially to meet our major public-private partnership works commit-ments), then hiring, training and assimilating them – through personal-ised integration days and plans as well as mentoring programmes – are among the efforts undertaken to foster young employees’ loyalty to the com-pany. In spring 2009, Eiffage Travaux Publics decided to reserve 30 of the 70 form-setter/finisher job vacancies at the Seine Aval wastewater treatment plant worksite for entry-level workers. All of these employees learned Eiffage Travaux Publics skills and methods, particularly regarding prevention, environmental and sustainable devel-opment issues, thanks to their CAP (vocational aptitude certificate) training at the company school in Bernes-sur-Oise, orientation days and plans tai-lored to each employee, and support

from one of the division’s 800 mentors.Forclum has developed a simple, prac-tical integration plan: company tour, on-the-job training and a personalised orientation handbook provided by the Regional Division. For new managerial staff, “new employee” seminars and meetings with general management are held every year. Similar initiatives are conducted in Regional Divisions for other employee categories.APRR must ensure generational turn-over by giving serious consideration to the significant aging phenomenon: within eight years, 250 employees will have retired, and the division needs to ramp up its recruiting efforts. APRR is thus training and mentoring young employees by bringing in students, offering more work/training contracts (since 2007, the number of apprentice-ship and work-study contracts incre-

EIFFAgE gROup30

Group values

ased by a factor of two), training men-tors, who work with each young employee, and providing training in managerial and technical skills. The results have been encouraging: over the past three years, one out of four vacancies has been filled by an indi-vidual no older than 26 years of age.The “young graduate” incubator helps the company attract “new talent” – engineers who have recently graduated – by offering them a one-year integra-tion plan and fostering long-term job retention. Eiffage Construction’s “Junior Project” focuses on young people with few, if any, qualifications and no spe-cific knowledge of the construction industry. This programme leads to an employment contract that helps the new employee develop a practical career plan.

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Generationalturnover,knowledgetransferandacquisitionofnewskills:Eiffageisconductinganambitiouspolicytorecruityoungpeople,whetherasworkers,managers,technicians,supervisorsorclericalstaff.ThispolicyinformstheCarrefour des Jeunes(literally,“youthcrossroads”or“youthforum”)event,heldeachyearforyoungmanagersasthegrandfinaleoftheircomprehensiveintegrationprogramme,whichfeaturestrainingcourses,seminarsandlong-termmentoring.On16October2009,400newrecruitsparticipatedinthe2009Carrefour

des Jeunesforafriendlyget-together,givingthemanopportunitytolearnmoreabouttheGroup’sactivitiesandthefourvaluesessentialtoitsgrowth:integrity,transparency,responsibilityandmutualtrust.

Carrefour des Jeunes event: well-integrated future managers

RecruitmentConcessions APRR Eiffage

ConstructionHolding Eiffage

TravauxPublics

Eiffel Forclum Total

Total workforce

2009 77 4,008 11,736 326 18,507 3,725 14,743 53,122

Number of fixed-term contracts

2007 0 87 564 45 925 35 610 2,266

2008 14 145 513 4 599 228 614 2,117

2009 81 131 354 46 639 175 434 1,860

Number of permanent contracts

2007 0 126 1,577 76 2,155 109 1,337 5,380

2008 1 122 1,201 2 1,941 398 1,306 4,971

2009 6 112 499 71 1,006 268 612 2,574

Number of hires under age 30

2007 91 NC 1,334 22 1,583 129 1,092 4,251

2008 13 133 1,105 0 1,559 415 1,178 4,403

2009 69 91 559 33 1,092 230 679 2,753


Jobs for youth: an alternative path to recruitmentIn line with its Espoir Banlieues commitment of February 2008 (pledge to hire 3,000 young people in three years), Eiffage offered 2,317 job opportunities to young people from deprived urban areas over the past two years. These opportunities were divided among fixed-term and permanent contracts, work-study contracts, internships and temporary employment (note: Clemessy

is not included in the 2008 report). The regional employment and development initiatives also rely on the effective partnerships forged by Group subsidiaries with local employment and training organisations. These include Pôle Emploi government job centres and their career advisory services; PLIE schemes (plan local d’insertion par l’économie), which serve as an interface

between the long-term unemployed and local companies; Mission Locale, local support centres for unemployed youth; the AREF association, which promotes vocational training within the construction industry; CARED (contrat d’aide et de retour à l’emploi durable) aided back-to-work schemes, CFA public-sector adult education centres; private companies;

associations; temporary staff agencies, etc. Specific partnerships with employers’ groups to promote employment and qualification in the construction industry (GEIQ BTP) have resulted in training workshops for the reintegration of prisoners, enabling them to work on a number of the Group’s major projects.

COmmiTmENT

SOCiaL aND iNTEGRaTiON POLiCYO

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AtEiffageConstruction,temporaryemploymentisdesignedasthefirststepinback-to-workprogrammes.Inmostregions,thiseffortispartofavoluntaryorcontractualapproach,intheformofaclausemandatingthehiringofdisadvantagedworkers,whichisbeingusedwithincreasingfrequencyinpublicandpublic-privateprocurementcontracts.Intendedforthelong-termunemployedandat-riskyouth,thisprogrammehasbuilt-insafeguardssincethecompanycanevaluatethecandidateonthejob.

ThisespeciallyholdstrueintheParisregion,where90peoplewerehiredundertheprogrammein2009.Temporaryemploymentisapreliminarystagebeforeafixed-termorpermanentcontractissigned,initiatingacomprehensiveprocessthatincludesprovidingthecandidatewithsocialsupportservicesincooperationwithETTI,atemporarystaffagencyforthedisadvantaged.Today,EiffageConstructionviewstemporaryemploymentasamajorentrypointintothecompany.

Temporary work: a step towards employment

The company actively promotes the programme in the community in part-nership with local employment organi-sations. Communication tools include the company’s policy; promotional lit-erature describing the programme; guides and a “passport” which explains each person’s role and save a record of actions and follow-up; and “Hired &

trained & ready to go!” stickers for helmets as a way to identify partici-pants and their mentors at worksites and promote the program among Eiffage personnel. The programme includes training sessions and annual meetings, such as “Worksite manag-ers mentor support” day, a five-day mentor training course and an annual

meeting for all those involved: these activities allow all players to get involved, to brainstorm and to under-stand and learn the skills essential to the company’s success.

EIFFAgE gROup32

Group values

mobility a loyalty and retention toolNotwithstanding the difficult economic climate, which has only heightened the need, job and geographic mobility are necessities for construction companies.

Because Eiffage seeks to retain employees, it has created a job board to meet this objective. Since September 2009, all Eiffage personnel have free access to all Group job vacancies via the Intranet. This tool improves res-ponsiveness by sharing the applicant pool Group-wide and reducing the amount of time it takes to

process applications. Employees can now take charge of their own career development.

Each division has adopted a “Mobility Policy”, which specifies the conditions for transferring employees to another region; this policy is largely based on “PASS Mobilité” housing assistance

programme, a service of the “1% loge-ment” scheme (mandatory employers’ housing contribution). In 2009, both temporary transfers (between estab-lishments) and permanent transfers proved important tools for saving jobs.

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MobilityisanintegralpartofcompanycultureatEiffageTravauxPublicsbytheverynatureofitsbusiness.Some2,000employeeshaveagreedtobetransferredandthusenjoytheproceduresandbenefitsdevelopedtoeasetheprocess(doubleresidenceallowance,employers’housingcontributionagreement,occasionaltrips,removalcosts,children’sschooling,etc.).Theyalsoreceiveassurancethatwhentheyarebetweentwoworksitesorwouldliketosettleinagivenbranch,theywillhaveastableplaceto“dropanchor”.Thismobilitypolicy,amajorassetforthedivision’sconstructionprojects,which

areremarkablefortheirscopeandtechnicalcomplexity,enablesemployeestoacquirewide-rangingskillsandabetterunderstandingofthecompany.This,inturn,pavesthewaytogreaterresponsibilities.Furthermore,byharmonisingthesector’srulesandarticlesofassociationandcentralisingworkforcemanagement,entireteamsofpersonnelcanbetransferredbetweensubsidiaries.Thisnewwayoforganisingtransfersaffectedover300employeesin2009.ThewidelyknownMobilityPolicysetstheguidelinesforthiscompanyasset.

Mobility, integral to Eiffage Travaux Publics

Eiffel:mobilityakeytoprojectcompletion

At Eiffel, temporary mobility primarily concerns some 30 employees from at least six establishments who have been seconded to Finland for several months for the Olkiluoto EPR project, as well as staff seconded to Senegal and Côte d’Ivoire. In addition, about 70 Eiffel Industrie employees regularly move to different sites throughout France during major scheduled shutdowns at oil refineries’.



Forclum, mobility support tools

•The Mobility Policy harmonises mobility practices and assists the employee with the transfer process. •A new tool, “Sextant Mobilité-Recrutement”, dedicated to recruitment and internal mobility, facilitates and optimises interaction within the division and Group.

•The newsletter, “Bourse à l’emploi” (“Jobs Exchange”), advertises transfer opportunities at the division level. This print periodical publishes job vacancies for employees who have no access to the Intranet. •The film, “Forclum Mobilité”, features personal accounts of employees who have benefited from a transfer.

COmmiTmENT

Usingmobilitytosavejobs

At APRR, professional mobility is a way to prevent job losses, as proven by the toll collectors agreement (see “Job retention”). At Clemessy, 64 mobility agreements were signed in 2009; 300 workers were lent for periods of several weeks to several months, avoiding any need for short-time working in 2009. Lastly, at Eiffage Construction, mobility also allowed the company to save jobs (see “Job retention” section).

Existe-t-elle en anglais ?

EIFFAgE gROup34

Group values

Job retention,a key focus for HR strategyin line with the Group’s traditional social policy and despite the weak economic climate, Eiffage is continuing its established job retention policy in every division. Each unit has found a way to maintain skills, knowing that they will be essential as business improves.

aPRR: a company agreement that reflects new job realities Changing toll-collection methods (growing proportion of automatic trans-actions, use of remote operations) have transformed work on toll plazas. Following a process of dialogue and negotiations, a new company agree-ment was signed in mid-2009 by man-agement and a large majority of trade unions. Each employee in this sector received a copy of the agreement and an information booklet.

The agreement includes: A common core of skills and the

introduction of ongoing versatility, with skills selected from among three options – maintenance, supervision or customer service – and based on com-pany needs and employee choice. A six-month planning contract for

increased visibility for the occupation, working hours and leave. Implementation of three new meas-

ures: on-call duty, occasional transfers to other sites and a weekend contract, with specific remuneration and operat-ing on a voluntary basis.

The employment and expertise plan relies on supportive measures to ensure its effectiveness. Three action plans, in the form of passports, enable employees to learn new skills and fulfil their career development or retraining objectives: a “skills” passport to assess abilities

and competencies and to determine the steps necessary to update skills; an “occupational” passport to pre-

pare for another job within the com-pany, either currently vacant or to be filled in the future;

Eiffage recruitment remains steady in 2010

Eiffage hired 600 engineers and managers in 2009 and this figure will remain at approximately the same level in 2010. Of the 485 jobs already offered, some 250 involved young graduates.Eiffage has traditionally recruited graduates from the elite engineering schools, such as Ponts,

Mines, Centrale and of course ESTP, but it also seeks to raise its profile among students attending regional institutions, such as the ENSI network and INSA in Lyon.The Group also uses apprenticeships for all qualification levels. Young engineers, for example, take on the

responsibilities of works foremen or managers, learning to run profit centres. While candidates with a background in the sector are given priority for experienced-manager positions, the CVs of industrial engineers are also reviewed, particularly those who have worked in plants or

maintenance centres in the automotive sector, among others.Lastly, Eiffage seeks financial management and legal specialists to develop public-private partnerships.

COmmiTmENT


Eiffel Industrie Marine.


a “job” passport to provide individual assistance in preparation for a career change or to create a company. This agreement affects 825 employees.

Eiffage Construction: saving jobs by loaning personnelSince early 2009, six workers from Alsace have been working at the Casino worksite for the North regional division. The workers had the neces-sary skills for the jobs, and their hours were adjusted, allowing them to arrive on-site at noon on Monday, and leave at noon on Friday. The North Regional Division found them housing close to the site. From May to September, the Azur Regional Division brought in 22 work-ers from the Mediterranean Regional Division and provided relocation assistance, including a personal meet-ing with company managers, explana-tion of operating rules, confirmation of team skills and help finding housing. The programme achieved its goals, aided by the Mediterranean Regional Division’s decision to set up an entire team complete with a leader. With the same goal in mind, Regional Divisions have lent over 90 employees (workers, clerical staff, supervisors, technicians and managers) to each other since the beginning of the year. A dozen of these employees have even found permanent positions at Eiffage Travaux Publics in the Lorraine region of France.

Eiffage Travaux Publics: retraining for new careersIn 2009, Eiffage Travaux Publics offered its first retraining programme in the Mediterranean region, which involved teaching road construction and exter-nal works personnel the necessary skills to become shutter hands for civil engineering projects. The employ-ees were assigned to their new jobs after some 280 hours of training.

Lauterbourg and Eiffel industrie marine: business solidarity outside the Group In 2009, Eiffel twice practiced a new form of business solidarity involving companies outside the Group. Eiffel’s Lauterbourg plant, operating at peak levels, took advantage of the redun-dancy scheme at a Dow Chemical

production site to teach welding to local workers seeking a transition to a new career. After touring the plant, taking a series of tests and participating in an immer-sion course in the workshop, the work-ers underwent 210 hours of training conducted by a specialist firm. This taught them welding techniques and enabled them to earn the basic licences necessary for practicing their new occupation. On 4 January 2010, three of them were hired on a permanent con-tract basis.The programme’s success hinged on an agreement that had something to offer each party: the employees kept their jobs; their Eiffel colleagues ben-efited from the extra help during a peak period; Eiffel Lauterbourg built up its production resources and regional footprint with a stable population of

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EiffelIndustrieofficiallytookoverSaint-NazaireMarine(SNM)atthelocalCommercialCourton1December2009,acquiringSNM’s63employeesandallofthecompany’sliabilities.Thistransaction,

whichtookplacewiththesupportoftheNantesSaint-Nazaireportauthority,thepressandallpartiestotheprocess,isperfectlyconsistentwithEiffage’scorporatetradition.

Eiffel Industrie and SNM

EIFFAgE gROup36

Group values

workers; and the company in difficulty successfully placed its redundant employees. A second programme of this nature is underway for three employees laid off by Bürstner, a cara-van manufacturer.In December 2009, Eiffel Industrie acquired Saint-Nazaire Marine, SNM, which was immediately renamed Eiffel Industrie Marine. This acquisition met Eiffel Industrie’s growth objectives in the shipbuilding sector. The skills required for maintaining and repairing ships are, to some extent, identical to those required for Eiffel Industrie’s traditional activities. Moreover, this type of work uses methods similar to those necessary for unit shutdowns. These similarities will facilitate the absorption of large workload variations that traditionally pose a major problem for ship repair companies. For the moment, all personnel have resumed working on the various Eiffel Industries contracts.

“Pathway to a new career” training at Forclum ÉlectroniqueFollowing the steep decline in busi-ness at Forclum Electronique since November 2008, Forclum’s General Management has been working on employment options for staff affected by short-time working. The Human Resources Department and Forclum Electronique managers examined employees’ training and mobility goals

(performance reviews were conducted and honoured) and worked to develop a new industrial project for the site, involving the wiring of electrical cabinets. The training programme, which began in September 2009, can be summed up by the following figures: 30 employees, 9,000 training hours and two training organisations. Forclum Industrie Nord and AFPA worked together in complete synergy.

Clemessy continues its job retention policyThe Clemessy Group continued its training, retraining and job retention policy, initiated several years ago as part of the Employment and Expertise Plan agreement. Policy implementa-tion aligns with changing markets, skills and staff medical profiles.Several actions were taken in 2009, particularly the retraining of eight workers (mechanics, milling machine operators and turners) at the SEH subsidiary due to a sharp drop in busi-ness; the workers volunteered to be retrained as electrical assemblers. After 27 days’ training by the Institut des Métiers, they received long-dis-tance transfers for a maximum of 24 months to Clemessy Nucléaire sites with heavy workloads. The workers were each paired with a mentor, who helped them acclimate to, and succeed at, the new site. In another example of successful retraining, the programme allowed an

electrical assembler at the Gravelines nuclear site, declared unfit for his job by the occupational health service, to take up a position as a worksite assist-ant (work clothes, measuring devices, etc.) in Mulhouse, more than 700 km away. For the employee, who received training and relocation assistance, the experience proved to be very positive.

Overall,despiteafewlow-workloadsituations,theGrouphadtoresorttoshort-time working on only a fewoccasions,althoughitdid increasethenumberoftemporarytransfers.Morethan300employeesagreedtowork on projects requiring long-distancerelocations.

STGV worksite at the foot of Pic Saint-Loup.



CREPI(Clubs Régionaux d’Entreprises pour l’Insertion – Regional Work Integration Clubs)LegalstatusNon-profit organisations under 1901 French Law of AssociationDatefounded1993, at the initiative of Eiffage ConstructionMembers600 companies representing all indus-try sectorsObjectiveWork together, within a given region, to help socially or occupationally mar-ginalised people to re-enter the work-force. Beneficiaries include the long-term unemployed, individuals receiving minimum income support, low-skilled or unskilled youth, disabled people, senior citizens and people in the crimi-nal justice system.Jobplacements,2009 830 placements 461 jobs at Eiffage

Subsidies,2009 €150 000 Eiffage for the federation Financial support from Eiffage’s

Regional Divisions for their local CREPIsOrganisationandservices15 clubs (2009)Availability of skillsMajorevents,2009 “CareerAmbassadors”programme

conducted by several CREPIs, and nota-bly by CREPI Normandie Objective: : raise awareness of occu-pations in the construction, metallurgy/foundry, health care and services industries among jobseekers or people exploring career opportunities. Beneficiaries:160 young job seekers explored future careers and reviewed their career objectives with regional economic players.

“CareerExplorationDay” , organised by the CREPI Île-de-FranceLocation&Date: Eiffel Tower, 29 April 2009Objective: explore careers in construc-tion and public worksBeneficiaries:153 participants inter-ested in the sector. “CREPI Challenges”, an activity

organised by CREPI MéditerranéeLocation&Date:Marseille, 17 October 2009Objectives:1.A company visit for 167 people2.24 participating companies3.Immersion courseBeneficiaries:62 young peopleThis programme led to the signing of 17 employment contracts, including three at Eiffage. Signing, on 19 November 2009, of the

Diversity Charter, which condemns all employment discrimination and reflects companies’ commitment to work towards diversity. CREPI Association seminar, on

17 and 18 September 2009, which pro-vided an opportunity for members of old and new CREPIs to meet, share experiences and exchange views on the outlook for CREPIs, and on how they might develop to address new societal challenges.

Forfurtherdetailswww.crepi.org

What prompted you to become president of a CREPI? There aren’t exactly a ton of candidates! I became president after belonging to this CREPI for eight years so I’ve seen the organisation grow, and I’ve watched the highly motivated team of six permanent staff and the results they have achieved. I wanted to continue the efforts undertaken for those who are unemployed and marginalised.

What are a CREPI president’s priorities?Primarily to coordinate the network: to liaise with members, permanent staff, the board of directors and the placement agencies, to work jointly to ensure that activities are carried out with the consent of all stakeholders, and that they are compatible with the organisation’s mission.

What do you expect from the other members?That they follow the CREPI action plan and are able, as company managers, to help others even when there’s no direct link with their business, and they derive no particular benefit.

What programme are you most proud of?While I didn’t come up with the idea, participating in it is a high point of the year. The programme is called “Rallye pour l’Emploi” (“Jobs Rally”), which consists of helping 30 job seekers visit eight companies over two-and-a-half days. The programme’s results are always very positive because it generatesa 50% back-to-work rate.

BERTRaND LELaURE, President, CREPI Val-de-Loire, and Director of Hôtel Mercure in Joué-lès-Tours

iNTERViEW

Back to workwith CREpIs

EIFFAgE gROup38

Group values

How would you define a CREPI’s key roles?A CREPI serves as a bridge between member or partner companies, the various work integration, employment and training programmes, and job seekers.

How do these contacts play out in practical terms? A CREPI works with the different parties:• companies, whom we ask to specify their needs and hiring

methods, and whom we advise on subsidised or industrial placement contracts, disability policy measures, the job integration process, the mentor’s role and the contract clause mandating the hiring of disadvantaged workers; • work integration social enterprises, which must provide information about companies’ employment needs and expectations; • job seekers: we coach them on job interview techniques and how to directly contact companies, including how to present and sell themselves;CREPIs also provide opportunities for the various players to meet:• “CREPI Rencontres” (Get-Togethers) put companies in touch with Structures d’Insertion par l’Activité

Économique (Work Integration Social Enterprises);• “Ambassadeurs des Métiers” (Career Ambassadors) bring together job seekers and businesspeople.

What are the keys to a successful job placement? It is essential for employees to be aware of the manager’s firm commitment. In addition, there must be an effective partnership between the parties to the process, and the company must appoint a mentor and organise long-term follow-up.

What added value does CREPI offer?Developing close relationships with partner and member companies. In addition, our small, flexible and responsive structure makes it easier to offer practical

solutions that closely match their needs.

Can you provide any examples of people you helped who have been particularly successful ?A recent example involved a CREPI, the Eiffage Foundation and Forclum Antony: the two young people who were placed at the Buren column site have now been hired on a permanent basis by the subsidiary and are training to become electricians; one is taking City of Paris evening classes, and the other a “Professional Communication Tool” programme offered by AREF-BTP (regional labour-management training organisations for the construction industry).

PaTRiCia ThORaL, Director, CREPI Île-de-France

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CREpI Nord-pas-de-Calais

CREpI Lorraine

CREpI Ile-de-France

CREpI Alsace

CREpI Bourgogne

CREpI Rhône et EST Lyonnais

CREpI MéditerranéeCREpI Haute-garonne

CREpI Hautes-pyrénées

CREpI gironde

CREpI Loiret

CREpI Touraine

CREpI Loire

CREpI Normandie

CREpI pyrénées Atlantique

PiCaRDiE

BRETaGNE

DE La LOiRE

LaNGUEDOC-ROUSSiLLON

iLE-DE-FRaNCE ChamPaGNE-

aRDENNE

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aUVERGNELimOUSiN

POiTOU-ChaRENTES

miDi-PYRÉNÉES

LORRaiNE

FRaNChE-COmTÉCENTRE

CREpI Nord-pas-de-Calais

CREpI Ile-de-France

CREpI Hautes-pyrénées

PiCaRDiE

BRETaGNEBRETaGNEBRETaGNE

DE La LOiRE

LaNGUEDOC-ROUSSiLLONROUSSiLLON

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aRDENNE

BOURGOGNE

aUVERGNELimOUSiN

POiTOU-ChaRENTES

miDi-PYRÉNÉES

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DIJON

POITIERS

BESANÇON

LILLE

AMIENS

REIMS

CLERMONT-FERRAND

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MONTPELLIERTOULOUSE

PAU

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AJACCIO

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METZ

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SAINT-NAZAIRENANTES

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ORLÉANS

The network continues to grow, with the aim of eventually covering all of France. CREpIs were created in Béarn (pau), Lorraine (Nancy) and Loire (Saint-Étienne) in 2009, and “CREpI Azur” is scheduled to open in Nice in 2010.

CREPI: in progressCREPI: operational

CREPi National network



a survey with the Terrafemina networkCreated in may 2008, Terrafemina is a French non-profit organisation whose mission is to develop and support programmes dedicated to women’s status and issues in member States of the Union for the mediterranean.

This organisation, which is oriented toward long-term fieldwork, also takes an interest in the private sector, with Terrafemina Entreprises supporting company efforts to foster diversity and gender equality.

In 2009, Terrafemina Entreprises and Eiffage collaborated on two comple-mentary projects:

A large-scale survey of 256 women managers employed by Eiffage in France, with the aim of analysing their needs and expectations and developing practical recommendations for impro-ving their integration and advancement opportunities.

A study of a population of 4,334 women, who represent 9.2% of the Eiffage workforce. Of this group, 75% are clerical workers, supervisors or technicians (even though this category only accounts for only 26% of the total workforce); 75% are employed in sup-port functions, 46.2% of them as are secretaries or assistants.

Two major tendencies were observed which, unfortunately, are too wide-spread in the private sector: Women in the same age group per-

forming the same function in the same occupation and division for the same monthly base salary still receive lower remuneration compared to men. This gap, which appears in all divisions, can reach as high as 20%, and remains in line with the national average. It should be noted, however, that all things being equal, there are a small number of women who are better paid than their male counterparts. There are two glass ceilings – the

first as regards becoming a manager and the second, more difficult to break through, as regards becoming a senior executive. It must nevertheless be stressed that survey respondents, after rapid inte-gration into their team, reported a very pleasant work environment and cordial, respectful and even supportive rela-tionships between women and men.

Terrafemina works with a large number of companies from a wide range of sectors. Do you believe there are women’s issues specific to the construction industry? It’s true that the construction industry tends to hire most of its employees from vocational and engineering schools, which have traditionally been dominated by men. However, we’re now seeing a growing number of female workers and engineers, who provide us with a new pool of skills and talent and represent a real asset for the company.Having said that, too few women rise to positions of responsibility. More than other sectors, construction remains a largely male-dominated world and it isn’t always easy for a woman to fit in. We therefore need to encourage gender diversity in the workplace and make sure that it reaches all levels of responsibility.Diversity must be part of a sustainable approach based on continuous progress in employee representation, recruitment and promotion policies, and raising young women’s awareness of construction occupations at an earlier age.

VÉRONiQUE mORaLi, President, Terrafemina

iNTERViEW

Stronglycommittedtoitsemployeesandpartners,EiffagehasbeenstrivinginrecentyearstocreateacultureofdiversitywithintheGroup.In2009,itintensifiedeffortstointegrateallsectorsofsocietyintothecompany.

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action plans for seniorsSenior employment is a national challenge: the provisions of the 2009 social security funding law, confirmed by decree 2009-560 of 20 May 2009 (relating to the content and approval of senior-employment agreements and action plans) require companies to enter into agreements – or, failing that, to develop action plans – designed to help seniors obtain or retain jobs. As of 1 January 2010, the law stipulates the payment of a penalty amounting to 1% of payroll for each month in which a company agreement or action plan is not in place.

All Eiffage divisions therefore devel-oped a senior-employment action plan covering the period of 1 January 2010 to 31 December 2012. The objec-tives are shared by all divisions and primarily focus on retaining senior employees in their jobs, encouraging their integration within the Group through recruitment and career development assistance, and ensur-ing the transfer of their skills. The plans’ major quantitative goal con-cerns the recruitment of senior employees. While fully aware that priority must be given to applicants’ skills, job experience and qualifica-tions, Forclum and Eiffel have set atarget of at least 5% for hiring employees over the age of 50 and Eiffage Travaux Public and Eiffage Cons truction have set a target of 3%.Older employees’ experience is viewed as essential to the Group’s growth and long-term viability. For that reason, the plan also gives great weight to the transferring of knowl-

edge and skills from employees aged 45 and over to new staff members through mentoring and other forms of assistance.Additional efforts are included as well, particularly in the following areas: career planning and development:

guidance for employees aged 50 and over, helping them plan the second part of their career, through one-on-one sessions or skills assessments; development of older employees’

skills and qualifications through access to training – for example, by allocating to these employees a per-centage of the training budget equiva-lent to that allocated to young employ-ees; assistance with end-of-career

issues and the work-to-retirement transition by developing “Preparing for retirement” training modules and providing information; improving working conditions,

especially with regard to health con-

cerns, and preventing physical prob-lems by offering transfers or improv-ing workstation ergonomics; raising awareness about these

concerns at all managerial levels. In order to ensure that these action plans are successfully implemented, each initiative is accompanied by a clearly defined objective and tracking indicator.The divisions have chosen their own tracking methods. Eiffage Travaux Public and Eiffage Construction, for example, will appoint coordinators to conduct the seniors project in their area of operation. A Monitoring Com-mittee led by the division’s HR director will meet at least once a year and the results will be sent to the works councils.


Employees who participated in the film, “Un autre regard sur le handicap” (“A new perspective on disabilities”)


accommodating disabilitiesEach disabled employee’s situation in the workplace is different and is based on job requirements, working conditions and individual abilities. The work of world thus faces a major challenge: finding ways to integrate disabled people on a case-by-case basis so that they can fully contribute to the company’s overall performance.

In 2009, Eiffage’s management em-barked on a disability awareness campaign that reached a wide staff audience. For example, the Eiffage convention, which brought together thousands of employees in the Paris region and other parts of France, pro-vided a good opportunity to address disability issues. At some locations, attendees watched videos showing disabled employees in the workplace.At the Carrefour des Jeunes event, held annually for the 400 or so young man-agers hired in the past year, presenta-tions and two videos drew the attention of future business unit executives to the prejudice faced by people with dis-abilities.Eiffage’s coordination of its purchasing function includes ambitious, disability-related projects at Group and division levels in its own industry. The many initiatives launched in 2009 provided valuable experience and useful prac-tices for the future. In order to increase its share of pur-chases from the disability sector (such as sheltered workshops), Purchasing has sought to develop viable, long-term

markets that make sense from an ethical, social and economic perspec-tive. For example, in 2009 it expanded subcontracting in Eiffage’s technical trades and developed less specialised services, such as the collection and management of administrative docu-ments at Forclum & Eiffel. Other serv-ices provided by disabled people involved operational processes, such as:

maintenance of public lighting (Forclum East Central), wiring of electrical cabinets, dismantling of radio antennas, creation of construction signs

(Eiffage Construction Côte d’Azur), cleaning of work clothes (Eiffage

Construction Mediterranean).

In 2009, cooperation with Établisse-ments et Services d’Aide par le Travail (ESAT), a sheltered workshop and social service agency for the disabled, strengthened the Group’s ability to set up subcontracting and service pro-grammes with the disability sector in a wide range of fields. The positive results support our approach, and have led to ambitious and quantified goals for expanding employment of

disabled workers through the disability sector in 2010. Forclum and Eiffage Construction are aiming to double their business with this sector in 2010.The second component of Purchasing’s disability action plan involves tempo-rary employment. Temporary employ-ment agencies are now being asked to commit to a 2010 goal of 1% of disabled employees, with a progressive plan that will increase this rate by 1% per year over the term of the contracts.When new contracts are implemented with temporary employment agencies, the expansion of employment opportu-nities for the disabled is formalised, with objectives set out by contract. In general, a two-member team of Eiffage and agency managers of disa-bled workers is set up to oversee these objectives at regional level.Thedivisions mobilised as well, with the first initiatives of the 2008 disability action plan taking shape in 2009, while no fewer than 38% of the proposals in the “Social Initiative” category of the 2009 Eiffage Innovative Awards were disability-related.

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Concession companies: many innovation awards nominationsAPRRandAREA particularly received acclaim during this event. APRR won the Social Innovation award for a project involving the production of roosts for endangered bats by people with disabilities.As part of the A31 motorway expansion project (Bourgogne) and without any regulatory requirement to do so, APRR decided to install bat roosts near hydraulic structures and tanks. APRR asked a local Centre d’Aide par le Travail (CAT – a sheltered workshop and social

service agency) to build roosts, thereby adding a social component to an envi-ronmental project.

AREA was also nominated for its com-pany agreement on individual and col-lective recognition of disabilities. The agreement, which was approved unanimously, covers the entire scope of options for enabling the disabled to obtain or retain employment, and for providing assistance with recruitment, integration and career development; it targets both those who are disabled upon joining the company and those who become disabled during their work lives. This initiative demonstrates

the company’s commitment to solidar-ity, social responsibility and respect for diversity.

Forclum video: accommodating disabilities in the workplace Forclum worked hard in 2009 to pre-pare a disability action plan for deploy-ment in 2010, including the draft sign-ing of the Agefiph agreement. The result is a highly proactive action plan for employing disabled people, with priority given to changing employee perceptions of disabilities.

A new perspective on disabilities,a pilot project by Forclum

The story, which takes the form of a seven-minute news report, follows people involved in successfully accommodating disabled employees. They are filmed as they go about their daily tasks to give viewers a better understanding of how integration is based on adapting working conditions to the disability. Supervisory personnel, disabled employees and colleagues discuss problems and solutions as well as the keys to success

Extracts from Forclum’s personal accounts • Pierre and Nicolas, who have been working on a project together for two years.Pierre, a young industrial designer, is also Nicolas’s mentor; Nicolas, who is hearing impaired, is a research technician. Pierre decided to learn sign language. Ask why, he simply answered: “Because it’s usually they who have to make all the effort to adapt to others, and I think that’s unfair. I also thought it would be easier to work with Nicolas if I learned his language. When you go to work

abroad, you learn the language, don’t you? Well, this is somewhat similar. Now, we’re very close”. Pierre and Nicolas clearly do enjoy working together. They even share an interest in sports and participate in the Eiffage Challenge. • Jean-Marc De Medeiros, team leader: “My former department head was understanding. After some workstation modifications, I became a team leader in a white-collar capacity. I still have all my expertise and skills. It’s been three years since I started working again, and I’ve never missed a day on account of my back”.

• Éric Rebah, technician. ”When I arrived, I let everyone know what had happened to me. People are pretty open-minded. They just see me as a colleague, full stop”.“We absolutely have to change the way we view people with disabilities”, says Valérie Bourgain-Ruyssen, Human Resources Development manager. “We’re still too likely to think of a disabled person as someone in a wheelchair, which is completely false. Reduced mobility accounts for only 5% of disabilities!”

COmmiTmENT



Other avenues are also being explored: in terms of employment, this includes retaining and hiring more disabled people and contracting out more work to the disability sector. As these meas-ures unfold on a daily basis, it should become clear that the construction trades are not systematically inacces-sible to disabled workers and that work-place accommodations are sometimes sufficient for a successful transition.

Eiffage Travaux Publics: regional rollout of disability plan In late 2008, Eiffage Travaux Publics developed a substantial disability plan with the aim of creating coordinated programmes in areas such as recruit-ment, job retention, use of supported businesses and temporary employment.The plan was carried out at local level by regional disability coordinators capable of providing company manag-ers with appropriate solutions for hir-ing or retaining disabled employees. The nine human resources profession-als, all volunteers, are responsible for coordinating the national plan in their regions, representing the company in the community, forging lasting ties with disability organisations and cen-tralising information. The National Steering Committee monitors the various projects and determines whether they have met the defined objectives.To increase employment of disabled workers, the division has committed to hiring 120 people with disabilities over the term of the Agefiph agreement, including 20 on a work-study contract, which amounts to an overall objective of 100 permanent contracts. Further-more, specific partnerships will be locally developed with the Cap-Emploi organisation.After the agreement with the Belloy vocational training centre in 2008, additional partnerships are planned with Centres de Réadaptation Pro-fessionnelle (vocational rehabilitation centres) that prepare disabled workers for jobs in the construction sector. The division will announce its job vacancies

on dedicated websites, participate in disability job fairs, and will be more open to using temporary workers with disabilities.In terms of job retention and career management, the division plans to strengthen relations with occupational health agencies (Supportive Job Re- tention Services for Disabled Workers, Apas BTP and Handibat). Lastly, the division pledged to generate at least €90,000 worth of services per year.

Eiffel: accommodation and partnershipEiffel, for its part, committed to provid-ing the necessary resources for the workplace accommodation of disabled employees. Three examples attest to the division’s determination to meet this challenge.

Recruitment and integration of a disabled engineerAfter a workplace disability assess-ment and awareness-raising among the management team, a search firm specialised in recruiting disabled employees helped recruit and inte-grate a young engineer nearing the end of his studies at ENPC, a civil engineer-ing school. The six-month internship in the special structures engineering department at the Colombes head office turned into a permanent position with the signing of a design engineer employment contract at the end of the internship in January 2009. As part of a major recruitment plan, the Eiffel HR Department wanted to give priority to hiring a disabled person to help meet its obligation to employ the disabled. Other goals included prepar-ing for the future retirement of disabled

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•Itisdelicatebutessentialtodiscussandraiseawarenessaboutdisabilitiesbecausethereisstillawidegapbetweenstatedintentionstoemploydisabledpeopleandactualhiring.Thislargelyresultsfromobstaclestoacceptingdifferencesandthenecessarymodificationstotheworkstationorthewayinwhichthejobisorganised.•RecruitmentisverydifficultbecauseEiffelseekshighlyqualifiedemployees,especiallyintheengineeringdepartment,andthereareveryfewdisabledgraduatesamongjobseekers.•Theengineerhiredwas“approached”bycompetitorsduring

hisinternshipandtheHRDepartmenthadtoraisehisstartingsalarytokeephim.•BecausetakingpublictransporttoColombesisarealobstaclecourseforpeoplewithreducedmobility,EiffelandAgefiphpaidfortheengineer’stransportbyspecialtaxithroughouttheinternship.•Accesstothebuildingwasmadepossiblebyamechanicalplatformandadaptedswingingdoors.•Whenhewashired,flatneartheworkplacewasfoundinlessthanthreemonthsthankstothe“1%Logement”socialhousingscheme.•WorkstationergonomicsareunderreviewwiththeassistanceofAgefiph.

Problems and solutions

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employees and developing a working relationship with a specialist firm.Eiffel is hoping for another such suc-cess by hiring disabled workers wher-ever possible, seeking to partner with specialist organisations and firms in its search for suitable candidates.

adapting a workstation for a visually impaired employeeThis initiative sought to adapt a work-station for the benefit of a visually impaired employee. Carried out before the employee began working, accom-modations were made in cooperation with ergonomists and low-vision spe-cialists relating to: office set-up, choice of screens and lighting, and special sunglasses that reduce the variation in brightness experienced during work. The company’s partnership with Inter-regional Support Services for Visually Impaired Adults was entirely funded by Agefiph and can be approved in the full spectrum of cases. It resulted in the employee’s seamless integration into the workplace and loyalty towards the company.

Partnership: providing disabled workersIn addition to integrating disabled work-ers through hiring and workplace accommodations, Eiffel developed a partnership with an organisation that promotes the interests of the disabled (Association pour les Intérêts des Handicapés), based on two components: A service contract with a sheltered

workshop located in Contres (Loir-et-Cher département): for over two years, the workshop has performed occa-sional tasks involving the boring, cut-ting and assembly of certain parts. The steady work has led to an annual col-laboration between Eiffel and this organisation, and the workers can be called upon for assembly jobs requir-ing a higher level of skills. A contract that makes disabled

employees available for the Fougères workshops for one year, providing great flexibility for their integration into the workshops. The contract provides for disabled workers to intervene when repetitive tasks need to be performed”.

As soon as a task ends, the disabled workers return to their original work-place. The only requirement is training and closer monitoring of workstations.

Eiffage Construction: ambitious, three-year disability planEiffage Construction has also worked long and hard on developing a disabil-ity plan, which it intends to roll out over a three-year period. After an aware-ness-raising and communications phase (General Management’s letter of commitment, disability charter, availability of the Agefiph agreement, appointment of regional disability coordinators, creation of dedicated communications tools, management information, etc.), training courses are being held for the HR and Prevention departments. Eiffage Construction has made a large number of commitments: retention of employees registered as

disabled 1 transfer, including training, to a modified job in the company, divi-sion or elsewhere; monitoring of the disability’s pro-

gression; inclusion of the disability in the career

plan, and planning for obstacles faced by disabled individuals; creation of an Employment and

Expertise Plan; planned orientation and integration

phase; measures in support of a work-study

programme.Partnerships will be developed at the local and national levels to fulfil these recruitment and integration commit-ments.Eiffage Construction will work with partners specialising in this field, such as CAP Emploi, Pôle Emploi, ADAPT, Centres de Réadaptation Profession-nelle and relevant job boards.Framework agreements with tempo-rary employment agencies will be renegotiated to stipulate that 6% of temporary workers provided must be people with disabilities. Eiffage will also partner with support-ive services and work integration

organisations, including TH Conseil, Execo and Tremplin.Over the two-year term of the agree-ment with Agefiph, Eiffage Construction is committed to generating €80,000 worth of services per year with the supported employment sector.

ClemessyA major communications campaign targeting company managers and Human Resources staff was conducted in 2009 to raise awareness about dis-abilities and related regulatory finan-cial requirements.The resulting initiatives, which contrib-uted to a significant 39% reduction in Clemessy’s Agefiph contribution, included the use of disabled workers who had received vocational training; increased subcontracting to sheltered workshops (higher ESAT volume, valued in “beneficiary units1”: up 8.88); and 23 new employee-disability notifi-cations.Furthermore, in 2009 Clemessy par-ticipated in a regional job fair organised by APEC, where it displayed the “HANDICADRE” logo at its stand and on its advertisements.

(1) 1987 law calculates the number of disabled people employed in a company using “benefici-ary units”. Each person represents a number of units depending on the seriousness of the disa-bility and socioeconomic criteria. This was done to encourage companies to employ workers with the most severe disabilities.



Fighting illiteracyto aid employmentin occupations where understanding instructions – and notably safety instructions – is essential, screening for functional or total illiteracy and the introduction of simple training tools are key to avoiding isolation and career stagnation.

The goal is to help employees over-come their reading and writing prob-lems so that they can move forward in their careers (qualification training, access to a job requiring good language skills, etc.) or simply make their day-to-day work or personal lives easier (helping children with their schoolwork is a good example). Again in 2009, the divisions in which such needs were identified set up French-language training programmes tailored to those concerned.Eiffage Construction Côte d’Azur em-ployees took French courses given by their Regional Department during working hours, made possible by the DIF (individual right to training1). Overall, 19 people divided into two groups took 140 hours of courses over a four-month period (one week per

month). The end-2009 results were particularly promising because, at the request of the trainees and instructor, a second module was created for the purpose of further improving students’ French-language skills. Slated for release in 2010, the module will teach business French (one day every other week, totalling 70 hours over five months) to the trainees who took the first module.Eiffage Travaux Publics has been con-ducting a literacy campaign since August 2009 and offers employees the opportunity to improve their reading skills so that they can communicate more effectively at worksites. The training organisation is placing special emphasis on map reading, worksite organisation and knowledge of the company, among other subjects.

On a more regular basis, French courses ranging from new-reader to refresher level have been offered at the Eiffage Travaux Publics head office for three years, targeting employees in the Paris region. Training programmes have also been introduced in other regions, such as Nord Pas-de-Calais and Mediterranean. Overall, some 50 employees have taken these courses.Beginning in 2010, the course offering will be expanded to other basic sub-jects, including arithmetic and basic computer skills, thanks to a new net-work of partner organisations. The net-work’s teaching methods will focus on: the workplace (business communi-

cation tools); a specific topic (for example, consid-

eration of environmental issues in the worksite’s daily routine); information and awareness-raising

activities for management.Through a project recommended by the Forclum Val-de-Loire training manag-er, the Eiffage Foundation partnered with the FARLcl association to co-fund the participation of three people in UNESCO’s international adult learners conference in Brazil in late 2009.

(1) A continuing education programme required by law

The FARLcI association(Literacy training and research in the Indre-et-Loire area)

The organisation’s goal is to train those involved in the fight against adult illiteracy and to advance educational research. Since it was created, FARLcl has involved learners in

its efforts. Some have participated in a study on the difficulty of relearning basic knowledge in adulthood or have discussed the impact of adult learning on themselves and their children.

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Collective agreements: clear momentumPreventing dependency: a major advance, with a further boost in 2009At Eiffage, the vitality of the bargaining process is demonstrated by the number of collective agreements concluded in 2009 as well as by their scope, which sometimes goes beyond statutory requirements. At Group level, an agreement had been signed in March 2008 between Eiffage and three trade unions (CFDT, CFE-CGC and CGT) that adopted a group health insurance scheme as well as an “accidental death and disability/dependency” scheme providing for the payment of a life annuity in the event of total or partial dependency. This initia-tive made Eiffage one of the first com-panies in France to offer group insur-ance for dependency.In 2009, this innovative agreement was amended by an additional clause that established portability of benefits. This provides health and other insurance coverage for all personnel in member companies and facilitates the profes-sional mobility of Group employees. Viewing dependency as a risk for every worker, Eiffage and the trade unions developed a solution that will allow employees to pre-fund future expens-es related to a possible loss of inde-pendence.

In 2009, negotiations revolving around social dialogue were conducted at Group level. The agreement, open for signature, has not yet received the backing of two trade unions. Because the parties prefer unanimous approval, the agreement has not yet taken effect.

Dynamic company agreementsAPRR and AREA signed about 10 com-pany agreements in 2009, covering: company-specific profit-sharing

schemes; salary-related measures; early retirement; workplace diversity and equality; retention of older employees; support for toll collectors as their

occupation undergoes major changes.This latest agreement aims to improve worker employability, address the company’s anticipated needs and opti-mise the quality of customer service.For its part, Eiffage Travaux Publics signed 165 collective agreements in 2009 on issues as wide-ranging as working hours, mandatory and compa-

ny-specific profit-sharing schemes, NAO (mandatory annual management-labour negotiations), mandates for employee representative bodies, and solidarity day.

The agreements concluded in certain Eiffel subsidiaries (six agreements plus a supplementary agreement) focus on seniors, health and other insurance coverage, ARTT (adjustment and reduc-tion of working hours) and profit-sharing.

Following a prolific year in 2008, Eiffage Construction and Forclum signed very few agreements in 2009.

Lastly, the 26 agreements and the supplementary agreement signed at Clemessy dealt with senior employees, salaries, social security coverage, the company-specific profit-sharing scheme, the merging of pension schemes, and the integration of companies.

The negotiations on improving career advancement opportunities in Clemessy Group companies did not lead to an agreement. Nevertheless, relevant steps were taken and 700 employees were identified for specific follow-up on this matter.

Job stressEiffage is committed to including prevention of psychosocial risks in its wider prevention policy, which places occupational health and safety squarely at the centre of human resources management.

The negotiations undertaken to define the provisions of the 2 July 2008 cross-sectoral agreement in this area will seek, in 2010, to strengthen the job stress measures as a joint management-labour effort.

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Faidherbe bridge worksite.

REGiONaLDEVELOPmENT

Eiffage, a committed player in regional developmentEiffage, which attaches considerable importance to its activities in emerging countries, has positioned itself – notably via Eiffage Sénégal and certain Eiffel subsidiaries – as a committed player in regional development.

Eiffage Sénégal’s community commitmentEiffage Sénégal, a socially responsible company with close ties to the popula-tion, continues to promote Kinkéliba (medical aid organisation), participate in national heritage preservation pro-grammes and take an exemplary approach in the fight against AIDS. In 2009, its many social and environ-mental initiatives in the town of Saint-Louis included: a sanitation project at Sor market, assistance for teams competing in

the second “Rames Guyane” transat-lantic rowing race, financial support for the “Rugby au

quartier” (neighbourhood rugby) project: pitch development in Saint-Louis and provision of equipment, financial support for cultural events,

such as the Saint-Louis Jazz Festival (1999, 2008 and 2009), First Sahel Festival in November 2009.

Faidherbe bridge: addressing local challenges through risk management The complete reconstruction of Faidherbe Bridge constituted a major contribution to the region’s develop-ment, and a perfect illustration of local sustainable development challenges. Synergy between Eiffage Sénégal and Eiffel was of the highest order through-out the project.

BackgroundReplacement of Faidherbe Bridge in Saint-Louis, at the mouth of the Senegal River, is a sensitive project that requires careful risk management due to the major challenges involved:

The bridge, built in 1897, is the only way to reach the historic island of Saint-Louis, the country’s economic hub;

The project’s goal is to restore the structure in the same location, while maintaining its original appearance. The bridge is listed as a UNESCO world heritage site and its architectural fea-tures must be preserved;

The river is a major transport and inland access route, and port and fish-ing activity are intense;

The project involves complex techni-cal requirements and long timeframes (the bridge has seven spans, one of which opens to allow boats to pass); Any sea or land obstacle may have

political, economic or human conse-quences.

Risk managementThe winning bidder consortium of Eiffage Sénégal, Eiffel and Berthold SA successfully identified the chal-lenges, met the requirements, devised the solutions and reduced the risks. The customer received additional assurances and guaranties, as follows: to address corrosion risks, the sub-

contractor’s work will be checked by an outside inspector hired and paid by Eiffel;

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•Eco-friendlyworksitepolicy.•Environmentalmanage-mentplaninconjunctionwithEiffageSénégal.•Presentationoftheprojecttothe École nationale des Ponts et Chaussées(civilengineeringschoolin

France)andtheTriumjobfair.•Prioritygiventolocalemployees:onlyfourexpatriatesandoneEiffelVIEparticipant(VolunteerforInternationalExperi-ence)+oneEiffageSénégalVIEparticipantcomparedto41localworkers.

As an added bonus, a “clean” and attractive work site

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Group values

during shifting, substitute sea trans-port is used to avoid disrupting traffic; the assembly work is carried out by

Eiffel experts overseeing teams trained on-site.

“Eiffel & Faidherbe bridge: a major social role”The additional guarantees offered by Eiffel and Eiffage Sénégal for manag-ing risks and potential effects on Senegal’s economic life demonstrate the concrete importance attached to the three sustainable development aspects of a project characteristic of West Africa: local hiring, worker train-ing, an exhibition next to the worksite, articles in the local newspaper, respect for local customs by making offerings to the river, and chartering of sea transport to allow passage of emer-gency traffic during the short periods of disruption (24 hours to replace each of spans 1, 3, 4, 5, 6 and 7, and 48 hours for span 2, which is more complex).

Unibridge®: serving emerging countriesRapid-assembly metal bridges enjoyed their moment of glory from the Second World War to the 1960s, when they were used as temporary structures at work-sites, following natural disasters and in conflict zones. Demand still exists today, especially in emerging countries, and the technique is making a come-back due to improvements in steel quality and in handling and assembly methods, which have all come together in the “Unibridge®” concept.Unibridges® are structures made of basic modules that can be shipped in containers. On-site, putting them together is as simple as playing with a Meccano® set – no welding required. A six-member team needs only a few days to assemble a bridge, whose car-rying capacity meets the major world

standards for permanent structures. Global marketing of the structures, handled by Unibridge® Trading, a com-pany created by Eiffel and Matière, has been highly successful.A few examples from 2009: the Philippine government placed

an order for 418 Unibridges® and 72 RO-RO (Roll-on roll-off) docks, totalling 50,000 tonnes; in Papua-New Guinea, the oil com-

pany Exxon ordered a first group of 18 bridges; the Iraqi government ordered a

137 m bridge.Half of these components are manu-factured in the Eiffel plant in Fos-sur-Mer. In terms of rated capacity, three to four modules will need to leave the factory daily to satisfy demand.There are many factors that meet sustainable development criteria: the product is reusable, easy to take

apart and transport, and made to last using materials that are nearly 100% recyclable; the methods used to manufacture

this standardised product result in industrialised tasks, less strenuous work and streamlined output and handling; welding is inspected in the plant and

the mass-produced parts are identical and interchangeable, with a zero-defects approach; shipping the product by container

from the Fos-sur-Mer plant facilitates loading/unloading and transport operations during shipping and lower carbon emissions; the extreme flexibility of this process

offers a wide array of uses; the large span allowed by this proc-

ess affords protection of the aquatic setting and biodiversity by limiting or eliminating river supports;

assembly is easy for local employ-ees, even unskilled workers, and no welding is required at the worksite.Unibridge® provides a solution to emerging countries’ pressing needs for solidly built, flexible and durable facili-ties, and addresses maintenance and climate constraints that are sometimes extreme. In view of its easy and quick assembly, Unibridge® can be used in emergency situations as a temporary or permanent structure. Its ability to with-stand earthquakes makes it particu-larly suitable for seismic zones.

AFD projectThe AFD (French Development Agency) is a financial institution that plays a key role in providing government aid to emerging countries. For 60 years, the agency has been funding public and private investments in more than 50 developing countries, including Senegal. The AFD is providing €8.4 million (FCFA 5.5 billion) for the Faidherbe bridge project.

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Dialogue with external stakeholdersWhile dialogue with stakeholders has become a relatively consensual part of consultation, it must nevertheless be based on clear objectives and specific methods to make it effective as possible.

Eiffage bases its consultation strategy on the following guidelines:

1. Participation in and oversight of consultation at the highest level of the company:Dialogue with external stakeholders must take place regularly and be over-seen at the highest management level. Eiffage initiated the consultation effort in June 2008. Eiffage Chairman and CEO Jean-François Roverato partici-pates in all community forums. The operating departments are direc-tly involved through a representative panel: sustainable development for the divisions and the holding, and human resources, purchasing, concessions and communications for the Group. The forums take place every 18 months, a tight deadline for reviewing progress made on previously discussed meas-ures. The last Eiffage Group session took place on 25 March 2010 under the aegis of Comité 21.

2. Process overseen by an independent third partyAn independent third party takes care of mapping a stakeholder network and planning the community forum and follow-up: Comité 21, the French Committee for the Environment and Sustainable Development.

3. Community forums that must be representativeConsultation provides insight into per-ceptions of the Group, its activities and impact among certain members of civil society. Eiffage makes every effort to invite a wide range of external stake-holders, including environmental and social organisations, elected repre-sentatives, economic partners, supplier and subcontractor representatives, and institutions of higher learning.

Community forums, however, as rep-resentative as we may wish them to be, actually remain selective given the effi-ciency threshold for discussions set at a 25-stakeholder maximum by Comité 21.

4. immediate and longer-term benefitsStakeholders can criticise the company and make suggestions, which will be given serious consideration at the highest level of the company.This process immediately contributes to the development of the company’s sus-tainable development approach and related communications strategy. Moreover, it may also have the effect of further involving the participating oper-ating departments in addition to the sustainable development departments.

Comité 21 assists Eiffage and many other economic players with their consultation efforts. Comité 21 ensures that:

consultation methods are complied with,

detailed literature about the company’s sustainable development programme is sent to interested parties prior to community forums,

people treat each other courteously and everyone has a chance to speak during a meeting,

the company’s responses are accurate.The list of participants in the consultation initiative is confidential.

CONSULTaTiON WiTh EXTERNaL STaKEhOLDERS

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Polytech’ Grenoble students under the framework.

Group values

Public informationand conflict preventionas the Group pursues dialogue with its external stakeholders, Eiffage’s divisions seek to better inform the public about their construction work, anticipate their stakeholders’ needs and develop ways to prevent conflict.

Forclum promotes energy savings to municipalitiesThe obligations that emerged from the Grenelle environmental summit, and pressure from a government required to set an example, will force authorities to rethink their “Energy” and “Public Lighting” policies. Bringing local aut-horities into an era of energy efficiency is no easy task, and Forclum is offering meetings and advisory services to help them plan ahead.

The Bourgogne deputy regional direc-tor, for example, created a programme targeting over 200 municipalities who are Forclum customers in order to introduce them to the latest energy-saving innovations.In preparation, department and busi-ness managers who specialise in public lighting attended a state-of-the-art overview conducted by the head office’s Scientific and Technical Department.

The meeting with elected officials led to many requests for energy audits, a few LED public-lighting pilot projects and cost estimates for several photo-voltaic installations.

In general, the works necessary for upgrading installations compare favourably to maintenance expenses in terms of cost and durability and can even provide added value through energy-saving certificates.

aPRR keeps drivers and local residents informed during major roadwork projectsFor each large-scale construction or widening project, APRR offers a vari-ety of information and communication tools for local residents and motorway customers, including: dedicated web-sites (for example: www.travauxa432.com); a voice messaging system (traf-fic bulletins, traffic forecasts for a given route); an online operator; a motorway radio station, Autoroute INFO (107.7 FM), for traffic conditions; a schedule of dates for the worst traffic disruptions; brochures that describe the project or provide updates on work in progress; a subscription to SMS alerts; and webcams.

Open Days events give the public an opportunity to learn more about

exceptional structures being built, such as the La Côtière viaduct on the A432 motorway in Ain, and the Saône viaduct on the A406 in Saône-et-Loire. Visitors even explored the Saône via-duct by boat. The events feature dis-cussions with technicians, guided tours and various activities, such as films, viewing of scale models and drawing workshops.

Worksite tours for specialist schoolsThe 52 first-year students in the geo-technical engineering department at Polytech’ Grenoble (Joseph Fourier University’s engineering school) visited the A406 viaduct site in 2009.

Motorway projects involve large-scale worksites that combine environmental and sustainable development features with the latest technology. Touring such sites is a major learning tool for civil engineering students, giving them a better understanding of their future profession, their educational objectives and the type of environment in which they will be working.


Wildlife crossings.

Water and sludge.

But lake, in Bresse.


Rest areasTo celebrate its 10th year operating the A77 motorway, APRR invited its cus-tomers to discover or rediscover an extraordinary rest area – the “Jardin des arbres” (tree garden) in the Loiret department.The tree garden portrays the relation-ship that has always existed between trees and humans. Its six rooms – Trees and Belief, Trees and Art, Trees and Food, Trees and Medicine, Trees and Ornamentation, and Trees and Wood – pay tribute to trees as our eternal plant companions. The five gardens are desi-gned to awaken our senses: Garden of Shadows, Garden of the Four Seasons, Garden of Fragrances, Garden of Sounds and Garden of Colours.Trees are also honoured throughout the motorway section of the A77. Twenty-four clumps of specific kinds of trees are planted on either side of the road and pointed out to motorists by signs showing the species’ names. All rest areas are named after a tree, with a sign providing a brief overview.

Sustainable development: motorway bookletsDesigned for APRR employees and the wider public, the collection of APRR “Motorway booklets – on the road to sustainable development” describes the programmes carried out by APRR, alone or in partnership with other play-ers, to protect the environment, pre-serve biodiversity and ensure that infrastructure blends more smoothly into the surrounding landscape. The booklets discuss APRR efforts in often little-known technical fields. The aim is to share the experience and knowl-edge acquired when offset measures are taken during new infrastructure projects.

Launched last year, the collection added a third volume in 2009 called “Des Passages à Faune” (Wildlife Crossings), devoted to wildlife living along motor-ways. Essential to the safe movement of animals and people, wildlife crossings also contribute to biodiversity preser-vation. The booklet reports on the five-year study of wildlife crossings along the A39 motorway by the Jura Hunters Federation as well as the European project initiated by the Isère Dépar-

tement Council, called “Couloirs de vie” (Life Corridors), concerning infrastruc-ture in the Grésivaudan Valley between Grenoble and Chambéry.

Giving priority to pedestrian safety along motorwaysDrivers well understand the dangers when they themselves are pedestrians, largely due to the national 2008 safety vest awareness campaign and the law requiring safety vests in each car. They do not, however, seem to use the same caution toward other pedestrians when they get back behind the wheel.Thirteen percent of motorway accidents involve pedestrians, who are not as few in number as one may think; there are drivers whose cars break down, pedes-trians in rest areas and personnel working on roads and toll plazas.To raise drivers’ awareness about the possible presence of pedestrians and improve driver behaviour, APRR launched a major campaign on 4 September 2009 involving the APRR and AREA networks (over 2,200 km of motorways), using information leaflets, posters in toll plaza lanes and rest areas, and radio spots.

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The tree garden features: 15hectares along the lakeshore 6outdoorthemerooms with specific plant varieties

5gardens for awakening the senses Over 150species of trees and bushes A quick 20-minute tour

Group values

Eiffage Construction keeps local residents informedIn recent years, Eiffage Construction has been developing dedicated web-sites to inform local residents about worksites likely to cause disruptions.For example, the worksite communi-cations website for ADEO in Ronchin (Leroy Merlin world headquarters) will include, among other features, photo-graphs of the site; an overview of the project, which meets the requirements of the “passive” energy standard (PassivHaus®); a description of the division’s sustainable development expertise; a discussion forum for Leroy Merlin personnel and local residents; a video section; and links to helpful websites. http://www.ADEO.eiffage.com

Some examples of other mini-websites created for worksites: Southern Paris regional hospital:

http://www.chsf2011.eiffage.com/ Lille Métropole stadium: http://

www.grandstade-lillemetropole.com/ Rehabilitation of 115 housing units in

Calais: http://icf-rehabilitation-calais.fr/cms/login.html


How does APRR involve those affected by a motorway project?Throughout the motorway construction project, APRR takes a consultative approach with everyone involved. Regular meetings are held to address economic, agricultural and habitat issues, and to take appropriate measures

on a case-by-case basis. An ongoing information system is also set up. A survey identifies owners whose plots we need to acquire, and a property operator then negotiates the land purchases. Working with landowners, we do everything possible to find fair solutions as quickly as possible.

Can you give us an example of a consultation? APRR is currently involved in a consultative process with the parties affected by the A432* project, with the aim of finding appropriate solutions, especially in terms of property issues. The economic or leisure

activities located on the right-of-way receive very close attention, and compensation is determined on a case-by-case basis. APRR and the general contractor have been in continual dialogue since the project began, holding regular meetings with the relevant local authorities, chamber of agriculture, associations, owners, farmers and businesses in order to address their concerns.

Have the results been satisfactory? APRR’s expertise in managing property transactions, and the skills of property

operators hired by APRR, have enabled us to acquire plots by mutual agreement in over 95% of cases. In only 1% - 2% of situations is it necessary to seek a compulsory purchase order. The remaining 2% - 3% of cases are complicated by difficulty in identifying owners.

* The A432 (Les Échets - La Boisse) motorway serves as a link to the major national routes in the north (Val-de-Saône and Bourgogne) and west (Massif Central by way of A89) that lead towards the Alps.

DOmiNiQUE DESLaNDES, Right-of-way manager, APRR

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Propertytransactionsareacentralfactorinanymotorwayconstructionproject.APRR’spropertystrategyisbasedonfiveguidelines:1–Useofaqualifiedandexperiencedexternalproperty operator(realestatefirm,landsurveyingfirm,etc.)withgoodknowledgeoftheregion.Theoperatorisresponsibleforreleasingthelandincompliancewithlegalproceduresandagreedtimeframes.ThepropertyoperatorworksundertheauthorityofaPRR’s right-of-way manager,theonlypersonauthorisedtoinformtheoperatorofthepropertyneedsapprovedbytheowner(acquisitions,earlypossession,temporaryoccupation,etc.),

todeterminethesettlementofdamagescausedtothirdparties,andtodecidewhethertoinitiatelitigation.2-Ongoing (internal) consultationbetweenthepropertyowner,generalcontractorandpropertyoperator,themainobjectiveofwhichistoensurethatanyproperty-relatedactionsspecificallymeettheproject’sneedsandtoanticipateanyproblemsthatcouldbringaboutadisputewiththirdparties.3-External consultation,withelectedofficialsandanyotherrepresentativebodies,eachtimeitisdeemednecessaryfortheeffectivesettlementofdamagesordisputeswiththirdparties.4-Priority given to friendly agreements,whetherforacquisitionsorthe

settlementofdamages.Thepropertyoperatorremainstheprimarycontactatalltimesforthirdpartiesaffectedbythemotorway,therebyensuringasinglevoiceandtheestablishmentofaclimateofmutualtrust.5–Comprehensive management of procedures,landgroupingprojectsandrelatedconstructionworks.Thepropertyoperatorparticipatesinvariousmeetingswithlandgroupingplayers,fromdeterminingtheconstructionareatofinishingtheproject.TheoperatormustcontinuallyoverseetheprojecttolookafterAPRR’sinterests.

APRR: preventing conflicts related to property transactions


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a tenant relations coordinator at Camus/Corneille worksite in Saint-BrieucTherehabilitationof240socialhousingunitsintheCamus/CorneilleneighbourhoodinSaint-Brieucistakingplaceonanoccupiedsite.Thetenantrelationscoordinator’smainresponsibilitiesinvolveensuringworkers’accesstothebuildingandworkareaswhileminimisinginconveniencetotenants,keepingthesituationunder

control,focusingonthepositive,makingsuretheprojectproceedsassmoothlyaspossiblyforeveryoneinvolvedand,aboveall,establishingatrustingrelationshipbetweenthetenantsandconstructioncrew.Particularattentionmustbepaidtothemostvulnerablefamilies,andtheworkmustbecarriedoutincooperationwiththevarioussocialandmedicalplayers,theappropriatemunicipaldepartments,legalguardian,etc.

Otherinformationandcooperativemeasuresthatmarkdailyoperationsareaprojectbrochureplacedinletterboxes,aninformationalmeeting,atourofthemodelflat,anexhibitionabouttheconstructionprojectandschedule,dialoguewiththetenants,homevisits,statusreports,helpwithmovingfurniture,managementoftenantcomplaints,andverificationofprojectcompliance.

Eiffage Construction: preventing conflicts related to works in occupied housing

Award winner at Fimbacte festival

At the 14th Fimbacte festival, Eiffage Construction Val-de-Seine won 1st prize (“Roc d’Or”) in the “Communications Approaches – Human Relations” category, for its website lesiteduchantier.com.

COmmiTmENT

This project, entered by Frédéric Adam, a foreman, involves the construction of 113 flats in two buildings in Vitry-sur-Seine.


PartnershipsRegion Site Partnerships Topic

North Bocahut quarry Haut-Lieu worksite

Aubépine Association Listening to Eurasian eagle owls.

Bocahut quarry St-Hilaire worksite

Avesnois Regional Natural park

National Wild Hedge Day, tour of Merlon orchard rehabilitation.

Stinkal quarry Creation of non-profit organisation associating all Marquise quarry basin operators

Environmental concerns (dust, noise, etc.) in Marquise quarry basin.

East Quarry and materials Corbigny worksite

OMpO (NgO) Migrating birds of western palearctic

Counting of bank swallows.

Rhône-Alpes Auvergne

SOgRAp Vougy FRApNA and RNp + partnership with Chamber of Agriculture for redevelopment projects

Annual bird monitoring (protected heron’s nestin middle of site) + dragonfly channel + wetland and lake being tested for reintroduction of protected species. Development of plot of land for testing topsoil stripping and storage techniques and land reclamation techniques.

Major road and rail infrastructure

La Routière guyanaise

DIRENConservatoire du Littoral (coastal preservation)

Creation of a sanctuary and transfer of protected species.Detailed ecological inventory.

Eiffage Travaux Publics quarries: discussion forumsQuarries are conducive to forging con-structive relationships with stakehold-ers, including local residents, users, NGOs and organisations working to protect nature and the environment.

Partnerships and participation in local consultative, information and monitor-ing committees lay the foundation for dialogue with local organisations or governments, with which Eiffage holds frequent discussions.


Grey heron (Ardea cinerea).

Eurasian eagle owl (Bubo bubo).

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Group values

LocalconsultativeandinformationcommitteesCLCS:LocalconsultativeandmonitoringcommitteeCLIS:Localinformationandmonitoringcommittee

Region Worksite CLCS CLIS

East Quarry and materialsCorbigny worksite

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West Roche Blain quarry Fresney-le-puceux worksite

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Trois Vallées quarryTinchebray worksite

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Trois Vallées quarryFerrières worksite

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North Stinkal quarry X Through

the Marquise quarry basin association

South-west Val d’Agenais sand quarry X

Rhône-Alpes Auvergne

SOgRAp Vougy X

Mediterranean region

provence Agrégats X

grands Caous X

paris region préfontaine quarry X

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TheCGCenvironmentalmonitoringcommitteecomprisesawidevarietyofstakeholders,includingquarryrepresentatives,partnercompanies(EiffageTravauxPublicsMéditerranée,Cemex,Colas,etc.),governmentagencies(DRIRE,DIREN,VardepartmentDDE,DDAF,Varsubprefecture,etc.),localauthorities(Saint-Raphaëltownhall,Boulouristownhallbranchoffice,metropolitan

community)andmanyotherplayers(suchasENCEM).Thesessiongivesallpartiesanopportunitytoexpresstheirviewsonavarietyofissues,including:developmentsinEClabellingofaggregatesandinqualityandenvironmentalstandardsthroughISO9001andISO14001certifications;thesite’sstatus,includingimprovementsandinvestments;theplantochangetheextractionareaandtheresulting

benefitsandgrowthprospects(placingfutureoperationsonthequarry’slowestlevel,forexample,wouldreducenoisepollutionanddustemissions);considerationofenvironmentalconcerns;andphasingoftheprojectthroughcompleterehabilitationofthesite,takingintoaccountcoordinatedredevelopmentandrelyingonappraisalsconducteduptothepresenttime.

Environmental protection committee for Grands Caous quarry (CGC)


EiFFaGE FOUNDaTiON

Where our stakeholderscome together Created in may 2008, Foundation, a non-profit organisation, aims to financially support projects and initiatives for the common good in a spirit of solidarity, with a focus on the following areas: workforce integration, human integration and development in urban areas (cultural, sports and social parameters), socially responsible development and environmental preservation.

Initially established for a five-year period, the Foundation has been entrusted by Eiffage with a multi-year programme and a €1.5 million budget. Current and retired Group employees are actively involved in the Foundation’s work, submitting and sponsoring projects, helping to get them under-way and evaluating their performance. A selection committee comprising members of the Board of Directors determines the suitability of each project and approves funding.

Two waysThe Foundation operates in two ways: support for projects presented by Group

employees and implementation of flag-ship projects related to Eiffage’s core business. The Foundation selected six out of the 44 applications it received after its first call for projects in September 2008. By 2009, the Foundation’s work had reached a steady pace, with 25 sup-ported projects submitted by employ-ees and full sponsorship of three flag-ship projects. The Foundation’s financial commit-ment to employee projects totalled €220,000 in 2009.

Employee projectsWhile all projects share the common

goal of community service and helping those in difficulty re-enter society and the workforce, that goal takes shape through a wide range of approaches and issues. The Foundation serves as a supplementary tool in support of internal and social cohesion, strength-ening the Group’s commitment in this arena, particularly through the CREPI

10200 Z’images in Bar-sur-Aube Creation of an interactive digital portal: fight against academic failure, the digital gap, exclusion and isolation.San Marco family reception area at Saint-Paul prison in LyonConstruction of an awning over the play area for the children of families coming to visit prisoners.“Robin des rues”: removing the most destitute people from the streets of Paris Purchase of a new vehicle for rounds.La Licorne: a construction work-integration programme in ParisPurchase of equipment for La Licorne (created in February 2009 by the non-profit organisation, MACAQ), a construction

sector work-integration programme (finishing).Senighem sports and cultural association: recruitment of athletes to volunteer with disabled childrenPurchase of equipment and an advertising banner that will be used each year for a cross-country race in aid of disabled or sick children.In Chambéry, socially representative readers’ committees, the cornerstone of the Festival of the First Novel.Purchase of books for the 23rd festival (2010).Volunteers for the Red Cross, Samu Social branch (assistance for homeless people) in Bry-sur-MarnePurchase of a new vehicle for making rounds (nine seats instead of four).

Help deaf people integrate into society with cued speech. ARIES (Association for the Integration of Deaf Children) seeks to integrate deaf people with the help of cued speech. Funding of a portion of cueing time and training of cuers or deaf children’s classmates.Campaign for a new boat for sea rescue crews in Cap Breton-HossegorRenovation of the boat, which is coming to the end of its life cycle.Educational judo in critical urban areas – Auvergne LeaguePurchase of kimonos and mats, thus allowing the league to expand its educational judo efforts in a critical urban area.

The 31 projects selected by the Eiffage Foundation for a one-year period illustrate Group employees’ wide-ranging commitment to community service. They are all concrete examples of the true meaning of: “Building a shared world together.”

IN ACTION

The EIFFAGE Foundation was created to enhance the effectiveness of Group initiatives in the social, artistic and environmental realms, to improve the Group’s visibility and to involve employees as project sponsors.

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Group values

Federation and the CREPIs them-selves. The Foundation has set a 2010 objective of supporting at least 20 employee projects.

major projectsThe Foundation worked on three major projects in 2009:

RenovationoftheBurencolumns: through the electrical work package

awarded to Forclum Île-de-France, the worksite gave two young people an opportunity to learn the basics of the trade. Inaugurated on 8 January 2010 by Frédéric Mitterrand, Minister of Culture, the site played its work inte-gration role to perfection. Hired on a permanent contract basis by the Forclum subsidiary in Antony, the two new employees plan to continue their training to become electricians.

* Aside from the last five projects selected by the committee during its November 2009 meeting.

** The failure refers to the MKC project; the team had great difficulty getting its equipment ready for the competition. While the €5,000 subsidy accounted for less than 2% of the Foundation’s total commitments – which puts this failure in perspective – this incident clearly illustrates the risks the Foundation must take when considering its choices.

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Projecttopics

Eiffage’s “Les Furets” team partners with disabled athletes Athletics meet held on 10 October in Eaubonne in partnership with the Fédération Française Handisport, an innovative event bringing together able-bodied and disabled athletes.Alcohol prevention programme for women in SoissonsCreation of an all-female support group by members of Vie Libre, an organisation of recovering alcoholics founded in 1953.Combining construction and social responsibility in UrrugneDesign, funding and construction of a carpentry workshop in Cambodia as part of the Woodworking School, designed to teach orphans or underprivileged children a trade, in cooperation with Laminak, a French non-profit organisation based in Urrugne.

Learning how to protect the environment right from the start – in UzechRaising awareness about sustainable development (Eco-École programme) in a pre-school near Cahors by buying a composter, gardening tools and teaching materials on biodiversity.Preservation of an historic arboretum and work integration programme in Nogent-sur-VernissonRenovation of the Barres National Arboretum and modifications to improve access for people with reduced mobility. These works are partially carried out by an ESAT and a work integration social enterprise.A trade for disadvantaged girls in the Rufisque neighbourhood of Fass in the suburbs of Dakar, Senegal. Creation of a dressmaking school for girls, funding of cutting and sewing equipment, and works to secure the building.

Changing attitudes toward the disabled: the MKC team.Raising the profile of disabled people through high-level sports. Participation by the sponsor of the “Mondial de quad” (Four-Wheelers World Cup) for the “MKC team”, with the support of the Foundation and APRR. MKC paired up with his brother-in-law, who has had his right leg amputated.


EiFFaGE FOUNDaTiON

Volunteer firefighters: a community service opportunity for young people in St-Maurice-de-Beynost Provided funding for young volunteer firefighters to participate in the International Fire Brigades Competitions, which took place in the Czech Republic in July 2009. Pau teenagers on the “Derniers messagers des glaces” (“The last to see the disappearing ice”) mission Eight young people went on a scientific expedition to Spitsbergen Island to study the effects of climate change after eight months of intensive training in climatology and mountaineering. Sports competition and work integration in Marseille Handball tournament for 100 young people

(disadvantaged and disabled), coupled with company tours, internships and job opportunities, organised by the CREPI Méditerranée.Mobility: a key to employment in St-Paul-Trois-Châteaux A new minibus (over 1,000 trips per year since 2002), which serves as on-demand public transport for residents with no means of getting around, allowing them to take care of the formalities necessary for their integration into society and the workforce.Civic responsibility through sports in Villeneuve-le-Roi Purchase of sports equipment for Synergie Sport, a non-profit organisation that specialises in providing structure for people in crisis, developing programmes to train sports instructors

and offering lessons in health, hygiene, nutrition and civics. School for everyone, despite disabilities, in GarchesAssistance to the EREA (Établissement Regional d’enseignement adapté), a school for children aged 5-18 with motor disabilities or severe learning disabilities at the Poincaré hospital in Garches. Two classes were sent to the seaside during the school year.Forging community ties with the aid of guide dogs – in Roncq After two years of training, a guide dog is given free of charge to a blind person, who is also trained by the Chiens Guides d’Aveugles organisation on how to manage the dog.

IN ACTION

120yearsof theEiffelTower: the Foundation celebrated the 120th anni-versary of the Eiffel Tower by enabling children from 112 classes or school groups from Paris and its inner ring suburbs, totalling over 2,400 children from disadvantaged neighbourhoods, to visit the Eiffel Tower and a special exhibition free of charge. The Foundation’s Board of Directors

decided to fund the restorationofonefacade of the Opéra Garnier (Paris Opera House) for some €1 million. This project will allow six unskilled young people to acquire a qualification. Also in honour of the Eiffel Tower’s 120th anni-versary, and in partnership with the CREPI Ile de France and the Group’s divisions, the Foundation held a con-struction careers day for teenagers and

adults seeking vocational guidance. The event drew a large crowd, with more than 150 people signing up.

and tomorrow: the “third way” projectThe Foundation’s Board of Director’s has decided to create a “third way” (positioned between the flagship projects and employee projects) in

Last to see the disappearing iceEight teenagers from Pau

In July 2009, after eight months of intensive training in climatology and mountaineering, eight young people in the care of the Pépinière social services centre in Pau set off on a scientific mission to Spitsbergen Island (500 km east of Greenland, and one of the last places on earth where it is still possible to see pack ice) to study the effects of climate change.

They were accompanied by a researcher from the CNRS (National Scientific Research Centre). Upon their return, they will give several presentations about their experience. The Foundation is co-funding the project in the amount of €15,000, and the sponsor, Monica Campedelli, an executive secretary at Eiffage Travaux Publics, helped organise the project.

COmmiTmENT

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Group values

Linking arms on the path to independent living in St Rémy-les-Chevreuse Support for Solidarité Nouvelle pour le Logement (SNL), a housing aid organisation, for a building that will contain five subsidised flats in 2010.Making illiteracy avoidable – in ToursFARLcI, a non-profit organisation, provides training in the fight against adult illiteracy and develops educational research projects. Co-funding for participation by three learners in a UNESCO international adult learners conference held in Brazil in 2009.Preventing social exclusion, in GennevilliersRenovation of La Maison de la Solidarité (Solidarity House), a day shelter for people in crisis.

Mountaineering: a work integration tool in Servoz Support for the organisation “En Passant Par la Montagne” (Going Over the Mountain), which helps people in difficulty re-enter society and the workforce, using mountain sports as educational tools. Seven young people were taken on an educational field trip combining mountain-climbing with the renovation of a mountain refuge.“Sailing for all” in Argelès and the French AntillesThe Handi 48 organisation adapted its 15 m catamaran to new safety and comfort standards and equipped the boat for people who use wheelchairs. The organisation promotes water sports for mixed groups of able-bodied and disabled

people, thus encouraging the latter’s reintegration into society. English-speaking apprentices in ÉvreuxAn English-language immersion trip to the United States for 16 apprentices from CFA Industrie in Evreux. Eco-responsible car-sharing in Caen Support for Eco-Mobile, an organisation that works toward economic and eco-friendly modes of transport by expanding car-sharing in western Normandy (Basse-Normandie) for employees from different companies who live and work near each other (purchase of management software).

2010. This will involve an active partner-ship with SNL, a housing aid organisa-tion, for the 2010-2011 period. This partnership project, approved by the Sustainable Development Department, represents a two-year commitment of €150,000.

Partnership focused on Eiffage’s core businessesSNL specialises in developing housing, managing it locally and assisting peo-ple in difficulty by providing them with housing. These efforts are directly related to Eiffage’s core businesses, and the organisation’s work goes straight to the heart of sustainable development with its focus on employ-ment, social and environmental con-cerns. Cooperation will concern two housing construction and renovation projects with a focus on energy cost containment and the use of wood. Sainte-Geneviève-des-Bois After being approached by the munici-pality, SNL plans to renovate and expand a millstone house sold by a private owner. The house is situated on a 1,005 sq.m, stand-alone plot in a tree-filled public park. Two housing units are slated for renovation and four new units will be built, foratotalofsixhousing units, one of which will be partly made of wood.

PalaiseauThe owner of a house used by SNL over the past 15 years agreed to the pur-chase offer made upon expiration of the lease. The project will take advan-tage of the large plot on which the house is located to renovate the build-ing and convert it into sevenflats.A partnership with the company, SPL-Le Chênelet, meets SNL’s objectives: an eco-friendly approach with the use of wood as the primary material, strict cost containment and a vocational integration initiative at the worksite.A call for tenders will be put out for trades not handled by SPL-Le Chênelet. In addition to managing the environ-mental challenges and cost controls, SNL will seek a partnership with a local social enterprise specialising in employment. The Foundation Eiffage may fund: housing renovation and construction:

- Ste-Geneviève-des-Bois: 25% of the unfunded portion;- Palaiseau: 30% of the unfunded por-tion. implementation of an SNL project to

provide individual assistance: - 56% of the funding.

Eiffage patronage

Under the terms of the law of 4 January 2002 on patronage, Eiffage entered a partnership with the Louvre Museum to preserve a French heritage asset then in private hands, the Portrait du Comte Molé (1834), which is listed as a national treasure. The Group acquired this major painting by Ingres as both a civic-minded gesture and a unique opportunity to unveil a work of this importance to the eight million people who visit the Louvre every year.

COmmiTmENT


ecologicalecologicalreducing our

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CaRBON

Reducing our carbon footprint A strategy for progress

Bilan Carbone® carbon assessmentSince the first voluntary assessment of the Group’s greenhouse gas emissions was performed in 2007, Eiffage has developed its expertise in the area, and 150 employees across the Group have now been trained to apply the Ademe Bilan Carbone® carbon assessment method. These employees are now in a position to address requests from cus-tomers to evaluate the greenhouse gases emitted by a street-lighting sys-tem, for example, or by the construction, operation and maintenance of a build-ing, stadium or high-speed rail line.The measures arising out of the Grenelle environmental summit apply to Eiffage, which is currently preparing its next greenhouse gas emissions

assessment. A working group, whose members include the “Environment” managers and directors of each opera-tional division and of Eiffage’s Sustain-able Development department, is developing the methodology and iden-tifying the resources required for standardisation of future division-level assessments so that a consolidated result can be published.

The working group is focussing on the following tasks: Performing an inventory of products

used and materials consumed; Defining the data collection scope; Organising data collection; Defining a reporting solution that not

only complies with regulatory require-ments but also meets the expectations of managers of the Group’s facilities,

subsidiaries, regions and divi-sions, who played a major role in the first assessment campaign.

Energy efficiencyEiffage is developing a commercial offering in the area of energy efficiency.The inauguration of the Group’s first two low-energy buildings (bâtiments basse consommation – BBC®) offered an opportunity to highlight Eiffage’s expertise in this field.Forclum has also extended its energy efficiency expertise, and almost all of the division’s locations in mainland France now hold the “energy efficiency” industry qualification awarded by the French asso-ciation of electrical and climate engineer-ing contractors (Syn dicat des entreprises de génie électrique et climatique – SERCE).

Eiffage–whichoperatesanetworkofalmost650locations,mostlyinEurope,andhasalargenumberofprojectsinprogress–iswellawareoftheimportanceofcontrollingtheGroup’secologicalfootprint.Eiffageremainsapioneerintheareaofcorporatetransparency:afterpublishingitsfirstBilanCarbone®carbonassessmentin2008,theGroupisnowstrivingtoacceleratethebreakwithearlierpracticesbyrollingoutcoordinatedinitiativesonseveralfronts,withaviewtoreducinggreenhousegasemissions,preservingbiodiversityandcontrollingtheimpactsofitsactivities.

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Reducing our ecological footprint

Greenhouse gas emissions Ever more ambitious targetsany contribution to reducing greenhouse gas emissions, however small, is welcomed as an expression of the group’s determination to decrease its environmental impacts in every situation.

a wide range of initiatives throughout the divisionsReducing energy consumption and greenhouse gas emissions remains a constant priority for all divisions. In 2009, many additional initiatives were launched to raise awareness of these issues among employees and achieve gains in the most energy-intensive systems and activities.

Some examples of the many initiatives in this area: A materials washing unit was cre-

ated at quarry SC113, near Montgrand (Aude department), saving 660 tCO2 eq and no less than 245,000 litres of fuel-oil per year by eliminating the need to move materials to another site. This innovation won first prize in the “operational best practices” category of the 2009 sustainable development competition organised by UNPG (the French national aggregate producers’ association); Following negotiations initiated in

2009, Lafarge, Eiffage and Compagnie Ferroviaire Régionale (CFR), a new local rail operator, signed a partner-ship agreement on 20 January 2010, concerning freight services for quarry deposits and materials in Corbigny (Nièvre department). The first trains are scheduled to run during the second quarter of 2010; APRR has introduced an energy ren-

ovation plan to reduce consumption by its facilities. This plan includes work to replace window and door frames and panes, renovate air conditioning sys-tems, and install heat pumps at AREA’s head office in Bron (Rhône department); Bicycles and electric scooters were

provided for use by technicians at the Maurice-Lemaire tunnel in the Vosges department.

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Allowinganeventatasportsstadiumtobedelayedorcancelledduetoanelectricalfailurewouldbeoutofthequestion,whichiswhytheelectricalsystemsatsuchvenuesalwayshavebackuppowersupplieswithsufficientcapacitytoenablethestadiumtocontinueoperatingincompetitionconditions.Duetotechnicalconstraintsrelatingtolightingsystems,stadiumsoperatein“reverseemergency-supplied”modeduringsportingeventsorothermajoreventswithsignificantfinancialimplications,wherecontinuityoftelevisioncoverageiscrucial.Thismodeofoperationusesageneratorfacilitytoprovidethestadium’smainpowersupply,withtheEDFmainselectricitynetworkservingasthebackuppowersupply.This,however,meansthat,wheneveramajoreventisheld,thedieselgeneratorsatthesiteemitlargequantitiesofexhaustgasesthatspreadacrossthecity.InthesolutiondevisedbyForclumaspartofthePPPprojectforLilleMetropolestadium,thestadiumispoweredinnormaloperationbytheEDFnetwork,via“dynamicuninterruptiblepowersupplyunits”thatensurecontinuityofserviceto

thevariouselectricalsystems.Fora50,000-seatstadium,twosuchdynamicUPSmodulesarenecessary,eachcapableofsupplying500kWfor20seconds.Fuelsavingsachievedthroughouttheservicelifeofsuchsystemsmorethancoverthecapitalinvestmentcost.TheUPSunitstakeovertransparentlyintheeventofashort-livedelectricalfailureorbrownout.Intheeventofapowercut,theytakeovertheroleoftheEDFnetworkwhiletheemergencygeneratorsarestartedandbroughton-line.Withagenerallyreliableurbanmainsnetwork,thegeneratorsarethereforealmostneverstarted.Thistechnique,basedonstoringkineticenergy–acleanenergytechnology–helpstoreducethestadium’sdirectemissionsbytotallyeliminatinggreenhousegasmissionsinnormaloperation.WithoutthedynamicUPSmodules,thedieselgeneratorswouldneedtooperateatfullload,inareverseemergency-suppliedconfigurationforatleastfivetoeighthoursateachofthe40majoreventsintheannualcalendar.CalculationsshowthatthedynamicUPSsolutionyieldsemissionsavingsofleast200tCO2eq.

Dynamic uninterruptible power supplies that reduce greenhouse gas emissions


CaRBON

Ecocalculators in step with market expectationsOver the past few years, awareness of the importance of environmental issues has been increasing all across the economic spectrum, especially in the construction and housing sector, with a particular focus on the challenges relating to greenhouse gas emissions.

The sudden rise to prominence of sustainability issues has led to rapid changes in contract bidding proce-dures. Evidence of this shift includes the boom in the number of requests for Bilan Carbone® carbon assessments - even for relatively small projects; more generally, customers have in–creasingly specific requirements in terms of sustainable development.There has also been a marked increase in the importance given to the environ-mental file submitted with proposals, with this aspect now accounting for up to 30% of the final weighted score. This was the case, for example when the General Council of Seine-Saint-Denis awarded a contract relating to drain-age structures throughout the depart-ment. Even after the bidding phase, contracts are now reflecting the impor-tance given to these issues: more and more often, the implementation of contractors’ undertakings is being for-

malised and monitored in the field, with contracts providing for specific meas-ures, including penalties, in the event of non-compliance.For example, the specific administra-tive clauses for the Brest tramway contract include a formula for calculat-ing penalties applicable if carbon emissions exceed the specified limit.

Emergence of ecocalculatorsEiffage has long been taking practical action to support this “green market revolution”. The Group designs tools that give an objective basis for its environment-related sales arguments by accurately calculating greenhouse gas emissions by the various construc-tion businesses. These tools are an integral part of the Group’s business offering. Because they address cus-tomers’ emerging requirements, the latest generation of ecocalculators (e.g. the life cycle analyser developed

by Eiffage Construction, and the car-bon dioxide calculator used by Eiffage Travaux Publics) are proving extreme-ly popular. In addition, there is already very strong demand for Forclum’s Forclim’Eco 1.0 software application, which is still in development.

Promoting greater transparencySometimes, however, Clients complain that these methods do not enable them to verify the relevance of the stated results and compare them with figures submitted by other contractors. There-fore, in an effort to promote transpar-ency, Eiffage Travaux Publics is helping to develop a standard ecocalculator that can be used by all large road con-struction companies in France. This new tool, which is being developed under the aegis of USIRF, the industry association, should be operational by the end of the first half of 2010.

Ecodriving – a 2-in-1 solutionEiffage has introduced ecodriving training for employees as part of its efforts to prevent road traffic accidents and reduce greenhouse gas emissions.

The Group contacted eight organisa-tions able to provide this training and subsequently selected five of them.

The one-day session covers a range of subjects such as an overview of vehi-cles and their condition, appropriate driving techniques for modern engines, fuel-saving techniques, traffic acci-dents, fatigue and alertness while driving, alcohol and drugs, medicine and regulatory changes. The training will also feature interactive videos to test driving theory, driving tests in vehicles with “black box” data record-ers, walking while wearing special eyewear that simulates alcohol-impaired vision, and an overturned vehicle simulation.

Trial training sessions are planned for early 2010, to enable the programmes of the five partner organisations to be fine-tuned and standardised. Almost 18,000 Eiffage Group employees are potentially concerned by this train-ing programme.

Vehicles under the spotlightEiffage operates a fleet of almost 20,000 vehicles in France, 70% of which are commercial vehicles. Around 20% of the fleet is replaced each year, which offers an opportunity to opt for more environmentally-friendly vehicles. The fleet renewals in 2009 targeted vehicles with low CO2 emissions, resulting in savings of 167 tonnes of C02 by cars, and 350 tonnes by light com-mercial vehicles. Eiffage is also heavily involved in the “Electric vehicle platform” program-me. Following an automotive industry

summit (États Généraux de l’Auto-mobile), Luc Chatel, France’s then Junior Minister for Industry and Consumption appointed Jean-Paul Bailly, Chairman of La Poste, to organ-ise and coordinate orders from busi-nesses, local authorities and state institutions to enable the emergence of a competitive and economically viable electric vehicle offering. To help manufacturers develop such an offering, Eiffage took part in the process of developing specifications for a vehicle that satisfies the needs of the companies taking part in the project, and made a commitment to the joint effort by agreeing to purchase 500 vehicles over the coming five years. In 2010, when the project enters its collective consultation phase. Eiffage will enter into a consortium agree-ment, paving the way for the large-scale development of an electric vehi-cle solution.

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BiODiVERSiTY

Challenges and development of a biodiversity policyBiodiversity is a crucial factor in the operation of our ecosystems and is essential to human existence. unfortunately, biodiversity is being severely depleted in France and worldwide.

Faced with this situation and well aware of the ecological impacts of its construc-tion and operating businesses, Eiffage is striving to minimise its ecological foot-print, wherever possible reducing or preventing the impacts on the living world (when designing projects and dur-ing the works phase), and then dealing with any residual impacts by implement-ing and monitoring appropriate qualita-tive offset solutions.

an approach to biodiversity based on ecological benefitsBiodiversity is our universal heritage; the stability of human societies and indeed the very conditions of life on earth depend on it. This is the starting point for the Group’s assessment of the impacts of its activities on biodiversity, which focuses on the ecological bene-fits provided by each habitat and spe-cies. Determining ecological function-alities in this way enables the Group to define solutions appropriate to the challenges identified.

Systematic use of the concept of “biodiversity challenges”Since Eiffage wishes to provide an efficient response to biodiversity-related challenges, it must identify and assess the potential environmental impacts of businesses and projects before they occur. To achieve this, the Group and its constituent divisions systematically analyse biodiversity

challenges when examining business opportunities, and factor them into their responses.

informing and training all involvedThe Group believes that raising aware-ness about biodiversity issues and providing training for internal stake-holders and partners helps them to understand the challenges, and there-by makes for greater commitment and efficiency.

Encouraging innovation and R&DEiffage is determined to maintain a proactive stance on ecological issues, and views environmental innovation as a key element of its strategy. Innovative thinking by employees is strongly encouraged, and the group focuses on cooperation with the scientific and academic communities, as well as with NGOs that have with acknowledged expertise.

an appropriate, sincere consultation and communication policyConsulting and communicating with partners, and enabling stakeholders to state their interests and work together to achieve a consensus, are essential steps to the inclusion of biodiversity considerations in projects.

To help implement its biodiversity policy, Eiffage has adopted a series of rules and objectives, recorded in the “Eiffage Group Biodiversity Charter” produced in partnership with the Geo-graphy Faculty of the University of Paris I Panthéon-Sorbonne. This framework document, approved by the Chairman & Managing Director in May 2009, has since been distributed to all business units for immediate imple-mentation. The Group began rolling out the stated targets in 2009, and this process will continue in 2010. The main objectives are as follows:

1. Make all management personnel - and operational managers in particular - aware of the impacts on biodiversity of construction-related businesses. In 2009, the following action was taken to achieve this goal:

Biodiversity issues were included in internal sustainable development training syllabuses (“CREF sustainable development training centre”), Eiffage and University of Paris I

Panthéon-Sorbonne created a post-graduate diploma in interactions between biodiversity, the environment and major infrastructures; five of the 25 places in each session are reserved for Eiffage Group employees.

2. Systematically use the concept of “biodiversity challenges” and consider biodiversity in terms of its ecological benefits, in particular when designing infrastructure projects. The Sustai-

Brown long-eared bat (plecotus auritus). Bats are protected species throughout Europe.


BiODiVERSiTY

Report by the strategic analysis centreIn the wake of the grenelle environmental summit, the French Prime minister contacted the strategic analysis centre (Centre d’analyse stratégique) to commission a foundation study of biodiversity-related costs, including economic and monetary approaches to biodiversity as well as the various ecological benefits offered by natural ecosystems. The resulting report was published in April 2009, under the supervision of Bernard Chevassu-au-Louis (Inspector-general for Agriculture and former Chairman of the national natural history museum).

assigning a value to biodiversityLike the report published by Sir Nicholas Stern in 2006, which put a figure on the cost of climate change, this study aimed to define baseline values that would enable public authorities to factor the economic value of biodiversity into their decisions.

This value has two components: “exceptional” biodiversity, which is priceless, and “ordinary” biodiversity, which “has no specifically-identified intrinsic value but which, through its abundance and the multiple interactions between entities, plays a role, however variable, in the operation of ecosystems and the generation of related benefits to our societies”.

Four main benefits were identified:

Self-maintenance benefits, which underlie the smooth operation of

ecosystems (e.g. nutriment recycling and primary production); Supply benefits, resulting in appro-

priable products (e.g. foodstuffs, materials and fibres, fresh water and bioenergy); Control benefits, i.e. the ability to

alter, in a way that benefits humans, phenomena such as the climate, the incidence and severity of diseases, and various aspects of the water cycle (e.g. floods, low-water levels and physicochemical quality); Cultural benefits, enabling the use

of ecosystems for recreational, aes-thetic and spiritual purposes.

Did you know?The working group established a few baseline values. For example, the average value of forests in mainland France and Corsica was assessed as being €970 per hectare per year.

Individual annual values range from €500 to €2,000 euros per hectare, depending in particular on whether the land is used for recreational or tourist purposes, and on how the ecosystem is managed. The benefits provided by bees were valued at €2 billion a year.As the report explains, however, the economic approach must be consid-ered alongside the ethical and socio-logical approaches to the natural world: the idea of a “green revolution” implies giving living creatures not just a price like a packet of detergent, but a more comprehensive legal, ethical and economic value. The challenge highlighted by this report is the need to include the eco-nomic value of biodiversity in public decision-making without delay – starting in 2010, the United Nations International Year of Biodiversity.

nable Development department applied this approach when bidding for major rail and motorway infrastructure projects in 2009.

3. Identify existing internal projects that relate to biodiversity and encour-age the emergence of projects includ-ing biodiversity considerations in all Group entities. In late 2009, the public works division was the first to launch a challenge to devise internal biodiver-sity preservation initiatives. This chal-lenge was open to:

All of the division’s businesses;

All project sites and static facilities wholly- or part-owned by Eiffage, inclu-ding works offices, binder plants, ag -gre gate coating facilities, quarries, etc.;

All types of biodiversity preservation initiative: safeguarding endangered species; monitoring species or natural habitats; restoring special habitats; implementing innovative offset meas-ures; cooperating with organisations that work to preserve biodiversity, etc.

4.Communicate sincerely and appro-priately on the topic of biodiversity. In 2009, the APRR division tackled

this objective by producing a new “Motorway Story”, written for the gen-eral public. The booklet examines the subject of large animal crossings, which are structures or developments under the motorway designed to re-establish the ecological corridors that maintain an undivided habitat for larger wildlife species. Eiffage’s 2010 calendar, which is

distributed to employees, partners and customers, featured 12 emblematic environmental offset initiatives imple-mented by the Group in connection with major infrastructure projects.

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BiODiVERSiTY

Biodiversity calendarsDemonstrating commitment, month after monthEiffage has been actively involved in protecting biodiversity for many years, and wished to inform internal and external stakeholders about this commitment in an attractive, light-hearted manner.

It was therefore decided to produce two calendars to celebrate the International Year of Biodiversity. Ten thousand copies of the paper version were distributed, and an electronic version is available on the Group’s websites. The calendars show twelve of the Group’s many biodiversity pres-ervation initiatives – one for each month of 2010 – ranging from “Restoring a wetland area” to

“Preserving the winter retreat of the black-winged kite”. The full list is as follows: A walk in the tree garden; Amphibians keep in touch; A new lease of life for the European

mink; Peace of mind for the corncrake; The snakeshead fritillary in all its

finery;

Insects – small but not forgotten; The butterfly effect; Close protection for the yellow-bellied

toad; Bats nest in secret; Keeping a close watch on fish and

turtles.

a bindingbiodiversity charterin 2009, Eiffage decided to define and implement a proactive approach to biodiversity-related challenges, with all divisions adopting a common policy.

Six students studying for a master’s degree in “Sustainable development – environmental management and geomatics” at University of Paris 1 Panthéon-Sorbonne were commis-sioned by the Sustainable Development department to conduct a round of interviews with appropriately-qualified representatives of NGOs, associations and companies, as well as with internal

experts, including the environment managers for major infrastructure projects such as the Millau viaduct and the Perpignan-Figueras high-speed rail link. The students were asked to draw up a fair, balanced code of con-duct in the light of these interviews.The resulting Biodiversity Charter is a pragmatic document that illustrates the policy adopted by Eiffage while

reflecting the operational realities of the Group’s businesses. The charter was officially published in May 2009, in poster format to make it more attrac-tive to employees, and has been distrib-uted widely throughout the Group. It reflects Eiffage’s determination to achieve the prime objective of its sus-tainable development action plan, i.e. to reduce the Group’s ecological footprint.

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Largeinfrastructures

The term «large infrastructures « covers not only major transport developments such as motorways, railways and navigable waterways, but also complex buildings like hospitals, universities, government facilities and integrated urban developments such as eco-quarters.

Eiffage and the Sorbonne create a new academic chairThe partnership between the two organisations has led to the development of an academic chair combining a research programme and a postgraduate course in “biodiversity, the environment and large infrastructures”.

Maintaining biodiversity raises a vari-ety of economic, financial, legal and territorial issues. Currently, no multi-disciplinary training programmes exist that cover the mechanisms of biodiver-sity (in a naturalistic approach coupled with a historical and geographic ap-proach), as well as examining the rel-evant regulations (legal approach), associated financial costs and risks (economic approach), territorial issues (geographic approach) and eco-engi-neering techniques (engineering approach). These challenges present organisa-tions with financial risks and costs that must be planned for by performing effective diagnostic analyses of areas developed. Biodiversity challenges involve both risks and potential oppor-tunities, and require a new form of essential expertise that very few com-panies currently possess. In addition, no training courses currently cover both

the mechanisms of biodiversity and the associated issues, whichmeans that the initiative by the University of Paris I Panthéon-Sorbonne and Eiffage is therefore totally unprecedented. The 16-week sandwich training course, which began in March 2010, is open to around twenty postgraduate students and around ten employees with techni-cian-grade qualifications and five years’ professional experience.

Researchprogramme

Professor Pierre Pech is in charge of the research programme.Planned activities: scholarship award, lectures, practical workshops and funding for analysesExpected results: Scientific publications and the organisation of scientific meetings.

You have helped to create numerous academic courses, particularly for postgraduate students. What do you find particularly innovative about this joint programme?

The postgraduate course in “biodiversity, the environment and large infrastructures “ is totally in tune with the concerns of contemporary society. By providing an insight into the complexities and interactions inherent to the living world, it enables students to understand the related challenges and opportunities. The programme aims to translate this knowledge into practical expertise by applying it to operational challenges, an aspect which is sure to be popular with employers. Eiffage’s

Large Infrastructures businesses offer an ideal angle of attack, given the nature and scale of the related environmental challenges. The diploma is structured to mirror the life cycle of an infrastructure project, from design to construction and subsequent operation or restoration, and the choice of teaching staff reflects the range of stakeholders in the sector, with representatives of public-sector organisations, special-interest associations and NGOs, as well as scientists and construction industry professionals.

PiERRE PEChResearch scientist and lecturer with responsibility for professional integration at the University of Paris I

iNTERViEW

Financialsupport

Eiffage has agreed to pay an annual contribution of €150,000, distributed according to course management requirements.


BiODiVERSiTY

Joint effort with ONFto plan for biodiversity preservation initiativesWork to restore the natural environment and rehabilitate ecosystems is a special activity that Eiffage wishes to organise in a precise, controlled manner, assisted in the field by competent environmental engineers.

This determination prompted Eiffage to approach the national forestry bureau (Office National des Forêts - ONF), which operates an unrivalled regional net-work of 50 offices and 387 local units. From the outset, ONF has been a key player in the practical management of the natural environment, and enjoys an excellent reputation with elected rep-resentatives and associations working in the areas of environmental protec-tion and biodiversity.Eiffage has therefore sought expert advice from the ONF’s specialist engi-neers, ecologists and naturalists when planning large-scale biodiversity pres-ervation initiatives that feature in pro-posals submitted for major projects currently in the bidding process.

Examples include: In the autumn of 2009, in the Poitou-

Charentes region, a study was carried out to determine the feasibility of biodi-versity projects to restore the wet meadow habitat of the snakeshead fritil-lary, a species of flower often associated with wetlands requiring preservation. In the first quarter of 2010, in the

Languedoc-Roussillon region, feasibility studies were conducted concerning biodiversity projects designed to benefit the little bustard (Tetrax tetrax), a ground-dwelling bird listed as an endangered species in France; astragalus glaux (Astragalus glaux L.), a regionally-pro-tected plant species; and the southern festoon (Zerynthia polyxena), a nationally-protected butterfly.

These species, some of which are so-called “umbrella” species, were given particular consideration because of the scale of the subsidiary ecological benefits accruing from efforts to pre-serve them.

Umbrellaspecies

From an ecological perspective, an «umbrella « species is one on which many other organisms depend for their survival. Protecting the umbrella species therefore safeguards its biotope as a whole.

Little bustard (Tetrax tetrax).

Southern festoon butterfly (Zerynthia polyxena).

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Hayfields in Val-de-Saône maintained under the offset measures adopted for the A406 motorway project.

Offset initiatives continuein 2008 and early 2009, all group entities involved in major linear infrastructure projectsbegan implementing significant ecological offset measures for all residual environmental impacts, i.e. impacts that could not be prevented or greatly reduced at the project’s design stage.

Such offset measures concerned the following projects in particular: The 150 km A65 Pau-Langon motor-

way. Concession operator: A’Lienor (65% Eiffage and 35% Sanef). Built by a contracting consortium led by Eiffage Travaux Publics. The 9.5 km A406 Mâcon South bypass.

Concession operator: APRR. The Annemasse-Bonneville hospital

centre. Concession operator: Hanvol (100% Eiffage). Being built by Eiffage Construction.Implementation of these major eco-logical offset measures began in 2009, putting into practice the new guidelines on biodiversity preservation that emer-ged from the Grenelle environmental summit.

Safeguarding sites of special ecological interestIn a new project, safeguarding ecologi-cally valuable land is the first challenge faced by the concession holder. As a result, businesses specialising in legal

and economic matters relating to con-sultations with local stakeholders – such as property owners, land-users, elected representatives and local authorities – have grown in prominence.

OFFSET(in hectares)

A49 A39 A406 A432 A65* TotalLakes and aquatic environments 19.5 19.5Wet meadow 101 274 375Aquatic environments and/or wetlands 51 51Woodland 110 3 113Total 51 230.5 274 3 1,371.5Until 2011 2032 2061*Agreement currently under negotiation.


Examples of preferred mowing patterns for wildlife preservation (Source: Andrews & Rebane, 1994)

Mowing a field in a spiral from the outside toward the centre traps wildlife in the middle.

1 Mow the field in strips, working from one end to the other. The dotted lines indicate a movement in reverse.

2 Begin by mowing a central strip, and then mow around this strip, working outwards.

3 Mow directly to the centre of the field and then mow outwards in a spiral.

BiODiVERSiTY

Along the A406 and A65 motorways, agreements have been reached with owners and local land-users to “safe-guard” sites of special ecological inter-est and adopt appropriate conservation management practices. To achieve this, special efforts are made to secure the cooperation of chambers of agriculture and department councils, particularly where land grouping ope rations are planned.

Conservation management measuresThe second challenge is to define and agree on the most appropriate agri-environmental practices for the plant and animal species to be protected. Eiffage enhanced its in-house exper-tise in this area in 2009, and in conjunc-tion with the University of Paris I Panthéon-Sorbonne, created a post-graduate study programme in this field (“Biodiversity, the environment and large infrastructures”).

On the A65, in-depth studies to define suitable environmental offset pro-grammes were conducted in partner-ship with a single operator, CDC Bio-diversité. The aim of these studies was to develop and implement a unified ecomanagement programme in an area extending over 1,372 hectares (offsetting 590 hectares of impacted land), and monitor it throughout the 55-year concession term.

At the site of the A406 motorway, agri-environmental measures intended to protect the corncrake (crex crex), a protected species of migratory bird, were introduced in July 2009, on the basis of contractually-binding specifi-cations agreed with local farmers, across more than 220 hectares of wet meadows in Val de Saône. (see “Biomass recovery with no negative impacts”).

Eiffage has also recently acquired ex-pertise in specific conservation prac-tices, such as transplanting soil to

accelerate the re-establishment of flower species, and sowing seeds pre-viously stored in “seed banks” such as the Conservatoire Botanique. For example, an experimental opera-tion to transfer soil containing narrow-leaved water dropwort (Oenanthe silai-folia) and snakeshead fritillary (Fritillaria meleagris) plants was carried out in the summer of 2009, for APRR, as part of the A406 motorway construc-tion project. The transplant protocol, ap-proved by the national nature con-servation council (Conseil national de protection de la nature - CNPN), involved moving “tiles” of earth containing nar-row-leaved dropwort plants to host sites - in this case areas of wet meadow - where conditions match the species’ biological requirements, notably in terms of humidity.

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Biomass recoverywith no negative impactsLarge quantities of plant waste are generated each year by maintenance of motorway and railway verges and embankments, in particular as the result of essential brush clearance and tree felling.

In addition to this waste, many hectares of land are now being managed under environmental offset agreements that will last for the full concession term of certain infrastructures. These large areas, which are subject to strict agri-environmental specifications, generate green waste from routine upkeep maintenance as well as secondary resources not required by farmers or foresters. Currently, around five tonnes of mown/cut products unusable for livestock are produced per hectare.In view of the steady progress being made in terms of techniques and tech-nology for using some or all of this material without adversely affecting the environment, Eiffage is now involved in developing green industries based on the various sources of biomass.In April 2009, the Eiffage Group’s Sustainable Development department, in conjunction with APRR and AREA, launched a major study to identify the existing industrialised and experimen-tal plant waste recovery channels. The aim was to quantify the biomass resources generated by verges and other green spaces associated with the Group’s concession businesses, and by environmental offset land, with a view to supplying green energy industries without compromising the environ-mental objectives, which must take precedence over any other goals.

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Forinstance,certainagri-environmentalmeasuresrequiredfortheprotectionofground-nestingbirdspeciesinhayfieldsarecompatibleonlywithspeciallyadaptedmowingpractices.Specifically,fledglingsurvivalratesaremaximisedbylate-mowingfields,onceperyearattheendofJulyorthestartofAugust,startingfromthecentreandspirallingoutwards.However,thismowingperiodisnotalways

idealfromtheperspectiveoffarmersintendingtofeedthehaytolivestock–eitherbecausethenutritionalvalueofthelate-mownhayislower,orbecauseinvasiveplantssuchasragweed(ambrosiaartemisiifolia)orleafyspurge(euphorbiaesula),whichflowerinJuly,makeitunappetisingtolivestock.ThesecondofthesetwoproblemsistypicallyencounteredalongtheA406motorway,whichlinkstheA40andA6,bypassingMâcontothesouth.Thepresenceofcorncrakes,aground-nestingbirdlistedbytheIUCNasanear-threatenedspecies,demandslargeareasoflandonwhichfarmers,underthetermsofabindingagreement,complywithagri-environmentalspecificationsconducivetothebird’swelfare.

Corncrake (Crex crex).


Eiffage is a signatoryto the international “Countdown 2010 – Save Biodiversity” initiativeaware of the potential impacts of its activities on the environment and on biodiversity, Eiffage enhanced its precautionary environmental action by joining the “Countdown 2010 – Save biodiversity” initiative.

This international programme aims to stem the rapid loss of biodiversity. More than 900 partners in Europe and worldwide have joined the initiative, including national and local govern-ments, non-governmental organisa-tions and businesses. This initiative was among the under-takings agreed by heads of state at the world summit on sustainable deve-lopment in Johannesburg in 2002. Its stated aim is to achieve, by 2010, a

significant reduction from the current pace at which biological diversity is being depleted. It is being run by the International Union for Conservation of Nature (IUCN), the world’s leading environmental organisation and the body responsible for publishing the Red List of Threatened Species.At the time, the Group was the only construction company in Europe to have signed up to Countdown 2010, thereby agreeing to promote aware-

ness of biodiversity preservation issues via the following four undertakings: Share Eiffage’s knowledge andex-

pertise relating to environmental off-set, in the light of its recent experi-ences including the A65 Pau-Langon project featuring 150 km of motorway and 1,372 hectares of offset areas subject to eco-management over a period of 55 years;

BiODiVERSiTY

Countdown2010signingceremonyFrom left to right: Olivier de Guinaumont (A’Lienor), Jean Guénard (Eiffage Travaux Publics), Valérie David (Eiffage) and Sebastian Winkler (IUCN).

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Distribute the Eiffage Group Biodi-versity Charter throughout the Group and to industry organisations, and enforce it within the Group;

Finance and finalise the launch of the first vocational postgraduate diploma in interactions between biodi-versity, the environment and large infrastructures (through a partnership between Eiffage and the University of Paris I Panthéon-Sorbonne);

Take more action to raise awareness about biodiversity issues, and support initiatives such as the publication of the IUCN book on biodiversity in the French-speaking world (“La biodiver-sité dans l’espace francophone”).

In September 2009, you signed the International Union for Conservation of Nature’s “Countdown 2010 – Save biodiversity” initiative. What prompted that commitment? Our employees have been seeking ways to save resources and reduce greenhouse gas emissions for several years, and we are now entering a new stage of our sustainable development strategy that involves raising

awareness of the importance of biodiversity. Our construction and public works businesses, which can potentially impact the environment and biodiversity, must change show that they have changed, by including very bold impact avoidance and mitigation strategies when designing their structures. This challenge is also an opportunity, enabling us to leverage our knowledge, but we must demonstrate this to our partners. On the A65 motorway project, for example, the issue of biodiversity has been a key challenge from the outset, and we were determined to comply with stringent biodiversity preservation requirements that will

become the norm in future. The IUCN “Countdown 2010 “ initiative was totally in keeping with the biodiversity goals we had set ourselves for the A65 project, namely halting the depletion of biodiversity, as well as preserving – and, where necessary, restoring – natural habitats to enable both exceptional and everyday species to flourish in them over the long term. I signed this undertaking because, on the A65 site, the three essential ingredients for an effective biodiversity preservation strategy were in place: space (almost 1,400 hectares of protected land), time (55 years) and guaranteed long-term finance.

JEaN GUÉNaRD, Chairman of Eiffage Travaux Publics

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Will biodiversity feature on the agenda at Board Meetings in 2010, in the same way as climate change?

It will certainly be the case for Eiffage, which joined the Countdown 2010 programme last year, alongside 1,000 other organisations that have decided to play their part in helping governments to keep their promise to halt the decline in biodiversity in 2010. Preserving our planet’s biological diversity is beneficial in the long term, but the private sector must do its share. Some companies have large ecological footprints.

Changing their production methods and implementing operational measures to reduce their environmental impact is crucial in preventing further loss of biodiversity. From the outset, the IUCN’s “Countdown 2010 “ initiative has attached great importance to establishing a constructive dialogue with businesses. One need look no further than Eiffage to see how cooperation with the Countdown 2010 team can pay dividends.

SEBaSTiaN WiNKLERSecretary-General of Countdown 2010

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Site of the Annemasse-Bonneville hospital centre in Haute-Savoie.

The yellow-bellied toad (Bombina variegata), a protected species found at the site of the Annemasse-Bonneville hospital centre.

Biodiversity in projects from start to finishBefore, during and after… Efforts to preserve biodiversity are made at every stage of Eiffage’s projects, including the contract bidding phase.

Bespoke planning for the a406 motorway project siteIt was important for the A406 Mâcon South motorway bypass to blend as smoothly as possible into the rich but vulnerable environment of the river

Saône wetlands. Several biodiversity conservation measures were devised during the project’s preparatory phase, in order to accurately quantify the actual impacts of this major project and plan appropriate impact-preven-tion and protective measures.

The operators decided to adapt the schedule to take account of local plants and wildlife. For example, Eiffel post-poned the construction of the Saône viaduct on the Mâcon South bypass (A406) from April to August, given the presence of the corncrake (crex crex), a rare and protected migratory bird for which a national restoration plan is underway. Similarly, APRR paid special attention to the conditions in which the lime required for soil treatment was delivered, with a view to preventing harmful lime dust from blowing onto nearby meadows and crops. Contrac-tors also adapted their unloading chutes and sleeves, and earth barriers were erected to trap any residual blown dust.

Eiffage Construction – Wildlife conservation developmentsAt the site in Contamine-sur-Arve where Eiffage Construction is building the Annemasse-Bonneville hospital, numerous structures were developed to avoid disruption to protected species known to frequent the area, such as the yellow-bellied toad (Bombina variegata). This work included erecting temporary toad fences, digging ponds and chan-

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Quarriesarenew,openenvironmentsthatofferparticularlyadvantageousconditionsforthenaturaldevelopmentofplantsandwildlife.Forexample,sandmartins(Riparia riparia)havebeenseennestinginstockpiledsandatthequarryinCorbigny,andapairofEurasianeagle-owls(Bubo bubo)havemadetheirhomeontheformerworkingfaceattheBocahutquarryinGlageon.Thesespeciesareprotectedby

conservationandmonitoringmeasures,conductedinpartnershipwithlocalnatureassociations.Theredevelopmentofsuchproductionsitesalsoprovidesanopportunitytocreateecosystemsthatencouragebiodiversity.WhenaformerstorageareaattheCorbignyquarrywasrestoredaswetlandbetween2005and2007,thenewspacewassooncolonisedbytypicalplantandwildlifespecies.

Quarries offer biodiversity benefits

BiODiVERSiTY

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APRR : Left diagram: Overhead wildlife crossing.Right diagram: Wildlife crossing tunnel.


nels, creating sanctuary areas, etc. These protective measures were cou-pled with a poster campaign and on-site identification of the protected species.

motorways – Biodiversity in everyday operationsMotorists are often unaware of the wealth of animal and plant life found on motorway verges and embankments, although the 10,000 hectares of green spaces around the motorways oper-ated by APRR and AREA are often de facto nature sanctuaries. Motorway operators manage these green spaces in different ways, depending on safety requirements and on how they are used. More than 50% are managed non-intensively, which encourages plants and animals to colonise them. With this aim in mind, brush clearance and tree-cutting operations to keep the road clear are planned to avoid coincid-ing with the nesting season. On the rare occasions when this schedule has to be altered, potentially requiring maintenance to be carried out during the nesting season, APRR asks an ecologist to inspect the areas con-cerned to look for signs of occupied nests before the maintenance vehicles are dispatched.

Wildlife crossings are another key component of the Group’s biodiversity preservation strategy. In 2009, APRR published a report on the “Use of wild-life crossings on the A39 motorway”,

based on a five-year study of a sample of ten crossings. The purpose of the study was to assess the effectiveness of these purpose-built structures, and the report findings were very positive.

Bird flight diverters specially developed by RTE for the Biescas-Pragnères 225 kV overhead power line project were fitted to the conductor and earth cables by specialist teams from Forclum

Énergie Service. These devices, placed no more than 8 m apart, make the power lines more easily visible, thereby enabling birds to avoid them. Their purpose is to protect the bearded vulture (gypaetus barbatus),

which is Europe’s largest species of vulture. Similar initiatives are planned for other projects in 2010.

A smart solution to protect Europe’s largest vulture

COmmiTmENT


Violay tunnel: Filling the tanks and testing the Sotres water treatment facility.

OThER imPaCTS

Controlling other environmental impactsall Eiffage subsidiaries share the same desire to minimise the environmental footprint of their activities. Analyses of the impacts on humans and the environment are carried out by all divisions, using methods tailored to the specific nature of each business.

Emissions – a vigilant approach to environmental risksProtectingwatertablesandcontrol-ling emissions into the ground andairarekeyelementsoftheGroup’sactionplans,andthesubjectofregu-larresearch.

Forclum – more innovation, less pollutionForclum has set an example by having its core business support functions implement efforts to reduce environ-mental pollution. Examples of innova-tions trialled in 2009 include replacing the sand used in certain trench works with geotextile film, and the acquisition by Forclum Rhône Isère Réseaux of an

electric elevator platform for outdoor maintenance activities. This elevator platform is able to operate on battery power for the equivalent of two working days. Operating with the engine swit-ched off in this way reduces green-house gas and particle emissions. The platform also features two built-in recycling containers to allow effective waste sorting at the work site.

Also in 2009, all Forclum companies concerned by the procedure success-fully obtained Cemafroid approval to handle refrigerant fluids. This certifica-tion is now a legal requirement in France for anyone handling such fluids, and in particular hydrofluorocarbons (HFCs), which are among the six main green-house gases listed in the Kyoto Protocol.

Eiffage Construction – Responsible concrete skip washingAll construction companies are now faced with the need to improve their on-site concrete skip and mixer wash-ing processes. The challenge is to prevent deposits of alkaline laitance, which consists mainly of water and suspended matter (particles from the concrete or cement constituents) as well as traces of admixtures such as fluidisers and setting accelerators or retardants.Staff at Eiffage Construction facilities are currently looking at settling sys-tems. In addition to Secatol’s familiar Secanet washing platform, alternative processes are being trialled:

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UNPG competition.Quarry SC113 at the Montgrand site.


Eiffage Construction Midi-Pyrénées is developing a two-stage settling system. Water exiting the second set-tling tank can be reused to wash skips or manufacture mortar. Several processes featuring a buried

settling tank that enables the chute to be kept horizontal are being tested, for example in Aquitaine and by SUPAE Île-de-France. A new tank equipped with a metal

grating and geotextile filter medium, together with a pump and pressure booster is being used by Eiffage Construction facilities in Saint-Denis and elsewhere in the Paris region. Lastly, in Alsace, a closed-circuit

washing station featuring a multi-skip system, cleaning platform, water lance and pump has been patented in a joint project with Haemmerlin.

Eiffage Travaux Publics – Reusing tunnel drainage waterWork to excavate the Violay tunnel in the Loire department, one of the high-lights of the A89 motorway project, began in the summer of 2009. The issue of water management was tack-led from the contract bidding phase. To safeguard certain protected species, water drained from the tunnel is puri-fied by two water treatment plants installed at the tunnel heads, and is then piped to less sensitive areas, 4 km from where it first emerged. The treat-ment plants, which have a nominal treatment capacity of 100 cu m/h, are

equipped with a circular clarifier to remove suspended matter, an oil trap, a pH adjusting tank in which carbon dioxide is injected into the water, and filter presses to produce filter cake from the liquid sludge. The quantity and quality of discharged waste are constantly monitored. As well as pre-serving biodiversity, these facilities offer other environmental benefits. In particular, the water drained from the tunnel is reused by the drilling robot, which saved 10,380 cu. m of water while excavating just the first 500 m of the tunnel.

Preserving the quality of life of local residentsThereismoretoreducingtheenviron-mental footprintthancarbonemis-sions and biodiversity. Increasinglyeffective solutions are also beingdeveloped for noise pollution andunpleasantodours.

aPRR – The way aheadNoise can have a significant impact on human health (impaired sleep, faster breathing and pulse rate, hearing dis-orders, etc.). As a result, it is subject to

An award for Eiffage Travaux Publics

At the third annual sustainable development competition organised by the national aggregate producers’ association (Union Nationale des Producteurs de Granulats - UNPG), Société des Carrières de la 113 won an award in the “Best operational practices

category” for its success in saving water at its Montgrand and La Plaine washing facility in the Aude department. The company achieved an overall reduction of 75% in the volume of water extracted from the natural environment.

COmmiTmENT


OThER imPaCTS

an increasingly tight regulatory frame-work. Motorway operators have been trying for many years to limit noise-related nuisances, among which engine noise and noise generated by tyres on the road surface are the two main sources. A whole range of measures can be taken at source to protect nearby residents, including noise-abating coated aggregate, soundproofing screens and landscaped earth barriers.In 2009, for example, APRR installed more than 18 km of sound barriers on the A36 motorway between Belfort and Montbéliard (i.e. more than 40% of the section’s total length), with the aim of reducing the noise level experienced by local residents to within the regulatory limits (i.e. an average of 65 dB (A) for daytime exposure). A variety of solutions were adopted, depending on whether the surrounding areas were urban, semi-urban, indus-trial or natural. The measures imple-mented included transparent screens inclined at an angle of 12° towards the exterior, to divert noise upwards; screens made of wood fibre-insulated concrete block with horizontal grooves on the motorway side; fence-style screens consisting of a concrete base topped with timber panelling on the residential side and metal sheeting on the motorway side; and planted earth barriers.

Eiffage Travaux Publics – hyères Enrobés controls its emissionsUnpleasant odours are among the environmental nuisances that cause the greatest inconvenience to the gen-eral population. The Hyères Enrobés aggregate coating station in the Var department is a typical example: a standoff occurred in 2006, when resi-dents, refusing to accept what they considered nauseous odours, formed an association to defend their quality of life. In response, several action plans were implemented by the operators of the coating facility, as a result of which emissions data is regularly published, public information meetings were held, and the site has applied for and obtained environmental certification. In parallel, a series of operational measures were adopted to minimise odour-related impacts: the chimney stack was extended; the use of heavy fuel was discontinued in favour of natu-ral gas, and solutions were introduced to mask any residual odours leaving the facility. The plant has been using Shell Bitufresh since September 2009. Rather than masking odours, this new additive destroys them at source by triggering a chemical reaction with the dispersed odour molecules.This procedure enhances deodorising performance, in terms of both the geo-

graphical spread and persistence of odours. Although this solution is cur-rently still in its testing phase, the results as perceived by production and application personnel are very encour-aging. The Equipment Department intends to roll out the use of this addi-tive to the Group’s other industrial plants if the results are confirmed. The strategy for deploying EBT® low-tem-perature coated aggregate at this coating plant is now in place, and the lower coating temperature will help to further reduce odour pollution.

Practical commitments on decontaminationIn 2008, Eiffage committed to addi-tionalinitiativesintheareaofenviron-mentalprotectionanddecontamina-tion.Theseinitiativeshavenowenteredtheoperationalphaseandtheneces-saryexpertiseisbeingorganised.

Eiffage Construction – Decontaminated sitesIn 2008, Eiffage Construction launched a soil decontamination strategy. After conducting an inventory of its activities at all equipment storage facilities and measuring any environmental prob-lems arising out of its activities in the past, it conducted water and soil sam-pling at collection points selected in partnership with the consulting firm

Forclum in the electrical waste recycling industry

At the request of the French lighting industry association, among others, Forclum is taking part in trials conducted by Recylum in the Rhône-Alpes region with the aim of establishing a recycling solution for electrical

waste generated by electrical contractors. The purpose of this initiative is to provide contractors with a free “waste electrical and electronic equipment” (WEEE) collection service tailored to the sector’s requirements. The test

in the Rhône-Alpes region served as a pilot for assessing the suitability of the operational recycling solution and preparing for the national rollout, planned for the first half of 2010.

COmmiTmENT

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LocationQuarryoperatedbyBocahutinGlageon(intheNorddepartment)

ThemeConservationofaremarkablespeciesthroughoutthequarry’soperatinglife.

Biodiversity challengeTheEurasianeagle-owl(Bubo bubo)isanestingowlrarelyfoundinFranceotherthanintheMediterraneanregion.ThespeciesislistedinAnnexIoftheECBirdsDirectiveandintheredlistofbirdspeciesunderthreatinmainlandFrance.

Best practiceTheEurasianeagle-owlgenerallylivesnearcliffsandrockyescarpmentsorinmountainousareas,andsometimesatloweraltitudesinwoodlandwithsteepslopesorsteppe-liketerrain.Itprefersflatterlandinwinter.In2008,theAubépineornithologicalsocietycataloguedtheeagle-owlasbeingpresentinthequarryfollowingthediscoveryofanestingpairinadisusedworkingface.Tomaintainthespeciesatthesite,thefollowingprotectivemeasureswere

adoptedinpartnershipwithAubépine:

habitatconservationmeasures;noactivityinthenesting

area,toavoiddisturbingthebirdsandpossiblycausingthemtoabandonthesite;sitemanagerinformed

abouttheseprotectivemeasuresandtheirsignificance.

BocahutformedapartnershipwiththeAvesnesregionalpark(Parc naturel régional de l’Avesnois - PNRA)andtheAubépineornithologicalsociety,whichwillconductannualsurveysoftheEurasianeagle-owl’spresenceinthequarry.Aubépinewillhaveunrestrictedaccesstothesite(subjecttocompliancewithsafetyrules)toenableornithologicalmonitoringofthespecies(observation,surveillanceofthenestingsite,etc.).

AssociationAubépine:http://www.aubepine-avesnois.fr

Protecting the Eurasian eagle-owl


Antea. This dynamic approach contin-ued in 2009: the sites identified as requiring treatment were decontami-nated to eliminate risk to workers, the water table and nearby residents. In parallel, the role of Antea was extended to include monitoring of underground water quality at certain sites.

Eiffage Travaux Publics – integrated decontamination expertiseEiffage Travaux Publics has expertise in the main aspects of the soil decon-

tamination business and applies this knowledge to its own projects. The division has access to in-house exper-tise in numerous areas, including diagnostic audits and pollutant detec-tion, identification and qualification, and, of course, decontamination. The division includes three companies with particular expertise in pollution treat-ment: Boutte Société Normande de Démolition et Travaux Publics, Gauthey (which specialises in material excava-tion, off-site treatment, dismantling operations on brownfield sites,

mechanical sorting, containment solu-tions and water treatment), and Wittfeld, a German company whose achievements include excavating, cleaning and reinjecting 100,000 cu m of earth that had been severely con-taminated with hydrocarbons.


sustaina ble

constructionconstructionsustaina ble

Sustainableconstructionisamulti-facettedconceptthatincludesenvironmentally-responsibledesignandmaterialselection,innovativeproductsandprocesses,renewableenergyandresource-savingstrategies.BycoordinatingitsOEMknow-howandtheexpertiseoftheoperationaldivisions,Eiffagecanaddresseachoftheseareas.TheGroupproposesappropriatesolutionsforeverystageofastructure’slifecycle,applyingthetotalcostofownershipapproachinherenttotheprincipleofsustainableconstruction.

PRaCTiCES aND PROCESSES

Exclusive products and techniquesBenefits of sustainable innovationEiffage continues to develop environmentally-friendly processes and practices. The group’s subsidiaries remained one step ahead of regulatory changes in 2009, rolling out sustainable solutions combining performance, cost-effectiveness and reduction of environmental impacts.

Remarkable coated aggregateEiffage Travaux Publics has developed a patented low-temperature coated aggregate system (EBT®), enabling manufacture at less than 100°C and application at 75°C, compared with 160°C for conventional hot-process coated aggregate. EBT® delivers com-parable performance with only half the energy consumption and greenhouse gas emissions. The new product can be laid very quickly, minimising inconven-ience to road users and local residents. In 2007, the World Road Association (PIARC) awarded its world sustainable development award for this innovation.Between 2006 and 2009, the quantity of EBT® produced in France by Eiffage Travaux Publics quadrupled. This mate-rial was used in a number of major projects in 2009, including a site extend-

ing over more than 22,000 sq. m at the foot of Pic Saint Loup mountain in Hérault.In Haute-Garonne, the General Council decided to test EFEME® – an EBT® containing a very high proportion of recycled aggregate – on the RD 817 secondary road. This trial confirmed the benefits of this material. On the production side, the Touraine Enrobés coating plant opened new facilities in 2009, which will enable 50% of coated aggregate to be recycled, compared with only 10% previously.

a new lease of life for road surfacesAs well as reducing costs, recycling coated aggregate lessens the impacts in terms of natural resource consump-tion and road transport. In 2008, Eiffage Travaux Publics won the sus-tainable development award from

PIARC’s French Committee for its “high recycling-capacity” (HPR®) coat-ing facility. This facility, which began operating in 2009, is able to manufac-ture coated aggregate containing a very high proportion (over 65%) of recycled aggregate. The highly versa-tile unit can produce all types of hot-process and low-temperature coated aggregate, with or without recycled materials, and at high speed (400 t/h with 50% recycled aggregate). The extremely mobile facility is designed to be set up near work sites in under a week, thereby limiting the need to transport recycled materials, and decreasing local atmospheric pollu-tion. The HPR® coating plant delivers energy savings and reduces green-house gas emissions.

EIFFAgE gROup86

Sustainable construction

The aRC 700® road surface recycling machineThe ARC 700® is a road surface reproc-essing machine that recovers aggre-gate from the existing road surface, treats the materials with a hydraulic and/or a bituminous binder, and, if necessary incorporates, additional aggregate. The original design has been continuously improved, and the ARC 700® is now the highest-perform-ance in situ road surface recycling machine in its class.In a project to resurface 1,200 m of road in Parcé-sur-Sarthe, this advanced equipment eliminated the need to manu-facture almost 2,500 tonnes of bitumen-stabilised gravel heated to 170°C, and avoided the related carbon emissions. From a transport perspective, the ARC 700® saved 90 lorry rotations. In Brittany, a 7 km section of road between Josselin and Roc-Saint-André was also resurfaced, with the recycling process saving 2,000 tonnes of gravel and other materials per kilometre. Meanwhile, near La Ferté-Macé, a major coordinated operation involving the Arc® 700 and the EMF 200 mobile cold-process coating machine was carried out on 1 October. This project involved planing the surface of the RD 916 and reprocessing it using the Arc® 700. A new binding layer and

surface course were then laid. The EMF 200 subsequently reused the planed-off aggregate on the RD 56 road – another first in terms of opti-mised material recovery and a big step forward for sustainable development.

a bright future for LEDsFor Forclum, light-emitting diodes, or LEDs, are a great example of a sustain-able, cost-effective product. They contain no mercury, have service lives of up to 100,000 hours and consume only one-tenth of the energy of a con-ventional light bulb. In addition, LEDs are tough and extremely safe, emit no infrared or ultraviolet radiation, light

up instantly, have an excellent colour rendering index (CRI) and require very little maintenance. Forclum has been using this technol-ogy in its street-lighting projects for a number of years. In 2009, Forclum installed LED-equipped street lamps on Place Churchill in Châtellerault, and replacing conventional bulbs with LEDs in the Paris Christmas illumina-tions on the Champs-Élysées cut energy consumption by 95%.

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In2009,thecentrallaboratoryatthePontsetChausséesengineeringacademyconductedaseriesofmeasuringcampaignstocomparethefullspectrumofenvironmentalpressureindicatorsrelatingtothemanufactureanduse

ofEBT®andconventionalcoatedaggregate.Theresultsconfirmedthetheoreticalpredictions,withthebest-documentedcampaignconcludingthatgreenhousegasemissionsaremorethan50%lowerwithEBT®.

Measuring the benefits of EBT®

Eiffage Travaux Publics low-temperature coat-ed aggregate (EBT®) on the Sète-Marseillan barrier beach.

An ARC 700 resurfacing machine.


PRaCTiCES aND PROCESSES

Forclum has also developed a LED-based ceiling light tile for use in offices. The new lighting tile offers an attrac-tive alternative to conventional fluores-cent tubes, providing extremely uni-form lighting. Forclum began manufacturing these tiles on a pre-production basis in 2009. Upon com-pletion of the relevant compliance checks, commercial production was launched in the final quarter.

Luciole® - Fireflies at your feetThe Luciole® (firefly) integrated floor lighting system is the fruit of three years of joint research and develop-ment by Eiffage Travaux Publics, Forclum Électronique and Forclum Ingénierie. This patented process is particularly economical in terms of energy consumption (5.5 W/sq. m). Refer to the “Eiffage Innovation Awards” section for a description of this solution.

Sublime LEDs and lower energy costs

At the 2009 Lumiville lighting industry show, Forclum won the “Photo Lumière” award for its project to illuminate the gates at the Château de Versailles using LEDs. In Saint-Ouen, Forclum designed and manufactured LED-based lighting bollards to illuminate artworks by sculptor Guy Ferrer.

These bollards comply with the customer’s specifications perfectly: they blend into their surroundings, are tough enough to withstand a difficult environment, provide faithful lighting, minimise visual pollution and consume very little energy.

COmmiTmENT

Touraine Enrobés aggregate coating facility.

Illuminations on Avenue des Champs-Élysées.

EIFFAgE gROup88


WaterSaving and treating the planet’s lifebloodWater is a particularly precious resource, threatened both by water table depletion and by pollution. In response to this situation, the Eiffage divisions are working on various solutions in their respective areas of expertise.

Forclum – a turnkey water consumption solutionIn 2008, Forclum’s Northern France regional department began marketing a metering and remote reading process that enables customers to control their natural resource costs more effec-tively. The ability to measure and record water consumption is a key selling point for this very affordable (approximately €4,000) solution based on the “Clip Flow” process. It features a transmitter aerial connected to a microserver, and is equipped with a leak detection sys-tem that cuts off the water supply and triggers an alarm in the event of a problem. The benefits of this feature are far from trivial, inasmuch as leaks are estimated to represent 30% of total tap water consumption.

Local initiativesSeveral Eiffage Group facilities decided to invest in tanks to collect rainwater, which can then be reused to water lawns (as at the Volta and Hélianthe buildings built by Eiffage Construction) or to wash heavy plant (as at the Roland – Eiffage Travaux Publics facility in Amilly).

Effective water treatment means more comfort and less pollutionThe Chartres Métropole swimming pool complex, which opened in 2009, is the largest of its kind in Europe, containing a total of 3,400 cu. m of water. Forclum handles water treat-ment for all of the centre’s pools and other facilities. Rather than conven-tional chlorine-based water treatment, Forclum opted for an ozone purification solution, which does not leave traces of oxidising agents or derivatives after

treatment. Eiffel’s acquisition of GER2I Ensemblier in October 2009 extended the division’s offering in the area of environmentally-friendly solutions for eliminating unpleasant odours, par-ticularly those caused by volatile organic compounds (VOCs). The Monashell biofilter developed by the Irish company Bord na Móna uses oyster and mussel shells as a medium on which to grow bacteria that feed on

odour-causing pollutants. This proc-ess, which was presented at the Pollutec 2009 trade show, has already been adopted by more than 400 European users. Monashell is particu-larly well-suited to the treatment of wastewater, and is now being used by the Paris region water corporation (Syndicat interdépartemental pour l’assainissement de l’agglomération parisienne - SIAAP).

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On28September2009,theJuniorMinisterforEcology,ChantalJouanno,andnumerousotherleadingfigures,visitedtheSeineAvalwatertreatmentworksinYvelines,wheretheyweremetbyMauriceOuzoulias,chairmanoftheParisareawatercorporation(SIAAP).TheministerlearnedabouttwoEiffage Travaux Publicsprojects:anitrification-denitrificationunithandedoverin2007;andaproject

tomakethetreatmentworkscompliantwithEUstandardscontainedintheurbanwastewatertreatmentdirective.Thelatterprojectincludedthedesignandconstructionofthreebuildingstoprovidemoreeffectivewatertreatment,aswellasahigh-voltagetransformersubstation,waterinletandoutfallchannelsandrelatedroadsandutilitynetworks.WorkbeganinlateMarch2009,andasmanyas350workersand17towercraneswillbepresentatthesiteduringpeakperiods.Already,stafffromallEiffageTravauxPublicsbusinessesareinvolvedinthisproject,whichwillkeeptheregionaldepartmentsbusyuntiltheendof2010.

Seine aval on the web


In opting for the Lyon Confluence district, which embodies a new outlook on living and working in the city, Eiffage chose an exceptional location for its new regional headquarters. Stringent environmental requirements are enforced in this area, and the Eiffage Group’s decision is evidence of its

commitment to responsible growth, in keeping with Lyon’s aim of building a sustainable city for the 21st century. The Hélianthe building, which won the 2008 Constructéo award for energy performance by a commercial building, stands testament to this commitment.

GÉRaRD COLLOmB, Senator, Mayor of Lyon and Chairman of the Greater Lyon authority

iNTERViEW

ENERGY EFFiCiENCY

accumulatingexpertiseTwo years ago, Eiffage decided to harness the natural synergies between its various businesses in order to seize the opportunities offered by the grenelle environmental summit. The group’s achievements in 2009 illustrate the success of this strategy.

As of 31 July 2008 – a full year before the passing of the law implementing the measures arising out of the Grenelle environmental summit – the structures built by Eiffage for its own use or for concession projects com-plied with the BBC (bâtiment basse consommation) low energy-consump-tion standard, which limits energy consumption for heating and sanitary hot water to 50 kWhpe/sq. m per year. Building high energy-performance structures is a new flagship area of expertise for the Group, and the state-of-the-art office facilities built for Eiffage’s own use are very effective showcases for the opportunities offered by the Grenelle environmental summit in terms of innovation incentives.Three buildings opened in October and November 2009 are particularly good examples of this commitment: In Plaine Saint-Denis near Paris,

Forclum moved into its new headquar-ters in the Volta building. This structure is certified under the scheme for com-mercial property of high environmental quality (NF Bâtiments tertiaire – HQE®). Following an audit conducted on 22 January 2010, it was also awarded a certificate of conformity with high energy performance specifications (Haute Performance Énergétique – HPE). The target in terms of annual primary energy consumption for this building is 69 kWhpe/sq. m. The Hélianthe building in the Lyon

Confluence business district is the head office of the Group’s regional departments operating in Rhône-Alpes. This building is certified under the “NF Bâtiments tertiaire - HQE®” programme, and qualifies for the low-energy building (Bâtiment Basse Consommation – BBC) and “very high renewable energy performance” (Très Haute Performance Energétique, énergies renouvelables - THPE EnR) labels. Primary energy consumption

by the Hélianthe building is 32 kWhpe/sq. m per year. Annual primary energy consumption

at the Eiffage Travaux Publics facility in Neuilly-en-Thelle is 45 kWhpe/sq. m.Drawing on the experience acquired during these in-house projects, Eiffage also provides its energy efficiency expertise to the Group’s customers. For example, two secondary schools were equipped to outstanding stand-ards of energy performance in time for the new school year in the autumn of 2009. The Eric Tabarly school in Olonne-sur-Mer qualifies as a BBC low-energy building by keeping its annual primary energy consumption below the limit of 50 kWhpe/sq. m. The Kyoto school in Poitiers is France’s first totally positive-energy school, with an annual primary energy consumption of 10 kWhpe/sq. m.

Prevention, reduction and offsetTo help the Group’s divisions build such ambitious structures, Eiffage operates a multidisciplinary research program-me with three aims: Preventunnecessaryconsumption

by insulating the building against heat and cold (by means of twin-skin walls to limit the “cold surface” effect, exter-

nal insulation, brise-soleil sun-shields and mechanical blinds, etc). Other technologies are also used to recover the building’s energy, such as heat exchangers, which extract heat from air exiting the building and reinject it. Modern heat exchanger systems are almost 80% efficient; Reduceconsumption by optimising

requirements, for example by install-ing presence sensors and probes that detect when rarely-used rooms are occupied, or variable-brightness light-ing systems that adjust their output according to the ambient light. Another possible approach is to use low-energy technologies such as light-emitting diodes (LEDs), active chilled beams for warm and cold air distribution, water-based heating/air conditioning, con-densing boilers, etc. Offsetenergy consumption by en-

couraging the development of renew-able energy technologies. A host of renewable energy solutions were tri-alled in the buildings completed in 2009, including vertical-shaft wind turbines, photovoltaic cells in brise-soleils mounted on south-facing eleva-tions, heat pumps that fulfil up to 80% of a building’s heating and cooling needs, solar or other heat collectors for sanitary hot water, etc.

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Hélianthe – Packed with new technologiesOutside

indoors

Vertical-shaft wind turbineDiscreetly generating 73,000 kWh/year. This 8.3 m diameter urban wind turbine, installed out of sight on the building’s roof, is designed to generate around 73,000 kWh per year, assuming an average wind speed of approximately 11 m/s.The vertical-shaft design enables the turbine to operate regardless of wind direction, and it produces electricity even in light winds.

Photovoltaic panels200,000 kWh/year towards heating and air conditioning requirements.The building is equipped with 1,250 panels installed on brise-soleils on the south-facing elevation and on the rooftops, providing a combined exposure area of more than 1,650 sq. m. The installation allows sunshine to enter the building during winter (when the sun’s arc runs close to the horizon), but provides shade in the summer (when the sun is at its zenith).

Enhanced insulation for the winter / Brise-soleils and blinds for the summerUbât heat transfer coefficient of 0.960 W/sq. m KExtra high-performance insulation was used in the roof, walls and glazing, both to reduce energy consumption and to enhance user comfort. The building has a Ubât heat transfer coefficient of 0.960 W/sq. m K. In hot weather, a good standard of comfort is maintained by means of brise-soleils combined with manually operated blinds on the southern elevation, and automatic blinds on the eastern and western elevations.

COmmiTmENT

Low energy-consumption light fittings (LED)Better lighting, lower energy consumption and longer service livesThese innovative devices are being installed in meeting rooms on a trial basis. Each lighting tile contains 25 LEDs that light a 15 sq. m room to the required level of brightness while consuming only 18 W of electrical power. A rooftop sensor allows the interior lighting power to be adjusted based on the ambient light. The LEDs have a very long service life (50,000 h). Presence sensors are installed so that rooms are lit only when required. LED lighting is also being trialled in offices (equipped with four 14 W units, a remote control unit and an exterior light sensor probe),

in circulations (lit by 2x26 W modules controlled by presence sensors and a day/night sensor) and in emergency lighting modules.

Chilled beamsAn even temperature, without condensation, perceived draughts, noise-related nuisance or electrical connections A chilled beam is a three metre-long heat exchanger installed in the false ceiling. The beam draws air upwards through small nozzles, prompting secondary air to enter the room. The four water tubes inside the beam heat the air in winter (35°C to 45°C) and cool it during the summer (14°C to 17°C). Air movements are generated exclusively by the temperature differential, and the system does not require fans.

Geothermal heat pumps50% saving on electricity consumptionHeat pumps operate by exchanging heat energy between the building and an external body (e.g. air, water or the ground). The system includes four shafts, two of which are used to retrieve water from underground and the other two to send it back.Two reversible heat pumps installed above the water table warm the building in winter, and cool it during the summer with no need for a refrigeration unit. Because the water table lies deep enough to ensure a relatively constant water temperature, the ideal equipment configuration can be accurately determined and the operating efficiency optimised.

IonisationEnergy savings on air change processesOperating principle: Air containing heat produced in the offices is collected and then ionised to remove impurities. The purified air is then reinjected into the rooms.

Free coolingIn summer, ventilation flows can be harnessed to cool a building using the outside air, when this is cooler than the air inside.

Dual-flow air handling unit with rotary heat exchangerThis dual-flow air handling system has an efficiency rating of 80%.


ENERGY EFFiCiENCY

The Volta building A showcase for Eiffage’s expertiseAt the end of July 2009, after 34 years in Le Blanc-Mesnil, Forclum left its existing head office and moved into the brand new Volta building in Saint-Denis. This contemporary, airy build-ing is located in the heart of a booming business district. Employees benefit from the standard of comfort inherent to a building that satisfies the very strict energy efficiency criteria of the “HQE® Tertiaire” programme for “high environmental quality” commercial properties. Eiffage Construction was the main building contractor.

Goyer, a subsidiary of Eiffel, installed a twin-skin elevation, which is a highly effective energy-saving solu-tion. Forclum Île-de-France installed the high- and low-voltage electrical systems. The light fittings in each office are equipped with photoelectric sensors that adapt the lighting inten-sity according to the ambient light. Pre sence sensors also help to man-age energy requirements effectively. The air conditioning work for this project was carried out by Forclim Île-de-France. The various parts of the building are equipped with refrig-eration units as well as dry coolers, reversible unit ventilators and under-floor heating.

TTE Transel, another Forclum subsidi-ary, installed the telephone system, while Forclum Infra Nord erected all the internal partition walls. The support departments and subsidi-aries reporting to head office now share these functional, pleasant premises within easy reach of Paris.

Technical information

BBC labelThe building obtained the BBC 2005 label, indicating that its primary energy consumption is less than 50% of the annual reference level of 69 kWhpe/sq. m. Some 188 sq. m of rooftop pho-tovoltaic panels generate 6.99 kWhpe/sq. m per year, and an electricity pro-duction indicator was installed in a prominent position in the reception area in early 2010.

Water tableThe Volta building sits above a water table, and water table fluctuation sen-sors are installed on the third base-ment floor.

RainwaterTo limit the risk of rainwater being discharged into the drains in the event

of heavy rain, a water retention system has been installed, including a storm-water basin that serves as a reservoir for watering the site’s green spaces. Downstream of the basin there is a slow-discharge system that allows water to flow into the municipal drain system at a controlled rate. Planted areas on the roof limit the quantity and rate at which water enters the retaining system.

WastewaterWastewater is discharged to the muni-cipal drain system. Runoff water and water used to wash car parks is col-lected in systems equipped with class 1 scrubber/oil traps that ensure a resid-ual hydrocarbon content of <5 mg/l. An automated solution monitors this system and triggers alerts if necessary (for example, if maintenance is required).

heating and chilled water productionHeating is provided by a heat exchan-ger sub-station connected to the muni-cipal heating utility’s network. A stan-dalone chilled water unit fulfils the building’s refrigeration needs. The refrigeration units are themselves cooled by rooftop dry coolers operating in a closed-circuit configuration with a

New projects in progress The new head office of Eiffage Construction

in Vélizy near Paris, scheduled for completion in 2011, will comply with the incoming technical rule RT 2012. The annual primary energy consumption target for this building is 28 kWhpe/sq. m. The future international headquarters

of Adeo in Ronchin is an HQE® project.

This innovative low-energy building will feature a “night cooling” process, which cools the building using natural ventilation rather than air conditioning. The aim is to obtain the Passivhaus® label for the new-build part of the property, and the BBC label for the renovated section. This project is scheduled for completion in September 2011.

COmmiTmENT

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EnvironmentalprofileoftheVoltabuilding

Target PerformanceB HP EHP

1Relationship between the building and its immediate surroundings

2 Integrated selection of building processes and products

3 Low environmental-impact site

4 Energy management

5 Water management

6 Site waste management

7 Maintenance – Sustainable environmental performance

8 Comfort – humidity and temperature

9 Comfort – noise

10 Comfort – visual nuisances

11 Comfort – odour nuisances

12 Health quality of spaces

13 Health quality of air

14 Health quality of water

green glycol. A closed-circuit changeo-ver system supplies the various floors of the building. The installation com-plies with the requirements defined in the ICPE application file for environ-mentally-classified facilities.

LightingThe building has been designed to make best use of natural lighting. Additional lighting is provided by 2x14 W low-energy tube units featuring an auto-matic daylight compensation system.

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PrincessStéphanieofMonacobrokegroundatthesiteofthe“MaisondeVie”carehomeataceremonyattendedbythemayorofCarpentras,FrancisAdolphe.Thisinstitution,whichwillprovideacaringenvironmentforHIVsufferers,isbeingbuiltbyEiffageConstructionMonacoforthecharityFightAidsMonaco(FAM).EmployeesfromEiffageConstructionMonaco,

assistedbyEiffageImmobilierAzur,workedcloselywiththisMonaco-basedbody,ofwhichprincessStéphanieisthepatron,andwiththearchitectsFabriceNotariandYsabelleRoustanfromArchytecta.Thisinstitution,thefirstofitskindtobebuiltinEurope,consistsoftwobuildings–onecontainingthereceptionareaandcanteenfacilities,theothercontainingtheresidents’accommodation.

The “ Maison de Vie “ care home in Carpentras

Floorarea

1,000sq.mAccommodationcapacity:

25people

Thedevelopmentincludesnumerousenvironmentalfeaturesincludingpumicestone-basedMonomurbrickwalls,solarwaterheatingandheatpumps.Wastewaterwillbetreatedbyadedicatedmicro-stationbeforebeingdischarged.ThisprojectistotallyinkeepingwithEiffage’svaluesandcommitmenttosustainabledevelopment,socialinclusionanddiversity.

ProjectspecificationsClient:Eiffage Immobilier IDF (SNC Saint Denis Landy Sud)Architect: Cabinet BDVAProjectmanager(construction):BETOMContractors: Eiffage Construction, Forclum, Forclim, GoyerClientsupportHQEClientsupport: Space Environnement Designoffice: Novelli-Rocca - GLH - AuxitecNetinternalarea(SHON):7,500 sq. mHandoverdate:End of 2009Budget: €23 million excl. VAT

B: Basic, Hp: High-performance, EHp: Extra-high performance.



ENERGY EFFiCiENCY

The wood industry strategic investment fund (FSB)

Although France has the third-largest forested area in Europe, the wood and timber industry had a balance of trade deficit of €6.3 billion in 2008. This deficit has been deteriorating for more than a decade, and the structure of the companies operating in the sector constitutes a major handicap in the international market. Timber nevertheless remains an attractive building material entirely consistent with the criteria for sustainable new-build construction and renovation, and wood is still significantly under-used

as a renewable energy source in France. In particular, biomass is supposed to contribute a third of the targeted increase in the proportion of national energy consumption accounted for by renewable energy sources by 2020. Against this backdrop, the creation of a strategic investment fund (Fonds stratégique bois - FSB) was among the measures announced by the French President in Urmatt, on 19 May 2009, following the publication of the Puech report on optimising the value generated by French forests and developing the wood and timber

industry. The FSB was created on 25 September 2009 with a starting capital of €20 million, contributed in equal shares by four stakeholders: the national forestry office (Office national des forêts – ONF), Crédit Agricole bank, the Caisse des Dépôts strategic investment fund and the Eiffage Group. This venture capital fund acts as a financial tool for structuring and consolidating the financial situation of companies in the wood and timber industry. Its main purpose is to foster the emergence of a fabric of sufficiently large, more robust and better organised companies that are able to consolidate the industry and satisfy growing demand for wood and timber products. The fund takes minority equity or quasi-equity holdings in companies with businesses in sawing, wood panel and veneer manufacturing, assembled parquet flooring, wood packaging, timber roofs and other joinery, timber framed house-building, production of woodchips, pellets and other wood-based fuels, supply logistics for power generating facilities, etc.

COmmiTmENT

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Promodul - Eiffage An energy renovation partnership

The partnersPromodul is a non-profit organisation that was set up in 1997 to promote effective energy management in prop-erty and to play a practical role in cre-ating and promoting training pro-grammes and tools that help to improve the overall energy perform-ance of new and existing buildings. Promodul is helping France to achieve the national targets set out in the cli-mate plan, and notably those relating to energy performance and reducing greenhouse gas emissions in the prop-erty sector, which accounts for 46% of final energy consumption in France.To this end, Promodul is developing, among other tools, a software applica-tion that performs diagnoses and simu-lations for energy renovation projects involving existing public and privately-owned commercial buildings. Eiffage, which has expertise in all buil-ding construction and operating busi-nesses, encourages the inclusion of environmental aspects of sustainable development in the Group’s R&D acti-vities and business offering.

The partnershipOn 28 September 2009, the two part-ners signed an innovative partnership agreement, under the terms of which Promodul is to equip the regional divi-sions of Eiffage Construction and Forclum with its energy performance calculation and optimisation applica-tion for commercial buildings. This software toolkit (named BAO Tertiaire)

will enable individual regional divisions to provide the following services to their customers:

Initial energy and greenhouse gas assessments for their existing com-mercial buildings;

Identification of the most energy-efficient renovation scenarios based on

the post-renovation energy perform-ance specified by the owner;

Estimation of the cost of the chosen work.

What added-value does an association such as Promodul bring to the creation of cutting-edge software applications that could be sold by a specialist private company? Promodul has been forging links between building industry participants ever since it was created. Because our members include industrial companies, energy specialists, distributors, software engineers and representatives of the world

of finance and insurance, our applications are developed in a consensus-based approach, and reflect what I believe to be unique expertise. For example, we address real expectations of construction industry participants while constantly including industrial innovations in the databases provided to users. Eiffage was attracted by this approach and we were able to identify some shared goals. Our software toolkits, which are tailored to users’ roles and requirements, can be used to perform energy audits, simulate all types of work, measure environmental impacts in terms of pre- and post-work energy consumption and carbon emissions, estimate the cost of work,

perform regulatory checks, conduct an energy procurement feasibility study including compliance with energy performance labels such as the HPE and BBC Rénovation labels, and even check whether the project is eligible for the government-run interest-free credit scheme. Last but not least, these applications simulate the various types of financing requested by users, optimising payback times. We have also set up a training centre to familiarise users with these tools and provide custom training to industry participants seeking new expertise to help them successfully implement the requirements arising out of the Grenelle environmental summit.

miChELDUBÉZYDelegate-General, Promodul

iNTERViEW


Binder plant in Flers (Orne department).

ENERGY EFFiCiENCY

Cost-effective processeson an industrial scaleThe Eiffage Group develops and industrialises innovative processes that enhance the energy efficiency of existing structures and systems. Several such processes were commercialised in 2009. The operational divisions are also working to optimise their own processes, in order to reduce energy consumption at their industrial facilities.

Developing industrialised processes for the housing markethigh added-value bathroomsThe HVA Concept™ range of shower room modules launched in late 2008 by Eiffage Construction combines the benefits of prefabrication with the ad -vantages of a traditional design. These shower rooms have an all-concrete structure, or alternatively, a concrete base combined with plasterboard or Hydropanel walls. They use materials that, while traditional, comply with the standards and environmental criteria applicable in the building industry, notably in terms of recyclability. The

shower room layout is decided by the apartment development’s architect. These custom-designed shower rooms are then manufactured in a production run at the plant in Fresnay-sur-Sarthe, before being shipped to the site, where just two connections are required to make each module operational. The benefits of this concept include quality and service life comparable to those of a traditionally-built shower room (and vastly superior to prefabricated resin equivalents), shorter onsite work times and consistent quality between shower rooms. In 2009, HVA Concept™ shower rooms were included in several prop-erty developments, including the Cité Sanitaire hospital centre in Saint-

Nazaire, the Cateliers student hall of residence in Rouen and a senior citi-zens’ care home in Masseube.

a three-in-one heat pump designed for apartmentsUnlike conventional heat pumps, which are used for heating only, the PAC.R2® combines three different functions: space heating, ventilation and water heating. It recovers heat energy both from the outside air and from the stale air exiting the apartment, in order to warm the ambient air and heat water. In November 2009, a registered trade-mark was filed for this concept devel-oped by Eiffage Construction’s R&D teams. The PAC.R2® is the only product

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HVA - Concept™HVA - Concept™: architectural proof of concept.


of its kind on the market, as heat pumps have hitherto been available only for houses or complete apartment buildings. Installing a PAC.R2® in a three- or four-room apartment can halve electricity or gas consumption. This innovative heat pump was first included in contract proposals for housing associations in 2009, and then in proposals submitted to private-sector apartment developers. It can also be retrofitted when apartments are renovated.

mobile air conditioning for greater comfortIn certain buildings, such as offices and hotels, air conditioning may be required only for short periods. Eiffage Cons-truction has developed the Climadaire air conditioning system for such situations. This simple-to-use solution features mobile individual units that connect to a central air conditioning network via a wall-mounted connector.

Reducing energy consumption at Group facilitiesOptimised consumption at the Flers binder plantIn 2005, total energy consumption at the Eiffage Travaux Publics plant in Flers was 145 kWh per tonne of road surfacing binder produced. By 2009, this figure had fallen to just 122 kWh, a reduction of almost 16%. The key to this achievement was a series of measures designed to optimise everything from the plant’s processes, schedules and work cycles to discussions with cus-tomers. One area for improvement concerned the quantities of material heated with gas and electricity. The optimisation measures included totally shutting down the fluxed bitumen production area in winter, and reducing stocks in summer. Another focus area related to heating temperatures: the temperature of the heat-exchanging

fluid was limited to 160°C in winter; the setpoint temperatures of the trace cables were checked; and the setpoint temperatures for emulsion loading operations were reduced from 60°C to 40°C in summer. Bitumen and emul-sion heating times were also optimised.


ADEME head office in Angers.

RENEWaBLE ENERGY

Renewable energyStaying one step ahead in a boom industryas well as saving the planet, a combination of greater collective awareness of environmental issues and decisive political commitments is making the renewable energy solutions market a very significant one for the companies in Eiffage’s Energy division, which intend to play a leading role in these businesses. Eiffage’s technical expertise makes the group a key player in areas such as wind power, photovoltaic power, solar heating, biomass and heat pumps.

Wind powerEiffage Énergie built France’s first wind farm in Dunkerque in 1994, and the division remains a forerunner in this market, with widely-acknowledged expertise unmatched by competitors. Like any other electricity producer, wind farm operators are now required to install the necessary equipment to help regulate the voltage level on the RTE grid. In response to this require-ment, Forclum Énergies Services desi-gned an induction coil system for EDF EN, which is able to absorb reac-tive energy (up to 20 MVar) in order to main tain the correct voltage at the connection point between the Espiers wind farm in Fresnay-l’Evêque (Eure-et-Loir) and the RTE network. A logic controller instantly calculates the power that must be absorbed or sup-plied, and configures which induction coils must be engaged or tripped. As

of September 2009, no human inter-vention is necessary, as the system - the only one of its kind on the market – is fully automatic.Furthermore, the combined expertise of Eiffage Travaux Publics and Forclum enables Eiffage to provide a comprehensive project management service, including the construction of a wind farm featuring fifteen 2 MW wind turbines in Chervey (Aube). Enel Erelis, a French subsidiary of the Italian utility company Enel, con-tracted TPAM to create the 54,000 sq. m of access roads that lead to the site, as well as the concrete foundation blocks (17,000 cu. m) sup-porting the wind turbines, and the electrical and fibre optic networks (12 km and 8 km, respectively) inter-connecting the turbines. Eiffage now also operates in the verti-cal-shaft wind turbine market.

In Lyon Confluence, Forclum Réseau Nord installed its first “horizontal” turbine on the roof of the Eolis build-ing, to serve the neighbouring Hélianthe building, which houses the headquarters of the Group’s regional divisions. This wind turbine operates on the same principle as an anemom-eter, generating power from the slightest of breezes, regardless of the wind’s direction. The totally silent installation serves multiple purposes (onsite consumption, battery charg-ing, water heating, etc.) and requires very little maintenance. This compact turbine design is particularly well-suited to urban environments, and potential applications of the 6 kW to 20 kW turbines include buildings, advertising hoardings and streetlight-ing solutions. This technology can also be used to supply low-power off-grid facilities.

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Toll plaza in Arlay (Jura department).


Solar energyEiffage Énergie is very active in the photo-voltaic power market, regularly winning awards for its unique expertise.

Photovoltaic panels at ademe head office In Angers (Maine-et-Loire), Forclum Val-de-Loire installed 135 photovoltaic panels at the head office of the ADEME, the French environment and energy management agency. The installation, which began operating in May 2009, has a generating capacity of 24,300 Wp. All of the electricity produced is sold.

a positive-energy gymnasiumThe municipality of Arques (Pas-de-Calais) awarded Forclum Infra Nord the contract to install 1,200 sq. m of photovoltaic panels (194 kWp) on the roof of a new gymnasium that may be used to host certain events for the London Olympics. These panels fea-ture a combination of monocrystalline and amorphous cells in for maximum efficiency in a region not known for its uninterrupted sunshine. To optimise the use of space on the panels, the cells are hexagonal in shape, arranged in a honeycomb pattern. This new sports hall produces more energy than it consumes, and is therefore classified as a positive-energy building (Bâtiment à Energie POSitive - BEPOS).

Joint project with an equipment manufacturer to optimise the Group’s business offeringSolar Composites, a subsidiary of the Sora group, has patented an innovative photovoltaic panel installation proc-ess, in which the panels are bonded to roof deck sections. These roof decks are fastened to the rafters, forming a leakproof roof.Teams from Forclum Anjou-Maine installed 400 sq. m of these deck sec-

tions (568 units) on the roof of the Sora group’s SPPP production unit in Meslay-du-Maine.

a first for aPRR in the area of photovoltaic power!The RD 120 interchange on the A39 motorway in Arlay was built, in part-nership with the General Council of Jura, to encourage economic and tourist development in the Bleterrans area. APRR opened the new inter-

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AlthoughForclumhasalwaysbeenaninnovativecompany,regularlypioneeringnewtechniquesatlocallevel,thecollectivedeterminationtodeveloprenewableenergysolutionsmeansthatorganisationalchangesarenownecessaryinordertoconsolidateForclum’swebofskillsandexpertiseonanationalscale.

Asof2009,Forclum’sGeneralManagementhasbeencoordinatingknowledgesharing,poolingexperiencefeedbackandencouragingtheexchangeofbestpractices,inparticularbyorganisingdedicatedrenewableenergyeventsaspartoftheGroup’sefforttorolloutrenewableenergysolutionsandreducegreenhousegasemissions.

Renewable energy - a dedicated network


The Southern Paris Region hospital centre by night, as seen from the Francilienne outer ring road.

RENEWaBLE ENERGY

change in September 2009. The archi-tectural specifications included a requirement to take account of environ mental and sustainable devel-opment factors.The feasibility study revealed that the future toll station would be a suitable site for a photovoltaic generator. For the first time, a toll barrier canopy roof was entirely covered with photovoltaic panels (190 sq. m) capable of generat-ing the equivalent of one third of the toll station’s annual electricity con-sumption of 21,000 kWh. The electric-ity generated by this roof would be enough to power eight average French homes **. This solar electricity avoids 1,300 kg of carbon dioxide emissions each year, the equivalent of an 8,200 km car journey.

making best use of local resourcesEiffage Énergie has a dense network of locations across France, and uses these local resources to identify suit-able renewable energy solutions.

a geothermal solution for the hélianthe buildingAs the design studies and energy engi-neering studies for the Hélianthe build-ing were carried out simultaneously, local energy resources were harnes-sed to serve the building. Specifically, a geothermal energy system operating via the water table was installed. The results have been outstanding, with

the building consuming a mere 32 kWh/sq. m per year.

Oilseed crops in the Gers departmentStaff at Forclim Sud-Ouest have desi-gned a dual fuel heating oil/rapeseed oil burner unit that has since been installed in several oil-fired boilers.This technical solution – which was originally designed to counter high heating oil prices and provide a boost to farmers in the Gers department but is perfectly suitable for use elsewhere – generates lower greenhouse gas emissions and is economical in use. It is often used in conjunction with photo-voltaic installations or heat pumps.

Biomass heatingAfter falling out of fashion to an extent in recent years, biomass is now making a comeback as an essential driver for achieving the renewable energy tar-gets set by the public authorities. The biomass principle consists in pro-ducing energy from organic matter by burning it, either directly (e.g. wood-based fuels) or after converting it into

biogas or other biofuels. Wood used as fuel comes from a variety of sources including forests, dedicated planta-tions, waste from the wood and paper-making industries, as well as scrap wood from pallets, demolition sites, timber posts, etc. France is Europe’s leading producer of wood for fuel. Biomass solutions are most cost-effective when applied on a large scale (for example in urban heating utility networks and large building complexes such as hospitals) to provide heating and cooling. The biomass process may additionally be used to generate elec-tricity. Government subsidies (FEDER and Fond Chaleur) are available to encourage the adoption of biomass, and Forclum helps customers to pre-pare the relevant applications.

Trigeneration and biomass for the Southern Paris Region hospital centre (ChSF)Eiffage was awarded the contract (based on a 30-year emphyteutic lease) to finance, design, build, operate and maintain the site of the new Southern Paris Region hospital centre, which straddles the boundary between the towns of Évry and Corbeil-Essonnes.The completed hospital is due to be handed over on 17 January 2011.The contract includes supplying the necessary energy to the site. To satisfy this requirement, an energy production area designed and built by Forclum Grands Travaux Tertiaires has been

** Source: Ademe, based on annual electricity consumption per household of 2,500 kWh, excluding electric heating and electric water heating

France has an estimated available stock of 4,710 million tonnes of wood (rising at a rate of 47 million tonnes per year). This represents a gross potential energy capacity of 118 TWh of heat and 39 TWh of electricity.

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Geothermal heat pumps in the Hélianthe building.


created at the site. A trigeneration system featuring a 3.5 MW biomass-fuelled boiler, a turbogenerator and an absorption refrigeration unit will pro-duce hot water, chilled water and part of the electricity required by the hospi-tal (550 kW).The trigeneration process will cover 80% of annual requirements, with additional facilities being operated as required. The additional equipment includes four electric refrigeration units and two gas/oil dual fuel boilers. Because the specifications require the energy-producing facilities to be redundant, this equipment will also be able to provide heating and refrigera-tion during maintenance shutdowns.

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Thebiomass-fuelledpowerplantlocatedinFacture(Gironde)willbeginoperatinginSeptember2010.Eachyear,itwillburnmorethan500,000tonnesofshreddedwoodconsistingofwindfallfromwinterstormKlausandwastefromthenearbypaperindustries.Thesteamproducedwillpowertwoturbogenerators,withoutputsof20MWand40MW,respectively.Thefirstwillgenerateelectricityat13.5kVforthepapermill500maway.Althoughthesecondturbogeneratoralsogenerateselectricity

atavoltageof13.5kV,thisissteppedupto63kVandthepoweristheninjectedintotheRTEgrid.Thisregenerationto63kVisunprecedented.Intheeventofamainspowerfailure,alltheelectricitygeneratedwillbedivertedtothepapermill.EiffageConstructionandEiffageTravauxPublicsarecarryingoutthecivilworks,CrystalisinchargeoftheturbineprocessandemergencyboilerworkpackagesandForclumisresponsibleforthedistributionsystems.

Eiffage is building France’s largest biomass power plant

A procedure based on a special emphyteutic lease reduces the total duration of the project, to seven years from the issuance of the functional programme to the handover of the new hospital, compared to 11 years with a conventional procedure, assuming there are no delays). Under the terms of the emphyteutic lease, maintenance and technical operation services will also be provided at the Southern Paris Region hospital centre throughout the contract term.


TheAnnemasse-Bonnevillehospitalcentreinfigures:•53,000 sq. m net internal area on a nine-hectare site in Contamine-sur-Arve (Haute-Savoie) •397 inpatient beds, 28 outpatient places, 32 intensive care beds and 16 dialysis stations •1 surgical unit with 8 operating theatres•a 30-place crèche and staff accommodation •5 MW electricity•1 wood-fired boiler (2.5 MW), 2 oil/gas units (2.5 MW) •90 sq. m of solar heating panels for the sanitary hot water system

RENEWaBLE ENERGY

Biomass fuel will be supplied by an ad hoc consortium known provisionally as Groupement Local Biomasse (GLB). The procurement contract between Forclum and GLB covers the supply of around 9,000 tonnes of wood chippings per year (i.e. 27 GWh/yr); the agreement also includes a guarantee that fuel will be available for at least 10 years, and covers waste management (ash, soot and fines) as well as a Bilan Carbone® carbon assessment relating to the procurement service.The quality, particle size and moisture content of the fuel must comply with Forclum’s written specifications. The fuel is a mixture of two-thirds wood-chips, obtained by shredding wood, and one-third recycled chipped wood, obtained by composting clean class A wood (prunings, slash, etc.) collected in Essonne. These mixtures will be stored on a platform at the Vert-Le-Grand eco-facility located 10 km from the Southern Paris Region hospital centre. Waste from the trigeneration process will also be sent to this facility.

a biomass plant for the new annemasse-Bonneville hospital centre (ChiaB)Eiffage is building the CHIAB under the terms of a public-private partnership (PPP). Handover is scheduled for July 2011, after nine months of design stud-ies and 31 months of work. The suc-cessful bid was submitted by Hanvol SAS, a wholly-owned subsidiary of Eiffage, which entrusted the hospital’s design and construction to Eiffage Construction Rhône-Alpes (consorti-um leader), Eiffage Travaux Publics (earthworks and exterior works), the architects Groupe 6 and Forclum (technical work packages).

a quad-energy solutionFaced with the challenge of producing 40 cu. m of hot water per day at minimal cost, using free, non-polluting energy, and with a short payback period, Forclum opted for a quad-energy solution. The Moulin du Couvent fish smoking plant in the Tours region processes raw fish such as salmon, locally-caught eel and halibut. In order to produce the 11,044 cu. m of domestic hot water

required by the smoking shop each year (i.e. 40 cu. m/day) as cheaply and energy-efficiently as possible, Forclum Val-de-Loire developed an innovative quad-energy solution. Solar heating, heat recovery from the refrigeration unit and a heat pump connected to the forced ventilation system are combined in a single system, with any additional energy requirements being satisfied by purchasing mains electricity. The results achieved by this installa-tion, which was handed over in May 2008, have been excellent (see inter-view with Lionel Hodimont). This highly energy-efficient and easily reproducible process is suitable for anyorganisation that requires a steady supply of domestic hot water. Accor-dingly, the operating principle was adopted for other projects in 2009, including the Debrou retirement home in Joué-les-Tours and the Plauderie apartment development in Tours.

CogenerationElectricity generation produces heat, which is generally dissipated into the environment. In a cogeneration proc-ess, it is recovered and used for heat-ing or as a source of mechanical energy in industrial processes located near the generating plant. Coge-neration can be considered a renewa-ble energy source on account of the carbon emission savings achieved.

This innovative, cost-effective and environmentally-friendly project is a textbook example of Forclum Val-de-Loire’s innovative flair and expert knowledge of new technologies.

EIFFAgE gROup102

GeneratingelectricityfrompassinglorriesAPRR is considering producing electricity by installing “micro” wind turbines in naturally windy locations along its motorways, in order to harness air movements caused by wind (80%) and by passing lorries (20%). The main challenge is to optimise the location and calibration of this new type of disrupted-flow wind turbine.


Through its electricity buyback con-tracts, the power utility EDF provides independent energy producers with an incentive to improve the efficiency of their facilities by upgrading their equip-ment. As a result, a significant market for cogeneration plant renovation serv-

ices, often accompanied by mainte-nance agreements, is now opening up. Forclum uses its expertise in this area to design, build and operate turnkey emergency generator and/or load shedding facilities, natural gas cogen-eration systems and power generation

plants that recover special gases. In this context, Energeia awarded Eiffage’s Energy division a contract for renova-tion work at its plant in Publier (Haute-Savoie), which supplies a paper mill with steam and hot water.

Lionel Hodimont, you designed and built the quad-energy solution. Why did you opt for this approach? Would it not have been simpler to install an all-electric system at the Moulin de Couvent plant?Moulin du Couvent contacted us with a brief to produce their hot water as cheaply as possible, using an environmentally-friendly process. As we had just successfully completed a tri-energy project, we decided to take up the

challenge and began working on the design.The resulting design involved significant capital expenditure in order to manage the various energy sources. How did you justify this investment to your customer?The cost of the installation (tanks, panels, pipes, heat pump, etc.) was estimated at €60,000. According to our calculations, the customer would recoup this investment in less than three years, so they decided to go ahead.Did the solution live up to expectations? Even better than we could have hoped. The customer’s installation has already paid for itself in under two years!With the quad-energy solution, hot water production costs are now

under €2 compared with €5 for an all-electric solution, and we avoid the discharge of 16 tonnes of CO2 into the atmosphere each year. Another benefit for the customer is that its smoked salmon range now qualifies for an eco-friendly label!What were the key success factors and the main difficulties? Supplying 40 cubic metres of hot water per day using energy sources that may not be available when needed forced us to conduct a thorough analysis of the customer’s requirements. It also required considerable expertise across the full spectrum of energy transfer and storage technologies. When will we be seeing a five-energy solution?As soon as a suitable opportunity arises!

LiONEL hODimONT, Maintenance manager with Forclum Val-de-Loire

iNTERViEW


RENEWaBLE ENERGY

The Roche mill (Commer, in Mayenne).

ON

TH

E G

RO

UN

D

Morethan200exhibitorsand11,000visitorsattendedthisthree-dayevent,wherethefocuswasonknowledge-sharing,doingbusinessanddiscussionintheareaofrenewableenergyexpertiseandenergyperformanceappliedtobuildings.Eiffage,theonlymajorconstructionandpublicworksgrouppresent,showcaseditsinnovativeprojectsandproducts,promotingtheuseofnew,non-pollutingand

inexhaustibleformsoflocally-sourcedenergy:PhosphoreI(prospectivestudyforamultimodalstationandexperimentationwithinnovativesustainabledevelopmentsolutions),Luciole®(innovativebitumenfloorslabwithbuilt-inLEDlighting),aswellaslow-energylightfittingsolutions,photovoltaicpower,solarheating,large-andsmall-scalewindpower,heatpumps,geothermalenergy,chilled

beams,biomass,cogenerationandtri-generation,quad-energytechnology,earthpipes,radiantceilings,freecoolingoradditionalnight-timeventilationanddual-flowairhandlingunitswithrotaryregenerativeheatexchangers.Photovoltaicpower-relatedactivities(photovoltaicpanelsalesandinstallation,siteandrooftoprental,etc.)featuredprominentlyattheSIREMEshow.

SIREME – The international renewable-energy and energy-management showForclum and Eiffage Construction took part in the second international renewable-energy and energy-management show (SIREME - Salon International des Énergies Renouvelables et de la Maîtrise de l’Énergie), on 24, 25 and 26 June 2009.

WaterDams are not the only technical struc-tures capable of harnessing hydroe-lectric energy. The alternative facilities require advanced expertise but have little environmental impact compared with the benefits provided. The market for micro-power plants is developing accordingly, as part of projects to rede-velop brownfield sites and disused infrastructure such as mills, brick factories and sawmills.

Forclum Anjou-Maine is targeting this type of project, and has already installed 25 micro power plants on small rivers, including 19 on the river Mayenne for Shema (Société Hydraulique d’Etudes et de Missions d’Assistance), a wholly-owned subsidiary of EDF specialising in small-scale hydraulic power in main-land France. Operationsinclude:

Fully fitting out mill interiors: insula-tion, false ceilings, painting, lighting and utilities;

Installing the electrical equipment including power distribution and con-trol cabinets;

Connecting the power plant to the nearest grid connection, including the use of divers to run the cable across the river bed.Very low-head (VLH) turbines rotating at slow speed (37 rpm) are used. These turbines operate in a similar way to wind turbines. They are connected to the 20 kV network via a step-up transformer.

EIFFAgE gROup104


The polar crane at the Olkiluoto EPR power plant is now in place.Construction of one of the polar cranes at the Taishan power plant, similar in design to the crane at Olkiluoto, Finland. The need to plan for significant seismic loads created additional difficulties.

Nuclear powerFrance, a world leader in nuclear power, produces approximately 80% of its electricity from nuclear fission. Although this method of generating power has lower direct greenhouse emissions, it is not totally neutral in this respect (because the nuclear industry, when considered as a whole emits significant amounts of carbon dioxide over reactor and fuel life cycles, and conventional thermal power plants are required during peak consumption periods). In addition, nuclear processes involve certain hazards, and the issue of managing nuclear waste is still the subject of debate.

Eiffage pays particular attention to the quality of its services, thereby helping to make processes and sites safe and secure.

Only the best is good enoughThree next-generation EPR reactors are currently under construction, in Flamanville (France), Olkiluoto (Finland) and Taishan (China). In 2009, Eiffel was selected to contribute to these three exceptional projects, where “zero-defect” is the only acceptable standard of quality. The division manu-factured the two moisture separator-reheaters for the new power plant in Flamanville. These gigantic cylinders, each 21 m long and weighing 170 tonnes, control the entry and exit of steam at pressures of up to 90 bars. They undergo extremely stringent inspections before being subjected to a pressure-test followed by further inspections.Eiffel also built the polar crane at the Olkiluoto EPR plant. This major compo-nent is installed in the steel dome over the reactor building. Eiffel’s proactive, dedicated workforce achieved the par-ticularly demanding objectives set by Areva and the end customer, TVO. Lastly, Eiffel won the contract to manu-facture two polar cranes for the Taishan power plant.

From construction to maintenanceEiffage Construction and Forclum worked together to build an under-ground laboratory for the national radioactive waste management agency (Agence Nationale pour la gestion des Déchets RAdioactifs - Andra) in Saudron (Haute-Marne).This new underground centre, 500 m below the surface, opened in late 2009 after two years of construction work. Its sole purpose is to present innova-tive, totally safe solutions for storing radioactive waste deep underground. Teams from Eiffage Construction built the main structure, while Forclum handled two work packages made particularly challenging by the sensi-tive environment: installing the site’s high- and low-voltage electrical sys-tems; and installing the heating, venti-lation and air conditioning systems.However, the Group’s involvement is not limited to construction activities, and – to satisfy the client’s highly-spe-cific maintenance requirements – Forclum has 150 employees who are able to work safely in ionising environ-ments and nuclear power plants. In April 2009, Forclum was awarded the “Areva Supplier” label in recogni-tion of its standard of work and its

compliance with more than 25 criteria relating to quality and to compliance with sustainable development values, competitiveness, safety and the ability to innovate.

In October 2009, Eiffage Travaux Publics entered into a partnership agreement with the British company Carillion with a view to submitting joint bids for work on the construction of next-generation nuclear power stations in the United Kingdom.

Preparing for the future

COmmiTmENT


SUSTaiNaBLE PURChaSiNG

Sustainable purchasingThe Group’s purchasing teams are in the front line when it comes to implementing Eiffage’s sustainable development policy, through a range of activities including selecting suppliers and considering the carbon weight of the group’s businesses. professionalising the purchasing function is essential if this role is to be fulfilled successfully, and this was the theme of the second purchasing conference, organised in early 2009.

Suppliers - Criteria for making responsible choicesAs purchases represent more than 56% of the Group’s revenues, Eiffage’s suppliers have a considerable influence both on profits and on the Group’s abil-ity to fulfil its sustainable development obligations. Accordingly, the divisional purchasing departments seek to estab-lish long-lasting partnerships with the most committed suppliers.At the end of 2008, Eiffage contracted a well-respected company, Achat Con-cept Eco, to provide its expertise in the assessment of supplier’s businesses and corporate social responsibility (CSR). This was achieved by distributing two specially-created questionnaires to suppliers. The CSR questionnaire, common to all suppliers, identifies the extent to which they have taken sus-tainable development issues into con-sideration. The Business questionnaire contains questions relating to the sup-plier’s main activities (material trading, equipment hire, etc.). A grade based on these two assessments is given to the Group’s purchasers. Achats Concept Éco has developed a portal named ACESIA, which has been operating in test mode since November 2009. This

portal currently provides access to 15 Purchasing Family databases and 20 Business questionnaires.As an interim solution pending the release of the permanent portal, Eiffel’s purchasing teams have set up a sup-plier portal (www.fournisseurs-eiffel.com). As well as providing the custom-ary information (administrative details, declarations, etc.), Eiffel suppliers are able to complete a CSR questionnaire. This simple procedure assigns a pro-file based on the supplier’s score: “Inactive”, “Lagging”, “Committed” or “Frontrunner”. More than 400 suppliers were assessed in this way in 2009.APRR tested the CSR and Business questionnaires (in paper format) dur-ing the bidding process for a printing contract. Around ten of the thirty print-ers contacted completed the question-naires. The two suppliers with the best scores were shortlisted for the final phase of negotiations. In another area, the Purchasing team at Eiffage Construction helps the Environment team to gather information about the products used in the division. In 2009, this cooperation enriched the environ-mental assessments of building finish-ing products. More than 80% of the

2,752 products in the catalogue have now been assessed.

Limiting carbon weight is a priorityPurchasing departments are helping to reduce the carbon weight of the Group’s activities by implementing Eiffage’s travel policy. Each aspect of this policy aims to reduce travel-related carbon emissions, from the ebooking pur-chasing process to the strict travel conditions (travel by train for all jour-neys shorter than 2½ hours and when-ever TGV high-speed rail services are available, and air travel in emergencies only).Furthermore, a web conference serv-ice has been introduced and is being rolled out across the Group. Some 29 Eiffage Construction sites, as well as eight Eiffage Travaux Publics loca-tions and Forclum’s head office have now been equipped. The Purchasing and Sustainable Development Depart-ments have been promoting this service, as a result of which Eiffage Cons truction employees held 247 web conferences in 2009, totalling 948 hours of meetings.At large project sites, Forclum and Clemessy, with the help of suppliers, set up “procurement stores”, where all the necessary products can be ordered. These stores eliminate a great deal of unnecessary travel by both suppliers and employees.

improving the vehicle fleetEiffage operates a fleet of almost 20,000 vehicles in France, 70% of which are commercial vehicles. Around 20% of the fleet is replaced each year, which offers an opportunity to opt for more environmentally-friendly vehicles. The fleet renewals in 2009 targeted vehicles with low CO2 emissions, result-

Eiffel’s supplier portal makes it easier to have my company referenced.I was pleasantly surprised when I received the email containing my login details and instructions for using the portal. After completing just four very clearly-presented screens, I was ready to submit all of the

requested information, with no need to send paper documents. It was also reassuring to know that my referring purchaser was notified when I had finished entering the information in my workspace, since forging a lasting business relationship is as much in my interest as in Eiffel’s.

CLaUDE hENRiON, Duferco

iNTERViEW

EIFFAgE gROup106


ing in savings of 167 tonnes of C02 by cars, and 350 tonnes of CO2 by light commercial vehicles.

identifying sustainable innovationsIn all competitive bidding processes, and whenever the opportunity arises, suppliers are encouraged to submit lists of products not specified by Eiffage. The Purchasing Department under-takes to find out about the listed prod-ucts and monitor them with the divi-sional Environment and Innovation Departments.

Sharing best practices via a business portalEiffage’s Purchasing Department set up a best practice-sharing portal in February 2009. This portal, known as Agora, was developed to accompany the deployment of standards across the Group’s Purchasing community. Purchasers contribute to the portal on an everyday basis via newsgroups.

Agora became their main reference tool in 2009. By 1 January 2010, the portal already contained details of more than 650 contracts negotiated by the divi-sional Purchasing Departments.

Coming soon – an official responsible purchasing policyNumerous experiments and prepara-tory initiatives were carried out in 2009 in preparation for the standardised, concerted inclusion of sustainable development considerations in the Group’s Purchasing practices. Many projects initiated in 2009 will be implemented in 2010. A formal docu-ment setting out the Group’s Res-ponsible Purchasing policy, covering subcontracting, supplies and services, will be produced to ensure that respon-sible purchasing requirements are standardised. Each division will imple-ment the policy in its own business. The introduction of this key policy will include a “change management” com-ponent, and training in responsible purchasing will be provided to employ-ees. Certain elements of this training, which will take place in 2010 and 2011, were tested in 2009.

A national code of conduct

The French credit arbitration authority (Médiation du Crédit) asked the French association of managers and purchasers (Compagnie des Dirigeants et Acheteurs de France - CDAF) to draw up a code of practice that would govern the relationship

between large customers andsmall businesses. Eiffage’s Purchasing Coordination department took part in this work from a very early stage, making a major contribution to the content of the code, which the Group was among the first to sign, on 11 February 2010.

COmmiTmENT

Eiffage Construction Grand Est had been using a “green” oil as a form stripping agent for a number of years, but was looking for an even more environmentally-friendly product. The Purchasing Department identified a plant-based oil manufactured without releasing any volatile organic components (VOCs) or petroleum derivatives. The division is preparing to test the new product at two project sites. APRR was looking for a new clothing collection for its “Toll Barrier and Reception” staff. In order to optimise the working conditions of the 1,500 employees concerned, the division chose the supplier offering the Reflect’Line bioceramic membrane, which relieves musculoskeletal pain, improves balance and accelerates post-effort recovery times.

I can manage my purchasing family using the Eiffel supplier portal.The portal automates the information reminder process and provides an overview of all the suppliers for which I am responsible, leaving me free to concentrate on the added-value aspects of the supplier relationship. The “user login” system means that supplier details are available not only to purchasers, but also to contract managers, who can view and help determine supplier ratings. Sharing information in this way helps us to optimise our supplier panels and ultimately, to select suppliers with which to build long-term partnerships.

CaThERiNE ROmEaS, Purchaser, Eiffel Industrie

iNTERViEW


preparin g for

the futurethe futurepreparin g for

Whatwilllifebelikeinthefuture?Howcanwemanageandlimitconsumptiontoavoidharmingfuturegenerations?Howcanweanticipateclimatechange?ProspectivethinkingistheessentialcorollarytoanysustainabledevelopmentstrategyandakeypartofEiffage’svision.

PhOSPhORE

Phosphore iiThe city of 2030 is being invented in 2010in 2007, Eiffage decided to prepare its businesses for the probable consequences of the severe climatic and energy-related pressures that our societies will face by 2030.

Eiffage’s Sustainable Development Department has been coordinating the efforts of engineers drawn from the Group’s construction, public works, energy, metal and motorway conces-sions divisions, who have been working for more than two years on the Phosphore forward-looking sustaina-ble development project. The extremely demanding roadmap excludes the use of fossil energy and calls for meticulous management of all natural resources, such as water, air and biodiversity.

This prospective project has many aims:

- Enhance the synergies between the R&D departments of the various Eiffage divisions in respect of sustainable technical, technological and energy-related developments,

- Give priority to the most credible R&D opportunities based on the assumption that all greenhouse gas emissions will be prohibited,

- Harness collective intelligence avail-able in other disciplines – in particular

social sciences such as sociology, transport economics and political sci-ence applied to urban environments and the concept of “community” – to provide input for analysis by the Group’s experts.However virtual this sustainable urban development project may be, the experiments are based on real-life founda-tions: the Arenc area of Marseille, for which a thorough diagnostic audit covering not only the climate, geogra-phy and geology but also the area’s

EIFFAgE gROup110

2030

130 GWh

PRODUCTION

3,399 teq CO2

Wind energyElectricity

59

17

24

BiomassHeat

Free coolingHeat/cold

631

1,750 763

30

Photovoltaicenergy

Electricity

255

2009

130 GWh/year /year /year /year

PRODUCTION MISSIONSCO2 MISSIONSCO2

50,000 teq CO2

69

7

54

10,000

39,000

1,000

Reduction of CO2

emissions by 94%

Electrical gridElectricity

Electrical gridCold

GasHeat

Greenhouse gas emissions comparison: conventional scenario/Phosphore 2 scenario


You attended the full presentation of the Phosphore II virtual design project for a zero-carbon green neighbourhood in 2030. In your opinion, which aspects could be useful to a public transport corporation like RATP, which has to deal with the challenges of shared, sustainable development on a day-to-day basis?RATP, which is the world’s largest multimodal public transport corporation, is naturally committed to sustainable urban development. I therefore

followed the presentation on Eiffage’s prospective research into the design of sustainable cities with particular interest. I see Phosphore as both a project and an ambition. Looking at it as a project, I was particularly interested by the systemic approach to the city in terms of its space and density. The relationship between the various transport infrastructures, the commitment to high-density development, and the ability to modify buildings and change their uses all tie in with the challenges I face constantly in my role as a transport provider conscious of the negative economies of scale generated by urban sprawl. Other obvious highlights include the commitment to socially-mixed and mixed-use development, which is where the “ambition” becomes clear: in

Phosphore, as in RATP’s infrastructure-centred projects, the city ceases to be a space for segregation. Instead, its public spaces and their management help to create a sense of unity between the many different inhabitants. Rather than being a mere exercise in engineering, it seems to me that Phosphore lights the way to a certain reconciliation with urban living, with all the possibilities and challenges that entails. Our societies will need to acknowledge this reality and tackle it head on. Lastly, in addition to the technical aspects showcased by Phosphore, the project has served as a rallying call for Eiffage employees in a way that strikes a chord with our own company’s efforts, and the value of this ability to unite people should not be underestimated.

RÉmi FEREDJ, Head of Property Assets, RATP

iNTERViEW

history and culture was conducted in preparation for the project.Leading on from an initial phase (2007-2008) centred on the design of an energy-efficient multimodal station and service tower, phase two of the Phosphore project, which was com-pleted in 2009, established a design for a 170-hectare urban neighbourhood with a population of 32,000. This devel-opment complies with the “high quality of life” (Haute Qualité de Vie®) criteria embodied in the new internal terms of reference arising out of the Phosphore research into sustainable urban devel-opment. As in phase one, participants in the project systematically ques-tioned current practices. As a result, new applications were identified for processes patented by the Group’s R&D teams (EBT®, Luciole®, Unibridge®, HVA ConceptTM modules, etc.), prov-ing the potential for their development on an industrial scale while also testing the soundness of current construction principles and technological advances such as twin-skin elevations, urban wind power and biomass.

The chosen methodology focuses on three main areas:1.Deployinganall-renewableenergymix from which fossil energy is excluded in favour of wind power (large wind turbines installed remotely, and small local turbines on buildings), solar heating and photovoltaic power, biomass boilers and freecooling that uses the water in the Mediterranean (which remains at a constant tempera-ture of 13°C all year round) as a direct source of heat and cooling. This low-carbon energy mix, coupled with biocli-matic principles designed to enhance the thermal performance of buildings, ena bles the concept of “energy solidar-ity” (solidarité énergétique®) postulated


in Phosphore 1 to be implemented. The end result is that 94% of greenhouse gas emissions connected with the built environment are avoided.2.Organisingecomobilityforpeopleandgoods.Phosphore rapidly showed that it was necessary to address the issue of mobility before beginning to design a “green neighbourhood”. As vehicles

powered by internal combustion engines will be prohibited in green neighbourhood, an urban hub struc-tures this sea-change by providing a range of green means of transport suited to individual needs and offering fine-meshed coverage of the neigh-bourhood. The aim is for residents to never be further than 300 m from a low-impact transport solution (bicy-

cles, people-movers, medium-sized multi-purpose electric vehicles, etc.), in order to relieve urban traffic conges-tion, encourage intermodal travel and provide diffuse mobility while main-taining a lively, shared public space, in particular via the “bare street” (Rue Nue®) concept, where streets are organised differently at different times of day.

PhOSPhORE

Cross cabins Cycle track Pedestrianway

Sports track

5 mn300 m tree s< >

300 mètres< >

2 mn< >< >

HUB

All-purpose Halls (Halles Universelles)

Arenc Marseille harbour

scale of the neighbourhood defined by travel distances inter-neighbourhood route

boundary of the 170-hectare urban development project

EIFFAgE gROup112

3. Creating upgradeable, hybrid bio-climatic buildings.

The project aims to foster a mixed, dynamic urban environment. The cho-sen building types, some of which have central courtyards, multiple patio areas or arborescent layouts, intensify building usage by enabling multiple possible uses (i.e. housing, offices, shops, restaurants, etc). An innovative approach to the structural layouts of

the buildings was adopted, to enable them to adapt to sociological trends such as a widening range of family sizes (single-parent families, blended families, etc.), the development of home working and nomadic working practices, and population ageing.

These examples plead in favour of upgradeable designs for homes, which must be convertible on a least-cost, same-comfort basis, in order to pro-

vide accommodation for a home help or dependent relative, accommodate children visiting at the weekend, or allocate a room in the home for busi-ness use, for example. The Phosphore 2 green neighbourhood, which anyone can visit on the Eiffage website, repre-sents the Group’s contribution to the national debate on green neighbour-hoods.

www.eiffage-phosphore2.com


The bare street (Rue Nue®): in the morning… … at lunchtime ... in the evening

SUSTAINABLE DEVELOPMENT REPORT 2009 113

PhOSPhORE

2025

2037

Sustainable buildings – Upgradeable, reconfigurable structures

The bedroom, well-suited to the provision of everyday healthcare services, is occupied by a senior citizen.

A couple, both doctors, share this apartment with their child.

Three young tenants share this unit.

A young couple and their toddler live here. The woman, an artist, rents a multipurpose space on the same floor of the building to store her paintings.

The senior citizen has left town, providing an opportunity for one of the doctors to establish his surgery in the now-vacant bedroom and the room opposite it.

The flat share has ended and a couple have moved into the apartment, taking over an adjoining bedroom for their child. A balcony module on the building elevation has also been added.

The family now has two teenagers and has therefore taken on two new bedrooms, one of which is on the floor above. This bedroom is accessed via a staircase module installed on the building elevation, using a construction process designed to prevent thermal bridging.

EIFFAgE gROup114


hQViE®

hQViE®

HighQualityofLife®

The “high Quality of Life” (Haute Qualité de Vie®) approach is a major methodological tool for encouraging the consideration and inclusion of the full spectrum of sustainable development factors in urban projects.

This standard, initiated as part of the Phosphore prospective sustainable urban development project, was devel-oped over a one-year period by around thirty engineers with expertise in Eiffage’s OEM activities, supported by external expertise from the virtual town’s other stakeholders. A study was carried out to establish the state of the art in terms of research in this field, and a comparative study of five green neighbourhoods in France and other European countries was also conducted. An in-depth analysis of qualitative building assessment sys-tems, including LEED®, BREEAM® and HQE®, was also performed, to gauge their consistency with sustainable development challenges. Eiffage drew on this feedback when defining the framework of the Haute Qualité de Vie® standard, which takes a systemic approach to the design of urban development projects.

This standard consists of an indivisible set of six inter-dependent principles that apply to all projects, whatever their nature, scale or positioning.It was presented for the first time in June 2009, as part of the proposal for the Le Havre stadium project, and has since been included in proposals for energy performance contracts and projects to build retirement homes and hospitals.

The future for hQVie®

The first area of application relates to the rollout of the Haute Qualité de Vie®

standard across Eiffage’s business offering, symbolising the Group’s dedi-cation and unique vision in terms of sustainable development. To achieve this, several proposed inno-vative technical solutions are being evaluated and developed to comply with the principles of the Haute Qualité de Vie® standard.

Examples of HQVie® concepts include the “bare street” (Rue Nue®) and “up-gradeable buildings” devised as part of the Phosphore project: The bare street (Rue Nue®) is a space

where traffic signs and designated crossings are replaced with ground markings provided by light-emitting diodes (LEDs) set into the road surface. This process – known as Luciole®, meaning “firefly” – can be used to bring a space to life and change its configu-ration at will, and to enhance or replace other forms of signage; Upgradeable buildings, which are

built to comply with regulatory require-ments for several different uses (hous-ing, offices, everyday healthcare, cater-ing, etc.). This results in modular spaces that can be allocated to suit users’ needs with no need for structural work and only limited finishing work.

MethodologicalprinciplesofHQVie®

Principle Définition

a Blendintotheenvironment

The specific physical, natural and cultural features of the location are taken into account in the definition, architectural composition, design and positioning of structures, equipment systems and spaces.Transitions between the town, structures, equipment and spaces are simple and/or gradual.

B Restraineddesignandrationalflowmanagement

A systemic approach to the management of flows and related discharges is adopted, thereby helping to reduce and quantify any inherent negative external factors. Residual impacts are systematically offset.

C Restraineddesignandenergyefficiency

The definition and sizing of construction and operating processes are optimised so as to minimise consumption of resources and energy at the site while providing an optimal level of service.

D Greaterrangeandpermanencyofusesandadaptability

The design and construction processes applied to structures, equipment and spaces are intended to ensure that these are long-lasting, upgradeable and adaptable over both the short and long terms, and can be allocated for a variety of uses covering interlocking periods of time.

E Comfort,wellbeingandaccessibilitytoall

A set of processes designed to meet the requirements and expectations of all types of user is adopted.

F Riskpreventionandmanagement

processes and procedures are implemented to systematically reduce the vulnerability of structures, equipment and spaces to the various foreseeable hazards, and to manage them such that there are no harmful consequences.


Lille Métropole stadium,features numerous innovations.

iNNOVaTiON

R & D preparing for the futureResearch and development (R & D) plays an essential role in a company’s growth and development, not least through the design and mastery of innovative techniques. Eiffage invested in R&D in 2009 by setting up or consolidating dedicated organisations in the various divisions.

The aPRR/aREa Strategy and Development DepartmentThe S & D Department pursues a proactive market watch and innovation policy that enables APRR and AREA to remain at the cutting edge of techno-logical progress and enhance their competitiveness in their various busi-nesses while meeting emerging cus-tomer expectations. In particular, this department operates a network of approximately ten innovation corre-spondents drawn from various busi-nesses and geographical entities.

APRR and AREA are also taking part in programmes to develop intelligent

transport systems in Europe, in par-ticular the Easy Way programme (2007-2013), which aims to relieve congestion and reduce carbon emissions.

The R&D section of Eiffage Construction’s iRD² DepartmentIRD² R&D reflects Eiffage Construction’s determination to implement the requi-rements of the Grenelle environmental subject ahead of schedule. Its main role is to contribute to Eiffage’s Phosphore project, providing a for-ward-looking vision of the evolution of its businesses.

The Research and innovation Department at Eiffage Travaux Publics

Eiffage Travaux Publics set up its research and innovation department with four main research-driven mis-sions: develop products and processes; help to maintain and enhance the divi-sion’s knowledge; patent innovations and train young engineers. Research topics spring from many sources, including requirements stated by departments and regional offices, the equipment innovation committee set up in 2009, invitations to tender, natio-nal projects, requests for projects by

EIFFAgE gROup116

The Grande Ravine viaduct on Reunion Island.


the national research agency (Agence Nationale de la Recherche - ANR), the ASFA and Innovation Rou tière char-ters, and industry research (URSIF, FNTP). The division’s General Mana-gement team approves the chosen research fields. The company uses its own resources (laboratories, engineers, technicians, postgraduate students and interns) and seeks external partnerships that assemble knowledge and expertise, which can then be applied to shared projects. In particular, partnerships are sought with universities and acad-emies (including ENTPE in Lyon, INSA in Toulouse, Ecole des Mines in Douai, ESTP and the chemistry academies in Rennes and Mulhouse), with the laboratory at the Ecole des Ponts et Chaussées engineering academy, participants in ANR projects and industrial companies (e.g. BP, Total, CECA and Arizona Chemical). In addi-tion to direct funding, a research tax credit system enables the division to identify and finance its research initia-tives, including standardisation and patent management activities. In 2009, 41 topics were approved for subsidies under the research tax credit scheme.

The Technical and Scientific Department at ForclumForclum recently established a techni-cal and scientific department with expertise in electrotechnical engineer-ing, IT and heat science.

The technical and scientific depart-ment is supported by a network of external partners including university laboratories and large national labora-tories, as well as independent experts in the areas of railways, safety, lighting, optics, plastic processing, electro-chemistry and industrial control. Its activities include technology and standards watch, applied research, developing new solutions and offer-ings, as well as specifying and imple-menting shared tools.

This department acts as the interface between Forclum and Eiffage’s cross-divisional projects, coordinating efforts with the Group’s Scientific Committee and Sustainable Development Depar-tment, and with technical departments in other divisions.

Networks of correspondents, specialis-ing in areas such as communication, sales, quality and environmental issues, and human resources, coordinate cross-subsidiary initiatives and provide additional expertise in more specific areas of the local economic fabric. These networks are operated by the support departments at head office.

EiffelThe Metal division’s R & D policy is clear-ly focused on:

Innovations intended to optimise customers’ projects (such as the mega-beam for Lille stadium). Innovations centre on the methods and techniques

employed (example: unsupported Grande Ravine viaduct). Modernisation and automation of

production facilities. Reflecting Eiffel’s longstanding innovation culture, main-tenance teams work with operational personnel to design, develop and adapt machines and tools, such as the welded plate girder machine. Development of new products and

services, such as the commercialisa-tion of the Unibridge® process (by Unibridge SA), and the development of turnkey maintenance solutions includ-ing equipment metrics. Emergence, with effect from 2009,

of new research avenues relating to sustainable development, and in par-ticular to energy efficiency.


iNNOVaTiON

The 2009 innovation awardsCelebrating the group’s creative energy

Every two years, the Eiffage innovation awards are presented for exemplary projects made possible by internal cooperation. The aim of these awards is to foster a culture of innovation across all group businesses by rewarding the creative flair and energy of individual employees and complete business teams alike.

Half of the jury members were figures from outside the Group: Adélaïde Feraille, research scientist

with the Navier research unit at the École Nationale des Ponts et Chaussées engineering academy; Youssef Diab, Scientific Director at

the École des Ingénieurs de la Ville de Paris engineering academy; Alain Maugard, former Chairman of

the building research organisation Conseil Scientifique et Technique du Bâtiment (CSTB), Chairman of Qualibat.

1. Core businessIn 2009, the prizes in this category were awarded for the solution devised by Eiffel’s engineers for the main beams at the Lille Métropole stadium. The beams featured in the venue’s planning application were very thick and would have appeared oppressive in the fin-ished stadium. The process planning office devised an alternative solution, based on a combined pinned assembly and prestressing technique. This inno-vation resulted in beams that were both thinner and easier to install.

2. EnvironmentThe Environmental Innovation award was presented for the product life cycle analyser. This simple software applica-tion, developed by Eiffage Cons truction, uses the data in health and safety dec-laration forms to compare the environ-mental quality of construction products, taking into consideration the complete

life cycle from design to demolition. At each stage in the cycle, all the raw materials, energy and other consump-tion required by the product are calcu-lated, together with the various emis-sions (water, air, ground, waste, etc.)

3. Social and civic initiativesAs part of the A31 motorway widening project in Bourgogne, APRR decided to install 120 bat roosts near hydraulic works and ponds, although it was under no regulatory obligation to do so. APRR contacted a local work inclusion centre to have the roosts made. This initiative won the 2009 Social and Civic Innovation Award.

4. Support functionsThe Innovation Award was presented to the teams from AREA that developed a remote maintenance system for toll barrier equipment. The system ena-bles technicians to diagnose problems and take appropriate action from a remote location (e.g. from an office or from home while on call). This innova-tion reduces equipment downtime and maintenance costs, while also enhanc-ing employee safety.

5. Technical improvements in the fieldEiffageConcessions(APRRandAREA):the “contraflow” project is based on an Excel application representing the contraflow procedure. It simplifies organisational tasks and keeps cus-

The Innovation Awards were presented during the Young Employees’ Conference (Carrefour des jeunes). What significance and appeal do you think this type of event has for young recruits?The people attending this award ceremony were able to see the importance that the Eiffage Group attaches to innovation. The idea of awarding prizes involves an element of competitiveness. Competition, which is a driver of innovation and should therefore be harnessed for practical application, appears to me to be a good way to stimulate young recruits, who are a major source of creativity. Creativity is the bedrock from which innovation springs, and encouraging it indirectly through these awards helps motivate young employees. Due to their status as new recruits, these are probably the people best able to provide the company with a fresh outlook, and with the skills its needs in order to develop the technologies of the future. Innovation also tends to be equated with progress, and it may encourage recruits to feel that they are part of a company that is constantly striving to do things better.These awards also offered an opportunity to reward innovative approaches, giving young recruits an insight into the Group’s main priorities in this area.

aDÉLaÏDEFÉRaiLLEResearch scientist with the Navier research unit at the École Nationale des Ponts et Chaussées engineering academy.

iNTERViEW

EIFFAgE gROup118


Saint-Sauveur station in Lille.

tomers and maintenance personnel safer. A remote-controlled motorised sign – another award-winning innova-tion – offers a faster, safer means of notifying motorists of temporary motorway lane closures. EiffageConstruction: The Innovation Award went to a technique for stripping large boxing units, as used in concret-ing formwork. The new technique is safer for workers, optimises concret-ing times and keeps the boxing units in good condition.Eiffage Travaux Publics: The Large Works Department devised a system to protect the cables in cable-stayed bridges against fire. This system, equally suitable for new bridges and retrofit-ting projects, involves the use of two layers of protection around the cables.Eiffel: Staff designed and built a machine for producing small welded plate girders. This equipment assem-bles and welds girders up to two metres tall in a single, automated operation.Forclum: The Innovation Award was won by process for manufacturing ready-equipped service ducts for hotels and retirement homes. Equipping ducts at the factory delivers conformity and productivity gains, and makes on-site installation a less arduous process.

The 2009 Eiffage Grand Prizewas awarded to the Luciole® lighting module.

Forclum and Eiffage Travaux Publics have designed a process that enables LED-based lighting modules to be embedded in a variety of materials, including cast asphalt, coated aggregate, self-placing concrete, fibre-reinforced UHPC/BSI® and resins. The only solutions currently on the market require structural work to install the lighting modules in inset housings. Over the long-term, this can result in defects such as leaks and cracks.

The idea was to design pre-wired lighting modules, mounted on a guide, that can be embedded at a depth of 3 cm as the construction material is cast, thereby eliminating most of the structural risks associated with inset housings.This innovative solution offers architects and landscape architects an ideal tool with which to create long-lasting signage (pedestrian crossings, runways, etc.) and decorative solutions (company logos, green spaces, etc.). The

modules can be assembled to order, making it possible to create an infinite variety of shapes to light sites to best effect.

COmmiTmENT

polycarbonate optical components

Reinforced polyamide base

Electronics card and LED

The innovations presented at the Innovation Awards varied in their nature and ambition, in order to involve all categories of employee. Given this variety, how would you define the “innovative spirit”?

Typically, innovation in business comes in the form of gradual, incremental change rather than a revolution. Innovations must deliver a competitive advantage. New ideas spring from various sources, and may be economic in nature, opening up a new market; technological, introducing a new production method or facility, for example; or organisational, improving the company’s operation and its economic, social and/or environmental performance. At the Eiffage Innovation Awards ceremony, I noted that innovation is increasingly becoming

a collective effort. It seeks to harness new knowledge and new challenges – such as safety and climate change or other environmental issues – at all stages of urban development projects, from the design phase to their construction and subsequent operation. All the prize-winning projects set out to tackle challenges facing modern society, whether by saving energy, enhancing our quality of life, raising architectural and technical standards, preserving the quality of the environment or improving safety.

YOUSSEF DiaB, Lecturer, Université Paris Est; Scientific Director, École des Ingénieurs de la Ville de Paris.

iNTERViEW


measur ementmeasur ementmethods,

and checkschecksmeasur ement

TOOLS

GEODE (GEstion Opérationnelle De l’Environnement), The group’s environmental management applicationThe environmental dimension of business activities is an increasingly important aspect of corporate management, as regulatory requirements become stricter and awareness of environmental issues grows among subsidiary managers, customers and members of the public.

Key areas of responsible management include limiting environmental impacts, complying with regulations, developing an ISO 14001 certification process and optimising existing systems.

Accordingly, in 2005, Forclum’s Quality and Environment Department devel-oped a software application, with operational support from its Environ-ment network, to enable businesses to manage their operational response in terms of managing environmental – and particularly regulatory – chal-lenges and complying with ISO 14001 requirements (especially monitoring and registration procedures).

The application, first released to Forclum companies in September 2005, was operational in all companies by mid-2006. It was also “spun off” to other Eiffage divisions following a few adap-tations to make it suitable for particular businesses.

The idea of rolling out a web database

version of the application across all Eiffage divisions first emerged in late 2008 and was finally approved by gen-eral consensus in mid-2009.

In the new version, data is standardised and more reliable, and the application ensures that the information entered is traceable, interactive and properly consolidated.

Unifying features A comprehensive, proven method,

based on operational practices and acknowledged as effective by inde-pendent auditors.

A common baseline for all divisions that reflects the challenges faced by each.

Optimised management of extreme-ly far-ranging European, national and local regulatory requirements (region-al, departmental, municipal and other regulations), including compliance monitoring. Furthermore, the applica-

tion systematically and automatically includes updates to the regulatory framework and generates alerts in cases of loss of compliance.

Instant, interactive access to appro-priate, regularly updated documenta-tion (material safety data sheets, material life cycles, lists of environ-mentally-classified facilities (ICPEs), installations, structures, work and activities (IOTAs) subject to environ-mental impacts, waste, etc.)

Flexible data administration by users at Eiffage sites, enabling data to be consolidated at the various organisa-tional levels (subsidiary, region, divi-sion and Group).

A tool for collaborative working that enables organisational echelons to exchange documents and enhance their document bases, as well as initi-ating and following-up action plans (although operational management remains the responsibility of the cor-respondents at individual sites).

EIFFAgE gROup122

methods, measurements and checks

Sextant The human resources management optimiserThe “Sextant” human resources information system created in 2007 enabled the human resources function to make some major advances. New applications were introduced for this system during 2009.

This new HR information system is becoming a powerful lever for enhanc-ing the HR function. Sextant now not only processes data and makes infor-mation available to operational staff, but also plays an advisory and support role, providing easy-to-access, reliable data that helps improve management processes at every level. The following applications were re -leased during 2009, and will be rolled-out consecutively across all divisions between now and 2012:

Sextant-Mobilité Recrutement (Sextant-Mobility & Recruitment) gives employees access to internally-adver-

tised job vacancies, while also enabling HR staff to rapidly shortlist the most suitable applicants and submit them to managers.

Sextant-Pilotage RH (Sextant-HR Management) is a reporting tool that gives HR managers and operational employees access to shared manage-ment charts and indicators relating to employee numbers, employee trans-fers and occupational risks.

Sextant-Intérim (Sextant-Temporary Workers), which was trialled at several locations in 2009, is designed to enable more effective management of tempo-rary working arrangements.

Sextant-Contrats (Sextant-Contracts), an application that generates employ-ment contracts, was successfully tested in February 2009.

Lastly, the first set of Sextant-Formation et Compétences Certifiées (Sextant-Training and Certified Skills) units were introduced at the end of 2009. This career management application is designed to make training a core ele-ment of HR management and process-es, as well as optimising the resources devoted to a training policy in line with the Group’s strategic objectives.

ON

TH

E G

RO

UN

D

Performandlogenvironmentalanalysesofpermanentlocationsandgenericactivitiesatprojectsites,usingamethodologyspecifictoeachdivision.

Identifyurgentsituations,linkingthemwiththesolutionsproposedbythecompanyandspecifyingitsabilitytorespond.

DetermineandlogtheICPEandIOTAenvironmentalmanagementregimesapplyingtoactivitiesandproducts,

andassessthecompany’sadministrativeandtechnicalcompliancewiththerelatedobligations.

Identifyanyhazardousproductsusedand/orstoredbythecompanyandrecordtheirspecifications(riskphrases,ATEXzoninginformation,informationrelatingtodisposalofwastecontainingradioelements,scopeforsubstitution,etc.)

Identifythecompany’swasteproducts(wastecode,UNdangerousgoods

transportcode,etc.),verifyompliancewithregulationsconcerningwastemanagementandtraceability(wastetrackingfromproductiontodisposal;definitionofdisposalroutes,etc.),andestablishthemandatorywasteregisterandnon-hazardouswasteregister.

Keepalogofexplosiveatmosphereriskassessments.

GEODE – KEy FEATURES


REPORTiNG

NRE act – Employment report NRE act – Employment report

Eiffage Eiffage Concessions APRR Construction Holding TravauxPublics Eiffel Forclum Total

1.HUMANRESOURCES

Total workforce2009 77 4,008 11,736 326 18,507 3,725 14,743 53,122New hirings – fixed-term contracts2007 0 87 564 45 925 35 610 2,2662008 14 145 513 4 599 228 614 2,1172009 81 131 354 46 639 175 434 1,860 Employees on permanent contracts2007 0 126 1,577 76 2,155 109 1,337 5,3802008 1 122 1,201 2 1,941 398 1,306 4,9712009 6 112 499 71 1,006 268 612 2,574Young recruits (under 30)2007 91 nc 1,334 22 1,583 129 1,092 4,2512008 13 133 1,105 0 1,559 415 1,178 4,4032009 69 91 559 33 1,092 230 679 2,753Dismissals/redundancies2007 0 44 304 10 534 9 220 1,1212008 1 35 347 16 565 63 221 1,2482009 2 47 352 9 476 62 190 1,138Temporary staff – monthly average2007 NC 272 2,428 5 2,102 302 2,501 7,6422008 0 232 2,374 3 1,214 968 2,238 7,0282009 0 219 1,886 5 1,251 714 1,832 5,907 OVERTimE2007 1.30% 2.10% 0.00% 2.20% 4.20% 3.00% 2.00%2008 1.40% 2.30% 0.00% 2.80% 2.60% 0.20% 1.90%2009 1.39% 3.07% 0.00% 4.30% 2.10% 0.11% 2.52%

2.ABSENTEEISM

Sickness2007 NC 4.9 3 0 4,8 3,8 3,9 NC2008 4.11 4.84 4.69 2.23 4.97 4.57 4.57 NC2009 2.13 4.83 4.42 1.49 4.52 5.51 3.87 5.89 Occupational accidents2007 0 0.4 1.5 0 1 0.8 1.4 NC2008 0 0.29 1.06 0 0.84 0.75 0.63 NC2009 0 0.29 0.99 0.06 1.25 0.68 0.55 0.91 Total2007 NC 7,6 8.7 0 10.1 6 7.1 NC2008 7.14 7.33 8.77 3.06 10.89 12.15 7.47 NC2009 4.94 6.75 8.98 2.25 10.26 8.34 6.56 11.62

3.REMUNERATION

Average monthly loaded salary - managers2008 10,372 6,986 8,037 7,151 7,540 6,823 6,535 7,0582009 9,506 7,760 7,958 9,756 7,056 6,775 6,027 NC Average monthly loaded salary – clerical, technical & supervisory2008 2,478 3,774 3,840 2,875 3,929 3,836 3,512 3,3192009 2,754 4,024 3,877 4,541 3,936 3,926 3,417 NC Average monthly loaded salary - workers2008 SO 3,230 3,039 2,872 2,913 2,843 2,7332009 SO 3,855 3,004 SO 2,960 3,037 2,840 NC Average load rate2008 1.4 1.45 1.7 1.92 1.68 1.54 1.65 1.652009 1.48 1.47 1.71 1.68 1.68 1.50 1.65 NC

4.GENDEREQUALITY

Percentage of women - managers2007 27 NC 13.89 28.18 10.31 9.05 9.87 NC2008 48.05 43.42 9.79 16.48 7.50 8.08 9.99 11.63 2009 53.25 42.49 9.80 27.91 7.58 8.62 10.24 11.71 Percentage of women – total workforce2007 41.60 NC 14.00 28.24 10.13 7.67 10.15 2008 46.15 26.76 14.3 15.64 11.11 10.77 10.3 NC2009 35.71 26.69 14.38 25.81 11.53 11.84 11.03 13.76

The “NRE act” introducing new business regulations (Nouvelles Régulations Économiques) The scope of the data below extends only to France, excluding Clemessy and Crystal.

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NRE act – Employment report NRE act – Employment report

Eiffage Eiffage Concessions APRR Construction Holding TravauxPublics Eiffel Forclum Total

5.HEALTH&SAFETY

Accident frequency rate2007 0 9.63 27.74 0 28.46 25.26 17.58 NC2008 0 10.61 25.68 0 23.68 12.42 14.72 NC2009 0 11.71 24.74 0 19.76 11.94 15.33 NC Annual severity rate2007 0 0.26 1.04 0 0.97 1.14 0.47 NC2008 0 0.26 1.01 0 0.73 0.46 0.44 NC2009 0 0.33 1.04 0 0.65 0.49 0.56 NC Regulatory severity rate2007 0 0.48 1.96 0 1.54 1.47 0.93 NC2008 0 0.39 1.89 0 1.32 0.93 0.72 NC2009 0 0.41 1.51 0 1.24 1.28 0.82 NCFrequency among temporary staff2009 0 20.11 40.61 0 26.35 39.17 NC

6.TRAINING

Cost of health & safety training (%)2007 NC NC 0.73 0.04 1.20 0.54 0.60 NC 2008 0.12 NC 0.88 0.07 0.85 1.06 1.55 NC 2009 0.10 1.07 0.90 0.79 0.95 1.06 NC Total cost of training (%)2007 3.80 NC 2.43 1.54 2.59 2.10 2.75 NC 2008 0.59 3.90 2.41 4.23 1.75 2.22 2.76 NC 2009 0.56 4.06 2.40 1.64 2.12 2.85 NC

7.DISABLEDEMPLOYEES

N° disabled employees (DOETH form, box C*)2008 1.22 68.34 307.68 1 619.4 141.56 320.45 1,459.652009 1.22 75.99 318.44 1.00 418.14 144.84 355.76 1,315.39 Number of units employed under contracts with specialist EA, CDTD or ESAT entities** (DOETH form, box D)2008 0.55 3.13 8.82 0.02 58.07 3.19 26.38 110.062009 0.55 2.20 8.42 0.18 12.62 9.92 20.40 54.29 Eligible employee shortfall after ECAP reduction(DOETH form, box H2) 2009 1.77 54.09 157.37 3.60 599.89 43.58 186.50 1,046.80 Allowances paid (DOETH form, box N) (in €) 2008 4,285 299,749 287,355 45,871 447,126 140,883 788,412 2,013,681 2009 4,285 284,927 363,834 50,518 383,196 163,634 738,646 1,989,040

8.SOCIAL,CULTURAL&SPORTINGACTIVITIESANDCHARITABLECONTRIBUTIONS(%)

2008 1.33% 4.89% 2.69% 2.14% 3.43% 3.70% 3.04%2009 1.82% 4.77% 1.98% SO 1.40% 2.30% 2.98% 2.26%

9.SUBCONTRACTING

Subcontracting excl. Group (%)2007 0% 0.59% 41.60% 0.00% 10.00% 26.30% 9.90%2008 0.00% 0.59% 40.98% SO 7.69% 14.19% 10.92% NC2009 0.00% 0.00% 30.86% SO 2.54% 29.96% 9.38% NC

Note: Figures that have been corrected since previous publications are shown in italics.

* Déclaration obligatoire d’emploi des travailleurs handicapés - mandatory form for reporting on disabled employees

** A disabled employee counts as one or more “units” depending on various criteria and the degree of disability. “EA”, “ESAT” and “CDTD” are organisations or schemes to promote and facilitate the employment of the disabled.


REPORTiNGNRE act – Environmental reportNRE act – Environmental report

Eiffage Eiffage Concessions APRR Construction Holding TravauxPublics Eiffel Forclum Total1.RESOURCECONSUMPTION

Water (in cu. m)2007 NC 481,966 446,316 7,800 1,620,027 17,403 57,103 2,630,6152008 7,250 479,240 532,955 4,075 1,306,384 30,450 46,516 2,406,8702009 8,839 500,100 500,156 6,139 1,538,959 46,706 48,001 2,648,900 Electricity (in GWh)2007 NC 62.9 60.9 2.9 90 8.8 22.2 247.72008 1.5 69.6 61.9 2.8 85.8 16.4 19.7 256.52009 1.5 78.6 60.9 3.4 91.9 15.4 19.1 270.80 Domestic fuel oil (in litres)2008 16,000 1,252,128 780,613 0 46,961,718 386,030 1,260,071 50,656,5602009 16,500 1,177,602 650,206 0 55,718,986 600,483 1,311,419 59,475,196 Heavy fuel oil (in litres)2008 0 0 39,799 0 14,825,089 59,892 12,109 14,936,8892009 0 0 15,841 0 10,489,379 0 19,686 10,524,906 Gas (in kWh)2008 0 7,070,279 1,485,594 0 391,655,119 16,242,457 7,933,786 424,387,2352009 0 6,083,380 2,194,073 7 516,488,438 18,809,335 7,935,273 551,510,506 Diesel, petrol and kerosene (in litres)2008 29,000 5,807,167 8,346,225 38,000 46,747,123 2,097,122 21,704,686 84,769,3232009 27,800 5,827,857 7,558,462 74,436 36,389,961 1,671,325 19,767,032 71,316,873Total fuel consumption (in litres)2008 45,000 7,059,295 9,166,637 38,000 108,533,930 2,543,044 22,976,866 150,362,7722009 44,300 7,005,459 8,224,509 74,436 102,598,326 2,271,808 21,098,138 141,316,976Total consumption of aggregate (in tonnes)2008 SO SO SO SO 35,411,163 SO SO 35,411,1632009 SO SO SO SO 32,065,442 SO SO 32,065,442 2.PREVENTIVESPENDING

Preventive investments - environment (in €) 2008 0 15,459,798 955,048 0 3,407,018 530,886 543,891 20,896,6412009 0 12,948,794 508,955 0 6,759,693 219,714 212,363 20,649,519 Preventive operating expenses - environment (in €) 2008 0 18,709,427 1,002,679 0 1,654,695 163,743 1,113,767 22,644,3112009 - 15,793,276 1,008,476 0 4,557,554 149,657 1,298,600 22,807,563 Preventive operating expenses (%)2008 0% 1.02% 0.04% 0.08% 0.03% 0.07% NC2009 0.00% 0.85% 0.05% SO 0.14% 0.02% 0.07% NC3.QUALITY,SAFETY&ENVIRONMENT

CERTIFICATIONS

ISO 14001-certified revenues (%)2007 SO NC 15.80% SO 15.00% 17.51% NC2008 SO 0.00% 66.32% SO 17.68% 0.00% 46.36% NC2009 SO 74.10% 69.90% SO 24.02% 8.47% 71.53% NCISO 9001-certified revenues (%)2007 SO 76.00% 90.00% SO 95.00% 51.54% 70.55% NC2008 SO 100.00% 95.86% SO 85.07% 18.76% 82.01% NC2009 SO 100.00% 90.97% SO 91.00% 64.70% 83.37% NCSafety-certified revenues (%)2007 SO NC NC SO NC NC NC NC2008 SO 0.00% 44.10% 8.38% 10.14% 28.46% NC2009 SO 0.00% 47.77% SO 6.88% 50.31% 33.63% NC4.SPECIALPROCESSES

ARC 700 or similar (in sq m) 533,248 EMF 200 (in sq m) 113,566 EBT (in tonnes) 72,054 5.WASTE

Hazardous waste in 2009 (in tonnes) 0 200 454 SO 19,535 265 785 21,239 Non-hazardous waste in 2009 (in tonnes) 6 6,395 22,678 SO 62,436 2,670 94,458 188,643 Inert waste in 2009 (in tonnes) 0 0 34,669 SO 1,782,283 192 161,591 1,978,735 Waste-related expenditure in 2009 (in €) 600 3,305,454 11,287,128 2,326 4,702,101 338,801 1,571,474 21,207,884

6.ENVIRONMENT-RELATEDPROVISIONSANDGUARANTEEBONDS

Environment-related provisions in 2009 0 0 387,810 0 3,095,385 0 63,500 3,546,695 Environment-related guarantee bonds in 2009 0 324,000 17,940 0 13,870,778 0 0 14,212,718

EIFFAgE gROup126


ChECKS

Further to your request, and in our capacity as Statutory Auditor of Eiffage, we have carried out a review for the purpose of enabling us to express mod-erate assurance on a selection of sus-tainable development indicators relating to 2009, and published in the Sustainable Development chapter of the Group’s 2009 Annual Report.

The sustainable development indicators selected are:

Employmentindicators

Accident frequency rate for all em -ployees (occupational accidents), Regulatory severity rate for all em -

ployees (occupational accidents), Eligible employee shortfall after de -

ducting positions requiring special abilities - ECAP - (box H2 of the DOETH disabled employee reporting form), Number of disabled employees hired

during the year, Percentage of women – managers, Percentage of women – total work-

force.

Environmentalindicators

Electricity consumption, Total fuel consumption, Gas consumption, Water consumption. Special products: surface areas treat-

ed or quantities used (ARC 700, EMF 200 and EBT).

These indicators were produced under the responsibility of Eiffage’s Sustainable Development Department, in accordance with the Group’s internal reporting pro-cedures, which are available on request from the Group’s head office.

Our responsibility is to form a conclu-sion regarding these indicators, based on our review.

Natureandscopeofourreview

We conducted our review in accordance with the doctrine of the national associa-tion of statutory auditors (Compagnie Nationale des Commissaires aux Comptes) applicable to this assignment. We per-formed the procedure described below to obtain moderate assurance that no mate-rial irregularities exist with regard to the selected indicators. Obtaining a higher level of assurance would have required a more extensive review.

We reviewed the existing organisation implemented by the Group as well as the existing reporting procedures, examin-ing their consistency, relevance, reliabil-ity, objectivity and comprehensibility. We also examined the related reporting tools.

To verify that the procedures had been properly understood and applied, we conducted interviews and consistency tests: - at Eiffage Group headquarters:- with representatives of the Sustainable Development Department, and in Group entities, with the employees responsible for sustainable development reporting within each of the Group divisions in -cluded in our review, namely Eiffage Construction, Eiffage Travaux Publics, Eiffage Con cessions, Eiffel, Forclum and APRR.

We reviewed the consistency and veracity of the selected indicators with regard to the existing organisation and procedures, the available documents and the reporting tools used. This work consisted of interviews, consistency checks and detail checks to verify calcu-lations and compare data with support-ing documents, which were carried out:

- with regard to data collection, in the following Group establishments, with the employees responsible for sustain-able development reporting: Pradeau et

Morin, Eiffage Construction Saint-Denis, Eiffage Construction Gestion Développement Vélizy, Bocahut Avesnes sur Helpe, Eiffage Travaux Publics Postes mobiles Médi terranée, Eiffage Travaux Publics Enrobés Rhône-Alpes Auvergne minoritaire, Eiffel Camom – Saint Symphorien d’Ozon, Eiffel Fos-sur-Mer, Forclum Méditerrannée – Marseille, Forclum Alpes du Sud – Gap, Forclum Alpes du Sud – Barcelonnette, Forclum Méditerrannée – Nice, Forclum Lorraine – Heillecourt, Forclum Gestion Développement – head office, APRR Saint-Apollinaire – head office, APRR Rhône – Genay regional division, and Eiffage Concessions – viaduc de Millau;

- with regard to data validation, in the Operational Departments of the follow-ing Group establishments, with employ-ees responsible for validating sustaina-ble development information: Eiffage Cons truction Île-de-France, Eiffage Travaux Publics Carrières Nord, Eiffage Travaux Publics Enrobés Méditerranée, Eiffage Travaux Publics Enrobés Rhône-Alpes Auvergne, Eiffel Camom, Forclum PACA, Forclum Lorraine, Forclum Gestion Développement, APRR Siège, APRR Rhône regional division and Eiffage Concessions.

- with regard to consolidation of the indi-cators, at Group head office, with repre-sentatives of the Sustainable Develo-pment Department.

We were assisted in our work by our teams of sustainable development spe-cialists.

Conclusion

Our review revealed no material irregu-larities causing us to doubt that all sig-nificant aspects of the examined indica-tors were established in accordance with the Eiffage Group internal reporting procedures applicable in 2009.

Review report by one of the Statutory auditors on a selection of sustainable development indicators published in the 2009 Eiffage annual Report

Neuilly-sur-Seine, 19 March 2010

One of the statutory auditorsPricewaterhouseCoopers AuditYan Ricaud Thierry RaesPartner PartnerStatutory Auditor Sustainable Development department

For more detailed information on levels of assurance, please refer to the website: http://www.finceo.com/audit/cncc/cncc-0-300


Published by Eiffage Sustainable Development department.

Design and production: - Photo credits: © AIA/Atelier de la Rize - Balloide-photo - O. Baumann - T. Beaucap - M. Bédard - Alex Béraud - L. Bessol / cNature - J. Capdevielle/cNature - J. Chrétien - C. Cruels - Elisa /Valode & Pistre architects, Atelier d’Architectures Pierre Ferret - EPA/

Graphies - Jacob for Tendance Floue - Léonard de Serres - A. M. Loubsens/cNature - J. A. Mayet/cNature - Meyer for Tendance Floue - B. Michou - K. Miette/Tandem - Musée du Louvre - L. Spanneut/cNature - G. Tordjman - P. Tourneboeuf for Tendance Floue - 3e oeil studio/Pierre Gautier

Architecture – With thanks to the Office National des Forêts – ® All rights reserved.

Photo archives: Eiffage, Eiffage Travaux Publics, Eiffage Construction, Eiffage Sénégal, Eiffel, Goyer, Forclum, Clemessy, APRR, AREA and regional divisions.

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of hazardous waste, safe storage of hazardous liquids and the use of non-toxic products, in accordance with the Kyoto protocol. This document was printed using plant-based inks on Condat Silk paper, which is certified under the Programme for

the Endorsement of Forest Certification (PEFC) as being sourced from sustainably managed forests.

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