The deployment of the CSR policy needs the company’s key functional teams to work together and involves the creation of group-wide management structures.
An adapted organisational structure
The department in charge of CSR, known as “The Business Transformation and CSR Department” reports directly to Senior Management. It primary goal is to promote the Group’s services and accelerate the inclusion of sustainable development issues in the operational projects in which Egis plays a role.
Implementation within each subsidiary
This department works with pairs of staff within each company, consisting of a manager (strategic role) and a co-ordinator (operational role). In total, this network has over 25 people. There are regular meetings throughout the year so that good practices can be shared, and joint consideration and effort can be devoted to the Egis Sustainable Development action plan. Some subsidiaries are themselves organised into sub-networks to facilitate deployment, either by region or by business activity.
Meetings throughout the year
At the rate of 4 or 5 meetings per year, the network meets to discuss, inform each other, and share good practices or dilemmas. Once a year, a seminar at the group’s headquarters is a chance for the network to come together, as well as a certain number of key players identified for their contributions to sustainable development. This annual event is an opportunity to take stock of the past year and prepare for the following year in the best conditions. What better to unite and engage the forces of the group?
Every year Egis invites a key spokesperson to its annual seminar ; to find out more
At the same time, sustainable development is integrated into all of the internal networks that deal with cross-disciplinary topics, such as the environment, the transport economy, the water sector, smart forms of transport, adaptation to climate change, energy efficiency, etc.
A maturity matrix
The CSR maturity matrix, set up at in 2014, allows us to assess annually whether this deployment is working, and to adjust, where necessary, the systems in question.
It includes a principle of materiality. We have identified the elements that we feel are significant in terms of our strategy and we will steadily move towards an assessment of the sincerity of our practices by our stakeholders.
In concrete terms, we cross-reference our CSR management processes (vertical axis) with an analysis of the CSR issues in the market (horizontal axis): The graphical representation changes every year: a level of practice that was acceptable in year N may be out of step with the needs of the market or new issues the following year. The evaluation of our CSR management processes is based on five themes, such as our CSR commitments or our range of “sustainable” solutions. Our best practices involve a high level of interaction with stakeholders.Challenge us!