The nature of our missions (regional development) means that most of the projects led by Egis contribute to local development, and the region’s attractiveness.
So community involvement is a priority: it is one of the four objectives of the group’s CSR roadmap. It translates into a policy of sustained stakeholder involvement, the consideration of social issues, and increasingly responsible practices.

Local capacity building

As an engineering company, Egis has all the internal expertise it needs to assess the socio-economic impact of its projects, whatever their nature (transport, planning, and so on).

Egis uses all the modelling methods and tools at its disposal to develop “home-made” expertise that is specific to the context of projects (value analysis, feasibility studies, socio-economic foresight studies, planning, implementation of master plans, and more).

Egis has a consulting department that has been working in the field of official development assistance (ODA) since 1950. It is involved in projects throughout the world, working with international organisations; national, regional and local authorities; and private-sector operators. Egis is now recognised as an expert in strengthening local government capacity and regularly participates in programmes and projects on the following topics:

  • Organisation of local authorities
  • Urban planning and infrastructure management
  • Development and management of services to the population
  • Local finances (budget procedures, taxation)
  • Relations with the public
focus

Managing the social impacts of developing the Nachtigal hydropower plant in Cameroon

Spontaneous and disorganised influxes of people working on a project can have very significant negative impacts in terms of health, safety and social balance, and can cause a disproportionate burden on already insufficient local infrastructure. To avoid this, Egis has worked closely with the Nachtigal project team to develop a population influx management plan in order to better control movements between key project areas (the construction site, site facilities for workers, labour recruitment areas, etc.). The Plan is therefore a tool for managing social risks. This plan, developed in close consultation with local authorities and the impacted populations, has developed practical systems for the early identification and management of uncontrolled influxes, and put forward specific measures for avoiding or minimising the speculative migration to the project area, and mitigating the associated negative impacts.

Find out more

Sharing knowledge with our training centers

Forhom : Since its inception in 1980, Egis’s Forhom institute offers a variety of turnkey or custom training courses. These high level courses are taught in our centres in France (La Rochelle), in Côte d’Ivoire and Senegal for executives in French-speaking African countries. The topics are diverse and cover urban development, sustainable transport, local development, sustainable development, management, decentralisation, the performance of organisations, the environment, climate change, and more.
Find out more (french website)

Projacs Academy® : training courses all over the world  : Internationally acknowledged, Projacs Academy® is one of the premier vocational training centres for Building project management in the Middle East. Since it was founded in 1984, the organisation has run more than 16,000 training courses and seminars aimed at 300,000 professionals all over the world. No fewer than 750 training programmes are conducted each year, led by experts and highly-qualified trainers in more than thirty countries. Content matter taught at the training centre or inside companies cover specialities as wide and varied as project management, BIM (Building Information Modelling), value engineering, contract management services, human resources, sales and marketing management, etc. Projacs Academy® works in association with a great many universities and professional institutions such as the University of Colorado, the University of Waterloo (Canada), the Project Management Institute (USA) and the Society of American Value Engineers (SAVE International®).

Find out more on Projacs Academy®

A training centre for aviation professions: Egis has teamed up with Camas, a French group specialising in airport training, to create a new aviation training centre in Abidjan, Côte d’Ivoire.

Find out more on this training center

At the same time, Egis works with various training organisations. Partnerships exist with schools and universities (particularly in the context of the business clusters in which Egis is a member). Many senior managers play a role in schools and universities.

Tools and methods for discussing and co-developing the future with our stakeholders

  • Tendem Empreinte®

VP-LOGO TENDEM EMPREINTE

Pragmatic and participatory, the Tendem Empreinte® system helps to define the objectives, indicators and actions that enhance the sustainability of a project. This tool helps to assess the sustainable development footprint of a project using a radar chart with five axes. This chart is a useful tool for dialogue and explanation as it enables users to visualise the impact of the strategies co-developed with people affected by the project: the footprint is then developed throughout the design process as the final actions are officially determined.

Explanatory Video
  • Measuring and monitoring the social acceptability of a project with Social Imprint®

The innovative Social Imprint® model developed by Egis measures the social consensus around major projects. The aim is to anticipate risk exposure and to prevent conflicts arising by bringing to light the social and societal impacts of a project and possible solutions to any potential problems. This monitoring and reporting tool is based on more than 100 societal performance indicators relative to quality of life, economic prosperity, social cohesion and cultural heritage. The data gathered from measuring the Social Imprint® indicators, tailored to local circumstances and the project life cycle, are used to inform the client’s decision-making at each project milestone and to promote consensus by adopting solutions shared by all (companies, local authorities and civil society…).

Find out more

 

  • The example of the Democratic Republic of Congo (DRC) project

In response to a call for bids regarding the negotiation of 80 social compensation agreements between local people and forestry companies in DRC, Egis has formed a consortium with FRM, a French consultancy firm specialising in the forestry sector, OKAPI, a Congolese firm specialising in environmental and social impact studies in the Congo, and CODELT, an NGO specialised in the proper governance of forestry. This NGO, mainly composed of lawyers, had already contributed to drawing up a Forestry Code in the DRC. The objective of the mission was to enhance the understanding and mutual benefits of these agreements for all parties. An assignment made even more complex by the fact that the forest areas in question are isolated, local communities were suspicious about forestry, and the forestry companies’ commitment to these processes was not always evident. For more information, see the leaflet

 

Skills transfer and training of local communities through projects

Development and infrastructure projects are labour intensive. They represent an important opportunity to transfer skills to local people. The work on the western section of the East-West motorway in Algeria (359 km) is a good example. In the first phase of the project, 500 people were recruited locally and trained in the procedures required for ensuring the quality, timeliness and control of quantities and costs. For the second phase, 600 to 700 employees were hired locally to control the site itself.

More recently (2016), Egis Inframad, a Madagascan subsidiary of Egis, trained and educated managers and technicians in the climatic and hydrological risks of road infrastructure in Madagascar.

These skills transfer initiatives sometimes involve schools and colleges too, like for the site of the A87 (the La Roche-sur-Yon bypass) where the Lycée Nature played a role.

Local employment, internationally

On international projects, integrating local staff in our teams has always been considered an asset:

  • for managing projects through their knowledge of the habits and customs of the regions affected, and their experience of the environment.
  • for contributing to the economic and social development of the regions where Egis operates.

Most executives of international subsidiaries are from the local region.

Community involvement in France, a given

As for France, Egis strongly reaffirms its commitment to the different regional levels, offering the full range of its expertise and experience for the success of its clients’ construction, development, and equipment projects. Our projects in France are crucial to establishing our international credibility outside our borders.
Our ambition is to bring engineering support to local stakeholders, authorities and their operators in a process of regional reform, by participating in their development projects, essential to the competitiveness and attractiveness of our country.