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 Business Unit (BU)

This CSR department works with correspondents in each BU. They make sure that sustainable development issues are taken into account in the BU’s development policy, as well as suggesting strategic objectives and managing the process. Regular meetings are held throughout the year so that best practices can be shared, issues can be addressed and work can be undertaken together on the Egis Sustainable Development action plan. Some business lines have sub-networks to help 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

Cross-disciplinary networks

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.

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.

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interview
Testimony of Benjamin PlouviezSee the video
Inspired by our good practices in terms of risk management, it is designed as a tool for dialogue and coordination of the deployment of our SD/CSR roadmap. 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.

 

Focus on the results: Gravitating together towards the target zone

 

The assessments carried out show an overall improvement in the application and development of SD/CSR issues with respect to our markets and our customers’ needs. This progress is reflected in the matrix by the way in which our companies come are now gravitating towards “the target zone on ​​the graph”. The strengths identified in many of our subsidiaries relate to the increase in our certified activities in environment and security, better application of the maturity assessment (exercise first set up in 2014), and the success of our SD solutions in our projects, developed internally. These are most notably showcased by our innovations, many of which have been awarded on topics as varied as biodiversity, climate change, energy and mobility. One area of ​​improvement concerns skills. Given the stakes, and that fact that our world is constantly changing, it is essential that we focus on developing skills and maintaining the technical expertise of our employees. In practical terms for the Group, this means a substantial investment in training, and the development of internal e-learning modules to reach as many people as possible.