Helene lebedeff tbli2011

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TBLI CONFERENCE™ EUROPE 2011- London - United Kingdom

TBLI CONFERENCE™ is the prime annual global networking and learning event on Environment, Social, Governance (ESG) and Impact Investing.

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  • 160 ans d’expérience et une présence internationale Maitrise des formes contractuelles les plus diverses, notamment au travers des PPP avec les collectivités Maitrise des technologies adaptées à tous les contextes => DK retenu pour le 1 er PPP hospitalier au Brésil; SARPI retenu pour les déchets dangereux en Chine…
  • Corporate social responsibility ( CSR , also called corporate conscience , corporate citizenship , social performance , or sustainable responsible business ) [1] is a form of corporate self-regulation integrated into a business model . CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms . The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere . Furthermore, CSR-focused businesses would proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of public interest into corporate decision-making , that is the core business of the company or firm, and the honouring of a triple bottom line : people, planet, profit.
  • EXPERTISE VISANT A ACCOMPAGNER NOS CLIENTS DANS UN MONDE SOUS CONTRAINTE Organisation transverse et en réseau international de la R&D Budget 2010: 87,4 M€ - 850 experts in six Research and Innovation Centers 4 principaux centres en France (Rueil, maison lafitte, Limay, Saint Maurice) + réseau international 200 partenaires industriel, universitaires et scientifiques Plus de 200 start up ont déjà postulé au programme VIA => 5 sélectionnées; mise à dispo de nos pilotes Expertises pointues dans tous les domaines de la modélisation chimique et bactériologique, la caractérisation des déchets, les réseaux et systèmes intelligents, bus electrique… et de + en + tournées vers les méthodes de mesure et outils d’aide à la décision en matière de réduction de l’empreinte (ACV, WII) Participation aux travaux de recherche et de normalisation sur l’ACV (chaire internationale en ACV de l’université Polytechnique de Montréal) 160 ans d’expérience et une présence internationale Maitrise des formes contractuelles les plus diverses, notamment au travers des PPP avec les collectivités Maitrise des technologies adaptées à tous les contextes => DK retenu pour le 1 er PPP hospitalier au Brésil; SARPI retenu pour les déchets dangereux en Chine… EAU Renouvellement pour 12 ans du contrat du Sedif Conception – construction et exploitation sur 20 ans de la STEP se Sainte Marie à la Réunion PROPRETE Contrat PFI (Private Finance Initiative) de traitement des déchets du comté de Staffordshire pour 25 ans avec une usine de valo ultramoderne prévue Conception, construction et exploitation pour 15 ans d’une unité de traitement et valo des boues d’épuration à Hong Kong avec VW DALKIA Gestion pour 25 ans du 1 er réseau de chaleur alimenté par géothermie basse profondeur pour un nouvel éco quartier à Issy les Moulineaux TRANSPORT Contrat d’exploitation de 3 lignes ferroviaires à partir de Munich pour 12 ans Renouvellement pour 10 ans du contrat d’exploitation de lignes de bus urbaines et scolaires à Perth en Australie Fusion avec Transdev en mars 2011 => naissance du 1 er acteur privé mondial de la mobilité durable Nombreux contrats industriels multi sites et multi métiers (ex du labo BMS => facility management en Europe) Contrats Multiservices industriels: exemple de SENSE (Peugeot) Une quinzaine de contrats majeurs totalisant 440M€ de CA en année pleine
  • Acteur majeur de l’insertion – ascenseur social 10,000 promotions in 2010 The "Allo Solidarité" initiative "Social Commitment and Perspective" unit 18 campuses and training centers in 12 countries, providing 6Million training hours in 2010: 4,500 work-study programs Budget formation: 2,24% de la masse salariale, près de 600 000 actions de formations. 95 formateurs permanents et 893 collaborateurs mobilisés 18 campus = 6 en France, 5 en Europe (Allemagne, Rep Tcheque, Royaume Uni, Slovaquie, Suède), 3 en Afrique (Egypte, Gabon, Maroc) + Chine, Israel, Etats Unis Ascenseur social: the company has adopted the model of a “diploma-conferring company” and off ers a range of certifi cates and diplomas in its four business areas, at all levels of training. In France, there are eight vocational certifi cates, three secondary vocational diplomas, two undergraduate degrees and one master’s degree; four additional certifi cates are being prepared by the Campus network. Renforcement en 2010 de notre dispositif de déploiement des modèles contractuels et de partenariats innovants dans le domaine de l’économie sociale (Maroc, Bangladesh, Roumanie, Inde, France) Professionnalisation de la relation aux usagers Education/accès à l’information autour du bon usage des services : PIMM’s
  • Managing societal performance Through the services it provides, Veolia Environnement develops deep roots in local communities by playing a direct part in their everyday lives. Our expertise and the original support solutions we provide enable us to increase access to basic services accross a diverse spectrum of contexts and countries and thus meet the needs of the public authorities that entrust us with the management of their services.
  • 2,143 collective bargaining agreements (+4.7%) 95% of employees covered by a employee-employer dialogue. 15,822 employee representatives 1.91% of share capital held by more than 56,500 employees in 24 countries 3 149 instances dédiées à l’étude des problèmes de santé et de sécurité 230 accords collectifs relatifs à la santé, à la sécurité ou aux conditions de travail signés en 2010 DIALOGUE SOCIAL Le comité de Groupe Europe composé des membres issus de 21 pays de l’UE représentant 206 000 salariés soit 65% des effectifs Accord GPEC signé en France en février 2011 ACTIONNARIAT SALARIE: obj MT: 3% du capital – un salarié sur 3 actionnaire
  • FONDATION VE: Mécénat financier et de compétences Création en 2004 – plus de 250 associations soutenues depuis (projets locaux de solidarité) Mobilisation en Haiti suite au seisme (50 collaborateurs, plus de 100 000 euros de dons des salariés) => plusieurs médailles de la Croix Rouge pour l’engagement de collaborateurs Veoliaforce: plus de 1300 journées sur le terrain en 2010
  • Helene lebedeff tbli2011

    1. 1. S U S TA INAB LE DEV ELOPMENT: A T T H E C O R E O F O U R C OM P ANY ST R A T E G Y AN D O UR P ER F OR M A NC E Sustainable Development Department Veolia Environnement
    2. 2. <ul><li>The fundamental principles of our approach to sustainable development </li></ul><ul><li>Mapping Social priorities, ensuring access to basic services and human development </li></ul>Contents
    3. 3. Veolia Environnement: Global benchmark in environmental solutions Solutions for the management of the essential services of water, waste management, transportation and energy. 150 YEARS’ EXPERIENCE MORE THAN 317,034 EMPLOYEES IN 77 COUNTRIES € 34,787 M IN CONSOLIDATED REVENUE in 2010
    4. 4. Our CSR approach to ensure a sustainable growth to Veolia & its stakeholders… Sustainable Growth (brand value, goodwill increasing) Build TRUST Being Exemplary Get RECOGNITION Evaluating our actions through the ISO26000 framework « As Veolia employee, what does Sustainability mean in my everyday professional life ? » « How to get into a continuous progress approach, which ensures a performance guarantee to our stakeholders ? » (1) : Triple Bottom Line = People (human capital), Planet (environmental capital), Profit (economical value created for all stakeholders) (2) : Immaterial capital = capacity to create value in the future (like goodwill) 1 3 Create sustainable VALUE: Adopting the Triple Bottom Line (1) « How demonstrate our contribution to the Immaterial capital (2) of our customers and all stakeholders ? How make it readable / tangible ?» 2
    5. 5. The fundamental principles of our approach to sustainable development 1
    6. 6. <ul><li>To rise to the major civil society and environmental challenges in a context of growing urbanization </li></ul><ul><ul><li>Innovate to find ways in which to reduce our environmental footprint in the countries where we operate </li></ul></ul><ul><ul><li>Continue to develop lasting partnerships to place our range of diverse and complementary expertise at the service of our clients </li></ul></ul>The fundamental principles of our approach to sustainable development Biomass and cooling recovery on the Barcelona multi-energy network Construction of a biomass power plant in Tallinn supplying the 400 km heating network. Use of local resources (Estonia) Finance agreement by the French State for a feasibility study on geothermal energy in China in partnership with La Compagnie Française de Géothermie (China) Trigeneration program (heating, cooling and electricity) in a leading Australian university (College of Science Precinct). Creation of teaching programs for school groups, designed to increase awareness of environmental issues (France) Eco-operation awareness programs for technicians (France) Study of Milwaukee’s urban water cycle which is believed to be the first-ever combined analysis of the water-energy nexus in a major community Desalination plant using reverse osmosis in UAE aiming at a production capacity of 591,000liters of drinkin water First year of full production at the biodiesel plant in Limay, France with 45,000 metric tons of used food oil recycled at a new 0-emissions focility
    7. 7. <ul><li>To contribute to economic development and to access to essential services in the countries where we operate </li></ul><ul><ul><li>Social integration through employment and diploma training for young people in our businesses </li></ul></ul><ul><ul><li>Continuing professional training throughout the employee's career </li></ul></ul><ul><ul><li>Solidarity with employees in difficulty </li></ul></ul><ul><ul><li>Solidarity with populations for access to and maintenance of essential services </li></ul></ul>The fundamental principles of our approach to sustainable development Operations conducted in several developing countries (Morocco, Niger, India, Ecuador, etc.) demonstrate that it is possible to reconcile service quality and accessibility and to encourage respect for the human rights of the populations served
    8. 8. Mapping Social priorities, ensuring access to basic services and human development 2
    9. 9. Mapping social priorities Toward stakeholders Toward consumers Social Innovations <ul><ul><ul><li>Developing the access to basic services for people in developing countries </li></ul></ul></ul><ul><ul><ul><li> Maintaining the access for unstable clients in all countries, including developed countries </li></ul></ul></ul><ul><ul><ul><li> Paying attention to people working in the informal economy with impacts on our activities </li></ul></ul></ul><ul><ul><ul><li> Capacity building of stakeholders (associations, companies, local services…) </li></ul></ul></ul>Toward employees <ul><ul><ul><li>Human resources actions toward insertion, qualification and security policy </li></ul></ul></ul>Toward distressed people <ul><ul><ul><li>The Foundation </li></ul></ul></ul>Corporate social responsibility Social Innovations Social Innovations Social Innovation
    10. 10. Providing economic security and encouraging employees to participate in corporate growth <ul><li>Encouraging local, long-term employment </li></ul><ul><ul><ul><li>- Promoting long-term jobs: 93% of staff are on open-ended employment contacts </li></ul></ul></ul><ul><ul><ul><li>- Promoting internal advancement </li></ul></ul></ul><ul><ul><ul><li>- Promoting employee share ownership ( 1,91%) </li></ul></ul></ul><ul><ul><ul><li>- Ensuring equity : 132 entities awarded the &quot;Diversity certification&quot; in 2010 </li></ul></ul></ul><ul><ul><ul><li>Developing professional skills </li></ul></ul></ul><ul><ul><ul><li>- Providing training to increase employee competence, autonomy and adaptability </li></ul></ul></ul><ul><li>Use of progressive environmental and social standards throughout VE </li></ul><ul><ul><ul><li>- Deployment of internal EMS (environmental management system) stands at 91% </li></ul></ul></ul><ul><ul><ul><li>- Implementation of ISO 14001, covering 49% of the revenue managed in 2010 </li></ul></ul></ul><ul><ul><ul><li>- Support for local environmental field initiatives </li></ul></ul></ul><ul><ul><ul><li>- Promoting exemplarity </li></ul></ul></ul>Involving employees in the company’s environmental approach Guaranteeing health, safety and social equity for all employees <ul><li>Reduction in frequency rate: 13% since 2008 </li></ul><ul><ul><ul><li>- Regular monitoring of indicators </li></ul></ul></ul><ul><ul><ul><li>-“Safety at Work” charter </li></ul></ul></ul><ul><ul><ul><li>- 10% / year objective </li></ul></ul></ul><ul><ul><ul><li>Ensuring social equity </li></ul></ul></ul><ul><ul><ul><li>- Structuring employee-employer dialogue on a global scale ( 95% of employees covered) </li></ul></ul></ul>Our responsibility to our employees Type of collective bargaining agreements signed in 2010 Pay Other Labor-management dialogue Health, safety and working conditions 56% 20% 13% 11%
    11. 11. “ 100,000 Rencontres Solidaires” project: helping unemployed return to work Contributing to economic development with optimization of local resources Developing expertise and methodology on the ground to meet customers’ needs Assuming our role as a provider of essential services while supporting communities <ul><li>Maintain and develop employment and training </li></ul><ul><li>Take into consideration activities that have developed in the informal economy in the countries where we work </li></ul><ul><ul><ul><li>Support innovation by creating partnerships with local start-ups - Veolia Innovation Accelerator </li></ul></ul></ul><ul><ul><ul><li>Encouraging awareness of eco-friendly practices </li></ul></ul></ul><ul><li>- Creation of educational programs, on-site communication materials and guides for schools </li></ul><ul><li>Promote access to water: - ACCES methodology in Africa, the Middle East and India </li></ul><ul><li>Include social considerations in water pricing: SEDIF’s (Greater Paris water authority) offer </li></ul><ul><li>Optimize operation to improve service and supply more people: The case of Nagpur, India </li></ul><ul><li>Contribute to integration through employment: Veolia Environmental Services’ &quot;REFLET&quot; project in central-western France </li></ul><ul><li>Adapt our services to specific populations: Veolia Transdev's Handibus service, France </li></ul><ul><li>Adapt services to the local situation: Dalkia's service in Varna, Bulgaria </li></ul><ul><ul><ul><li>Enabling access to essential services </li></ul></ul></ul><ul><ul><ul><li>Maintain access to services for low-income customers in all countries </li></ul></ul></ul><ul><li>Commitment to price stability </li></ul><ul><li>Ensuring service continuity </li></ul><ul><ul><ul><li>- Supply commitment </li></ul></ul></ul><ul><li>Be attentive to the needs and emergencies </li></ul><ul><ul><ul><li>- The Veolia Foundation and Veolia Force </li></ul></ul></ul>Acess to basic services and human development at the heart of our services Over 1 000 projects supported since 2004 Over 100 emergency missions since 1998
    12. 12. <ul><ul><li>Do more with the same capacity by optimizing infrastructure operation: Karnataka and Nagpur </li></ul></ul><ul><ul><li>‪ Implement appropriate, socially acceptable pricing policies </li></ul></ul><ul><ul><ul><li>In Morocco: subsidized tariff for the lowest rate (6 m³/month) </li></ul></ul></ul><ul><ul><li>‪ Increase number of subsidized individual connections: Morocco and Niger </li></ul></ul><ul><ul><li>‪ Invent new, collective and secure ways of accessing water </li></ul></ul><ul><ul><ul><li>In Morocco: installation of “Saqayti” standpipes operated using a pre-paid smartcard </li></ul></ul></ul><ul><ul><li>Deploy tailored local customer services: “mobile agencies” </li></ul></ul><ul><ul><li>Explain how water should be used to optimize the benefits of access to water service </li></ul></ul><ul><ul><li>‪ Find new economic and financial models </li></ul></ul><ul><ul><ul><li>In Bangladesh, Grameen-Veolia Water Ltd </li></ul></ul></ul><ul><ul><ul><li>In Morocco (World Bank’s OBA Fund) </li></ul></ul></ul><ul><ul><li>‪ Assess impact of programs implemented by Veolia on people’s quality of life and human development: </li></ul></ul><ul><ul><ul><li>impact of connection program in Tangier assessed by the MIT’s JPAL </li></ul></ul></ul>Increase access to safe water for underprivileged populations: back 1
    13. 13. <ul><li>SITUATION: 12% of people covered by SEDIF (the Greater Paris water authority) live below the poverty line </li></ul><ul><li>OBJECTIVE: To implement a subsidized price for water depending on income </li></ul><ul><ul><li>The definition of a specific subsidized tariff for users receiving income support is considered unlawful in industrial and commercial public services, unless specific legislation provides for such a tariff. </li></ul></ul><ul><ul><li>Distribute targeted support for the most vulnerable, without modifying the water bill, but ensuring access for all. Beneficiaries are informed of the real cost of water and wastewater services on their water bills. </li></ul></ul><ul><li>IMPLEMENTATION: SEDIF suggested allocating 1% of revenue from water sales (amounting to €2.5 million) to: </li></ul><ul><ul><li>Establish a contribution to a Solidarity Housing Fund (FSL, from the French, Fonds Solidarité Logement) </li></ul></ul><ul><ul><li>Provide Water Solidarity vouchers </li></ul></ul><ul><ul><li>Cover the costs associated with awareness-raising actions and support to underprivileged users </li></ul></ul><ul><ul><li>Cover the operating costs of the unit responsible for managing &quot;Eau Solidaire&quot; subsidies </li></ul></ul>Include social considerations in water pricing: SEDIF's water service back 2
    14. 14. <ul><li>CONTEXT: A performance guarantee contract aiming to demonstrate Veolia Water's expertise in a number of pilot areas </li></ul><ul><li>OBJECTIVE: To provide a continuous water supply 24/7 to 165,000 people who previously were only able to access water at home for several hours a week </li></ul><ul><li>IMPLEMENTATION: </li></ul><ul><li>Improve water network efficiency: leak reduction </li></ul><ul><li>Install meters and change from a fixed charge based on the surface area of the home (tax) to a charge based on water consumption (billing). Introduction of a common, progressive pricing grid based on consumption, including a subsidized block. </li></ul><ul><li>Awareness-raising among service users of the need to consume with moderation </li></ul><ul><li>INTEREST: </li></ul><ul><li>Continuous water supply to all people in pilot areas without having to produce additional volumes of water </li></ul><ul><li>Water savings that enabled slum areas to be connected to the public water service. </li></ul>3 Optimize operation to improve service and supply more people : the case of Nagpur, India  back 3 User enthusiasm; consumers are happy to pay for continuous water supply, provided the service is efficient and the price reasonable
    15. 15. <ul><li>CONTEXT: Tender </li></ul><ul><li>OBJECTIVE: To run a social integration and back-to-work program in three districts outside Nantes, western France to create a general mobilization around waste management and urban cleaning services (12,000 people in districts covered by a local urban management program) </li></ul><ul><li>IMPLEMENTATION: Veolia Environmental Services joined forces with local social integration organizations: Océan, Ecorev, Homme Debout and the Nantes Metropolitan area's job center. The non-profit organizations pick up objects, waste materials and bulky household items from waste drop-off centers. These objects are then repaired and restored in workshops and projects organized as a back-to-work initiative. </li></ul><ul><li>INTEREST: The partnership with local social integration organizations has allowed Veolia Environmental Services to stand out in tender processes </li></ul>4 Contribute to integration through employment : Veolia Environmental Services’ “Reflet” initiative in central-western France back 4
    16. 16. <ul><li>CONTEXT: Tender </li></ul><ul><li>OBJECTIVE: To develop a range of &quot;Illico” transport-on-demand services, including the “Handibus” service for disabled people </li></ul><ul><li>IMPLEMENTATION: The Illico Handibus is designed for disabled people wanting to travel to work, to reach their leisure destinations, to go shopping, to attend medical appointments, etc. The service is available by reservation (from Monday to Saturday) . The Illico Handibus runs from Monday to Sunday from 7am to 9pm. Once an application has been received and assessed, the beneficiary receives a Handibus pass (membership €2). A journey is priced at €1.30 and accompanying travelers also pay €1.30. </li></ul><ul><li>INTEREST: Make mobility services accessible to all </li></ul>Adapt our services to specific populations: Veolia Transdev's Handibus service in Dunkirk, France back 5
    17. 17. <ul><li>CONTEXT: Tender </li></ul><ul><li>OBJECTIVE: Make the cost of heating accessible to all </li></ul><ul><li>IMPLEMENTATION: Efforts to improve energy production (cogeneration) and infrastructure performance have generated energy savings that are reflected in the cost of heating. Furthermore, Dalkia is offering customers a building retrofit service to improve insulation, thereby optimizing energy efficiency. The company is aided by European subsidies that can finance up to 60% of the renovation work. Lastly, Dalkia supports the creation of co-ownership associations for buildings in order to have a clearly identified contact. </li></ul><ul><li>INTEREST: The Dalkia business model in Eastern European countries is based on this optimization of energy efficiency, which makes it possible to adopt pricing policies that are adapted to the consumer. </li></ul>Adapt services to the local situation: Dalkia’s service in Varna, Bulgaria back 6
    18. 18. “ Through its four areas of expertise, Veolia Environnement can contribute to rising to the challenges of sustainable development, and become the benchmark in the sector: the company that reconciles, in an exemplary manner, environmental protection with human development, for the benefit of its clients but also for the benefit of the company.” Antoine Frérot Chairman and Chief Executive Officer of Veolia Environnement

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