- Bouygues Construction

Transcription

Bouygues Construction
Corporate Report
BUILDING SOLUTIONS FOR A DEMANDING WORLD
RABO010_couv_UK_BAT.indd I
Bouygues Construction Corporate Report 2010
2010
3/05/11 10:03:24
BOUYGUES CONSTRUCTION, PART OF A MAJOR DIVERSIFIED GROUP
Energy - Transport
(Ownership: 30.8%)
Telecommunications
Television
Roads
Property
Construction
Specialist Civil Works Division
CONTENTS
01.
Overview
01. Profile – Our values
02. Businesses
04. Interview with
Yves Gabriel
06. General Management
Committee
08. Key figures 2010
10. Key data for sustainable
development in 2010
12. Strategy
14. Locations
16. Portfolio
RABO010_II-01_UK_BAT.indd II
51.
22.
Our entities
An in-depth view of
the Group
24. 2010 in facts and figures
28. Innovation responds to
our challenges
32. People, the company’s
greatest resource
36. Listening to civil society
40. Innovations in close-up
42. Careers and creations
47. Preconceptions
52. Bouygues Bâtiment
Ile-de-France
53. Bouygues Entreprises
France-Europe
54. Bouygues Bâtiment
International
55. Bouygues Travaux
Publics
56. VSL
57. DTP Terrassement
58. Concessions division
59. ETDE
60.
Extra-financial
indicators
62. Stakeholders
63. Methodological note
on reporting
64. Performance summary
66. Economic challenges
67. Environmental
challenges
68. Social and HR challenges
70. Self-assessment of
the Actitudes policy
by entities
73. Assurance report
74. Main addresses
3/05/11 10:05:29
RAPPORT D’ACTIVITÉ ET DÉVELOPPEMENT DURABLE BOUYGUES CONSTRUCTION
Bouygues Construction is a global player in the building,
civil works, energy and services markets. Operating on every
continent, it has recognised expertise at every stage of a project,
from financing and design to construction, operation and
maintenance. Its 54,000 employees develop effective and
innovative solutions to carry out projects that enhance quality
of life for all, building hospitals, schools, housing, stadiums,
transport infrastructure and installing high-speed networks
and street lighting.
Bouygues Construction places social, societal and environmental
challenges at the heart of its development strategy, with the aim
of leading the way in sustainable construction.
OUR VALUES
Leaders
Professionals
Committed
The talent, team spirit and diversity
of the men and women of Bouygues
Construction, day in, day out and
on every continent, give us a powerful
mouthpiece for expressing our
leadership in the construction sector
and for related services.
We listen carefully to our customers’
demands and needs, and we are
committed to providing them with
high-performance and innovative
solutions to ensure that their projects
succeed.
As a responsible company, we ensure
that the social and environmental
impact of our business remains at the
core of our development strategy.
1
RABO010_II-01_UK_BAT.indd Sec1:1
3/05/11 10:05:50
OVERVIEW
Three business areas
with high added value
With an extensive range of know-how, Bouygues
Construction is involved through the entire value chain
of building, infrastructure, energy and services projects:
finance, design, construction, operation and maintenance.
2
CORPORATE REPORT BOUYGUES CONSTRUCTION
Building
Civil works
Energy and Services
Housing, schools, hospitals,
office buildings, stadiums,
airports, exhibition centres,
leisure amenities, etc.
Underground works, engineering
structures, earthworks, roads, ports,
public transport infrastructure, etc.
Integrated technical solutions in the areas
of energy, industry, the service sector,
transport, the environment and telecoms.
3
OVERVIEW
Sustainable construction
is at the heart of our
strategy
Yves Gabriel,
Chairman and Chief Executive Officer
4
RABO010_04-05_UK_BAT2.indd 4
5/05/11 18:24:57
How would you sum up the 2010
financial year?
In what remained a challenging
financial and economic context,
Bouygues Construction’s performance
in 2010 was highly satisfactory. Our
sales maintained a high level, at
€9.2 billion, while orders booked, at
more than €10.9 billion, were close to
the record figure achieved in 2007.
Our current operating margin held up
very well, at 3.4%, and our net income
of €201 million was once again
impacted by low interest rates.
What were the highlights of the past
year on an operational level?
We have had some strong commercial
successes, particularly in relation to
our high added-value offerings. In
France, we won a number of major
public-private partnerships (PPPs),
among them 63 works and
maintenance centres for the French
interdepartmental roads authorities,
the Stade Vélodrome in Marseille and
the installation of the digital network in
the Hautes Pyrénées department. On
the international stage, several major
contracts were signed, particularly in
Asia (the Singapore Sports Hub, a
cruise ferry terminal and rail tunnels in
Hong Kong) and in Morocco (Tangier
Med Port 2). We also successfully
positioned ourselves in Qatar (Barwa
Financial District) and we reinforced
our presence in Canada by winning
the contract for the headquarters of
the Royal Canadian Mounted Police.
Turning to our ongoing operations,
once again this year our teams have
been active on several hundred
construction sites of all sizes
throughout the world. We delivered
three office towers (Sequana and First
in the Paris region and Oxygène in
Lyon), as well as the Shangri-La and
Royal Monceau hotels in Paris. We
continued works on major hospitals
in Amiens and Orléans and the
Flamanville nuclear power plant. In the
field of transport infrastructure, we
completed the Reims tramway and
brought the Gautrain rail link into
service in time for the Soccer World
Cup in South Africa. Several
prestigious buildings were completed
in Turkmenistan. ETDE installed a data
centre in Aubervilliers and erected
power lines in Congo and Gabon.
In addition to all of this, we
finalised the acquisition of the
Leadbitter group, strengthening our
position in the United Kingdom.
What are your expectations for 2011?
We do not anticipate an important
improvement in our markets in 2011,
and commercial pressure will remain
strong. In western countries, austerity
measures introduced by many
governments combined with the
wariness of private investors give no
cause for any hope of dynamic
growth. The revolutions that are taking
place in several countries in the Arab
world are further causes of instability
and are harmful to our commercial
activity. And Asia has now clearly
confirmed itself as the new centre of
gravity of the world economy.
In this environment, we have a
number of major commercial targets.
Contracts due to be awarded in France
include the Nîmes-Montpellier bypass,
several stadiums including Bordeaux
and Lyon and the first operations
forming part of a national university
reorganisation scheme. The year
began well for us, with the news that
we have been designated the preferred
bidder for the Ministry of Defence
project in Balard. Outside France, we
are preparing a number of projects,
particularly airports and hospitals.
As far as our activity is concerned,
it will be based on order books which
are currently at a record level of more
than €14 billion and which we expect
to increase slightly.
Turning to sustainable construction,
what are your ambitions for the
coming years? What progress did
you make in 2010?
Sustainable construction is a strong
trend on our markets. To enable us to
give the best possible response to the
expectations expressed by our
customers, we have decided to
position this new approach to our
industry at the very heart of our
strategy. We are doing so by
structuring our initiatives in the form
of an ambitious action plan. We have
already made progress in a number
of areas. In R&D, for instance, we
have founded and are funding a chair
in Sustainable Building in conjunction
with three prestigious engineering
schools (Ecole des Ponts, Centrale
Paris and Supelec) and the CSTB. We
have also signed an agreement with
WWF on supplying our construction
sites with wood from sustainably
managed forests. More than half
of the orders we book for buildings
now include meeting environmental
standards or applying for
environmental certification. We have
signed the first energy efficiency
contract in France covering the
housing sector, and we have just
delivered the new headquarters of our
subsidiary ETDE, which is a whole
compendium of sustainability
innovations.
And you have also launched
renovation works at Challenger,
Bouygues Construction’s
headquarters in Saint-Quentin-enYvelines…
That’s right. Challenger was designed
25 years ago, and for a long time it
has been a showcase for our Group’s
know-how in new-build construction.
We now want to turn it into a
showcase for our know-how in
“sustainable renovation”. With this in
mind, we have launched an ambitious
programme of works with the site
continuing to function normally, which
will result in the building being
certified to meet the three leading
international standards (HQE, Bream
and Leed). The building’s energy
consumption will be divided by ten
and its environmental impact heavily
reduced. The project is also intended
to improve the working environment
of the 3,200 people who work at
Challenger.
Interviewed April 6, 2011.
5
RABO010_04-05_UK_BAT.indd 5
3/05/11 10:09:48
OVERVIEW
General Management
Committee
Seeking to respond fast and
efficiently, Bouygues Construction is
organised in operating entities which all
report directly to General Management.
They receive support from corporate
functions and EIGs (economic interest
groupings): financial engineering,
management control, treasury, legal
affairs, human resources,
communications, equipment and IT
services. Since 2009, a Group
Research and Innovation department
has directed and consolidated the work
of R&D and Innovation teams, the
specialist unit for sustainable
construction and the Sustainable
Development department. A Central
Purchasing department allows a
pooling of resources and co-ordinates
purchasing teams at Group level.
Yves Gabriel
Chairman and Chief Executive Officer
FUNCTIONAL DIRECTORS
Hubert Barbellion,
Vice President, Development and
External Relations
Philippe Dalle Nogare,
Executive Vice President, IT and
Information Systems
Gaëtan Desruelles,
Executive Vice President, Research and
Innovation, Sustainable Construction
Dominique Lebigot,
Vice President, Purchasing
Christophe Morange,
Vice President, Corporate
Communications
BOARD OF DIRECTORS
(as at 28/02/2011)
Philippe Bonnave
Deputy Chief Executive Officer
CEO, Bouygues Entreprises France-Europe
Yves Gabriel,
Chairman and Chief Executive Officer,
Pascal Grangé,
Olivier Bouygues, Director
Jean-François Guillemin, Director
Gilles Zancanaro, Director
Bouygues, represented by Philippe
Marien, Director
Olivier-Marie Racine
Chairman and CEO, Bouygues Bâtiment
International
6
3/05/11 10:11:44
Pascal Grangé
Jean-Marc Kiviatkowski
General Counsel and Internal Control
Director
François Jacquel
Human Resources Director
Christian Gazaignes
CEO, Bouygues Travaux Publics
Philippe Amequin
Deputy CEO, Bouygues Travaux Publics
Charles Paradis
CEO, Concessions division
Daniel Rigout
CEO, Specialist Civil Works division
Philippe Fabié
Chairman and CEO, Bouygues
Bâtiment Ile-de-France
Jean-Philippe Trin
Chairman and CEO, ETDE
7
3/05/11 10:11:52
OVERVIEW
Key figures 2010
€9.2
billion sales
€4.1 Bn
international sales
54,100
employees (France and
international)
3.4%
current operating margin
€201m
operating profit
CONSOLIDATED BALANCE SHEET
(in millions of euros)
INCOME STATEMENT
Assets
Non-current assets
Current assets
Total assets
2010
1,492
6,915
8,407
2009
1,195
6,941
8,136
Liabilities
Shareholders’ equity
Non-current liabilities
Current liabilities
Total liabilities
2010
755
1,198
6,454
8,407
2009
766
1,086
6,284
8,136
Net surplus cash
2,856
3,286
2010
9,235
2009
9,546
Current operating profit
315
335
Operating profit
Net profit
Net profit attributable to
minority interests
315
203
335
241
-2
-1
201
240
Sales
Net profit (attributable to
the Group)
8
3/05/11 10:14:27
14.2
12.3
9.5
297
9.5
12.0
9.2
3.3
240
2.9
2.6
201
2008
2009
2010
ORDERS BOOKED
(in billions of euros)
Order books are at a record
level, driven by a sharp
increase in the number of
orders being booked. There
has been a significant rise in
medium- and long-term
orders, providing the Group
with an increasingly clear
outlook.
2008
2009
2010
SALES
Sales fell slightly by comparison
with 2009, following growth of
73% over six years. In France,
the drop in business (down
5% to €5.1 billion) was more
marked than on international
markets, where business was
virtually stable (down 1% to
€4.1 billion).
17%
3%
3%
2008
2009
2010
2008
NET PROFIT,
GROUP SHARE
Operating profit remained
at a very satisfactory level
compared with 2009. Net profit
was affected for the second
consecutive year by the low
interest rates remunerating the
cash surplus.
17%
21%
13%
2009
2010
NET CASH POSITION
The cash surplus remained
at a very high level. The
decrease of €430 million is
accounted for by a lower level
of business, the purchase
of the Group headquarters,
Challenger, from Bouygues
SA and a rise in operating
investment following the start
of work on several major
projects in 2010.
3%
9%
12%
4%
27%
83%
17%
BREAKDOWN OF SALES
BY BUSINESS AREA
The split between building and civil works
projects and energy and services operations
was stable.
Building and public works: 83%
Energy and services: 17%
BREAKDOWN OF SALES BY ENTITY
21% Bouygues Bâtiment
Ile-de-France
27% Bouygues Entreprises
France-Europe
17% Bouygues Bâtiment International
12% Bouygues Travaux Publics
3% VSL
3% DTP Terrassement
17% ETDE
The Concessions division reported
€309 million of receipts in 2010.
16%
55%
BREAKDOWN OF SALES BY
GEOGRAPHICAL REGION
Bouygues Construction generated 45% of
its business outside France in 2010, slightly
higher than the previous year. In total,
Europe represented 75% of sales.
55% France
16% Western Europe
4% Eastern Europe
9% Africa-Middle East
13% Asia-Pacific
3% Americas-Caribbean
9
3/05/11 10:14:27
OVERVIEW
Key data for
sustainable development
in 2010
Bouygues Construction launched its “Actitudes”
policy in 2007. This structured and pragmatic approach to meeting the challenges of sustainable
development consists of seven key themes broken down into a core of 42 concrete actions that
constitute the common working basis for all the
subsidiaries.
The subsidiaries carry out self-assessment and set
improvement targets for all 42 core actions, using
a frame of reference that sets out expectations for
each level of implementation (ranging from 1 to 4).
This annual process monitors progress made in
deploying the policy. A third party (Ernst & Young)
has audited it for the past three years, validating the
scoring and consolidation carried out.
The Sustainable Development department, which
reports to the General Management Committee,
directs the roll-out of this policy, working with a
committee consisting of representatives of the operating entities and the key support functions. It
also heads a network of roughly one hundred coordinators in the subsidiaries. A specialist unit in
Sustainable Construction and subcommittees
working on specific topics such as diversity, purchasing and ethics are also part of the structure.
A portion of the variable part of senior managers’
remuneration is linked to meeting sustainable
development targets, such as safety. Such targets
are incorporated in employee appraisal interviews.
10
3/05/11 10:15:04
ACTITUDES,
7 KEY THEMES
Foster a trusting
relationship with our clients,
based on consideration,
transparency and innovation.
Lead our business
sectors in terms of
occupational health and
safety.
Incorporate risk
assessment into the
day-to-day management
of the company.
Develop our employees’
skills and promote equal
opportunity.
THE ENVIRONMENT:
Ensure that our
businesses respect
the environment.
Participate in the
economic and social life
of the regions in which
we operate.
Establish even-handed,
long-term relationships with
partners, suppliers and
subcontractors.
OUR CUSTOMERS:
MAKE SUSTAINABLE CONSTRUCTION
OUR CORE BUSINESS
FOSTER A TRUSTING RELATIONSHIP
314
81%
82%
82%
2008
2009
2010
53%
35%
133
2008
148
2009
29%
2010
2008
2009
2010
Number of orders taken for buildings with
an environmental label or certification.
259
construction sites awarded the Ecosite
label (the in-house environmental label)
as at 31 December, corresponding to
68% of eligible sites.
Percentage of sales covered by
triple Quality-Safety-Environment
(QSE) certification.
1,837
managers trained in
business ethics in 2010.
OUR SUPPLIERS AND SUBCONTRACTORS:
THE COMMUNITY:
INVOLVE OUR PARTNERS
IN OUR ONGOING PROGRESS
PARTICIPATE IN LOCAL ECONOMIC
AND SOCIAL LIFE
83%
439
of sales carried out by operating
units that have developed an action
plan to involve subcontractors in
the QSE drive in 2010.
partnerships in place seeking to
support social inclusion, education
and healthcare in 2010.
11
3/05/11 10:15:09
OVERVIEW
Strategic priorities for growth
In all its businesses in France and abroad (building, civil works,
energy and services), Bouygues Construction increasingly operates within
the framework of end-to-end contracts (public-private partnerships or
concessions), which allow it to deliver high added value. These involve
finance, design, construction and facilities management (operation and
maintenance). In all types of projects, sustainable construction constitutes
a factor of differentiation in the Group’s offer.
1.
1
International
Bouygues Construction operates on
international markets on a long-term basis
through local subsidiaries. It continues to
integrate recent acquisitions, especially in
Europe, where countries that have recently
joined the EU have considerable infrastructure
needs. The Group also benefits from dynamic
growth in other regions where it carries out
major projects.
Principal projects: Cruise Terminal (Hong Kong),
Barwa Financial District (Qatar), Gautrain Rapid
Rail Link (South Africa).
2.
2
Energy and services
These businesses enable Bouygues
Construction to design comprehensive
solutions for its customers. They provide the
Group with complementary business cycles
and generate recurring long-term revenue.
The group is also strengthening its positions in
high-technology segments such as optical fibre
and data centres.
Principal projects: street lighting in BoulogneBillancourt and Sèvres (France), the Global Switch
data centre in Clichy-sous-Bois (France), the
Drôme-Ardèche fibre optic network (France),
power networks (Mozambique and Congo).
1 Design and construction of the Kai Tak Cruise
Terminal in Hong Kong.
2 Installation of power lines in Mozambique.
12
5/05/11 18:29:35
3 Public-private partnership for the reconfiguration of
the Stade Vélodrome in Marseille and its surroundings.
4 Construction as general contractor of Tampines
Grande in Singapore, an office building with LEED Gold
and Green Mark Platinum certifications.
3
3.
High value-added projects
Bouygues Construction has developed highlevel expertise in public-private partnerships
and concessions, both in France and elsewhere.
These projects enable the Group to offer its
customers the full range of its skills. In the
property development segment, it can draw on
a network of specialist firms in France (Sodéarif
and Cirmad) and around Europe and on specific
investment funds, especially for low-energy and
high environmental quality buildings.
Principal projects: Sports Hub (Singapore),
Stade Vélodrome in Marseille (France), Surrey
hospital (Canada).
4
4.
Sustainable construction
Sustainable construction is a strategic
priority for all the Group’s entities, which
offer customers solutions to improve the
environmental performance of buildings and
structures throughout their entire life cycle. This
approach is gradually broadening out to the
scale of the neighbourhood or the city, taking
account of personal travel, water and waste
management, energy and services.
Principal projects: Australia, the headquarters
of ETDE in Montigny-le-Bretonneux (France), the
First Tower at La Défense (France), the Tampines
buildings (Singapore).
13
3/05/11 10:16:49
OVERVIEW
A major
international group
Operating on every continent,
Bouygues Construction generates
roughly half of its sales outside
France, which avoids reliance on the
French market cycle alone. The Group
enjoys a strong presence in Western
Europe and Eastern Europe, a
strategically attractive region for
Bouygues Construction. The Group
owns subsidiaries in the United
Kingdom, Switzerland, Spain, Poland
and the Czech Republic. It is also
active in Asia, Africa, the Middle East
BREAKDOWN OF INTERNATIONAL
SALES IN 2010
37% Western Europe
9% Eastern Europe
29% Asia - Pacific
20% Africa - Middle East
5% Americas - Caribbean
and the Caribbean, where it operates
either through long-term operations or
on a one-off basis to carry out large
complex projects.
In the context of its stringent
management of “country risk”
in Africa and other regions, Bouygues
Construction tends to favour
projects benefiting from international
funding (e.g. European Development
Fund, etc.).
5%
37%
AMERICAS - CARIBBEAN
Sales: €223 million
Workforce: 9,600
20%
29%
9%
14
3/05/11 10:17:39
INTERNATIONAL BUSINESS
2010 business over €100 million
2010 business between €50 and €100 million
2010 business under €50 million
ASIA - PACIFIC
Sales: €1,200 million
Workforce: 13,500
EASTERN EUROPE
Workforce: 1,300
WESTERN EUROPE
Sales: €6,619 million
Workforce: 28,800
AFRICA - MIDDLE EAST
Workforce: 900
15
3/05/11 10:17:41
This building is
overflowing…
… with technological solutions intended to reduce energy
consumption. Assisted natural ventilation, chilled water
storage, a green roof, photovoltaic panels and architecture
that maximises natural daylight combine to make
this 23-storey HQE tower an energy-efficient building
consuming 90 kw/m2 per year, which is three times
less than a conventional office building.
The Sequana tower in Issy-les-Moulineaux, France.
16
3/05/11 10:18:49
17
3/05/11 10:18:53
This harbour
is brimming...
… with technical innovations intended to limit its impact
on the marine ecosystem. The combined use of Accropode™
blocks in shallow waters and precast caissons in depths
of more than 20 metres reduces the footprint of the harbour
walls and the volumes of materials employed. The result
is considerably reduced environmental impact.
Container port in Tangier, Morocco.
18
3/05/11 10:18:55
19
3/05/11 10:19:06
This street lamp
doesn’t work…
… like a traditional street lamp. It consumes one third less
energy, and what’s more, it’s renewable energy. Its lighting
times are controlled centrally, but it is adjusted according
to the level of external brightness. It is also fitted with
Citybox®, an innovation developed by ETDE, which allows
the street lighting network to provide new urban services,
such as public loudspeakers and CCTV.
Street lighting in Boulogne-Billancourt, France.
20
3/05/11 10:19:11
21
3/05/11 10:19:24
VOYAGE AU CŒUR DU GROUPE
22
3/05/11 10:22:51
RAPPORT D’ACTIVITÉ BOUYGUES CONSTRUCTION
An in-depth
view of the Group
23
3/05/11 10:22:54
Learning Center
Lausanne, Switzerland
The Learning Center at the
École Polytechnique Fédérale de
Lausanne, built by Losinger, is
now welcoming its first intake of
students. The remarkable “waveshaped” architectural concept
posed a major technological
challenge, which was met by the
company’s teams over 24 months
of works.
Tampines Grande
Singapore
Constructed by Dragages
Singapour and Byme, the
Tampines Grande in Singapore
was certified LEED Gold,
the prestigious American
environmental certification.
Acknowledged worldwide,
this certification recognises a
building’s energy efficiency and
sustainability characteristics.
Tongon Gold Mine
Ivory Coast
DTP Terrassement signed a 10year contract to work the Tongon
Gold Mine in Ivory Coast. The
company will be responsible for
excavating 80 million m3 of openpit mines.
Vincennes Zoo
Vincennes, France
Bouygues Bâtiment Ile-de-France
and ETDE won a PPP contract to
rebuild Vincennes Zoo. The project,
worth a total of €206 million, includes
architectural design and landscaping
of the new site, financing and
construction, followed by 25 years
of facilities management.
2010
in facts and figures
With operations in roughly 80 countries,
Bouygues Construction enjoyed a year rich in
challenges and successes in all its businesses. Here
are some of the highlights of the year.
24
5/05/11 18:30:25
has joined our Global Forest
and Trade Network, making it
the first French company in
its sector to commit itself to this
approach. The Group will increase
the volumes of wood it purchases
from forests that are managed
according to the principles that
guarantee the sustainability of
resources, the preservation of
biodiversity and social wellbeing.
It will do this while maintaining
the competitiveness of its
procurements in terms of costs,
quality and delivery times.
Royal Canadian
Mounted Police
Surrey, Canada
The Sentou ecocommunity
Bouygues Bâtiment International
and ETDE won a second PPP
contract in Canada to design and
build the headquarters of the Royal
Canadian Mounted Police in Surrey,
with facilities management for
25 years. The €450 million project
will be certified LEED Gold.
Suresnes, France
Bouygues Bâtiment Ile-de-France
won a contract to construct the
Sentou eco-community in Suresnes,
near Paris. The €69 million operation
includes 596 social housing units, a
school, a day-nursery and
underground car parks, all with
HQE® certification.
€770m
is the value of the world’s
largest PPP contract in the
sport sector, signed by
Dragages Singapour for the
Singapore Sports Hub.
63
Jean Bakouma,
Head of the Forests Unit at WWF (World Wide Fund for Nature)
works and maintenance centres
will be built by the Group for
France’s interdepartmental
roads authorities. The €355 million
project includes a 30-year
maintenance contract.
Gateway Bridge
Brisbane, Australia
In Brisbane, Australia, the
second Gateway Bridge, built by
a consortium including VSL, was
opened to traffic in May. The
company and its partners were
entirely responsible for building the
260m-long structure.
22 years
is the length of the PPP contract
worth €123 million signed by
ETDE with the Hautes-Pyrénées
department to construct its fibre
optic network and operate it
commercially.
Cruise terminal
Hong Kong, China
Dragages Hong Kong won
a €490-million design-build
contract for the Kai Tak Cruise
Terminal in Hong Kong. The
BREEAM-certified facility will be
capable of berthing two super
cruise liners at once.
25
3/05/11 10:23:47
AN IN-DEPTH VIEW OF THE GROUP
Gautrain
South Africa
Bouygues Travaux Publics
delivered the first stretch of
Gautrain, running from the
international airport to Sandton,
in time for the FIFA World Cup in
South Africa. It is the fastest and
most modern rapid transport
network in Africa.
The 1st
energy performance contract
(CPE) in housing in France was
signed by Bouygues Bâtiment
Ile-de-France and ETDE with
LogiRep. The companies will
modernise 231 social housing
flats in Vitry-sur-Seine,
southern Paris, guaranteeing a
40% reduction in energy
consumption.
Award
Paris, France
In partnership with Bouygues
Construction, the École des Ponts,
Supélec and the CSTB, we have set up a
research and teaching chair in sustainable
building and innovation. On these leadingedge issues, it is important that all those
who are, at one level or another, concerned
by these matters and eager for things to
advance quickly, combine their forces and
their respective resources.
At the first Green Business
Awards, organised by BFM
Business, La Tribune and
Ernst&Young, Bouygues
Construction won the Strategic
Change prize for Actitudes, its
sustainable development policy,
which it launched in 2007.
Hervé Biausser,
Director, École Centrale Paris
26
3/05/11 10:23:52
Stadium
On 8 November, GFC Construction and ETDE signed a
public-private partnership contract to renovate and extend the
Stade Vélodrome in Marseille and maintain and operate it for
35 years. The project also includes the development of a
100,000 m² eco-community surrounding the stadium.
Hospital
Bourgoin-Jallieu, France
GFC Construction delivered
the 490-bed Pierre Oudot hospital
in Bourgoin-Jallieu in October,
following 32 months of works.
ETDE will be responsible for
maintaining the hospital, which
was built according to stringent
environmental standards, for 31
years.
Shangri-La Hotel
Paris, France
In December, after three years of
major renovation, Bouygues
Bâtiment Ile-de-France handed
over the luxury Shangri-La Hotel,
in the 16th arrondissement of Paris.
It offers 81 rooms and 27 suites,
including five duplex suites.
27
3/05/11 10:23:55
R&D AND INNOVATION
Australia, the new HQE®-certified and
BBC effinergie®-labelled ETDE headquarters.
Innovation
responds to our challenges
Bouygues Construction draws on research
and development (R&D) and innovation to anticipate
and support the changes affecting its businesses
and markets. A response to the environmental
challenges raised by its activities and a source of
growth for the company, sustainable construction is
central to its research programmes.
28
3/05/11 10:25:25
Spreading innovation within the Group
Group-wide research programmes are overseen
and coordinated by the R&D, Innovation and Sustainable Construction Department, created in
2009. An R&D committee comprising senior technical managers from each entity selects research
priorities and defines budgets, deliverables and
timetables. It also encourages innovation at all
levels of the company, especially by organising
innovation forums open to all staff (technical,
works, sales and marketing, etc.) and innovation
competitions both within the various entities and,
every two years, at Group level.
2,000 employees submitted 500 entries for the
2010 Bouygues Construction innovation competition, the selection criteria for which incorporated
many aspects related to sustainable development
and sustainable construction. Prize-winning innovations included a proactive sales approach based
on ordinary biodiversity, a new approach to lighting
and lighting power sources called Eco-Light and a
low-carbon self-compacting concrete.
Group entities also have their own specific R&D programmes in order to come up with innovations in
their own projects at the sales, design, construction
and operation/maintenance stages. They carry out
research that aims to improve the performance of
materials and equipment, safety and quality of work,
to optimise deadlines, to make work less strenuous
and to reduce environmental impacts.
Practical research priorities
&D and innovation, which weigh
increasingly heavily in the development of the construction
industry, are among Bouygues
Construction’s key strategic
priorities. A response to the environmental challenges raised
by its activities and a source of growth for
the company, sustainable construction is central to its research programmes. Bouygues
Construction devoted 50% of its R&D budget
to sustainable construction in 2010, compared
with 32% in 2009. It has also put the issue at
the heart of its strategy, launching a sustainable construction project in mid-2010 within the
framework of its Actitudes sustainable development policy (see p. 10). Over and above the
technological implications, the project concerns organisation, marketing and sales and
worksite production methods. The aims are to
develop innovative and practical solutions at
every level of the company that promote sustainable construction.
R
The main priorities in Bouygues Construction’s
Group-wide research programme in 2010 were:
• Making buildings more energy-effi cient, in
particular through better control of actual
consumption (diagnostic tools, materials performance analysis, usage tracking, etc.) and
innovative technologies to produce energy
and reduce consumption (solar air-conditioning, external insulation, etc.).
• Reducing carbon emissions (low-carbon concrete, etc.).
• Developing a database of the environmental
characteristics of finishing products.
• Developing a methodology for assessing urban
biodiversity.
• Improving air quality inside homes.
• Evaluating the lifecycle cost of buildings.
• Promoting eco-design (taking part in the European Open House project to develop and
establish a common building assessment
method in Europe, taking part in the Bouygues
SA and Alstom UrbanEra project).
2,000
employees were
involved in the
Innovation Competition
in 2010.
Innovative offers for customers based
on eco-design
Eco-design, which takes account of all the environmental impacts of a project from design to
29
3/05/11 10:25:28
Sustainable construction is at the heart
of the Group’s development strategy.
Social housing in Villetaneuse, built using
ThermediaTM 0.6 B concrete.
Signature of the partnership
agreement for the chair
in Sustainable Building
and Innovation.
50%
of the Group’s R&D
budget was devoted
to sustainable
construction in 2010.
demolition, is central to the development of many
of the innovative products and services offered by
Bouygues Construction. The pioneering CarbonEco® software tool, designed in-house, calculates
the greenhouse gas emissions linked with a building or civil engineering project and enables users
to compare eco-variants and test various operating
options. In 2010, the Group continued to roll out
Hypervision, an application that tracks a building's
energy consumption in real time and is used by
Group subsidiaries in PPP contracts with an operation and maintenance component. Bouygues
Construction has also teamed up with the CSTB
to develop Elodie®, a solution that assesses the
environmental quality of projects through lifecycle
analysis based on multiple criteria.
areas like digital modelling, composite materials
and photovoltaic energy. Along the same lines, in
2010 the Group financed the creation of a research
and teaching chair in sustainable building and innovation in partnership with École des Ponts
ParisTech, École Centrale Paris, Supélec and
CSTB, the French building technology research
centre. The aim of the chair is to encourage academic research in areas such as energy efficiency
and environmental performance in buildings,
low-carbon technologies, user health and comfort, lifecycle costing, digital modelling and the
building/building and building/neighbourhood
interface.
Cooperation with other industry
players and engineering schools
In addition to its own resources, Bouygues
Construction enters into cooperation agreements
with other industry players and university research institutes. These partnerships help to
develop innovative materials like Thermedia™ 0.6 B
insulating ready-mix concrete (with Lafarge in
2009) and give access to high-level technical
expertise to foster rapid progress in cutting-edge
30
3/05/11 10:25:30
Interview
Gaëtan Desruelles,
Executive Vice President in charge of R&D,
Innovation and sustainable construction
Since 2009, sustainable
construction, R&D and
innovation have been
grouped together in a single
department. What challenges
does this organisation
correspond to?
Our construction operations
and the structures and
buildings that result from
them constitute a significant
portion of our overall
greenhouse gas emissions
and consumption of natural
raw materials.
Acknowledging this, and
driven by the introduction
of very effective regulatory
measures in the wake of the
Grenelle Environment Forum,
we worked on transforming
our businesses so that we
could introduce solutions that
would reduce the
environmental footprint of our
projects. In this context, R&D
and innovation represented
vital drivers for progress.
They led us to construct
buildings as demonstrators of
our know-how, which to start
with were exceptions but are
now becoming the norm. To
enable it to keep pace with
the changes occurring in its
markets, and, better still, to
anticipate them, Bouygues
Construction made
sustainable construction a
strategic challenge. To
formulate this strategy and
start implementing it, the idea
of bringing together the
energies that were already
focused on sustainable
development and sustainable
construction in the Group
was an obvious choice.
And on an operational
level?
The adoption of sustainable
construction entails a
significant shift in our
commitments and
responsibilities. Our
customers now expect us
to be able to design and
implement solutions that
will enable high performance
levels in a number of areas,
chief among them energy
consumption. In addition
to these expectations come
the guarantee of high
performance, not only at the
point of commissioning but
also through periods that are
growing longer and longer.
The engagement to which
we commit by contract with
our customers now takes
the form of long-term
performance obligations.
Is the Group prepared
to meet the challenge of
sustainable construction?
It’s nothing new for the Group
to pay attention to
environment issues. The
environmental component
of Actitudes, Bouygues
Construction’s sustainable
development policy, made
it possible to pragmatically
organise training for all
our teams in taking the
environment into
consideration. With
sustainable construction,
we’re going further by
incorporating all
environmental issues into
our design, construction
and maintenance processes.
In all these areas, 2011 will
mark a new stage as our new
Actitudes action plan for
sustainable construction
comes into force. Whether
it’s sales teams, R&D experts,
marketing specialists,
engineering office
technicians, site managers,
lawyers, purchasers or
whatever, absolutely all the
functions will progressively
be affected by this action
plan. The machine is now
in motion, and it’s more
important for it to go far
and deep than fast.
31
3/05/11 10:25:41
HUMAN RESOURCES
the company’s greatest resource
Men and women constitute Bouygues Construction’s
principal resource. It is their professionalism and
commitment to customer service that ensure that the
Group continues to develop. The emphasis of the Group’s
human resources management is on accident prevention
and safety, training, diversity, well-being at work and
respect for basic human rights.
ouygues Construction’s accident
prevention policy aims to keep its
businesses and worksites accident-free. It is coordinated by a
committee which ensures the
sharing of best practices and consistency in initiatives for progress
and tracking indicators. The total safety management system, implemented in all entities, has
OHSAS 18001 certification that covers 83% of
the Group's activity. The commitment shown by
operational managers and supervisors has reduced
the risk level over the last five years:
• the accident frequency rate* fell from 11.97 in 2005
to 6.14 in 2010;
• the accident severity rate* fell from 0.54 in 2005 to 0.30
in 2010.
The safety action plan includes training staff and
making them more responsible. All entities organise
safety programmes for site workers, supervisors,
foremen and managers. Temporary staff and subcontractors are also included in prevention initiatives,
including on-site reception, safety clauses in contracts, training, prevention guides and partnerships.
Road safety is a flagship issue for the Group: 300
employees have received training since 2009. In
2010, DTP Terrassement created a Road Safety in
Africa guidebook with an accompanying video on
eco-driving techniques for plant operators.
In occupational health, ergonomics is a priority for
Bouygues Construction, which has introduced warmup exercises for site workers before they start work,
B
300
employees trained
in road safety.
32
5/05/11 18:26:30
recruited ergonomists and introduced equipment and
materials that are easier to use, such as self-compacting and self-levelling cement.
The anti-addiction campaign continued in 2010, the
aim not being to penalise but to create conditions in
which employees with addiction issues can be given
medical support.
In 2009 the Group developed a specific software
application to assess chemical risks and set up a
monitoring unit, which is taking steps to identify and
replace all known products that might contain carcinogenic, mutagenic or reprotoxic (CMR) substances
or hazardous chemical agents.
Training and internal mobility
Training (see p. 35) represents 5.4 % of Bouygues
Construction’s payroll in France. It is provided by inhouse training centres both at Group level (Bouygues
Construction University, Gustave Eiffel apprentice
training centre) and in the subsidiaries (Pro Académie,
VSL Academy, etc.). The Minorange Guild, which has
branches in other countries including Switzerland,
Morocco, Turkmenistan or Hong Kong, and training
are recognised as means for site workers to advance
their careers. Site workers are also offered courses in
literacy and numeracy training. There was a high level
of internal mobility in 2010, made easier by the introduction of a new software tool that manages needs
and resources within the Group.
Diversity
Bouygues Construction created a Diversity committee in 2008. With one representative from each
entity, it works on the key themes of diversity.
Older workers
All entities have concluded agreements to favour
the recruitment of older workers and to support
them in their career by means such as skills reviews, work experience accreditation and more
frequent medical check-ups.
5.4%
of the payroll
dedicated to training.
Gender equality
21% of managerial staff in 2010 were women,
Le Millénaire Shopping center, Aubervilliers (France).
33
5/05/11 18:26:38
compared with 18% in 2009. Various steps have been
taken to include more women in production teams,
such as a scheme in partnership with IMS-Entreprendre
pour la Cité to diversify career choices for girls, management training for women and a plan, in partnership with
a grouping of construction industry employers, to train
women as crane operators (see p. 48).
608
people with disabilities
employed by Bouygues
Construction in France.
Disability
Most Bouygues Construction entities have concluded agreements with Agefiph, a fund to promote the
employment of disabled people, that include commitments in four areas: raising awareness among
staff, recruitment, ongoing employment and subcontracting to the sheltered sector. 608 disabled
people were employed in the Group's French subsidiaries at end-2010. The use of the sheltered
sector is overseen by the Purchasing Department
and implemented by pairs of HR and purchasing
managers in each entity. The proportion of sales subcontracted to the sheltered sector has risen by 9%.
The Group also supported measures to raise the level
of vocational skills in the sheltered sector in 2010.
Ethnic diversity
Bouygues Construction organises awareness-raising sessions for managers to prevent discriminatory
situations and to battle against stereotypes. Since
2007, equal opportunity training has been given to
approximately 300 HR and other managers.
Well-being at work
Three-year satisfaction surveys are incorporated
into the management cycle to ensure that employees' expectations are better taken into account.
77% of employees in France benefit from an annual interview at which they are able to review their
situation with their line manager. First agreements
on the prevention of psychosocial risks were concluded in several entities in 2010. They include
arrangements for psychosocial watch and alert
arrangements and charters for managers on
reconciling work and personal life. Bouygues
Construction University introduced a workplace
stress training module in 2010. A handbook was
produced for managers to help them identify and
deal with difficult situations that generate stress.
Bouygues Construction signed up to the Parenting
Charter in 2008 and is a partner of the Parenting
Observatory. A practical guide produced in 2010
gives managers legal advice and tips on how best
to handle issues such as maternity and paternity
leave and teleworking.
Respect for human rights
Operating in nearly 80 countries, Bouygues
Construction encounters a very wide range of economic, social and political situations. Its actions are
guided by respect for fundamental values and principles of human rights, enshrined in instruments like
the Universal Declaration of Human Rights, ILO
conventions, OECD guidelines and the UN Global
Compact. These principles are echoed in the
Bouygues Group’s Code of Ethics and the Supplier
CSR Charter, circulated in all subsidiaries.
Entities operating in emerging countries take action in a variety of different ways:
• Enabling local staff to benefit from the Group’s occupational health and safety standards, which are
stricter than local requirements in many countries
(e.g. complete annual medical check-ups for all
employees in Vietnam, where compulsory medical
cover is poor).
• Providing decent working conditions and accommodation while respecting different cultures and
communities.
• Introducing controls to ensure that subcontractors
and suppliers do not use forced or child labour.
Bouygues Construction also has very strict procedures in place to combat illegal working (see p. 50).
• Transferring know-how and skills to local staff.
• Supporting associations that help the most disadvantaged people in the vicinity of all major projects.
• Refusing to work in countries under a United
Nations embargo.
Employee saving
Bouygues ranks as the CAC 40 group with the highest level of employee shareholding (19.1% of capital
as at 31 January 2011). A further leveraged capital
increase, Bouygues Confiance 5, was launched in
November 2010, enabling employees to benefit from
the Group’s performance. In France, roughly half of
Bouygues Construction employees subscribed.
* To comply with standard practice in the industry, Bouygues
Construction has changed its way of calculating safety indicators.
Indicators are now calculated on the basis of all employees and not
only employees assigned to production (under the previous method
of calculation, frequency rate = 7.61 and severity rate = 0.39).
34
3/05/11 10:25:46
Interview
Jean-Manuel Soussan,
Human Resources Director in charge
of HR development
has had an active policy with
regard to training for many
years. Why has this been?
We have always considered
that our employees are at
the heart of the Group’s
performance and that it is
consequently essential for us
to develop their skills. In a
tougher economic context,
it’s more important than ever
for us to focus our growth on
our expertise and keep pace
efficiently with the changes
occurring in our industries.
This is why we are continuing
to invest heavily in training,
far in excess of our legal
obligations. So in 2010, more
than 5% of the total payroll
was devoted to training,
which represents roughly
18,200 trainees and more
than 600,000 hours of
training. This is a winning
strategy in more ways than
one, because, by developing
the employability of our
people and taking them to
the peak of their potential,
we also attract talents and
retain them within the Group.
There’s a saying: “able to go,
happy to stay!”
How are the various
training packages designed?
To adapt our employees’
skills to the changes occurring
in the Group, we must first
of all identify the needs and
ensure that the training
programmes bring solutions
that correspond to our major
strategies. This is why all the
HR departments have worked
together to map our training
packages, which makes it
possible to direct people to
the right programme accurately
and efficiently. Training
programmes are designed
for every profession and
function (production,
engineering, sales,
management, etc.), and they
are provided at three levels
(introduction, advanced skills
and expertise), so delivering
support for our employees
according to their professional
experience. Safety remains
a top priority in our training
programmes – it accounts
for no less than 50% of the
training budget. In spite of
the good results we have
achieved, we must remain
vigilant, not only continuing
with our training courses but
also carrying out more and
more initiatives to raise safety
awareness in all Group entities.
What is the place of the
University in this set-up?
Our university is chiefly
intended for managers, with
roughly 30 training offers
available to all the Group’s
entities. Approximately 1,300
people per year have taken
advantage of it since it started
up in 2008. 10% of our overall
investment in training goes on
it. The university is the ideal
place for learning, sharing and
personal development.
35
5/05/11 18:26:54
STAKEHOLDERS
Listening
stening
to civil society
As part of its sustainable development policy, Bouygues
Construction has established the conditions for ongoing
dialogue with customers, suppliers, subcontractors, pressure
groups, NGOs, employees, local residents, etc. Through
agreements, partnerships and dialogue, the Group is able to
take account of their expectations in its operations.
Volunteers help rebuild homes in Haiti, in partnership
with Emergency Architects.
36
3/05/11 10:25:56
Customer relations
Our customers’ trust is founded on the guaranteed
quality of our products and production methods,
backed up by an integrated Quality-Safety-Environment management system (82% of sales were
generated in triple-certified operating units in 2009).
Within this framework, listening to customers continues to be a priority, reflected in the systematic
introduction of customer satisfaction surveys and
greater use of outside organisations to ensure that
opinions can be freely expressed. For example,
Bouygues Entreprises France-Europe asked Qualimétrie to conduct all its satisfaction surveys in 2010;
customer surveys were carried out for 52% of all
building and civil engineering projects delivered.
Ethics
As part of its ethics policy, Bouygues Construction
has taken steps to raise awareness among managers and to promote irreproachable business
behaviour. Four main measures were taken in
2010: an extension of whistle-blowing arrangements to anti-competitive practices; stricter vet-
ting by Adit, a business intelligence agency, before sales agents are appointed; the creation of an
ethics committee; and the introduction of an ethics training plan for the executive committees of
all Bouygues Construction subsidiaries, covering
130 senior executives. The Group has created a
Sustainable Construction Club in to order to dialogue with customers and partners on a range of
topics, such as social housing, offices and logistics hubs.
Involving suppliers and subcontractors
in initiatives for progress
The Group’s subsidiaries seek to ensure that their
subcontractors take their social and environmental
responsibilities seriously, in areas such as health and
safety, quality, environment and illegal labour. To that
end, they organise training courses, working groups,
conventions, satisfaction surveys and cooperation
reviews and provide introductory handbooks at the
start of projects.
82%
of sales generated in
QSE triple-certified
operating units in 2010.
Purchasing policy
The Group’s responsible purchasing policy is coordinated by a special committee which provides
purchasers with information and training on the
subject. The policy is backed up by catalogues of
eco-products and eco-materials for technical and
works staff. The assessment of suppliers’ CSR
performance has been strengthened by the use of
a specialist external organisation, EcoVadis, offering objective analysis and a benchmark between
suppliers (164 suppliers have been audited over
the last two years, representing purchases worth
€415 million). This arrangement complements the
principles set out in the Supplier CSR Charter attached to contracts and specific clauses relating
to social and environmental responsibility in subcontracting agreements.
In France in 2010, the Group signed a contractor/SME best practice charter under the aegis of
the Minister of the Economy, Industry and Employment containing ten commitments relating to
responsible purchasing. Elsewhere, particular attention is paid to suppliers in emerging countries:
47 social and quality audits of new suppliers were
carried out in 2010. In October 2010, the Group
entered into a five-year partnership with WWF (the
World Wide Fund for Nature), becoming the first
member of its Forest & Trade network in the construction industry in France.
Combating illegal labour
Very strict procedures are in place to combat illegal working, including systematic checks of
identity documents and work permits in liaison
with the authorities, personalised access badges,
training for works supervisors, clauses in framework agreements with temporary employment
37
3/05/11 10:25:58
Clauses encouraging employment for disadvantaged
people are included in Group contracts.
Ecosite
Environmental Label
agencies guaranteeing that their employees are
legal and in-house checks.
Participating in the economic and
social life of local communities
In its operations, Bouygues Construction takes
account of stakeholder expectations relating to
both social and environmental issues through its
numerous partnerships and exchanges with civil
society bodies such as non-governmental organisations, associations and local authorities.
Bouygues Construction has been a signatory to
the UN Global Compact since 2006 and has taken
an active part since 2007 in working parties organised by Comité 21, a sustainable development
ginger group.
53
projects financed by
the Terre Plurielle
foundation in 2010.
Listening to local residents
It is essential to take the expectations of local
residents, local authorities and civil society as a
whole into account in order to successfully integrate worksites into their environment. In 2010,
consultation exercises, communication campaigns or surveys to measure the satisfaction of
local residents were conducted for 64% of worksites. Along similar lines, Bouygues Entreprises
France-Europe provides its works teams with a
local residents pack that includes a guide to
meetings with local residents, a model information
letter and a sample satisfaction survey.
Encouraging local employment
Bouygues Construction has a proactive policy of employing local site workers and managerial staff, thus
helping to develop the areas where its entities operate. The local benefits in terms of direct and indirect
jobs, transfers of know-how and support to communities provide further evidence of the company’s
commitment. In Cuba, for example, Bouygues Bâtiment
International has set up a centre to train foremen and
has trained 165 site workers there since 2008.
Promoting integration
Bouygues Construction also has a proactive policy of partnership with local integration bodies.
Examples include Chantiers Ecoles, a vocational
training programme in partnership with the government employment agency Pôle Emploi and
AFPA, an adult training organisation; a partnership
with EPIDe, an agency of the French army, to help
educational underachievers into employment; and
the Gateway to Employment programme in the
Paris region to help young people and adults find
a job. Whether at the request of customers or
spontaneously, each subsidiary offers to include
integration clauses in their contracts. In 2010, for
example, Bouygues Bâtiment Ile-de-France set
up a Chantier Ecole on the site of the national
records office in Pierrefitte-sur-Seine, near Paris,
that takes on and trains 25 young people without
qualifications. ETDE is continuing its partnership
with the National Neighbourhood Association Liaison Committee, a coordinating body for 120 local associations, with the aim of subcontracting
various services such as marking out worksites
and providing information to local residents to
people in at-risk situations.
Sponsorship
Through Terre Plurielle, its corporate foundation
created in 2009, Bouygues Construction supports
projects favouring access to healthcare, education
and integration for the disadvantaged in France
and abroad. In 2010, the foundation supported 53
projects sponsored by Group employees in 13 different countries.
In addition to the foundation’s work, Bouygues
Construction entities engage in solidarity initiatives in the places where it operates. Community
action committees have been set up in several
entities to give practical expression to the company’s commitments. Outside France, Bouygues
Construction is involved in two main partnerships,
with Care for the reconstruction of 3,000 homes
in Cuba following the local hurricanes, and with
Emergency Architects to enable volunteers from
the Group to leave on humanitarian missions in
disaster-stricken countries, notably Haiti.
38
3/05/11 10:26:00
Interview
Xavier Emmanuelli,
Former doctor, chairman and founder of the
Samu Social de Paris and Samu International,
co-founder of Doctors Without Borders and
a director of the Terre Plurielle Foundation
Why did you agree to
serve on the board of
directors of the Terre
Plurielle Foundation?
I have been involved in
humanitarian work for thirty
years. As a doctor, I found
many forms of exclusion
around the world – poor
people, forgotten people,
vulnerable and lonely people,
and so on. This was what led
me to found the Samu Social
in 1993 and then Samu
International in 1998. The
initiatives carried out by
Terre Plurielle to improve
access to healthcare,
education and training and
to help the integration of
disadvantaged people
correspond perfectly with my
own convictions, because
they are part of the fight
against many forms of
exclusion. So I was delighted
to accept when I was invited
to take a seat on the board
of directors of Terre Plurielle.
My role in the foundation
mainly consists of examining
and selecting projects
sponsored by Bouygues
Construction employees,
according to their feasibility.
The exclusion of young
people is a particular
preoccupation of yours.
What solutions have been
introduced to help the
integration of this section
of the population?
I have worked a lot on this
issue, and built up some sort
of expertise over the years
in training and dealing with
young people. Through my
involvement with the
Foundation, I’ve been able
to promote a project for
“knowledge-transmitters”,
which is now operational.
It’s a system where retired
doctors can volunteer to
train underprivileged young
people in a very specific area
of expertise: assisting the
elderly. Issues relating to the
aging of the population have
never weighed as heavily
as they do today. As a matter
of urgency we have to create
new professions so that we
can deal with the physical
and mental problems and
difficulties that result in a
loss of autonomy in elderly
people. Returning to a form
of solidarity between the
generations is a very
interesting way forward,
because it helps bring each
age group out of its isolation.
What is the legitimacy
for a company like
undertaking social projects?
Companies play a key role
in the economic and social
life of the region where they
operate. They are increasingly
becoming aware of their
impact on their natural and
social environment. Let’s not
forget that beyond the wealth
they create, companies are
also strong vectors for social
cohesion and in this respect,
they can’t get away from
their responsibilities. The
development of initiatives
such as those that are being
carried out by the Terre
Plurielle Foundation not only
helps to create new forms of
solidarity but also motivates
employees to work together
to achieve shared objectives.
39
3/05/11 10:26:04
an in-depth view of the group
Innovations in close-up
In all its businesses, Bouygues Construction designs
and develops technical innovations that enable it to
make differentiating offers to its customers. Here are
close-ups of some of them.
1
Double-skin facade
Consisting of an inner skin
in double glazing and an
outer skin in single glazing,
the double-skin facade
reduces heat loss and
improves acoustic
insulation. It enables
buildings to save energy.
4
Energy performance
contract
In December 2010, Bouygues
Construction signed the first
energy performance contract in
the housing sector in France
with LogiRep. The Group has
undertaken to significantly
reduce the energy consumption
of buildings it is renovating, by
up to 40%.
1
2
Smart street lamps
Street lamps equipped
with Citybox, developed by
ETDE, transform the public
streetlighting network into a
digital network connected to the
Internet. Lighting management
is therefore optimised and many
different functions are available:
video-protection, assistance for
the visually impaired, pollution
readings, traffic control, etc.
4
2
3
Innovative concrete
Bouygues Construction invests
heavily in research seeking to
improve the technical qualities
of concrete. In partnership
with Lafarge, the Group has
developed Thermedia TM 0.6 B,
a structural insulating concrete.
The Group has also developed
a low-carbon concrete, already
brought into use on some of
its worksites. Self-placing
concrete makes it possible
to reduce noise disturbance
from construction sites.
40
3
Corporate report BouYgueS ConStruCtion
5
6
cooling StaDiumS
Bouygues Construction has
developed a low-consumption
system for cooling the stands
in stadiums thanks to the
combined use of several
technologies: overnight cold
storage, motorised stadium
roof (shadow), distribution
of water and air with minimal
loss and use of air blowers
to improve the comfort
of spectators.
7
meaSuring toolS
develops its own
instrumentation as part
of its ongoing operations.
The Ares system is used
to measure settling under
a railway line when it is in
service, while Coteta allows
real-time monitoring of
settling during tunnelling.
8
tHe SanDing robot
Working alongside
manufacturers and
experienced research
laboratories, Bouygues
Construction is developing
robots intended to carry out
strenuous and/or repetitive
tasks on building sites. One
example is the robot sander
that can automatically
operate on large wall and
ceiling surfaces. In particular,
it can be used in the
decommissioning of nuclear
power plants.
tHe vSl cable tie
For the pylons of cable-stay
bridges, VSL has developed
a new cable tie which
drastically reduces damaging
phenomena and so
considerably increases
the lifespan of the cables.
In addition, thanks to an
ingenious detail that has
been patented, VSL cable
ties tolerate variations in the
tension of the stays on either
side of the pylon without the
cable requiring additional
blocking, meaning that a
stay can be replaced at low
cost if necessary.
6
8
5
6
7
41
LOREM IPSUM IPSUM
Careers
and creations
Building, sharing, inventing, discovering,
transmitting – and seeing the fruits of your effort take
shape and make a lasting impression on our dayto-day surroundings… Careers in the construction
industry bring a wealth of challenges and sources
of satisfaction and pride.
42
5/05/11 18:28:06
Manuel Goncalves
Chief master builder, Bouygues
When he first joined Bouygues
Construction in 2007, Manuel
Goncalves worked as part of a
small team. “But today, there
are 21 people working in my
team!” he explains. What marks
out this team is that half a
dozen of them are aged below
25. Hired even though they have
received no specific training
and were having difficulty
finding their feet in the world of
work, these young people have
been learning their crafts under
Manuel’s watchful eye.
“Whether they’re tracers, formworkers, finishing masons or
crane-drivers, all of them have
acquired know-how over the
months and years,” remarks
site foreman Manuel. He is a
highly satisfied man – to date,
not one of the young people
who have learned their craft
under his charge has left.
43
5/05/11 18:28:16
CAREERS AND CREATIONS
Anne-Christelle de Savignac
Manager of the Energy unit,
Exprimm
Energy? Anne-Christelle de
Savignac has it in abundance!
When she joined Exprimm (a
subsidiary of ETDE) in 2007, she
had just returned from nine
years spent in the United States,
where she had acquired solid
experience in carrying out
energy audits for service
companies. “It was a
tremendous experience, but the
trouble was that it meant leaving
it to others to implement the
solutions I was recommending,”
she recalls. “Today, my work in
the Exprimm Energy unit gives
me the added satisfaction of
achieving results!” As a bonus,
she gets to contribute to the
development of some of the
latest technological advances
introduced in energy
optimisation. The most recent
example is the new ETDE head
office, in Australia, which is one
of the first buildings to be
equipped with Hypervision,
a global energy efficiency
supervision software tool
developed by the Group.
44
3/05/11 10:33:32
Denis Averlan
Director of Operations and
Building Works, Bouygues
Bâtiment International
Before he became director of
operations, Denis Averlan had
already travelled much of the
planet, heading up various
projects for the Group. Eager for
a new adventure, he set off for
Hong Kong in 2003 to take
responsibility for the immense
AsiaWorld-Expo construction
site. “It’s a project that holds a
special place in my memory,” he
says. “In spite of the extreme
complexity of operations, we
managed to deliver it three
months early!” Today, he is
focusing on the new challenge
of simultaneously managing the
Civil Aviation Department
headquarters and the imposing
Kai Tak Cruise Terminal Building,
which will be capable of berthing
two super cruise liners. He sees
himself primarily as a manager.
“My role consists of bringing
together the many areas of
know-how required for projects
on this scale, managing the
budget, ensuring that everyone
obeys the safety rules, to which I
attach a lot of importance…
and, of course, keeping the
customers satisfied!”
45
3/05/11 10:33:42
LOREM IPSUM
CAREERS
AND IPSUM
CREATIONS
Christophe Soisson
Head of Production, PublicPrivate Partnerships, Bouygues
Carrying out projects as
varied as the construction of
a new endocrinology unit at the
Pitié-Salpêtrière hospital for the
Paris public hospital system or
a university in Paris or
rebuilding the Vincennes Zoo
is all part of the daily challenge
for Christophe Soisson’s teams.
“When public bodies call us in,
they know their own needs
better than anyone,” he
explains. “So we act as longterm partners, which enables us
to develop efficient solutions
which correspond to their
public service missions, and
at the lowest cost. To ensure
that the buildings function for
25 years if not more and are
capable of providing the
services that users expect, we
have developed a user culture
and we commit ourselves to
achieving levels of performance
that are measurable.” A
complete package with a
personalised offer is made
possible by the multi-discipline
teams that finance, design,
build, maintain and operate the
sites. The benefits are cost
control, time savings, quality…
and innovation! “Our full service
offering means that right from
the design stage, we can
incorporate original solutions
that make all the difference
by improving energy efficiency,
for instance, and finding the
trade-off between economic
imperatives, user quality and
sustainable development,”
adds Christophe.
46
3/05/11 10:33:43
PRECON
CEPTIONS
Stereotypes and preconceptions
often die hard, especially in the
construction sector. Here are three
pieces of conventional wisdom that
need to be set straight!
47
3/05/11 10:34:55
PRECONCEPTIONS
The construction
industry is no place
for a woman.
FALSE
Claire Albertelli-Cartalas
Site manager at Bouygues Bâtiment Ile-de-France
Habitat Social
F
ollowing two internships with Bouygues
Construction subsidiaries, I was hired by
the Group as a site manager. I was
attracted to the building and civil works
sector because there is a lot of autonomy
and responsibility.
When I graduated from the Ecole Spéciale
des Travaux Publics (ESTP), I naturally chose to stay in
the Group. After eight years, I’m now managing six
social housing construction sites. It’s fascinating work,
because you follow projects from design through to
handover, and you never have time to be bored.
In the time I have been working, I have never felt
hampered by the fact that I’m a woman. It’s of no
consequence, because in this business, what really
counts is your temperament. All those we deal with,
whether internal or external, generally realise quickly
that we have the same skills and the same energy as
men. And it doesn’t take long to gain their trust.
And I should also say that I don’t feel alone! In both
commercial and operational functions there are more
and more women, and quite a lot of the architects we
work with are women. Mentalities are changing. We’re
even beginning to see women taking jobs as site
workers, as crane drivers for example.
As far as promotion is concerned, I can attest to the
fact that things happen normally. Some women progress
faster than men, and vice versa. Once again, it’s skills
and temperament that are sought and are encouraged.
There’s no favouritism in one direction or the other.
You have to be aware that, above all, Bouygues
Construction is looking for people who are dynamic,
well organised, level-headed and sensible. Those are
the qualities that make the difference in good project
management. It no longer matters at all whether
you’re a man or a woman, thank goodness!
48
3/05/11 10:34:55
If you come from a
deprived neighbourhood
you’ve no chance of
joining a major group.
FALSE
Didier Rabiti
Diversity Manager in the Bouygues Construction
Human Resources department
A
lthough commonly accepted by
quite a few people, this statement
is totally false. Our sectors –
construction, civil works, energy and
services – offer genuine opportunities
to people who don’t always hold the
necessary qualifications. What’s more,
Bouygues Construction is a group with an extremely
wide-ranging training structure, one aspect of which
takes the form of employees who act as mentors on
construction sites and who welcome and train several
dozen young recruits every year. Mentoring can work
as an excellent training school!
Through the diversity of the jobs we provide and
our capacity for offering training, we are able to take
on people from extremely varied backgrounds. To give
you an example, in February 2008 the Group signed a
partnership agreement with the EPIDe, an agency of
the French armed forces, to assist vulnerable young
people. Although they are unable to sign up to a
traditional training scheme or find employment, EPIDe
and the Group provide them with a framework that
encourages social and professional integration and
offers them prospects for the future.
I can give you another eloquent example. Since
starting work on the Millénaire shopping centre in
Aubervilliers, Bouygues Bâtiment Ile-de-France has
reserved 75% of on-site job vacancies for local
people. The subsidiary has also awarded 3% of
subcontracted work to social integration enterprises
and neighbourhood social associations, and it has
signed 35% of building and maintenance contracts
with companies based in the local priority area. A
work and training scheme leading to a qualification in
form-working was introduced, enabling us to take on
15 young people on work-study contracts. Eight of
these qualified for a diploma, three of whom have
been hired on permanent contracts.
With a very broad international footprint, Bouygues
Construction carries out social integration and training
initiatives in numerous other countries, including
Cuba, Morocco, South Africa and Thailand.
49
3/05/11 10:34:56
PRECONCEPTIONS
Illegal labour is
unavoidable in
the construction
industry
FALSE
Jean Marc Kiviatkowski
General Counsel and Internal Control Director
of Bouygues Construction
T
he finger of blame is often too rapidly
pointed at the construction sector
with regard to employing illegal
immigrants. Sometimes we are even
accused of knowingly hiring people with
false immigration papers or papers that
are not their own. What makes these
accusations even more unfair is the fact that we have
put in place a number of measures intended to stamp
out all forms of illegal employment:
• All our subsidiaries apply very strict control procedures.
• They work in conjunction with the immigration authorities
to ensure that any foreign-born workers they wish to hire
hold fully compliant immigration documents.
• They sign framework agreements with temporary
employment agencies that incorporate specific
clauses guaranteeing the immigration status of any
foreign employees assigned to them.
• They provide all site workers (employees,
subcontractors and temporary workers) with a badge
allowing access to the site.
In spite of all our efforts, we are sometimes taken
advantage of by employees whose documents are not in
order, either because they have forged identity papers or
they are using a false identity. We have only limited
resources to carry out the necessary detective work,
which is best left to the police. In any case, we can under
no circumstance substitute ourselves for the authorities,
with whom we work closely on these matters.
Let me stress that Bouygues Construction has
nothing whatsoever to gain, especially in financial
terms, from employing illegal workers. We scrupulously
comply with all employment legislations and pay all our
taxes and social security contributions. Hiring illegal
workers would leave us liable to severe penalties.
Naturally, regular inspections are carried out on our
construction sites throughout the year by the police, the
social security authorities and the labour inspectorate.
50
3/05/11 10:34:57
Our
entities
Bouygues Construction is
organised in major operating
entities, specialising in specific
regions and businesses. They
constitute a vast network and
carry out a large number of
projects in France and many
other countries.
51
3/05/11 10:37:51
OUR ENTITIES
Bouygues Bâtiment
Ile-de-France
The Paris region market leader in the construction sector,
Bouygues Bâtiment Ile-de-France provides its customers with a
comprehensive offering through the specialities of its operating
units and subsidiaries: Rénovation Privée, Construction Privée,
Habitat Résidentiel, Ouvrages Publics, Habitat Social and Brézillon
(industrial civil engineering, environment and rehabilitation).
Sodéarif and Élan, specialist property development and project
management companies, round out the subsidiary’s offering.
1
THE “ZERO-ACCIDENT” POLICY
Using the slogan “Health, Safety, I’m
Involved!” the Bouygues Bâtiment Ilede-France safety policy is based on the
zero tolerance principle with regard to
breaching rules and taking risks, and on
individual empowerment. It aims to
create a radical change in behaviour,
with a target of zero accidents. It is
backed up by training programmes on
health and safety issues for newly hired
site workers and for site supervisors.
1 The Royal Monceau Hotel in Paris.
5,300
employees
Bouygues Bâtiment Ile-deFrance offers its customers
acknowledged know-how
for new build or renovation
projects, whether in public
facilities, private commercial
structures, housing or civil
engineering. Its organisation
according to specialities
enables it to attain the level
of expertise required to
respond effectively to
customers’ needs, whatever
the scale and complexity of
their projects. Following a
13% increase in 2009,
Bouygues Bâtiment Ile-deFrance’s sales rose further in
2010, to €1,943 million. Its
strong results were driven in
particular by continuing work
on projects entailing stringent
environmental standards,
among them the renovation
of the First Tower at La
Défense, the largest HQE®certified renovation site in
France, the construction
of a shopping centre in
Aubervilliers as part of an
eco-community, and the
construction of Green One,
the future headquarters of
Syndex, in the Pajol
development zone in
northern Paris, which will aim
for both HQE® and BREEAM
certification and the BBCeffinergie® low-consumption
label. Other highlights of the
year include the launch of
site work at the National
Archives in Pierrefitte-surSeine, Creil hospital and the
University of Paris-Sorbonne
(Paris IV), a project financed
in the framework of a publicprivate partnership. Several
flagship projects were
handed over in 2010,
€1,943m
of sales in 2010
including the Shangri-La and
Royal Monceau hotels in
Paris, the renovation of
Jussieu University in Paris,
and the construction of
Australia, the new corporate
headquarters of ETDE, which
has been awarded the BBCeffinergie® label.
On a commercial level,
2010 was characterised by
a resilient performance in
terms of ongoing business.
Several noteworthy contracts
were signed during the
course of the year, including
the refurbishment of the
Vincennes Zoo, the
construction of a hotel
school for the Paris region
in Guyancourt, two massive
renovation projects for a
celebrated Paris mansion
(the Hôtel Lambert) and
Haussmann-era office
buildings on the ChampsElysées and the construction
of the Palatis, an office
complex in Montrouge, sold
by Sodéarif on behalf of CNP
Assurances. Among other
contracts signed are the
construction of the Parc de
Tourvoie, a housing complex
developed by Sodéarif in
Antony, the construction of
the Suresnes-Sentou ecocommunity, incorporating
600 homes, a school, a daynursery and a 700-space car
park, and the refurbishment
of 775 social homes for Paris
Habitat OPH in northern Paris.
Orders booked remained at
the high level of €1,717
million, giving the company
a favourable outlook.
52
3/05/11 10:37:53
Bouygues Entreprises
France-Europe
Bouygues Entreprises France-Europe consists of the Bouygues
Construction subsidiaries operating in building and property
development and established in the French regions and in the
adjacent countries of Western Europe. With the aim of achieving
more efficient customer service and boosting competitiveness, the
scope of this entity was modified in January 2011. Its activities in
engineering structures, post-tensioning and repairs to engineering
structures have been grouped together and integrated into Bouygues
Travaux Publics, while two subsidiaries serving western France have
been merged to create Quille Construction.
1
2
A DAY TO COMBAT ADDICTIONS
Anti-addiction initiatives are central to
Bouygues Entreprises France-Europe’s
health and safety policy. On October 13,
2010, the company assembled all the
General Managers of its subsidiaries and
more than 150 managers (HR, QSE,
Works) to reinforce the key principles
behind its approach. This necessarily
entails carrying out widespread testing,
but combines this with ensuring that any
employees battling with alcohol or drug
problems receive full support from the
company.
1 Bourgoin-Jallieu hospital in France.
2 Housing development in Angers (France).
7,500
€2,496m
The Bouygues Entreprises
France-Europe
subsidiaries (Norpac,
Bouygues Belgium, Pertuy
Construction, Losinger,
Marazzi, GFC Construction,
Acieroïd, DV Construction,
Quille Construction,
Bouygues UK and Warings),
backed up by the Cirmad
property development
network, take charge of
projects from the design and
finance stage through to
completion. Working in close
proximity to their customers,
they operate a policy of
decompartmentalisation and
synergy which has resulted
in them grouping their
material resources in a single
department and setting up
a common purchasing
structure, networks of
competence specialising
in hospitals, universities,
prisons, etc., and a joint
training centre (the Pro
Academy). In 2010,
Bouygues Entreprises
France-Europe’s markets
were hit by the economic
slowdown caused by the
global financial crisis. In this
lacklustre context, the
company recorded solid
sales of €2,496 million, down
10% compared with the high
level achieved in 2009.
Highlights of 2010 included
the handover of several
flagship projects, such as the
Oxygène Tower in Lyon, the
Metz engineering school, the
Bourgoin-Jallieu hospital and
the Firopa printing plant in
Rouen, the first industrial
facility in France to be
awarded HQE® certification.
In 2010, Bouygues
Entreprises France-Europe
also remained active in the
construction of housing,
public health facilities
(Amiens-Picardie hospital,
the new regional hospital in
Orléans, etc.), prisons (Réau
penitentiary, etc.) and
educational and leisure
amenities. The company
began the construction of
the Archives du Nord in Lille,
which will be the first
positive-energy public
records building in France
and will consume only
12 kWh/m2/year.
Orders booked stood at
€2,600 million, a rise of 8%
compared with the previous
year, boosted by two
remarkable public-private
partnership contracts. One of
these covers the renovation
and design of the Stade
Vélodrome in Marseille with
operation and maintenance
for 35 years and the
development of a 100,000 m2
eco-community surrounding
it; the other relates to the
financing, design and
construction of 63 works and
maintenance centres for
roads authorities, associated
with a 30-year maintenance
contract.
employees
of sales in 2010
53
3/05/11 10:38:00
OUR ENTITIES
Bouygues Bâtiment
International
A specialist in complex projects, Bouygues Bâtiment International
operates in some twenty countries through a network of local
subsidiaries or in the context of major contracts with high added
value. With a capacity for technical and commercial innovation
backed up by its experience in project finance and an extensive
range of know-how, it designs and implements innovative solutions
for all types of buildings, including hotels, luxury housing, exhibition
centres, leisure facilities, offices, airports and schools.
1
THE ARTE SETS A NEW RECORD IN
SINGAPORE!
After the Tampines Grande and The
Sail, both built by Dragages Singapour,
The Arte has beaten all the records for
Conquas ratings by the Singapore
Building and Construction Authority,
with a score of 96.2 points. The
Conquas (Construction Quality
Assessment) is a national indicator
measuring the quality of construction
projects and encouraging contractors
to achieve higher standards. Completed
in 2010, these two 36-storey towers
have set a new benchmark for the
private residential sector in Singapore.
1 Oguzkent Hotel in Ashgabat (Turkmenistan).
16,100
employees
Bouygues Bâtiment
International aims to
provide its customers with
the best solutions in terms
of the financing, design,
construction, operation
and maintenance of their
building projects, and seeks
to establish a lasting
relationship with them.
In spite of the challenging
international economic
context, Bouygues Bâtiment
International achieved an
all-time record commercial
performance in 2010.
A strategy largely based
on its capacity for rapid
deployment enabled it
to seize commercial
opportunities in the most
dynamic regions. More than
double the previous year’s,
orders booked stood at
€2,992 million (up 136%).
A major contribution to this
achievement was the Barwa
Financial District operation
in Qatar, a huge property
development project that
includes nine office towers,
a hotel and a shopping
centre. The contract for the
Singapore Sports Hub, the
world’s largest public-private
partnership in the sport
sector, came into force.
This project further illustrates
the company’s commercial
success: Bouygues Bâtiment
International is responsible
for designing and building
the complex and providing
facilities management for
25 years. It includes a
55,000-seat stadium, an
aquatic centre and a multisports hall as well as
shopping facilities, offices
and exhibition spaces.
€1,625m
of sales in 2010
Among other contracts won
in 2010 were the Cruise
Terminal Building in Hong
Kong, Phase 2 of the Tangier
Port in Morocco, the Royal
Canadian Mounted Police
headquarters in Vancouver,
and several contracts in both
Turkmenistan and Singapore,
where the company’s
projects systematically
receive awards for their
quality and environmental
performance (see far left).
Business was steady in
2010. Sales of €1,625 million
were recorded, 9% higher
than the previous year.
Highlights were the handover
of the Sofitel and Oguzkent
hotels in Morocco and
Turkmenistan respectively,
and the Broomfield and
North Middlesex hospitals as
well as six schools in the
United Kingdom. In Thailand,
the 73-storey and 43-storey
towers of the residential
complex, The River, were
completed. Meanwhile, the
purchase of a stake in the
Leadbitter group in
December 2010 strengthens
Bouygues Bâtiment
International’s positions in
the United Kingdom and
offers it new prospects for
growth, benefiting from
synergies with the other
construction subsidiaries
already operating in the
United Kingdom, Bouygues
UK and Warings.
54
3/05/11 10:38:09
Operating both in France and on many international markets,
Bouygues Travaux Publics specialises in underground works, complex
civil engineering projects and engineering structures, as well as road,
port and public transport infrastructure. With specialist expertise
in large-scale project management and mastery of cutting-edge
techniques, it focuses its development on highly technical operations
with high added value. Since January 1, 2011, the civil engineering
operations of Bouygues Entreprises France-Europe subsidiaries have
been transferred into its scope, in the interest of overall performance,
clarity on the marketplace and improved customer service.
1
THE TYNE TUNNEL WINS
THE ECOSITE LABEL
The Tyne Crossing site in England is the
first Bouygues Travaux Publics
international site to be awarded the
Ecosite label. This in-house
environmental label, launched by
Bouygues Construction in 2010,
guarantees customers that their project
will be carried out with measures taken
to protect the environment and local
residents. To be eligible, site teams have
to do such things as implement an ecovariant to allow the containment of
polluted mud resulting from dredging
and ensure that local residents are
provided with detailed information on a
daily basis by four team members.
1 EPR nuclear power plant at Flamanville (France).
4,200
€1,076m
With sales of €1,076 million,
experienced a busy year
in 2010. At €1,038 million,
orders were at a
satisfactory level. As one
of the Hong Kong region’s
leading players in
underground works, one
of its specialist areas, the
company won one contract
for an 800-metre twin-tube
tunnel for the metro and
another to construct
8.5 kilometres of tunnels for
the high-speed Hong KongShenzhen rail link. In terms
of operations, 2010 saw the
completion of a number of
major projects. In South
Africa, in time for the
Soccer World Cup, the
company delivered the first
stretch of the Gautrain, an
80-kilometre rapid transport
network system that, when
completed, will link
Johannesburg, Pretoria
and OR Tambo international
airport (the first stretch
runs from the airport to
Sandton). It is the fastest
and most modern rail link
in Africa. In Australia,
meanwhile, Bouygues
Travaux Publics handed
over the Hale Street Link
project, an operation that
consisted of designing and
building a viaduct crossing
the Brisbane River in
Queensland, along with
a 225-metre access bridge.
It also delivered the first
stretch of a contract to
widen 30 kilometres of the
Istria motorway in Croatia,
which the company
originally built a decade
ago. Among ongoing
projects, Bouygues Travaux
Publics continued the
construction of the tunnel
under the Tyne in
Newcastle, United
Kingdom, and the Olkiluoto
EPR nuclear power plant in
Finland. Working in
conjunction with Bouygues
Bâtiment International, it
also started work on the
Tangier Med 2 container
port in Morocco. In
Switzerland, its subsidiary
PraderLosinger continued
work on several major
tunnels, including a 5-km
tunnel in Zurich.
In France, Bouygues
Travaux Publics completed
the widening of the A15
motorway and the
construction of the Reims
tramway. Works also got
underway on the
construction of a dam on
the River Seine at Chatou,
in the Paris region, and on
an operation to upgrade
the safety of the A14/A86
motorway tunnels beneath
the La Défense business
district. The company also
pressed ahead on the
construction of the Fréjus
and Toulon tunnels, as well
as the construction of the
EPR nuclear power plant
at Flamanville.
employees
of sales in 2010
55
5/05/11 18:31:22
OUR ENTITIES
VSL
VSL is a leading specialist in post-tensioning, a technique
for improving the load-bearing properties of concrete by
incorporating high-tensile steel cables into structures, and then
putting them under tension. Post-tensioning extends the
potential of concrete applications in structures such as bridges,
decks, floors and containment buildings. The company also
specialises in cable-stay systems for bridges, an area of
expertise in which it is a world leader.
1
THE VSL ACADEMY, A CENTRE OF
EXCELLENCE
Based in Bangkok, Thailand, the VSL
Academy was created in 2008. The
centre was originally dedicated to
providing employees with theoretical
and practical training in techniques of
post-tensioning. In view of its success,
though, its training programmes were
expanded in 2010 to cover all the
company’s areas of expertise: posttensioning, cable-stay systems, heavy
lifting, VSoL® (retained earth), etc.
Over 600 VSL employees from all over
the world attended sessions in 2010.
1 Post-tensioning works on the Adnec Tower in Abu Dhabi.
4,000
€269m
Operating around the
world through a vast
network of subsidiaries,
VSL focuses its
development on a policy of
creating alliances for major
civil engineering projects.
Such alliances provide
access to new markets
through global solutions
combining VSL’s know-how
with that of its partners.
By the same token,
partnerships with
companies operating in
fields related to its own
enable it to diversify its offer.
Meanwhile, VSL
consolidates its positions
in its areas of excellence
through an ambitious
Research and Development
policy, concentrating
especially on developing
post-tensioning systems,
including the use of carbon
fibres, and also on cable
stays, with a particular focus
on cable ties, for which VSL
is one of the world’s leading
players. VSL holds roughly
fifty active patents, which
enable it to offer its
customers high added-value
technical expertise.
In a context that has seen
the competition grow
stronger, VSL notched up
a good commercial
performance in 2010. It took
orders worth €343 million, a
14% improvement over the
previous year giving the
company bright prospects
for future business. VSL
positioned itself successfully
on dynamic markets in Asia
and the Middle East,
winning several contracts in
its various fields of expertise
in Hong Kong, India, China
as well as Abu Dhabi, for
instance.
VSL’s business was solid
in 2010, with sales of
€269 million. The company
continued work on a
number of major projects
whether as subcontractor or
as principal contractor, such
as the foundations of the
Central Reclamation in Hong
Kong, the construction of
the Baluarte Bridge in
Mexico, the phased
deconstruction and
reconstruction under traffic
of the Newmarket double
viaduct in Auckland, New
Zealand, post-tensioning
works on a nuclear power
plant in Russia or the posttensioning of 100,000 m2 of
floors for the M&C Tower in
Vietnam. The year was also
marked by the handover of
the second Gateway Bridge
in Australia, six months
ahead of schedule.
employees
of sales in 2010
56
3/05/11 10:38:16
DTP Terrassement
DTP Terrassement specialises in linear works and high addedvalue terrestrial infrastructures. Operating in France and
numerous other countries, the Bouygues Construction’s
earthworks subsidiary offers a diversified range of skills applied
to a variety of highly technical projects from small-scale local
sites to the design and construction of roads, motorways, highspeed rail links and opencast mining operations.
1
AN UPSTREAM APPROACH TO
BIODIVERSITY
DTP Terrassement’s operations have
considerable environmental impact.
The company has therefore adopted a
proactive approach with regard to the
preservation of biodiversity to ensure
that solutions are proposed as early as
the bidding process which aim to offset
the impact of projects by moving or
recreating ecosystems whenever it is
impossible to avoid or reduce
environmental impact. To implement
such solutions, DTP Terrassement has
developed specialist skills in-house and
works in partnership with specialised
organisations such as Noé
Conservation.
1 The Bata-Ayak Ntang motorway in Equatorial Guinea.
2,900
€276m
The development of DTP
Terrassement is based on
a solid structure organised
according to four types
of operations: works in
France, large-scale works
abroad, public-private
partnerships (PPPs) and
concessions, and
excavations of open-cast
mines. The company
possesses a fleet of more
than 1,000 site machines
and it is responsible for its
own machine maintenance,
which is a crucial benefit for
operations on distant or
isolated sites. DTP
Terrassement has triple
certification, consisting of
ISO 9001 (quality), OHSAS
18001 (safety) and ISO
14001 (environment). It
conducts an ambitious
sustainable development
policy, its key objectives
being reduced fuel
consumption and CO2
emissions, optimised water
consumption and the
preservation of biodiversity
(see left).
Sales in 2010 totalled
€276 million, while orders
booked stood at €368
million. A slowdown in public
expenditure led to reduced
business activity in France.
The main projects involved
earthworks operations of
various types, including
quayside protection works
at the Fos 2XL container
terminal near Marseille,
a 7-kilometre stretch of the
RCEA network upgraded to
dual carriageway, a logistics
hub in Criquebeuf, a noise
barrier at Laxou as part of
a project to widen the A31
motorway and works on a
future landfill facility in Vico,
Corsica.
In international activities,
business was particularly
buoyant in Africa. In
Equatorial Guinea, DTP
Terrassement designed a
motorway linking Bata and
Ayak Ntang (83 kilometres
of dual carriageway) and
carried out the works. In the
capital, Malabo, DTP
Terrassement won a new
contract at the airport and
continued with road building
work in the Caracolas area
and the construction of a
golf course. Meanwhile, the
company signed a contract
to upgrade a road between
Ndjolé and Médoumane
in Gabon, continued with
works to strengthen the RN5
in Burkina Faso and began
the construction of roads
between Nandeke and
Mbere and between Garoua
Boulai and Nandeke in
eastern Cameroon. In
addition, DTP Terrassement
continued mining operations
in Morila and Loulo in Mali,
and in the context of its
partnership with Randgold
Resources, it signed a tenyear contract at the Tongon
goldmine in Ivory Coast and
a new seven-year contract
at Gounkoto in Mali.
This partnership, which
establishes DTP
Terrassement as Randgold’s
exclusive subcontractor
for mining operations, offers
very substantial prospects
for future years.
employees
of sales in 2010
57
3/05/11 10:38:22
OUR ENTITIES
Concessions division
The Concessions division manages Bouygues Construction’s
shareholdings in concession companies. It also contributes
know-how to the start-up of new projects to be operated as
concessions, enabling the Group to deliver its competences in
technical design, finance, legal affairs and construction.
1
THE REIMS TRAMWAY
In a concession contract, several
Group subsidiaries, in partnership with
Alstom and Colas, were awarded the
design, construction, financing,
maintenance and operation of the
Reims tramway. It is 11.5 km long, and
includes 23 passenger stations and 3
car parks. The bus network is soon
to be reorganised to interface with the
tram route in order to optimise in-town
travel. 98% of residents of Reims will
live less than 500 m from a tram station
or less than 300 m from a bus stop.
The whole network will be operated by
the concession company until 2040.
1 The Gautrain Rapid Rail Link (South Africa).
1,500
€309m
Operating both in France
and a number of other
countries, the Concessions
division is involved in
managing a variety of
infrastructure projects
(motorways, tunnels,
railways, tramways, bus
networks, stadiums, etc).
These generated receipts
of €309 million in 2010.
Several of the concessions
saw significant
developments during the
course of the year. In South
Africa, the first section of the
Gautrain Rapid Rail Link
(between OR Tambo
international airport and
Sandton) was brought into
service in time for the kickoff
of the FIFA World Cup. More
than a million passengers
were transported during
its first three months in
operation. In 2011, the
80-kilometre rail link will
connect the airport,
Johannesburg and Pretoria,
and it will eventually carry
160,000 passengers per
day. The concession
company, Bombela, has
also begun operating the
bus network and the parkand-ride car parks
associated with the
infrastructure.
In France, works on the
Reims tramway were
completed, and testing of
the infrastructure began
prior to the commercial
launch. In parallel, the
concession company, Mars,
continued to operate the
city’s bus network (see left).
In Croatia, the first 28kilometre stretch of the
project to add a second
carriageway to the Istria
motorway (out of a total of
95 kilometres) was handed
over, and works began to
extend it as a two-lane for
a further 10 kilometres.
All the works were carried
out under traffic.
In the United Kingdom, the
construction of the second
Tyne Tunnel continued
in Newcastle as the
concession company, TT2,
was operating the existing
tunnel.
In South Korea, meanwhile,
the new Busan container
port, which will be Bouygues
Construction’s first reference
in the port concession
sector, entered the final
phase of construction, with
90% of the civil engineering
now completed.
Other infrastructure in
the Concessions division
portfolio continued to
develop in 2010: the A41
and A28 motorways in
France, the Stade de
France, the Rostock Tunnel
in Germany and Highway
2000 in Jamaica.
employees
of receipts in 2010
58
3/05/11 10:38:28
ETDE
Working in close partnership with each of its customers, ETDE,
the Energy and Services division of Bouygues Construction,
designs, installs, maintains and operates energy solutions and
local services that ensure the sustainable performance of
infrastructure and amenities and enhance the quality of life for all.
ETDE operates for public- and private-sector customers in the
areas of energy, industry, the service sector, transport, the nuclear
sector and telecoms. It is primarily active in Europe and Africa.
1
2
A SUSTAINABLE CONTRACT TO
LIGHT UP LONGJUMEAU
ETDE’s expertise in energy efficiency
is at the core of its PPP contract for
street lighting in Longjumeau. The
company has undertaken to achieve
energy savings of 35% and to use
100% green energy. Even the vehicles
and cradles will be electric-powered. A
carbon balance will be carried out
every five years to ensure that these
commitments are being met.
1 Installation of the fibre optic network in the Drôme
and Ardèche départements.
2 Facilities management of Australia, the new ETDE
headquarters, which is certified BBC-effinergie®.
12,600
employees
ETDE is organised
according to three main
business areas (network
infrastructure, electrical
and HVAC engineering and
facilities management),
and recorded sales of
€1,547 million in 2010.
Orders booked rose sharply
over the previous year to
€2,017 million; the
confirmation of several major
public-private partnership
(PPP) contracts is largely
responsible for this increase.
The network infrastructure
business enjoyed a very
busy year in 2010. ETDE
won PPP contracts for street
lighting in the towns of Thiais
and Longjumeau as well as
the Beaucaire-Terre
d’Argence community of
municipalities. In these
operations, the company
systematically commits itself
to significantly reducing the
customer’s energy
consumption (see left). In the
telecoms sector, ETDE was
awarded two new PPP
contracts to install and
operate broadband networks
in the departments of Hautes
Pyrénées and Finistère.
Outside France, the
company pressed ahead
with major projects in Congo
(500 km of power lines
between Pointe Noire and
Brazzaville) and
Mozambique, as well as
Ethiopia, where it is
upgrading the power
network in Addis Ababa.
ETDE won a contract to
install a 100-kilometre highvoltage line in the north of
Gabon, and one for a fourth
high-voltage line in Finland.
€1,547m
of sales in 2010
Business in electrical,
mechanical and HVAC
engineering was also strong
in 2010, particularly for major
projects in separate work
packages (electricity, HVAC
engineering). ETDE
strengthened its positions in
the nuclear sector and in the
maintenance of industrial
sites (mail sorting facilities,
etc.). The company also
carried out operations in
leading-edge sectors such
as data centres, white rooms
and hospitals, areas in which
it possesses acknowledged
know-how.
The Facilities Management
business focused its growth
on strengthening its offers
relating to sustainable
development and energy
efficiency. On major PPP
projects, it follows in the path
of Bouygues Construction,
offering high added-value
maintenance and service
solutions that complement
the Group’s construction
offers. In particular, ETDE
won a 20-year contract to
maintain 63 works and
maintenance centres for
roads authorities, as well as
the facilities management
contract for the Stade
Vélodrôme in Marseille. It will
also be responsible for
facilities management at the
Prime Tower in Zurich, the
tallest office tower in
Switzerland.
59
3/05/11 10:38:30
LOREM IPSUM IPSUM
60
03/05/11 10:57
Extra-financial
indicators
61
03/05/11 10:58
EXTRA-FINANCIAL INDICATORS
Stakeholders
As part of its sustainable development policy, Bouygues Construction has established the conditions
for ongoing dialogue with its various stakeholders.
FORUMS AND FORMS OF
DIALOGUE
STAKEHOLDERS
THEIR EXPECTATIONS
OUR RESPONSES
CUSTOMERS
• Service quality
• Competitiveness
• Innovation
• Trust
• Consideration
• Ethical behaviour
• Quality, Environment, Health & Safety policy
(ISO 9001, ISO 14001, OHSAS 18001)
• Sustainable construction research programmes
• Eco-variants offered to customers
• Dissemination of the Code of Ethics and executive
training in business ethics
• New sustainable construction products and services
(energy performance contracts)
SHAREHOLDERS
AND THE FINANCIAL
COMMUNITY
• Economic efficiency
and profitability
• Transparency and
information
• Long-term visibility
• Publication of information documents and press releases • Annual meetings
• Website
• Publication of the registration document
and annual report
• Responses to non-financial rating agencies and
investors (through Bouygues SA)
EMPLOYEES AND
TRADE UNIONS
• Working conditions
• Health and safety
• Respect
• Labour and union rights
• Fairness
• Acknowledgment
of achievements
• Training
• Diversity
• Training: Bouygues Construction University, equal
opportunity, Pro Academy, QSE Academy, etc.
• Annual assessment interviews and internal mobility
• Employee share ownership (Bouygues Partage and
profit-sharing)
• Fringe benefits
• Safety training on worksites, road safety and antiaddiction campaigns, workplace stress training module
• Ergonomics, warm-up exercises on worksites
• Handitour roadshow to raise awareness of disability
among staff
• Employee satisfaction surveys
• Health & Safety Committee, works
councils, elections of employee
representatives
• Diversity Committee
• Health & Safety Committee
• Internal communication (intranet,
in-house magazines, conferences,
poster campaigns)
• Information meetings, theme days
SUPPLIERS AND
SUBCONTRACTORS
• Loyalty
• Fairness
• Long-term relationships
• CSR Charter for suppliers and subcontractors
• Contractor/SME charter
• Partnerships
• Welcome pack for new partners
• Assessment of suppliers’ CSR performance
• Social audit of suppliers in emerging countries
• Satisfaction and perception
surveys / Cooperation reviews
• Conventions
• Day conferences
• Working groups
LOCAL RESIDENTS
• Control and reduction
of worksite impacts
• Environmental measures on worksites with the
Ecosite label
• Software to estimate and model worksite noise levels
• Arrangements for consultation, dialogue and
information
• Signs providing information
• Register of complaints
• Freefone number
• Worksite websites
• Meetings
CIVIL SOCIETY INCL.
LOCAL AUTHORITIES,
ASSOCIATIONS AND
NON-GOVERNMENTAL
ORGANISATIONS
(NGOs)
• Dialogue and transparency
• Long-term partnerships
• Compliance with
regulations, labour laws
and human rights
• Protection of the environment
• Ethical and responsible
behaviour
• Environmental measures on worksites with the
Ecosite label
• Evaluation of carbon emissions with CarbonEco®
software
• Environmental partnerships with Noé Conservation
on biodiversity and WWF on timber sourcing
• Partnerships with charities like Care France,
Emergency Architects and Planète Urgence
• Terre Plurielle corporate foundation
• Community action committees
• Contribution to economic development in places
where we operate
• Website
• Participation in outside events
(FEDERE Forum, etc.)
• Membership of organisations that
encourage dialogue with civil
society (Comité 21, Global
Compact)
• Specialist master’s degree in sustainable construction
and housing in partnerships with Ensam and ESTP
• Participation in research projects with CSTB
• Creation of a chair in sustainable building and
innovation with the CSTB, École des Ponts,
École Centrale Paris and Supélec
• Projects in cooperation with Ademe (eco-driving,
carbon balance, etc.)
• Participation in sustainable
development working groups in
industry bodies
• Lectures and courses
• Participation in careers fairs
SCIENTIFIC
• R&D and innovation
COMMUNITY,
• Pooling of skills
INDUSTRY BODIES
• Sharing of knowledge
(ADEME, CSTB, FNTP,
EGF-BTP, ETC.) AND
EDUCATIONAL
ORGANISATIONS
• Customer satisfaction surveys
• Conventions, study days
• Newsletters
• Organisation of “Sustainable
Construction Mornings” /
“Sustainable Construction Club”
for customers and partners
62
03/05/11 10:58
Methodological note
on reporting
Methodological procedures
In order to guarantee the uniformity of the indicators over the entire scope of the consolidation, a
methodological reporting guide has been issued
to all personnel involved in reporting the indicators. It is updated following consolidation of the
previous year’s data and the comments of contributors. It specifies the methodologies to be
used: definitions, methodological principles, units,
calculation formulas, conversion factors. A dedicated space on the intranet site is used for
downloading all the reporting tools. Sustainable
development indicators are gathered, controlled
and consolidated using Enablon, reporting software incorporating a workflow process.
Scope of the consolidation
In 2010, the scope “World” incorporated into Enablon covered 99% of Bouygues Construction’s
consolidated sales (compared with 98% in 2009).
Indicators relating to sales were calculated on this
basis. The following entities did not consolidate
data over their entire scope of operations:
• Bouygues Bâtiment International: 97% of sales
consolidated;
• VSL: 83% of sales consolidated;
• ETDE: 97% of sales consolidated.
Since the Concessions division’s business is not
consolidated financially, none of the indicators
relating to revenues have been taken into account.
Only social and community data concerning the
Concessions division has been integrated into the
report. Indicators linked to human resources cover all entities consolidated by the Group. Some of
the social data was supplied by the Bouygues
Construction central Human Resources department.
has elaborated a reference framework of environmental, social and community indicators that
enables us to monitor the progress we are achieving through the implementation of our sustainable
development policy. The task force continues to
work on improving the scope of indicators.
Consolidation and control
The data gathered is controlled and then confirmed by the Group’s operating units. Social
indicators are confirmed by the central Human
Resources department. The Sustainable Development department consolidates the data and
checks it for consistency.
Methodological limits
The sustainable development indicators can entail
methodological limits because of:
• the representativeness of measurements and
estimations carried out;
• changes in definition that could affect
comparability;
• practical considerations of data reporting.
Data relating to consortiums, partnerships
and joint ventures
When a project is carried out by a consortium
including several Bouygues Construction companies, data relating to the project is reported
only by the lead company of the consortium.
When a project is carried out in the framework of
a partnership or joint venture, data is reported in
proportion to the sales recorded by the Bouygues
Construction company in question.
Choice of indicators
A task force consisting of a representative from
each entity of Bouygues Construction and directed by the Sustainable Development department
63
03/05/11 10:58
Performance
SOCIAL/HR CHALLENGES
ENVIRONMENTAL CHALLENGES
ECONOMIC AND BUSINESS CHALLENGES
AMBITIONS
KEY FIGURES
Promote sustainable • 82% of sales covered by
triple certification
construction to
clients and foster a
trusting relationship
ACTIONS IN 2010
• Sustainable construction training for technical and sales staff to systematically include the aspect in
tenders and take a proactive approach to customers (1,820 employees trained since 2008). Two
courses introduced outside France in 2010, Passport to Green Construction and Build Green.
• Design of innovative products and services with respect to energy (first energy performance contract in
the social housing segment, BeGreen for office renovation, Harmonia for BBC low-energy housing, etc.).
• Increase in triple QSE certification in entities and widespread use of satisfaction surveys.
Incorporate risk
assessment into
the day-to-day
management of
the company
• Rollout of a new internal control campaign with self-assessment exercises in operating units
• 83% of sales in activities
according to 500 criteria.
where a formal analysis of
environmental risk is
• Rollout of a common risk analysis methodology in all Bouygues Construction entities (identification,
carried out
description, assessment and ranking of main risks) and integration into strategic plans.
Develop evenhanded relations
with suppliers and
subcontractors
• 87% of sales generated
by operating units that
have incorporated the
CSR charter for suppliers
and subcontractors into
their contracts
• Continuation of the responsible purchasing policy: training of buyers, catalogues of eco-products and ecomaterials, CSR charter annexed to contracts, assessment of suppliers’ CSR performance by an outside
consultant, EcoVadis (164 suppliers assessed since 2008, representing sales of €415m).
• Timber sourcing partnership with WWF (first French construction firm to join the Global Forest and Trade
Network).
• Conclusion of a contractor/SME charter under the aegis of the Ministry of the Economy, Industry
and Employment, setting out 10 commitments for responsible purchasing.
Increase the
consideration given
to environmental
factors in project
design
• 53% of buildings under
environmental labelling or
certification schemes in
orders taken
• Anticipation of new thermal regulations in France: 48 buildings with BBC-effinergie® low-energy
certification (< 50kWh/m2/year) completed or in progress.
• Increased expertise in environmental certification of buildings (10 employees are assessors
for BREEAM®, 10 for LEED® and 20 are HQE® and H&E specialists).
• Stepping up of sustainable construction research programmes, coordinated by a skill centre
and a network of 150 in-house experts.
Reduce the
environmental
impacts of our
activities
with ISO 14001 certification
• 68% of sites awarded the
Ecosite label
• Launch of worksite environmental standards and the Ecosite label validating their implementation
(68% of sites awarded the Ecosite label).
• Five-year partnership with Noé Conservation on biodiversity in infrastructure programmes.
• Reduction of nuisance caused to local residents: software to model and control site noise,
self-compacting concrete to eliminate vibrations.
Reduce CO2
emissions related to
our activities
• 377 carbon balances of
• Rollout of CarbonEco® to systematically carry out carbon balances of projects and estimate
buildings and engineering
the value of eco-variants.
structures carried out with • Low-carbon offerings: energy efficiency (low-energy buildings), construction methods.
®
CarbonEco
Lead our business
sectors in terms of
health and safety
with OHSAS 18001
certification
• 6.14: industrial accident
frequency rate
• 0.30: industrial accident
severity rate
• Worksite health and safety and road safety campaigns (health and safety campaign covering 6,000
employees and subcontractors in the Paris region); Safety Days in several subsidiaries; road safety
partnership with Firefighters without Borders.
• Safety training cycles adapted to different target populations (site workers, foremen, site supervisors,
managers).
• Involvement of subcontractors in safety initiatives: training, accident prevention handbook.
• Anti-addiction campaigns (alcohol, drugs) on all Bouygues Entreprises France-Europe worksites.
Develop employees’
skills
• 48% of employees given
training during the year
• Proactive training policy based on training centres at Group level (Bouygues Construction University,
Gustave Eiffel apprentice training centre) and in the entities (Pro Academy, VSL Academy, Confucius
Training Centre in Asia, etc.).
• Increase in the amount of training provided by Bouygues Construction University (50 business-specific
and management training programmes, 1,400 courses a year).
Encourage diversity
in the company
• 21% of managers are
women
• Diversity policy overseen by a committee responsible for coordinating subsidiaries’ initiatives.
• Equal opportunity training (300 people trained).
• Implementation of agreements on gender equality in the workplace concluded in 2008 and signing
of agreements on employing older people in all French subsidiaries.
• Study of women’s position and careers at Bouygues Construction.
• 439 partnerships
Participate in the
supporting integration,
economic and social
education and health
life of the regions in
which Bouygues
Construction operates
• Numerous integration initiatives in the subsidiaries: Chantier Ecole operations in partnership with Afpa
and Pôle Emploi, integration of young people from EPIDe (Defence Ministry integration scheme),
mentoring of high-school students, Gateway to Employment scheme in the Paris region to help young
people and adults find jobs (86 people helped in 2010), ETDE’s partnership with the National
Neighbourhood Association Liaison Committee.
• Humanitarian leave to work with Planète Urgence (49 employees in the past three years).
64
03/05/11 11:01
TARGETS FOR 2011
• Systematically promote sustainable construction to customers (e.g. new training courses for
• Creation of a Sustainable Construction Club, a forum for
international design managers so that they can become assessors for BREEAM® or LEED®
exchanging ideas with customers and partners. The Club has four
think tanks (on social housing, renewable energy sources, offices
environmental certification schemes).
and university campuses).
• Introduce innovative products and services incorporating new technologies in order to improve
• Rollout of a business ethics action plan, including whistleblowing
environmental performance and the quality of building use.
for anti-competitive practices, stricter vetting before appointing
• Extend customer satisfaction surveys in France and Europe to 100% of projects and achieve a
sales agents, creation of an ethics committee and preparation of a
target of 85% customer satisfaction.
Group training plan.
• Increased risk analysis and tracking throughout the project lifetime • Continue to roll out internal control and risk analysis and tracking measures.
(tracking of individual risks, training of staff).
• Implement options for improvement.
• Measures to involve subcontractors in the sustainable
development policy: introductory handbook covering health and
safety, quality, the environment and illegal labour, plus training and
cooperation reviews.
• Measures to combat illegal labour: systematic checks of identity
documents and work permits, personalised access badges, inhouse checks.
• Increase the number of suppliers assessed by EcoVadis and audit low-scoring suppliers;
incorporate CSR performance as a criteria for choosing suppliers for framework agreements.
• Incorporate purchasing criteria derived from BREEAM® and LEED® into Bouygues Construction’s
responsible purchasing policy.
• Train purchasers in responsible timber purchasing in the framework of the partnership with WWF.
• Monitor partnerships with suppliers and subcontractors and the various ways in which they are
implemented.
• Creation of a research chair in sustainable building and innovation
with École des Ponts, École Centrale Paris, Supélec and CSTB,
focusing on low-carbon technologies, sustainable buildings and
sustainable urban planning.
• Sharing of sustainable construction knowledge: dedicated intranet
site, training programmes, specialist master’s degree with ESTP
and Ensam, work with CSTB.
• Step up sustainable construction research programmes (43% budget increase on 2010).
• Continue work with CSTB on Elodie® building lifecycle analysis software.
• Expand training to become an international assessor for LEED® AP and/or BREEAM®.
• Continue work on the energy-efficient renovation of Challenger, Bouygues Construction’s
headquarters building, with the aim of obtaining triple certification (HQE®, BREEAM® and LEED®).
• Step up analysis of the environmental quality of products (eco-products database).
• Consultation and feedback actions with local residents:
information meetings, websites, freefone numbers, open days,
satisfaction surveys.
• Initiatives to raise employees’ awareness of green behaviour on
worksites and in the company.
• Continue to roll out the Ecosite label.
• In purchasing, increase the proportion of wood products of known and/or certified origin
in compliance with the commitments given to WWF as a member of the GFTN.
• Establish partnerships with suppliers and subcontractors to limit packaging and offcuts
of materials.
• Reduction of transport-related emissions: company vehicles that
emit less CO2, corporate travel plans in five subsidiaries and at
Bouygues Construction headquarters, training in eco-driving
techniques, etc.
• Step up research into low-carbon buildings in the context of the chair in sustainable building
and innovation.
• Try out low-carbon self-compacting concrete on Bouygues Entreprises France-Europe worksites.
• Roll out the “headquarters” version of CarbonEco® to quantify Bouygues Construction’s
greenhouse gas emissions.
• Devise a travel policy to encourage eco-mobility.
• Rollout of warm-up exercises for site workers before they start work. • Continue a proactive health and safety policy with awareness-raising and training actions
for employees, temporary workers and subcontractors.
• Vaccination campaign for all site workers in Vietnam, Thailand and
• Roll out workplace stress training (six sessions scheduled).
Equatorial Guinea.
• Signing of psychosocial risk prevention agreements in several
entities (Bouygues Bâtiment Ile-de-France, Quille, DV
Construction); creation of a training module on countering
workplace stress (three sessions in 2010).
• Training in sustainable development and sustainable construction
(Bouygues Construction University).
• Extensive use of employee satisfaction surveys (6,950 employees
surveyed since 2009).
• Day One initial training course for first-time expatriates (ten
sessions in 2010).
• Emphasise training that addresses safety and sustainable construction issues.
• Roll out the Relational Campus training programme to help recently promoted managers
develop an attitude of respect and consideration.
• Preparation of an action plan rolled out in all entities.
• Agreements with Agefiph in most entities on the integration of
disabled workers; HR/purchasing pairs to encourage use of the
sheltered sector; Handitour roadshows to raise awareness of
disability on worksites.
• Organise new equal opportunity training sessions (eight sessions scheduled in 2011).
• Implement an action plan on women’s place in the company.
• Continue the policy to promote the employment of people with disabilities and initiatives with
the sheltered sector.
• Support through the Terre Plurielle corporate foundation for
associations sponsored by employees that favour access to
healthcare, education and integration (53 projects supported
since 2009).
• Partnerships in response to emergencies with Care France in
Cuba (two-year plan to build and rehabilitate 3,000 homes) and
Emergency Architects, especially in Haiti.
• Continue actions to promote integration wherever Bouygues Construction has operations.
• Sponsorship through the Terre Plurielle foundation and local partnerships.
65
03/05/11 11:01
2,117
81%
2,082
82%
82%
2009
2010
1,837
52%
46%
41%
2008
2009
2010
2008
2009
2010
2008
Percentage of completed projects
that are subject to a customer
satisfaction process.
Number of managers trained
in business ethics in the past
3 years.
Percentage of sales covered by
triple Quality-Safety-Environment
(QSE) certification.
(Global excl. ETDE (83% of sales) – GRI PR5)
(Global – GRI SO3)
(Global – GRI PR1)
97%
96%
94%
2008
2009
2010
Percentage of sales covered
by an ISO 9001 certified
quality management system
(QMS).
INVOLVE SUPPLIERS AND SUBCONTRACTORS IN THE
SUSTAINABLE DEVELOPMENT POLICY
IMPLEMENT A QUALITY MANAGEMENT SYSTEM
FOSTER A TRUSTING RELATIONSHIP
WITH CUSTOMERS
Economic challenges
89%
2008
86%
2009
83%
2010
Percentage of sales generated
by operating units with an action
plan to involve subcontractors in
the QSE approach.
(Global in 2010 – Internal. Excl. VSL and
Bouygues Bâtiment International in 2008
and 2009)
87%
79%
70%
2008
2009
2010
Percentage of sales generated
by operating units that
systematically incorporate the
Sustainable Development
Charter in their subcontractor
and supplier contracts.
(Global in 2010 – Internal. Excl. VSL and
Bouygues Bâtiment International in 2008
and 2009)
66
03/05/11 11:02
DESIGN BUILDINGS AND
STRUCTURES WITH HIGH
ENVIRONMENTAL PERFORMANCE
Environmental challenges
73%
53%
50%
29%
25%
2009
40%
35%
32%
2008
60%
2010
2008
2009
2010
Percentage of R&D budget
devoted to sustainable
construction.
Percentage of orders taken for
buildings with environmental
labelling or certification.
(Global – Internal)
(Building activities, France and
international (65% of sales) – Internal)
2008
2009
2010
Percentage of orders taken for
buildings with environmental
labelling or certification of which
Bouygues Construction is the
designer.
84%
82%
83%
314
148
133
2008
2009
2010
2008
2009
259
2010
Percentage of sales covered
by an ISO 14001 certified
environmental management
system.
Number of buildings with
environmental labelling or certification
incorporated in the global amount of
orders taken.
worksites with the in-house
environmental Ecosite label at 31
December 2010, corresponding
to 68% of eligible sites.
(Building activities, France and international (65%
of sales) – Internal)
(Global excluding VSL – Internal)
58%
49%
39%
919,382
Total quantity of hazardous waste
collected (tonnes).
Total quantity of non-hazardous
waste collected (tonnes).
(Global – GRI EN22)
(Global – GRI EN22)
24
2008
23
23
2009
2010
Fuel consumption (in millions of
litres) of the light commercial
and passenger vehicle fleet.
(France – GRI EN3)
377
330
40
2008
2009
2010
Carbon balances carried out.
(Global – EN16)
2008
2009
2010
Percentage of non-hazardous
waste recycled.
(Entreprises France-Europe (30% of
sales) – GRI EN22)
MINIMISE DISTURBANCE
FOR LOCAL RESIDENTS
2,342
REDUCE CO2 EMISSIONS
REDUCE ENERGY
CONSUMPTION
REDUCE AND RECYCLE
WASTE
REDUCE THE ENVIRONMENTAL IMPACT
OF OUR BUSINESSES
(Building activities, France and
international (65% of sales) – Internal)
56%
2008
62%
2009
64%
2010
Percentage of sites involving local residents
through consultation, communications
campaigns or satisfaction surveys.
(Global excl. ETDE and VSL (81% of sales) – Internal)
67
03/05/11 11:02
ATTRACTIVENESS
Social and HR challenges
54,126
€15.9m
85%
allocated to voluntary profitsharing (intéressement) paid in
2010 on the basis of 2009 results.
employees in 2010.
(France – GRI LA1)
57.7 %
of employees took part in most
recent Works Council elections,
compared to 84.5% in 2009.
(France – Internal)
€29.2m
allocated to compulsory profitsharing (participation) paid in 2010
on the basis of 2009 results.
109
collective agreements were
negotiated in 2010, including
mandatory annual negotiations,
compared to 119 in 2009.
€34.5m
42.3 %
paid as matching contributions under
the Corporate Savings Plan in 2010.
BREAKDOWN OF WORKFORCE
International
France
€1.3m
paid as matching contributions
under the Supplementary
Pensions Saving Scheme in 2010.
61%
52%
6,950
48%
employees took part in employee
satisfaction surveys during the
last two years.
2008
2009
2010
5.40%
Percentage of employees having
received training during the year,
by status (2010): Management
(international only): 47% /
Managers: 74% / Supervisors:
68% / Site workers (global): 36%.
of the annual payroll devoted to
training in 2010, compared to
5.12% in 2009.
PARTICIPATE IN LOCAL ECONOMIC
AND SOCIAL LIFE
(Global – GRI LA10)
439
334
277
208
208
2008
2009
2010
263
2008
2009
2010
Number of operations carried
out in the year in partnership
with local organisations
promoting social inclusion.
Number of partnerships seeking
to support social inclusion,
education and healthcare in the
course of the year.
(France (61% of sales) – Internal)
MONITOR EMPLOYEES’ CAREER PATHS
DEVELOP EMPLOYEES’ SKILLS
77%
71%
2008
75%
2009
2010
Percentage of employees
benefiting from regular
evaluation of performance and
career development.
68
03/05/11 11:04
IMPROVE ACCIDENT PREVENTION AND HEALTH AND SAFETY MEASURES
0.40
12.17
0.39
0.30*
0.074
0.076
2010
2008
2009
10.64
6.14*
2008
2009
2010
Frequency rate of industrial
accidents involving production
staff.
0.020
2008
2009
Severity rate of industrial
accidents.
Frequency rate of fatal
industrial accidents.
25.62
21.12
16.67
15.93*%
Overall industrial accident
frequency rate.
2008
2009
2010
Frequency rate of industrial
accidents involving temporary
site workers.
0.06
Frequency of fatal accidents to
temporary site workers.
(Global excl. BI (78% of sales) – Internal)
14%
2008
82%
19%
82%
83%
13%
2009
2010
*To comply with standard practice in the
industry, Bouygues Construction has
changed its way of calculating safety
indicators. Indicators are now calculated
on the basis of all employees and not
only employees assigned to production
(under the previous method of
calculation, frequency rate = 7.61 and
severity rate = 0.39).
Frequency rate of road
accidents with the company
vehicle fleet involving third
parties.
77
ENCOURAGE DIVERSITY
2010
2008
2009
2010
cases of occupational illness
recognised by social security
authorities in 2010.
Percentage of covered by
an ILO or OHSAS 18001 safety
management system or
equivalent.
(Europe (74% of sales) – GRI LA7)
618
Frequency rate = Number of lost-time
accidents x 1,000,000 / number of hours
worked.
Severity rate = Number of days of lost
time x 1, 000 / number of hours worked.
Fatal industrial accident frequency
index = Number of deaths following an
industrial accident x 1,000 / Population
involved.
1,236
608
1,345
547
715
16%
15%
15%
2008
2009
2010
Percentage of women in the
overall workforce. By status (2010):
Senior Management (members of
management committees): 9% /
Managers: 21% / Supervisors:
32% / Site workers: 1%.
2008
2009
2010
Number of disabled workers
on permanent work contracts
in France.
2008
2009
2010
Total value (in €k) of work
contracted to sheltered
workshops and service
industries in the year.
69
03/05/11 11:04
Self-assessment
of the Actitudes policy by entities
To facilitate deployment of the policy, a detailed frame
of reference specifies expectations for each of the 42 core
actions of Actitudes. The Entities and Operating units evaluate
their own progress according to four levels and set themselves
targets to reach by the end of the year.
METHODOLOGY OF SELF-ASSESSMENT OF THE ACTITUDES POLICY
This self-assessment process enables each
structure to evaluate its own performance and to
determine its own priorities among the core actions and the rate at which it will roll them out.
Scope
THE FOUR LEVELS OF PROGRESS
In 2010, the scope of application of self-assessment according to the Actitudes frame of reference
represented 100% of Group sales. The term “consolidated Bouygues Construction Group” refers to
all entities and operating units excluding the
Concessions division and economic interest
groups, which are not included in the consolidation but are subject to specific monitoring.
42
actions constitute the
common working basis
for all the subsidiaries.
Level 4
Level 3
Level 2
Process
A methodological guide for the Group was written in
2009 to set down the self-assessment process with
regard to:
• scope of application,
• roles and responsibilities,
• rules for awarding scores,
• stages in the process,
• the timetable.
For the majority of entities, the score awarded corresponds to the average of scores assessed by the
operating units composing them. For the others, the
score combines assessments made in the field and
appraisals made by the entity’s management committee. These methodological differences result in a
degree of uncertainty. The field of non-applicable
actions has to be defined and validated at the level
of each entity. To better reflect the respective weight
of the various entities, the scores are weighted by
the sales of the entities.
External verification
Level 1
Lowest level of
application (1)
Since the Concessions division’s operations are not
included in the consolidation on a financial level, its
self-assessment scores are not consolidated at the
level of Bouygues Construction, but are presented
separately.
Measures
put into
application
Application of
measures and
monitoring
with indicators
Achieved 2010
Target 2011
Excellence or
innovation to
be shared
Following four years of implementation, the Group
decided to commission a further independent audit
of implementation of the Actitudes policy. The audit
procedure and conclusions are detailed on page 73.
This audit, designed to be a follow-up audit, was
carried out on a sample of four operating units for
2010, with a selection of six construction sites involving structural works.
(1) For 31 actions of the 42 in the frame of reference, level 1
corresponds to no specific action having been undertaken. For 11
of the actions, it corresponds to occasional measures or measures
on a limited scope having been undertaken.
70
03/05/11 11:08
RESULTS OF 2010 SELF-ASSESSMENTS
A closer analysis reveals that the progression of
scores higher than 2 is mainly situated between
2.5 and 3. The requirement to provide monitoring
indicators to achieve level 3 often explains the difficulty of getting further than this, even if actions
have been implemented.
In 2010, 73% of operating entities’ scores were
level 2 (measures put into application) or higher,
and 24% of scores were level 3 (application of
measures and monitoring with indicators) or higher. A breakdown of scores shows that there has
been overall progress from 2009 to 2010: level 1
scores fell 16% compared to 2009, while scores
higher than level 2 rose by 7%. This improvement
reflects the continuing rollout of the Actitudes
policy in the entities and operating units.
With respect to the specific monitoring of the
Concessions division (not included in the consolidation), it should be noted that 88% of the
Concessions division’s scores in 2010 were level 2
(measures put into application) or higher, and 43%
of scores were level 3 (application of measures
and monitoring with indicators) or higher.
BOUYGUES CONSTRUCTION (SCOPE
EXCL. CONCESSIONS DIVISION)
The process can be seen as a good example of
continuous improvement, through the increasingly
frequent application of self-assessment at the
level of operating units, construction sites and
support functions and by an ever-growing mastery
of the methodology.
NA: not applicable.
50%
32%
49%
43%
30%
25%
2008
2009
2010
1%
2%
2%
Score = NA
23% 22%
17%
2008
2009
Score = 1
2010
2008
2009
Score = 2
2010
2008
2009
Score = 3
2010
2008
2009
2010
0%
2%
2%
Score = 4
71
03/05/11 11:08
LEVEL OF IMPLEMENTATION PER THEME
In 2010, the level of implementation rose for six
themes covered by the Actitudes frame of reference, and in particular the themes concerning
customers, risks and the management of subcontractors. Only Theme 7 saw a slight fall in
the weighted average.
For the consolidated scope of Bouygues Construction,
the overall average achievement was 2.37 out of
4 in raw terms, a 7% improvement over the 2009
figure (2.22).
Weighting the scores by annual sales, which reflects
the respective weight of the various entities, the
overall average achievement for the Group stood at
2.6 in 2010 (compared with 2.5 in 2009).
2.50
2.44
2.73
2.20
2.07
2008
2009
2010
2008
Theme = 1
2.43
2.26
2008
2009
2009
2010
Theme = 2
2.51
2010
2.40
2.20
2.22
2008
2009
Theme = 3
2.41
2010
BOUYGUES CONSTRUCTION - DATA WEIGHTED
BY SALES OF ENTITIES (SCOPE EXCL. CONCESSIONS DIVISION)
BOUYGUES CONSTRUCTION –
RAW DATA (SCOPE EXCL. CONCESSIONS DIVISION)
AVERAGE SCORES (OUT OF 4)
2.98
2.74
2.62
2.49
2008
2009
2010
2008
Theme = 1
2.69
2.77
2009
2010
2.45
2008
Theme = 4
2.1
2.03
2008
2009
2.05
2010
Theme = 5
1.74
2008
2.16
2.49
2.57
2008
2009
Theme = 3
2008
2009
2.37
2.28
2.31
2010
2008
Theme = 6
1.95
1.95
1.99
2009
2010
2008
Theme = 7
2009
2010
2.23
2.18
2009
2010
2010
2.71
2010
Theme = 4
2.44
2.26
Theme = 5
2009
Theme = 2
2.64
2.33
2.66
2.22
2008
2009
2.57
2010
Theme = 6
Theme = 7
72
03/05/11 11:08
Independent
assurance report
ON THE SELF-ASSESSMENT ACCORDING TO THE ACTITUDES FRAME OF REFERENCE
At your request, we have performed a review
designed to provide limited assurance that
the self assessment according to the Actitudes frame of reference relating to fiscal year
2010 and presented on pages 70 and 71 of
the 2010 Corporate Report, has been established, in all material aspects, in accordance
with the self-assessment criteria, version 2,
dated October 2009 (“the Criteria”).
It is the responsibility of the Sustainability
Department of Bouygues Construction to
establish the self assessment and the Criteria which are accessible from the group
website.
It is our responsibility, based on our
controls, to provide a conclusion on the
self-assessment according to the Actitudes frame of reference.
Our controls were performed in accordance
with the ISAE 3000 standards (International
Standard on Assurance Engagements, December 2003). Our independence is defined
by legal and regulatory texts as well as by
our professional code of ethics.
The conclusion presented hereafter concerns only the elements stated above
and no other information or sustainable
indicators of the 2010 Corporate Report.
A higher level of assurance would have
required more extensive controls.
Nature and extent of our review
To provide our conclusion, we conducted
the following review:
• We assessed the Criteria with regards to
their precision, understandability, neutrality,
completeness and relevance in relation to the
issues of construction activities.
• At Group level and at the level of the
seven operating entities, we met with the
persons in charge of the self-assessments.
At these levels, we reviewed the deployment of Actitudes, carried out analytical
procedures and verified, on a sample basis,
the consolidation of the self-assessments.
• A sample of four Units1 operating in six
countries (Burkina Faso, Cameroon,
France, Equatorial Guinea, Mali, Morocco), contributing to 4.4% of the Group’s
consolidated turnover, was defined to
cover the activities that had not been
previously audited. For those units, we
assessed the level of implementation,
verified the understanding and application of the Criteria and carried out detailed
tests, on a sample basis, to reconcile the
self-assessments with the supporting
documents. We also assessed the level of
implementation of Actitudes in the field by
conducting interviews on a selection of
six construction work sites2.
• We reviewed the presentation of the results and methodology provided on pages
70 to 72 of the report.
Since the four operating units selected
this year were not suffi ciently representative of the Group’s activities and
geographical implantations in order for
us to formulate a conclusion, our work
is also based on the confidence established from the two previous fiscal
year’s reviews.
To assist us in conducting our work, we
referred to the environment and sustainable development experts of our firm under
the responsibility of Mr Eric Duvaud, partner in charge of our Environment and
Sustainable Development Department.
Information on the Criteria
We wish to make the following comments
on the Criteria:
Relevance:
• The Criteria’s structure detailed in seven
themes and forty-two actions takes into
account the main sustainable development issues of Bouygues Construction’s
activities.
• The weight of the six themes covering
project design issues could be reinforced,
the biodiversity protection issue could also
be included within the Criteria. Regarding
the Group activities that are not directly
linked to building construction (Bouygues
Travaux Publics, DTP Terrassement, Concessions division, ETDE), the Criteria could
be adapted to better reflect the specificities of those activities.
Completeness: in 2010, the understanding
of the frame of reference improved thanks
to a wider implementation of the Criteria in
the less advanced operating entities.
Understandability: the Bouygues Entreprises
France-Europe entity clarified the rating
rules for some actions which were difficult
to understand or to interpret. This led to a
higher precision of the self assessments;
this best practice could be done by each
entity in order to widespread this improvement to the rest of the consolidated reporting scope.
Neutrality: we would like to draw the
reader’s attention to the fact that since the
rating scale goes from 1 to 4, and not 0 to
4, the arithmetical average is 2.5. The
achievement of 2 rewards the implementation of practical measures.
Precision:
• The criteria defining the level of implementation of the self-assessment (operating
unit, size of the construction sites, business
support services) should be reviewed in the
Criteria in order to make the consolidations
at the different levels more reliable.
• The internal controls carried out by the
people in charge of the validation at the
entity level could be reinforced for some
of them. The Criteria could also specify
the nature of the controls to be carried
out, which data are to be checked and
which internal control procedures are applicable at local level.
Conclusion
Based on our controls, nothing came to our
attention that causes us to believe that the
self assessment according to the Actitudes
frame of reference has not been established,
for fiscal year 2010, in accordance with the
Criteria, in all material aspects.
Paris-La Défense, March 31, 2011
Ernst & Young Audit:
Jean Bouquot
Assisted by Ernst & Young Environment
and Sustainable Development
department: Éric Duvaud
1. Bouygues Entreprises France-Europe (Pertuy
Construction), DTP Terrassement (Route et
Terrassement International), Bouygues Travaux
Publics (Grésillons 2), Bouygues Bâtiment
International (Bymaro).
2. Construction sites of 106 dwellings in Jarville and
the new Metz hospital (Pertuy Construction); “Marsa
Maroc” carpark and three office buildings in
Casablanca (Bymaro); extension of the Grésillons
water treatment plant (TPRP); RN 5 construction site
in Burkina Faso (RTI).
73
03/05/11 11:08
Main addresses 2011
Challenger
1, avenue EugèneFreyssinet
78061 Saint-Quentinen-Yvelines Cedex
France
Tel.: +33 1 3060 3300
Habitat Social
Challenger
Tel.: +33 1 3060 3400
Ouvrages Publics
2, rue Transversale
92635 Gennevilliers Cedex
France
www.bouygues-construction.com Tel.: +33 1 8061 7767
http://blog.bouyguesconstruction.com
BOUYGUES BÂTIMENT
ILE-DE-FRANCE
Head Office
Challenger
Tel.: +33 1 3060 3400
Rénovation Privée
Challenger
Tel.: +33 1 3060 4314
Bouygues Bâtiment
Ile-de-France
Partenariats Public-Privé
Challenger
Tel.: +33 1 3060 3400
www.bouygues-batiment-ilede-france.com
Sodéarif
Challenger
Tel.: +33 1 3060 4859
Ballestrero
ZI Vaux-le-Pénil - BP 600
77006 Melun
France
Tel.: +33 1 6410 1730
www.sodearif.com
Élan
Challenger
Tel.: +33 1 3060 2292
www.elan-france.com
Bati-Rénov
20, rue Christophe-Colomb
94310 Orly
France
Tel.: 01 4853 6300
BOUYGUES
ENTREPRISES
FRANCE-EUROPE
www.bati-renov.fr
Brézillon
324, rue du Moulin-SaintBlaise - BP 70156
60403 Noyon Cedex
France
Tel.: +33 3 4493 2121
www.brezillon.fr
Brézillon –
agence de Paris-Nord 2
L’Étoile
50, allée des Impressionnistes
BP 54420
95944 Roissy-Charlesde-Gaulle Cedex
France
Tel.: +33 3 4493 2121
www.brezillon.fr
Head Office
Challenger
Tel.: +33 1 3060 3300
Losinger Construction
Sägestrasse 76
Case postale 624
CH-3098 Köniz Switzerland
Tel.: +41 58 456 7500
www.losinger.ch
Marazzi
Sägestrasse 76
Case postale 608
CH-3098 Köniz Switzerland
Tel.: +41 58 456 3500
www.marazzi.ch
Construction Privée
2 bis, avenue du Canada
ZA Courtabœuf
91978 Les Ulis Cedex
France
Tel.: +33 1 8061 3500
Habitat Résidentiel
Challenger
Tel.: +33 1 3060 3400
Acieroïd
Avenida de la Granvía, 179
08908 L’Hospitalet
de Llobregat
Spain
Tel.: +34 93 261 6300
www.acieroid.es
Quille
Le Marco Polo
4, rue Saint-Éloi - BP 1048
76172 Rouen Cedex
France
BOUYGUES BÂTIMENT
INTERNATIONAL
Karmar
02-681 Warsaw
6 Wyścigowa Avenue
Poland
Head Office
Challenger
Tel.: +33 1 3060 5600
www.karmar.com.pl
Quille Construction
6, rue Alain-Colas - BP 60219
Bouygues UK
44202 Nantes Cedex 2
Elizabeth House
France
39 York Road
Tel.: +33 2 4099 8888
www.quille-construction.fr
London SE1 7NQ
United Kingdom
GFC Construction
www.bouygues-uk.com
5-7, avenue de Poumeyrol
Warings
69300 Caluire-et-Cuire
Gatcombe House
France
Copnor Road, Hilsea
Tel.: +33 4 7281 1818
www.gfc-construction.fr
Portsmouth
Hampshire - PO2 0TU
Richelmi
United Kingdom
27, boulevard des Moulins
www.waringsgroup.co.uk
BP 457
Bouygues Bâtiment
MC 98011 Monaco Cedex
International Cyprus
Tel.: +377 9798 4200
Branch
Miraglia
New Terminal Area
7-11, avenue RaymondP.O. Box 43029
Féraud
PC-6650 Larnaka Airport
06200 Nice
Cyprus
www.bouygues-cyprusairports.com
France
Tel.: +33 4 9318 8888
Bouygues Bâtiment
DV Construction
International Dubaï
22, avenue Pythagore
P.O. Box 122351
33702 Mérignac
Dubai - United Arab Emirates
France
Bouygues Bâtiment
Tel.: +33 5 5753 2525
www.dv-construction.fr
Guinée équatoriale
Contournement Malabo II
VSL France
BP 735
Rue Pierre-et-Marie-Curie
Malabo
BP 98198
Equatorial Guinea
31681 Labège Cedex
Dragages Hong Kong
France
3/F Island Place Tower
Tel.: +33 5 6100 9600
510 King’s Road
Norpac
North Point
ERE Park -1, avenue de
Hong Kong
www.dragageshk.com
l’Horizon - BP 29
59651 Villeneuve-d’Ascq
Bymaro
Cedex
Boulevard de la Corniche
France
Phare d’El Hank
Tel.: +33 3 5764 4000
www.norpac.fr
BP 16313
Casablanca
Bouygues Belgium
Morocco
Avenue de Cortenbergh 52
BNL Engineering &
1000 Brussels
Construction (BNL)
Belgium
Plots 564 et 565
Pertuy Construction
Independance Avenue
L’Arc - 20, rue Blaise-Pascal P.O. Box 1669
54320 Maxéville
Garki Central Area
France
Abuja
Tel.: +33 3 8393 2323
Nigeria
VCES
Na Harfe 337/3 190 05
Praha 9
Czech Republic
www.vces.cz
Bouygues Romania
Str. Popa Tatu 36
Sector 1
010806 Bucarest
Romania
www.bouygues-romania.ro
Bouyguesstroï
5, rue Bryanskaya
121059 Moscow
Russia
www.bouyguesstroi.ru
Dragages Singapore
Pte Ltd. No.19 Keppel Road
10-00 Jit Poh
Building 089058
Singapore
Bouygues Thaï
489 Bond Street Road
Bangpood Pakkred,
Nonthabury 11120
Bangkok
Thailand
Bouygues Turkmen
Kolkhoz Leningrad Rue 50
Let Oktyabria n°19
Ashgabad
Turkmenistan
Bouygues Bâtiment
International – Vietnam
12th Floor, Unit 1206
Saigon Riverside Office
Center
2A - 4A, Ton Duc Thang
Street
District 1
Ho Chi Minh City
Vietnam
Bouygues Bâtiment
International – Cuba
Centro de Negocios
Miramar 4to Piso
Oficina n° 412 5ta Ave.
S/N e/76 y 78,
Miramar Playa, Havana
Cuba
www.pertuy-construction.com
74
03/05/11 11:08
Bouygues Bâtiment
Trinidad & Tobago
Construction Company Ltd.
(BBTTCC)
P.O. Box 1637,
Kings Wharf,
Wrightson Road
Port of Spain
BOUYGUES TRAVAUX
PUBLICS
Head Office
Challenger
Tel.: +33 1 3060 5700
Régions-France
Head Office
Rue Pierre-et-Marie-Curie
BP 68195
31681 Labège Cedex
France
Tel.: +33 5 6100 9626
Établissement Centre
1 place du 6-Juin-1944
BP 51379
45003 Orléans Cedex 1
France
Tel.: +33 2 3878 1061
Direction régionale Ouest
Le Marco Polo
4 rue Saint-Éloi
BP 90200
76003 Rouen Cedex
France
Tel.: +33 2 3514 4909
Direction régionale
Nord-Est
1, avenue de l’Horizon
59650 Villeneuve-d’Ascq
France
Tel.: +33 3 5763 4400
Établissement Est
20, rue Blaise-Pascal
54320 Maxéville
France
Tel.: +33 3 5763 2223
Direction régionale
Sud-Est
5-7 avenue de Poumeyrol
69300 Caluire-et-Cuire
France
Tel.: +33 4 7281 1976
Dragages Hong Kong
Limited
3/F Island Place Tower
510 King’s Road
North Point - Hong Kong
www.dragageshk.com
PraderLosinger
Route de Vissigen 110
CP 4192
1951 Sion 4
Switzerland
Tel.: +41 27 203 4361
www.praderlosinger.ch
Level 1, 15 blue Street
North Sydney NSW2060
Australia
Services nucléaires
Atlantis
78061 Guyancourt
France
Tel.: +33 1 3060 3832
VSL
Head Office
VSL International Ltd.
Sägestrasse 76
CH-3098 Köniz
Switzerland
Tel.: +41 58 456 3000
www.vsl.com
VSL Australia
6 Pioneer Avenue
NSW 2120
Thornleigh, Sydney
Australia
Tel.: +61 2 9 484 5944
VSL Sistemas Especiales
de Construcción
Rosario Norte 532 street,
7th Floor
Nueva Las Condes,
Comuna Las Condes
Santiago
Chile
Tel.: +56 2 571 6700
VSL China
#662 West FuRong Road
Anhui Province
Hefei
China
Tel.: +86 551 3822918
VSL Systems (CZ)
V Nasypu 339/5
152 00 Prague 5
Czech Republic
Tel.: +42 0251 091 680
CTT-Stronghold
Paseo de Gracia 11,
stairs B, 1st floor
08007 Barcelona
Spain
Tel.: +34 93 289 2330
VSL Hong Kong
20/F Eight Commercial
Tower
8 Sun Yip Street
Chai Wan - Hong Kong
Tel.: +852 2590 2236
VSL Engineers (M)
Lots 6.03 & 6.04, 6/F,
Menara 1, Faber Towers
Jalan Desa Bahagia,
Taman Desa,
Off Jalan Klang Lama
58100 Kuala Lumpur
Malaysia
Tel.: +60 3 7981 4742
VSL Corporation Mexico
Río Sena No. 63,
4to Piso, Col. Cuauhtémoc,
C.P. 06500 Mexico
Mexico
Tel.: +52 5555 112 036
VSL Sistemas Portugal
Rua da Quinta da Quintã, 4
Edifício D. João I, Piso 2A
2770-203 Paço de Arcos
Portugal
Tel.: +35 1214 458 310
VSL Singapour
25 Senoko Way
Woodlands East Insdustrial
Estate
758047 Singapour
Tel.: +65 6559 1222
VSL (Switzerland)
Route Industrielle 2
Case postale 128
CH-1806 Saint-Légier
Switzerland
Tel.: +41 584 563 000
Mining And Rehandling
Services (MARS)
Hamdallaye ACI 2000,
16 logements ACI, Villa n° 8
BP 3098 Bamako
Mali
Ecovert FM Kuwait
Fahaheel Block 61
Building 22
Ajial Mall
Kuweit
Tel.: +965 2391 9871
Tongonaise de Mines
(TOMI)
Quartier Petite France,
Bâtiment MTN
Korhogo - Ivory Coast
ETDE – Canada
9800 - 140th Street
Surrey - British Columbia
V3T 4M5 - Canada
Tel.: +1 604 581 8179
Gounkoto Mining Services
(G.M.S.)
Niarela du Père-Michel
Face Campagnard
Bamako
Mali
Mibag
Bernerstrasse Süd 167
8048 Zürich
Switzerland
Tel.: +41 58 800 4440
Bouygues Bâtiment
Guinée équatoriale
Contournement Malabo II
BP 735
Malabo
Equatorial Guinea
Dragages Gabon
Zone Industrielle d’Oloumi
BP 4021
Libreville
Gabon
Europe Fondations
78280 Guyancourt
France
VSL Taiwan
16F-1, No. 159 Song De Road
PÔLE CONCESSIONS
Taipei
Taiwan
Tel.: +88 62 27 596 819
Head Office
VSL Thailand
Challenger
1168/14, Lumpini Tower,
Immeuble Atlantis
12A Floor
Tel.: +33 1 3060 3300
Rama IV Road,
Thungmahamek, Sathorn
ETDE
10120 Bangkok
Thailand
Tel.: +66 2 6797615 – 19
Head Office
VSL Middle East
Bâtiment Australia
Plot no.597
19 rue Stephenson
Dubai Investment Park
CS 20734
Phase II
78063 Saint-Quentin-enP.O. Box 121890
Yvelines
Dubai - United Arab Emirates France
Tel.: +971 4885 7225
Tel.: +33 1 3060 5200
www.etde.fr
VSL Vietnam
R-212, E-town building,
364 Cong Hoa Street,
Ward 13, Tan Binh District
Ho Chi Minh City - Vietnam
Tel.: +84 8810 6817
Ecovert Group
Elizabeth House
39 York Road
SE1 7NQ London
United Kingdom
Tel.: +44 20 7401 0020
www.ecovertgroup.com
DTP TERRASSEMENT
VSL India PVT
602B, 6th Floor, Campus
4B, RMZ Millennia Business Head Office
Park - #143, Dr.MGR Road, Challenger
Kandanchavady, Perungudi Tel.: +33 1 3060 3400
600096 Chennai
India
Tel.: +91 44 4225 1111
Icel Group
Ashmill Business Park
Ashford Road -Lenham
ME17 2GQ Maidstone
Kent
United Kingdom
Tel.: +44 1622 858 200
Balestra Galiotto
Avenue Industrielle 12
1227 Carouge
Genève
Switzerland
Tel.: +41 22 906 1880
David Webster
Field House
Station Approach
CM 20 2FB Harlow
United Kingdom
Tel.: +44 1279 645 100
www.dwlimited.co.uk
ETDE Contracting
One Didsbury Point
2 The Avenue - Didsbury
Manchester - M20 2EY
United Kingdom
Tel.: +44 161 249 1000
www.etde-contracting.co.uk
ETDE Hungary
Pesti ut 1/b
9027 Gyor
Hungary
Tel.: +36 96 512 772
ETDE – Gabon
BP 305
Libreville
Gabon
Tel.: +241 76 20 80
ETDE – Côte d’Ivoire
22, rue des Foreurs
01 BP 843
Abidjan - Ivory Coast
Tel.: +225 21 75 50 00
ETDE – Congo
BP 26
Mpila
Brazzaville - Congo
Tel.: +242 281 12 12
Ecovert K Qatar
3rd Floor, Tower B
PO Box 38221
Doha - Qatar
Tel.: +974 44029600
Tel.: +974 44029605
Tel.: +974 44029696
www.icel-group.co.uk
75
5/05/11 18:32:07
Writers: Bouygues Construction Corprate Communications department – Christophe Morange (Vice President, Corporate Communications), Hubert Engelmann (External
Translation: Nouvel Angle, Adrian Shaw. Photos: Bouygues Construction photo libraries
Communications Manager), Pierre Dupuy (External Communications). Production:
– Christelle Dilosquet (picture research). Computer graphics: Véronique Béné. Portraits: Jean Yung. Photo credits: D.M. Allan: p. 12 (Kai Tak), 43 (portrait); W. Berré: p. 3
(housing in Nantes); L. Blossier: cover and p. 60 (First Tower); Y. Chanoit: p. 3 and 59 (Australia), 13 (Tampines), 30 (Chaire), 33 (portraits), 38 (Aubervilliers), 56 (VSL Academy); A. Da Silva:
p. 16 and 17 (Sequana), 20 and 21 (Boulogne), 54 (Oguzkent); F. Ferville: p. 42 (portrait); P. Garcia: p. 52 (Royal Monceau); N. Guerin: p. 4 (portrait); M. Gortz: p. 27 (Shangri-La);
A. Herzog: p. 24 (Learning Center); K. Khalfi: p. 30 (Bourges); P. Maurein: p. 10 (Orléans), 27 and 53 (Bourgoin-Jallieu), 30 (Villetaneuse); V. Paul: p. 57 (A41); rights reserved: p. 3, 25
and 55 (Hale Street Link), 25 (portrait), 26 and 58 (Gautrain), 26 (Green Business Awards, H. Biausser), 36 (Haiti), 53 (Angers), 54 (The Arte), 56 (Adnec Tower), 57 (Bata-Ayak Ntang);
A. Saxe: p. 34 (portrait); G. Sorel: p. 59 (Longjumeau); P. Tourneboeuf: p. 18 (Tanger); L. Zylberman: p. 6 and 7 (portraits), 12 (Mozambique), 28 (Australia), 31, 32, 39 and 40 (portraits),
55 (Tyne Tunnel), 58 (Reims tramway), 59 (Drôme Ardèche). Architects: AGC Atelier d’Architecture / CRR / G. Cappai / V. Rivoire: p. 27 and 53 (Bourgoin-Jallieu); Agence Devillers
/ J.C. Pondevie / Agence Unité: p. 3 (housing in Nantes); Architects 61: p. 13 (Tampines); Arquitectonica: p. 16 (Sequana); Bellecourt and Barberot: p. 53 (Angers); Carré d’Arche /
Bosredon-Pietu: p. 30 (Bourges); F. De Alexandris: p. 25 (Sentou); Feral / P. Starck: p. 52 (Royal Monceau); Foster and Partners / Wong Tung and Partners: p. 12 and 25 (Kai Tak);
H. Godet: p. 28 (Australia); Groupe 6: p. 10 (Orléans); Kasian Architecture: p. 25 (Royal Canadian Mounted Police); R. Martinet: p. 27 (Shangri-La); A. Mimita: p. 54 (Oguzkent);
F. Pellegrin: p. 30 (Villetaneuse); Sanaa Architectes: p. 24 (Learning Center); SCDA Architectes: p. 54 (The Arte); Société de Conception d’Architecture and d’Urbanisme / D. Rogeon:
p. 13, 22, 27 (Stade Vélodrome); SRA Architectes / Kohn Pedersen Fox Associates: cover and p. 60 (First Tower); B. Tschumi: p. 24 (Vincennes).
The 2010 Corporate Report is published by the Bouygues Construction Corporate Communications department in English and French versions. It can be obtained on request by
telephoning +33 1 3060 5559 or downloaded on the www.bouygues-construction.com website.
This report is printed on paper certified by the Programm for the Endorsement of Forest Certification schemes (PEFC). The printer possesses Imprim’vert, PEFC and ISO 14001
certification. Inks and coatings are vegetable based.
76
RABO010_76-III_UK_BAT2.indd 76
5/05/11 18:32:49
1, avenue Eugène Freyssinet
Guyancourt
78065 Saint-Quentin-en-Yvelines Cedex
France
Tel.: +33 1 3060 3300
Fax: +33 1 3060 2091
[email protected]
www.bouygues-construction.com
http://blog.bouygues-construction.com
RABO010_76-III_UK_BAT2.indd III
5/05/11 18:32:50
Corporate Report
RABO010_couv_UK_BAT.indd I
Bouygues Construction Corporate Report 2010
2010
3/05/11 10:03:24

- Bouygues Construction

Transcription

Documents pareils

Bouygues Batiment International Customer Story

gotten to grow up…

Climbing holds SA BPS 38

bbc weather forecast

the films of jacques rivette | 1 an interview with jacques rivette | 139

media contact info

Ariane Lévy, jeune architecte de talent, a confié à Verbe et Concept

rental aid - Cil Atlantique

Presentation of preclinical data for NicOx`s

PDF Trends OK n°4

Friday, March 13, 2015 8:00 PM