Registration Document BOUYGUES

Construction of the Port-Louis bypass and
extension of the airport runway in Mauritius.
> Construction of the new Los Teques metro line
in Venezuela.
> Construction of the extension of the Kuala
Lumpur light railway in Malaysia.
Production and recycling of
construction materials
Total output of aggregates amounted to 101 million
tonnes in 2011, compared with 102 million in 2010,
from 680 quarries and gravel pits spanning the full
range of the group’s operations.
Colas either directly owns or has rights to reserves
totalling 2.7 billion tonnes, equivalent to 25 years’
production. Colas also produced 47 million tonnes
of asphalt mixes (the same as in 2010) from 580
asphalt plants. The average rate for recycling
bituminous asphalt mixes exceeded 12%.
1.6 million tonnes of emulsions and binders were
produced from 140 emulsion plants, making Colas
the world’s leading producer, and 560,000 tonnes
of bitumen were also produced.
Sustainable development
Colas’ sustainable development policy (see
www.colas.com) is founded on the conviction that
its businesses can and must behave responsibly
in helping to meet essential needs and aspirations.
The policy must be able to embrace the issues and
contradictions of contemporary life, such as social
cohesion, climate change, travel needs and better
quality of life.
In order to set this policy on a firm foundation,
Colas has mapped the interactions between its
stakeholders (see table). Three main conclusions
may be drawn:
> its teams on the ground play a key role for Colas’
image in society;
> environmental issues are central to Colas’ reputation
in society;
> customers are a major local opinion-shaping
force in Colas’ dialogue with civil society.
By superimposing this stakeholder map on a
risk analysis, Colas has identified three strategic
challenges and five other major challenges in its
sustainable development policy.
> The three strategic challenges are of crucial
importance for the development of Colas, which
has real freedom of action and initiative in each
area. They are: (1) renewing and enhancing
human resources, (2) securing acceptance of
production sites, and (3) business ethics.
> The five additional challenges are safety, social
responsibility in southern hemisphere countries,
energy and greenhouse gases, recycling and
chemical hazards. Colas does not always have
the same freedom of action in these areas even
Issues in the dialogue with stakeholders
Stakeholders
Customers
Human
resources
Civil society
though some, like energy, are equally important.
This ranking of priorities reflects a maturing of
Colas’ approach to sustainable development
issues over the last ten years or so. It does not
precisely match the thematic organisation of
the ISO 26000 standard, though there are correspondences
with the standard’s seven topics
and two practices.
A policy for progress has been drawn up for each
of these challenges and is coordinated at every
level of the company. Most indicators and targets
are defined at global level. The aim of the policy is
to secure long-term improvements on the ground,
at the heart of the Colas network.
The policy was given an AA+ rating in 2010 by
the extra-financial rating agency BMJ, which specialises
in assessing sustainability and corporate
social responsibility. Bearing witness to support
from within the workforce, Colas branches and
subsidiaries also carry out a wide range of actions
according to their local context.
Environment and
audit bodies
l Strategic issue l Major impact l Important impact l Average risk l Low risk n.m. : non-meaningful
Suppliers
Shareholders
Customers n.m. l l l l l
Human
resources l n.m. l l l l
Civil society l l n.m. l l l
Environment
and audit
bodies
l l l n.m. l l
Suppliers l l l l n.m. l
Shareholders l l l l l n.m.
This policy of taking ownership of CSR at all levels
of the company thus enhances and transforms the
entire vision of Colas’ businesses.
Few issues in the dialogue with non-contractual
stakeholders call for a global policy, though discussions
constantly take place at local level with local
residents, authorities, schools and universities,
players in the social sector, etc.
Colas maintains a strong grassroots presence
within its global network and conducts local
dialogue with stakeholders. 1 At global level, it is
still difficult to identify key groupwide issues that
would justify dialogue with global (i.e. international)
stakeholders. Only the issue of bitumen fumes has
so far seemed relevant at this level and Colas has
greatly contributed to discussions with customers,
scientists, employees, labour authorities and
occupational health bodies. 2 In order to enhance
discussions, Colas takes part in forums, commissions
and strategic committees bringing together
stakeholders in other institutions, such as CORE
(Research and Expertise Guidance Committee)
at Ineris, the French environmental safety institute,
the Strategic Guidance Council (COS) at FRB, the
French Biodiversity Research Foundation, and
the Environment and CSR Strategic Committee
at Afnor, the French standards body. Colas also
seeks to make its sponsorship 3 actions increasingly
meaningful.
Sustainable development organisation
In 2011, Colas’ Environment department was
tasked with a more cross-disciplinary responsible
development mission. In that context it engages in
dialogue with other support and operating units to
analyse and verify the results of reporting, prepare
a detailed synthesis for line managers at the 67
lead entities (subsidiaries or country divisions)
responsible for the first level of internal control,
CSR: Corporate Social Responsibility
(1) See the section on the acceptance of production sites and the related local dialogue indicator (2) See Chemical hazards and Business-specific risks (3) See Dialogue with civil society section
BOUYGUES • 2011 Registration Document • BUSINESS ACTIVITIES AND CSR • Colas • 90