social - initiatives - Veolia

Veolia Environnement36-38 avenue Kléber75116 Paris Cedex, FranceTel: +33 (0)1 71 75 00 00

www.veolia.com

SOCIALINITIATIVESIDEAS FORPROGRESS2012-2013

SOCIAL INITIATIVES: IDEAS FOR PROGRESS SOCIAL INITIATIVES: IDEAS FOR PROGRESS


social initiatives: ideas for progress 3

social initiatives: ideas for progress4

Ideas forprogress

Viewpoint

How do human resources contributeto the performance of Veolia Environnement?Antoine Frérot:Veolia Environnement’s employees are an intrinsicpart of its success. Our achievements are rooted in the qualityof the services provided and the high level of expertise offeredby peoplewho arewell trained and empowered in their job.Ourhuman resources are not simply a cornerstone of our company'sperformance:theyareourgreatestasset.Wearenowintheprocessof transforming our business lines and methods from top tobottom. In each of the countries in which we have operations,human resources will be increasingly important in our bid torise tonewchallenges.Aswe standardize processes and seenewbusiness lines emerge,wemust anticipate andmanage thewayinwhich these changes impact our employees to help everyonereact positively to customer requirements and shoulder thewide-ranging responsibilities they bring, as we work towardachieving our goal of becoming the industry standard forenvironmental solutions.

Jean-Marie Lambert: There are many frontline practices thatcontribute not only to the efficiency ofVeolia's human resourcesbut also to the success of our activities: our customers are wellaware of our determination to ensure safe operations and ahealthy work environment for employees, along with trainingfor people in all positions and countries. By putting their faithin us, they know they have chosen the highest standards inoperations and commercial practices, and that they are work-ing with a company focused on pursuing an ambitious socialpolicy around theworld.Veolia's abundance of social initiatives

is a clear reflection of our spirited approach to human resources(HR) management.

AF:Developing the skills of employees is a crucial step inmeetingtheconstantlychangingneedsofmunicipalandindustrialcustomerswhile sustaining the intensive drive to transform our businesslines. As a result, the pursuit of HR practices able tomeet thesechallenges has taken on unprecedented importance.

Our human resources teamsare key partners for all of our business lines.What part do they play in the VeoliaEnvironnement transformation strategy?JML:Veolia Environnement is undergoing a profound transfor-mation that affects all employees.OurHR departments providea frontline responsebymanagingtheway inwhichthesechangesimpactVeolia personnel in linewith the company's commitmentto its employees, especially in terms of solidarity. Aswe seek to

We are now in the processof transforming our business lines andmethods from top to bottom.In each of the countries in which wehave operations, human resources willbe increasingly important in our bidto rise to new challenges. ”

“

ANTOINE FRÉROTchairman andchief executive officer,veolia environnement

JEAN-MARIE LAMBERTsenior executive vice-presidentand director of Human resources,veolia environnement


overhaulourorganizations toachievegreaterefficiency,managersmust continue toworkwith human resources to enable all em-ployees tomaintain real impetus for development. Our keys tosuccess are training, mobility, decompartmentalization and ajoint strategy supported by everyone at Veolia.

AF: Reducing debt, reorienting our activities, adapting our orga-nization, revitalizing our solutions and reshaping our businessmodels are all ameans,not an end. They allowus to focusmoreongrowthmarkets andgain freshmomentuminour establishedmarkets. However, this transformation forces Veolia to resizesomebusinessunits andpartially reshuffle its teams.Throughoutthis time of change, Veolia Environnement's solidarity with itsemployees must never waver. In this, our HR departments areinstrumental in the field throughmeasures to provide supportand dialogue with both social partners and other economicstakeholders. The search for solutions adapted to individualsituations and local priorities is a real source of inspiration forsocial initiatives. It is vital that we encourage these initiativesand innovation as a whole in our HR practices as we build theNew Veolia and shape an organization more in tune with ourtalents.

Why regularly report frontlineinitiatives in addition to promotinghuman resources through the socialinnovations awards?JML:CollectingHR initiatives is aboutmore than simply compilinga list: it involves sharing information on practices successfully

implemented around theworld. Rolling out relevant social initia-tivesused inourdifferent businessunits around theglobeallowsus to grow our activities through a well-structured, clear (andtherefore credible) approach to corporate social responsibility.Monitoring these practices over time and assessing their impacton employees and on our business allows us to adjust our HRpolicies to the needs of individual countries and business units,cultivating a social model built on joint values and objectives.

AF:Showcasingpractices through thesocial innovationsawards isameans of giving our HR teams in the field the recognition theydeservewhile encouraging others to drawon these experiencesand share them across the board. The 38 initiatives includedhere are all seen as outstanding examples. As such, they add tothe social innovations awards by ensuring more widespreadawareness and promoting best practices throughout Veolia. Ifthere is one lesson to be learned fromall of this, it is that humanresources development concerns each and every one of us; notjust HRmanagers.

Our keys to successare training, mobility,decompartmentalizationand a joint strategy supportedby everyone at veolia. ”

“


the professionalism and everyday commitment of our employees are thefoundations on which the company has built its success, based on clientrelations underpinned by trust, worldwide.

Veolia’s human resources set us apart from thecompetition as we rise to tomorrow’s challenges inthe various aspects of our business.

Every day, our teams pursue new local initiatives in linewith our commitment to achieve the highest standardsin social performance. These initiatives are regularlybrought to the fore byHRmanagement toacknowledgeand share best practices in the field.

TheSocial InnovationsAwardsaredesigned toshowcasea number of these best practices,which stand out as aresult of their quality, relevance andability to offer newsolutions.

The41 initiativespresented in thisbookletwere short-listedtocompeteinthe2013Social InnovationsAwards.Theyprovideashiningexampleofthewealthof ideasanddetermination of local teams to push the boundariesof our HR practices.

There are five categories of awards.

Solidarity and TeamSpirit Award>because our joint success depends on our ability towork as a team.

Social Equity and Diversity Award>because acknowledging each employee’scontribution to the company is part ofour commitment as an employer.

Employability Award>because enhancing the expertise of employeesand offering opportunities throughout their careeris a vital part of any service company.

Prevention & Health Award>because our ability to effectively fulfillour commitments on a daily basis depends on ourability to ensure thewell-being of our employees.

Prevention & Safety Award>because protecting our human capitalmeansworkingcontinuously to raise awareness and empowerindividual employees, teams andmanagers.

Competitioncategoriesand awards


Contents

4 Viewpoint

6 Competition categories and awards

8 Makingacommitment toourvaluesinorder todrivechange

9 looking aPer the health of each and every employee10 promoting a work environment that welcomes parents11 an employee-backed foundation to promote solidarity12 opening up our business to people isolated

from the job market13 action to promote integration: partnership

with École de la deuxième chance14 promoting the employability of people with disabilities15 employee testimonials raise awareness of safety issues16 "sHe connect": responsible professional conduct

and personal well-being17 an innovative approach to protect biodiversity18 embodying our commitment to diversity

in our relations with customers19 improving our welcome to reflect our values:

a Hospitality & Quality contest20 cultivating ties with local communities21 local employee outreach initiatives: Minigrants22 the commendable commitment of Japanese

employees in the wake of the tsunami

23 Supportingemployees’ careerdevelopment24 dispelling preconceptions about disabilities25 Helping employees overcome disabilities

in career development26 telecommuting for expectant mothers27 evoila! an internal network to promote

gender balance28 promoting the female talent pool:

an action plan in Japan29 taking steps to prevent stress at work30 Using peer observation to improve safety31 Helping managers and their teams

to incorporate safety issues

32 providing training to give everyone the meansto apply prevention, health & safety fundamentals

33 Helping employees face up to the issueof drugs and alcohol in the workplace

34 enhancing opportunities for employeesnearing retirement

35 Using apprenticeships to improve employability36 drawing on in-house skills to train new employees37 a new job title to match the new corporate culture38 training in support of internal promotion

to open up management opportunities

39 DevelopingeDectivehumanresourcesmanagement

40 identifying arduous work conditionsto improve workplace quality of life

41 an ambitious collective initiative to provide safetytraining to employees

42 innovia: collaborating with employeesto improve their working conditions

43 “i see, i act”: helping employees take the leadin improved safety monitoring

44 Helping employees make an objectiveevaluation of their performance

45 Mobilizing managers for greater eOciency:“one dalkia”

46 an innovative and responsible solutionfor improving safety

47 “Human nature at Work”: encouragingcollective intelligence

48 an online campus to instill a desire for training49 career management: the talentum program50 supporting management performance51 Boosting team spirit to promote synergy

in the workplace

52 Spotlight on award-winning initiatives in 2012

54 More than 270 social initiatives

Makinga commitmentto our valuesin order to drivechange

8 Supportingemployees’ careerdevelopment

23 Developinge7ective humanresourcesmanagement

39


Our company makes an active effort each dayto maintain the safety and well-being of its employeesand respect their diversity, which representsopportunities for our future.

We reaffirm our community involvement by actingresponsibly toward and in solidarity with the regionsin which we operate.

And as we encourage our employees to live upto our commitments, we foster innovationon behalf of performance.

Mobilized behind these values, we can presson as a team toward new horizons.

Makinga commitmentto our values in orderto drive change


Concept: Veolia Environnementembodies its commitment as a sociallyresponsible company by ensuring thatemployeesaroundtheworldhaveadequatehealthcare.In India,wheretheWorldHealthOrganization (WHO)has estimatedhealthspending per capita at one hundred timesbelow that of Australia, Veolia Environne-ment's commitment to proper employeehealthcare is fundamental. Health insu-rance is free for employees and theirfamilies, paid for by Veolia Water India.Employees canalso pay into anadditional

plan and benefit from special rates.Alongside this health coverage,Veolia hasset out to implement a solid preventivehealthcare policy for employees at everylevel of the company across all sites in thecountry.

Action: Since 2011, the company hasoffered all personnel an annual medicalcheckup,withaday set aside eachyear foran“Annual Health Camp.”

Theaim is to anticipate andprevent risks

while detecting health problems andtreatinganyissuesassoonaspossible.Toachieve these goals, Veolia has establishedpartnerships with major hospitals indifferent provinces in which it provideswater services. Medical exams are carriedout at Veolia sites and offices. This givesall employees easy access to checkups.Aseries of tests lasting around one hour iscarried out by medical staff under thesupervision of a doctor, who then tellsemployees their results in private. Eachemployee hasamedical consultationwiththe doctor, allowing everyone to benefitfrom individual feedback.

Impact: Protecting the privacy of allemployees and providing the higheststandards of healthcare were the twokeystones for the success of the AnnualHealth Camp initiative. Staff have beenextremely receptive to their company’sefforts toofferpersonal, individual, first-class healthcare—seen as tangible proofofVeolia’s commitment toeveryemployee.

The Health Camps are an opportunity toimprove everyday prevention,health andsafetywhile providing a reminder of theimportance of proper hygiene.

Employees are proud of their companyand are aware of its investment in theirhealth and that of their families, whichnaturallyhasapositive impacton loyalty.

Looking a8erthe health of eachand every employee

Upholding our values to usher in change

Initiative date2011

ContactBrune [email protected]

PreventiveHealthcare

Veolia Environnement'scommitment to properemployee healthcareis fundamental. ”

“

India

France’s Corporate Parenthood Observatory (OPE) was founded in 2008.The organization,which receives backing from the French government,is designed to help companies implement programs in support oftheir employees who are also parents. Veolia Propreté France signedthe OPE’s Corporate Parenthood Charter in 2013. As a result,the company can now share information and best practices with othercorporate signatories. Veolia Propreté France also takes part in the annualsurvey conducted by the OPE to assess changing corporate practiceswith regard to helping employees balance their work and family lives.

Veolia Propreté France pledgesits support for parenting as well


Concept:Diversity is a cornerstoneofVeolia Environnement’s identity and aguidingcomponentof itsbusinessgrowth.So helping its employees with childrenbalance their family andwork responsi-bilities is amajor concern for the company.It was with that goal in mind that VeoliaPropreté France signed the CorporateParenthoodCharter in France inearly 2013.

InGermany,VeoliaUmweltserviceGmbHprovides its staff with “parent-and-children”offices togiveemployeesastress-free way to handle emergency childcareneeds.

This tangible solution offers a twofoldbenefit: it reduces absenteeism whileoffering peace of mind for employeeswho are also parents.

Action: Theprojectwasmadepossibleby both the HR and QHSE departments.Their stated goal was to reconcile thedemandsofaworkplace (offices,telephonesand computers) with the needs of a

childcare service for children under theage of 10 (electrical safety, suitable playareas, etc.). The space that was renovatedfor the purpose offers both sleeping andeating areas for children.

In addition, the company created a smallbag with toys and a blanket, so that anyoffice can be transformed into an emer-gency space for accommodating a child.Employees at each site have access to a“child kit” that can be easily stored in theoffice.

The company has also joined forces withtheWorklife association to create a forumon the intranet where employees candiscuss parenting issues.

Impact: The company embarked on aproactiveinitiativeonbehalfofitsemployeesto reducepotential conflicts between theirpersonal and professional lives.

By contributing to employeewell-beingatwork, these programs enhance employee-employer dialogue aswell as staff perfor-mance.

Promoting a workenvironment thatwelcomes parents

Upholding our values to usher in changeSocial Equityand Diversity

Initiative date2012

Contactveolia Umweltservice gmbHcarl-guenther [email protected]

Germany


Concept: Solidarity has been a coreVeolia value for a number of years andwasrecentlybroughttotheforeinthemanager’sCode of Conduct. Every employeemakes acrucial contribution to thequality of life ofcitizens:providingheating;optimizing theenergy performance of public buildingssuch as hospitals; supplying water ;collecting and recycling waste; etc. Veoliaencourages people worldwide to devotetheir time and skills to supporting theirlocal community. This sense of soli-darity can also be found within thecompany,reflected in thedrive topromotethe transfer of skills between employeesand provide resources to listen to andsupport staff through times of hardship.

Dalkia Polska has given shape to this two-pronged approach—inside and outsidethe company—bysettingupa foundation.

This foundation was established inPoland in 2004, driven by the company’sdetermination to provide support in linewith the restructuring of key Dalkiabusiness units.

The goal is to assist employees leavingthe company and help them find workelsewhere.Gradually, the foundation’sscope was extended to include familymembers,and then,quite simply,anybodyinterested in the system.

Action: Fifteen employees work forthe foundation, includingninevolunteers,five employment counselors and thechairman, all providing comprehensivecoordination of its various initiatives. Theorganization is funded by all Dalkiabusiness units in Poland. Although itinitially reliedon the support of employees

in France and theCzechRepublic to imple-ment initiatives, the foundation quicklyadapted its approach to reflect real needson the ground in Poland.

It nowoffers assistance in job seekingandhelp in startingupa company,alongwithfinancial support for training.Each initia-tive is based on an individual approachtailored to personal needs, respect forconfidentiality and anannual reviewandprogress report.

The foundation also arrangesworkshopsfor students tomake themmore aware ofthe demands of the job market.

Impact: The foundation has helpedmore than 1,500 people to date.

Dalkia Polska’s financial and personalsupporthasbeenverywell receivedamongemployees,clients andpublic stakeholders.

The foundationplays an important partin building the image of a company thathasdemonstratedaclear commitment tosocial responsibility for close toadecade.Employeeswho joinDalkia know theyarepart of a company that cares about theirfuture and is in tunewith theneeds of thecommunities inwhich it operates.

An employee-backedfoundation to promotesolidarity

Upholding our values to usher in changeSolidarity andTeam Spirit

Every employee makesa crucial contributionto the quality of lifeof citizens. ”

“

Initiative datelaunched in 2004

Contactfundacja dalkiarenata [email protected]

Poland


Concept: Corporate social responsi-bility means seeking to ensure that ourcompanyhasapositive impactontheareasinwhichwe do business. Veolia Environ-nement takes this commitment a stepfurther by playing an active part in theeconomic, social and environmentaldevelopmentof regions inwhich it isbased.This campaign is spearheaded byVeolia'sCampus training centers and the VeoliaEnvironnement Foundation. In theRhône-Alpes region of France, they have joinedforces to help provide employment oppor-tunities for people isolated from the jobmarket.

Action: In June2012,theVeoliaEnviron-nementCampusforFrance'scentraleasternregion (Centre-Est) signed an agreementwith the non-profit Secours Catholique tooffer social and employment support topeople isolated from the jobmarket.Cam-pus Centre-Est set a goal of having peoplein situations of hardship represent 10% ofits workforce. To this end, drawing on thesupport of workforce integration special-ists is an essential step in effectivelyhiring and training people with profilesandbackgrounds that arewell understoodby social support organizations.

To create a solid pool of candidates ableto re-enter the job market and bringtheir fullmotivation to the company,theVeolia Environnement Foundationworked alongside Campus Centre-Estto identify and build ties with bodiesseeking to promote integration throughemployment. The goal was also to takestockofrecruitmentneedsforeachbusinessline and positionwhile reviewing issueshindering integration. A working groupis now up and running, staffed by repre-

sentatives fromspecialist bodies alongsideofficers fromCampusand theFoundation.The goal is to approve all processes andstagesneeded to ensure that thoseofferedtraining complete their program andmaintain theirmotivationonentering thejob market.

More andmore trainees are now joiningCampusCentre-Estthroughthiswork-studyscheme.

Impact: This innovative approach byCampus Centre-Est and the Veolia Foun-dationhasgivenfreshimpetustoconven-tional partnerships between non-profitsandcompanies.VeoliaEnvironnementalsoplans toworkwithother companieson theissueof integrationby,for instance,sharingits expertise in work-study programswith Vinci.

Local authorities are naturally very recep-tive to these in-depth efforts to promoteintegration initiatives.Theapproach is alsoa good fit for the campaign underway topromote sustainability in theGreater Lyonarea as part of the urban innovationinitiative, Novea.

Theseeffortswillhaveanimmediateimpacton Veolia employees, both in terms of thepersonnelwhoput their all into theprojectand work to impart their expertise, andthosewhotrain thepeoplebenefiting fromthescheme.Providingwork-studyprogramsfor applicants experiencing social hardshipalso requires instructors to review theirteachingmethods. The result is a reward-ing experience for all involved, includingthe young people on these same work-study programs from more conventionalbackgrounds,whowillbenefit fromcontactwithpeoplewhomaybea lot olderwith acompletely different life experience. Theinitiative is yet another way in whichVeolia Environnement embodies itscommitment to diversity.

Opening upour business to peopleisolated from the jobmarket


"Novea— Lyon ville durable" (Lyon: sustainable city) is an original approachinvolving a public-private partnership between Veolia and Greater Lyonto help the city achieve its environmental goals, attract business and improvequality of life for citizens. Above and beyond its environmental advances,Novea provides a tangible source of innovation and a testbed for new ideasdesigned to benefit the region, helping to give Lyon greater internationalappeal through a regional program in support of start-ups, action to fostersocial integration and training, and a new range of services for citizens.

Think with our customers

Local authorities arenaturally very receptiveto these in-depthefforts to promoteintegration initiatives. ”

“

Initiative date2012

Contactscampus centre-est ve& fondation vephilippe.marcade@ [email protected]

France


Concept: The campaign tomake ouractivities an integral part of the local eco-nomy is embodiedby thepartnershipswebuild with political, economic and socialstakeholders invested in each community.Veolia Environnement has always been intune with local needs and constantlystrives to convey its values beyond thescope of its immediate operations.

Solidarity is a cornerstone of the Veoliaidentity and is an area in which theexpectations of our customers andpartners arehigher than ever before.

Veolia Propreté Rhin Rhône (France) hasadopted a long-term strategy to promotesocial integrationandemploymentoppor-tunities for local people. In 2011, VeoliaPropreté Champagne-Ardenne MeuseYonne (CAMY) established ties with theChampagne-Ardenne branch of École de laDeuxièmeChance,“SecondChanceSchools,”providing training schemes and employ-ment to combat exclusion among youngpeople in France.

Action:Allmanagersweremadeawareof the decision to establish a partnershipwith the regional division of École de laDeuxième Chance (E2C). This very quicklyled to internships for youngpeople seekingopportunities through the organization,allowing them to find out more aboutenvironmental services activities.Apprentices from Campus Veolia Envi-ronnement in Lille also talked to youngpeople from E2C about their jobs at anopen day.

In2012,E2CapplicantsjoinedaVeoliaprogramproviding vocational training in wastemanagement and urban environmental

services. This led to an apprenticeshipwith an agency of DOAHaute-Marne.

The training initiative draws on the sup-port ofVeolia employees andof course theinstructors to work with these motivatedapprentices every step of theway.

Through theirprofessionalismandcom-mitment, the instructors ensure theseyoung people have every opportunity tomake themost of their “second chance.”

The biggest advantage of the partnershipbetween Veolia Environnement and E2Clies inthedrivetocreateaseedbedof futureemployees trainedandqualified to replaceemployees reachingretirementage. Invest-ing in young people who will be ready tojoin the jobmarketafter twoyearsof train-ing is a positive step toward building abrighter future for theapprentices and thecompany.

Impact: This first yearofpartnership

Action to promoteintegration:partnership with Écolede la Deuxième Chance


Since 2007, Campus Ile de France has been working alongside the SeineSaint-Denis branch of École de la Deuxième Chance (E2C 93) to developits work-study programs. The partnership is backed by an official agreementand involves promoting Veolia Environnement business lines and trainingcourses. It also provides week-long "discovery" courses through CampusVeolia to help those interested to find out more about job opportunities, alongwith Veolia internships prior to the signature of an apprenticeship contractfor those successful in their application. E2C works with young candidatesto develop basic skills and help them achieve their training goals.Campus Ile de France is developing these partnerships with a number of E2Cbranches in Ile de France.

A long-term partnershipfor Campus Veolia Ile de France

hashelped foster abettermutualunders-tandingandhasmade it clear that jobs inenvironmentalservicesactivities—inwhichteamspiritandempowermentarekey—canprovide a vital stepping stone toward em-ploymentforpeopleinapositionofhardship.

What ismore,VeoliaEnvironnementhasthe resourcesanddeterminationneededto supportyoungpeople coming throughE2C by offering them the security of atrainingcourserunentirelybythecompany.

The“internship-training”approachadoptedbyCampusVeoliaandthein-companysettingensureyoungpeoplefeeltheyarebeingsup-porteduntil thevery endof their program.

VeoliaPropretéCAMYandE2Chavechosentomaketheirpartnershipalong-terminitia-tive.Asfirmbelievers inthemutualbenefitsofworkingtogether,on January31,2013,thetwosignedanannual agreement coveringinternships and promotion of Veolia Pro-preté France business lines.

Initiative date2011

Contactveolia propreté rhin rhôneHervé [email protected]

France


Concept: Veolia Environnement hasunderscored its social commitment in itsrelationshipwith customers and commu-nities worldwide. However, civil societyand municipalities around the globe aretaking an increasingly aggressive stanceon disability issues.

In Brazil, the law requires that disabledemployees represent between 2% and 5%of theworkforce incompanies thatemploymorethan100people.Yet therealchallengelies in identifying peoplewith disabilitiesthathave the skills needed to fill companypositions.

The lackof trainingamongdisabled can-didates is one of the main reasons whycompanies canhavedifficultiesmeetinglegal requirements.ProactivaMeioAmbientechosetotacklethe

root of the problem through its campaignto train people suffering from impairedhearing and motor skills, with a view toimproving the skills ofpeoplewithdisabil-ities and increasing their employability inBrazil.

Action: Proactiva Meio Ambientebegandevelopingandfinancingatailoredtraining program in 2008.

The program ensures basic skills andexpertise, provides catch-up courses inmathandPortuguese,andoffers teachingin specific areas such as administrationand customer reception; company life;outlook and business relations; commu-nication; and organizational skills. Theprogramis runbytwospecialist instructorsfrom the Rio Branco vocational trainingcenter (CEPRO).Courses are held at CEPRO

facilities,withparticipantsidentifiedthrougha partnership with the Rotary Club. Thetraining course lasts sixmonths.A total of347 people took part in the four trainingcycles held in 2012, with 297 participantsreceiving a diploma,which put them in asolid position to enter the job market.Proactiva hirednine of these trainees. Thenext training course is scheduled to beginin August2013.

Impact: The initiativehasbeenof realbenefit in helpingpeoplewith disabilitiesto reach a newmilestonewith regard tointegration insocietyand intheworkplace.Buoyed by their 400 hours of training, allparticipants said they felt theyhadmadeabreakthrough,especiallyonthefamilyfront,bydemonstrating theirdeterminationandability towork.For the company,the initia-tive has created a seedbed of qualifiedcandidates able to apply for availablepositions.

This has also allowed Proactiva to projecta stronger imageamongdisabledpeople inBrazil andbuild its reputationasawelcom-ing employer.

Through the campaign, Proactiva MeioAmbiente has established a solid positionin the eyes of customers and civil society,not to mention its workforce. Tight-knitteams are a crucial part of the bid to suc-cessfully address disability in the work-place.

Through its proactive approach to inte-grating disabled employees, Proactivahas encouraged all personnel to buildcloser relations with one another,whileurgingmanagers topromote teamspiritin everyday operations.

Promotingthe employabilityof peoplewith disabilities

Upholding our values to usher in changeSocial Equityand Diversity

Initiative date2011

Contactproactiva Meio ambientefatima [email protected]

Brazil


Concept: Improvingemployee safetyis an unwavering priority at Veolia.

Preventing accidents means workingwith employees to continuously create asafer work environment and meet theexpectationsof customers, forwhomtheissue is a key concern.

Despite aproactivepolicydesigned topre-ventpotentially dangerous situations andconduct, taking positive steps to improve

our performance is an ongoing challenge.It is not so much a case of improving thesafetyofprocesses, technicalmethodsandequipment as a drive to change people’sattitudes to the issue.Difficulties inmakingpeopleawareoftheimportanceoffollowingsafety rules can at times stem from the“practical” approach adopted by manyworkers in their everydaywork,which canbecompoundedbytimeconstraints.VeoliaEnvironnement subsidiary Sade decidedtouse this sameapproachasa springboard

to raise awareness of the importance ofsafety.

Action:Sade’ssouthernregionaldivisionshot a series of films featuring testimo-nials from employees who have had anaccident at work. Direct feedback frompeers is a remarkably effective means ofbringing employees face to face with thepotential impactofanaccident,bothatworkand at home. The company asked threeemployeestosharetheirexperienceonfilmtoraiseawarenessamongtheworkforceasawhole.An independent firmwasbroughtin for a day to shoot a film thathasprovensimpleandeffective.Employeesinterviewedon screen describe their accident, explainhowandwhy ithappened,then talk abouthow it affected them.The filmwas shownin 2012 as part of the division’s safety dayand immediately struck a chord withemployees through its straightforwardapproach. It was then shown in all Saderegions.The filmhas beenmade availableto Veolia Eau France prevention officersas a resource to help raise awareness.

Impact:Keepingpeople safe is oftenacase of taking simple steps to raise aware-ness based on the real-life experiences ofemployees.

The success of Sade’s film has helpedemployees to discuss safety issuesmoreopenly.

Everyone realizes thatprevention is some-thing that affects them directly, and thatcompany rules and safety policy are crucialfor protecting them. The decision to shareprevention resources like this film acrosstheVeoliaGroup has served to highlightthe company’s solidarity in its drive to im-prove the safety of all employees.

Employee testimonialsraise awarenessof safety issues

Upholding our values to usher in changePrevention& Safety

Initiative date2012

Contactsade cgtheric [email protected]

France


Concept: Dalkia organizes an annualPrevention, Health & Safety week aroundthe world to remind employees andcustomers alike that safety at work is ofparamount importance. The event is anopportunity to focusonthe issue.However,much of the groundwork is carried outyear-round by management committees,local supervisors,health & safety officersand HR teams to promote a grassroots ap-proach to progress.

In the UK, a three-part safety programintroduced in 2010 had an immediateimpact on employee awareness. Safety,Health & Environment (SHE) is a programthatpromotes a comprehensiveapproach.

It targets three courses of action: SHEPrevent and SHE Respond are designed toprovidea framework for standardpractices

that can effectively reduce risks. The thirdpart of the program, SHE Connect, fostersa more innovative approach to riskprevention,making sure each employeecan personally relate to theneedtocomplywith safetymeasures.

Action: A number of initiatives wereintroduced in2012,reflectingthecompany’sdeterminationtoprotectemployeesagainstall risks.

Thesemeasures had a direct impact onemployees:- Amedical checkupwas introduced for alloperational staff andwill continue in2013;- The use of cut-resistant gloves tested bySouthWalesteamswasencouragedtohelpprevent accidents.

Awareness-raising initiatives designed

to trigger an“emotional” responsewerealso highly effective:- Teamswere shownaDVDshowinghowanaccidentcanimpactemployeesandthepeoplearoundthem;- A partnershipwith Veolia EnvironmentalServices UKwas set up to coincidewithhealth & safety week in November 2012,featuring a“safety bus”that touredDalkiasites,with two VES UK employees raisingawareness of how accidents at work canaffect life athome;- A videowas shot as part of the campaign,including testimonials from Dalkia em-ployees on the importance of prevention,health and safety. It is now shown at allsites.

Another film was made with the safetyofficer fromDalkia customer Arla Foods.This initiative provided an opportunity toworkmore closelywith the client on theseissuesand raiseawarenessofDalkia safetyrules. The making and screening of thisfilmhelpedempowerDalkia employeesbyproviding a reminder that the company’sstandards on prevention, health andsafety are an inherent part of its identity.

Impact:DalkiaUKhaschosentoimprovesafety by focusing on the link between em-ployees’ own lives and the company’s com-mitment to prevention, health and safety.

Thisbondbetweenresponsibleindividualconduct andpersonalwell-beinghas ledto a real focus onprevention,health andsafety among teams.

Asa result,employeeshavebegunsharingtheir experiences, their concerns andtheir ideas onways to create a safer workenvironment.

“SHE Connect”:responsibleprofessional conductand personalwell-being

Upholding our values to usher in changePrevention& Safety

Initiative date2012

Contactdalkia UKemily [email protected]

United Kingdom


Concept: Protecting biodiversity is akeyconcern inVeoliaEnvironnement’s lineof business. In 2010, Veolia Propeté Francebegan a comprehensive campaign tosafeguard biodiversity at its sites inFrance, providing a tangible example ofVeolia's commitment to the environmentamong employees and customers alike.

Aspart of this drive,VeoliaPropretéNord-Normandie setupactions inpartnershipwith customers to promote biodiversityat all of its waste-treatment facilities.Some practices has been implemented tomanagegreen spaces alongwithwildlife-friendly landscaping. The target was theISO 14001 certification for the company'senvironmentalmanagement system. TheHalluin waste-to-energy plant is a fineexample of this initiative,with its nestingboxes, insect and hedgehog shelters, andbeehives.

This regional campaign to sendout a clearmessage to customers through a tangiblecommitment to the environment led theDunkirk facility totakethingsastepfurtherbybringing inBureauVeritasCertificationand the consultancyDervenn towork ondeveloping a unique label to reflect theseefforts.

Action:TheDunkirkwaste-to-energyplantwas one of five pilot sites involvedin the year-long process of creating thenew label. This led to a site assessmentjointly developed by all stakeholders thataddressed six key issues: awareness ofbiodiversity challenges; managementinvolvement; in-house trainingandaware-ness-raising initiatives; specific actiontaken; partnershipswith specialists; andthe external impact of the environmentalcampaign.Planning tangible initiatives atand around the site in conjunctionwith acomprehensiveawareness-raisingprogramwere two factors central to the label devel-opment process. A comprehensive actionplanwasalsodrawnuptopromotecontin-uous improvement. The site was auditedtwice by Bureau Veritas to ensure it hadimplemented its approach successfully.Dunkirk received its Biodiversity Progress©certificate in March 2013.

Abiodiversity liaisonofficerwasappoint-edtohelpthesiteimplementandmonitorthe action plan. The liaison officer is alsotaskedwith involving employees in land-scapingdecisions andother site initiatives.For example, ameetingwith a landscaperwasorganizedtopresentthemeasurestakenatthesiteandmakeemployeesmoreawareofsimilarsteps theycouldtake intheirowngardens, such as replacing exotic plantswith local species, controlling invasivespecies, and providing suitable areas toattract new flora and fauna.The goalwas to design an initiative ableto promote a long-term commitment tobiodiversity at the site with a view tointroducing a real “sustainable biodi-versity” campaign.TheeffortstoobtaintheBiodiversityProgresslabel helpedgaugeprogress over timeand

determine the real impact ofmeasures topromote biodiversity. This down-to-earthapproach has been of real benefit to boththe company and the environment byhelping to target initiatives and build onachievements more effectively.

Impact: The Biodiversity Progresslabel was created based on the full-scaletestsatpilotsites.Employeesat theDunkirkplantwere involved in implementing theinitiative and have also benefited fromits results.Notonlyhas their site evolved tobecome an area conducive to biodiversity,it has also become a more seamless partof its surroundingswhileprovidingamorepleasant work environment.

The campaign to promote biodiversity atVeolia Propreté France is an integral partof the drive to support sustainable devel-opment fromanenvironmental,economicand social standpoint.

Employeeshavebeenmademoreawareofrelevant issues andhave been given theopportunity toparticipate inarewardingexperience. The campaign has helpedimprovethewell-beingofemployeeswhileencouraging themto takeaction,breakingdown barriers between different depart-ments and bringing everyone togetherthroughsimple,fun initiatives thatachievetangible results. Follow-up audits in thecomingmonthswillallowthesitetoensurecontinuous progress in pursuing itsenvironmental goals.

By takingpart in the innovative campaignto create a new label, the company hasdemonstrated its overwhelming commit-ment to help improve theway businessesmanage biodiversity.


An innovativeapproach to protectbiodiversity

Initiative date2012

Contactveolia propreté franceMargaux [email protected]

France

The companymust adaptits premises and providea means of ensuringhigh-quality customerrelations. ”

“social initiatives: ideas for progress18

Concept: Veolia Environnement’svarious business lines obtained France’s“DiversityLabel”bysuccessfully taking intoaccount differenceswithin itsworkforce.Veolia is fully aware that embodying thiscommitment to diversity also involvesrespecting thewide-rangingneeds of cus-tomers,whatever theymaybe.Yet positiveintentionsarenothingwithouttheresourcesneeded to make thema reality: in addi-tion to being aware of customers’disabili-ties, the companymust adapt its premisesand provide a means of ensuring high-quality customer relations.Veolia EauFrance regularly improves its ability toaccommodate individual customerrequirements throughmeasures such asproviding invoices in braille and immedi-ately informingcustomersondialysis inthe

event of any interruption in the watersupply. An initiative adapted to peoplewith hearing impairmentswas introducedin 2012. This new approach to customerrelations naturally had a direct impact onemployees, who were happy to see theircompanytakestepstohelpthemfulfil theirresponsibilities in an environmentfirmlyfocusedonpromotingdiversity.

Action: Veolia set up a partnershipwith e-business operations expert ACCEOto provide a simultaneous interpretationservice to help customers with hearingimpairments contact Veolia Eau Francerepresentatives.Customerrelationsdepart-ments were given an information packon the new service to help them raiseawareness amongemployees.The system

is very straightforward. Hearing-impairedcallers can use a computer and webcamto connect to the ACCEO platform via theVeolia Water France website, after whichthey need simply select their preferredmethod of communication: real-timetranscription or French sign language.An ACCEO specialist is automaticallyinformedof the call beingmade toaVeoliaEauFrancecustomerservicedepartment inFrance and puts the person through to anadvisorwith access to the relevant infor-mation. The specialist then interpretsin real time toensure smooth communi-cations between the customer and theVeolia representative.

Impact: Fluidcommunicationwiththehearing impairedenablesVeolia represen-tatives to breakdown thedisability barrierand provide services in the best possibleconditionsforthecompanyandthecustom-er.Theinitiativehasalsogivenemployeesanopportunity to reflect on customer disabil-ities and see them as a factor to be takeninto account rather than a problem to besolved in their bid to provide the higheststandardsof service for all. Theireverydayactions are an embodiment of the com-pany's commitment diversity. They aretheonesimplementingthepolicytomeettheneedsofallusersandprovideoptimalservice for each and every customer.

Embodyingour commitmentto diversity inour relationswith customers

Upholding our values to usher in changeSocial Equity andDiversity

Initiative date2012

Contactveolia eau francenorbert [email protected]

France

Customer

ACCEO Operator

Company


Concept: Veolia Environnement is anestablished economic player in China andhas a strong position in the country,withmore than 15,000 employees. Veolia hasbuilt its success on an ability to tune intotheneedsandcultureof the countrywhilepursuing active partnerships to providesolutions toenvironmental challengesnowand in the future. It is very important thatemployees inChina share this senseof col-lective achievement; they are the face ofthecompanyinourrelationswithclientsandwithsocietyasawhole.VeoliaEnvironmen-talServicesChinahasgonetogreat lengthstomakeemployeesawareofthefundamen-tal aspects of company culture, includingsustainable development,diversity, custo-merfocusandinnovation.WorkingforVeoliashould be a source of pride for employees.The region’s vibrant economyalso encour-ages high staff turnover, which makes itall themore important to ensure that em-ployees trulyunderstandwhat itmeans towork for Veolia.

Action:Tohelpemployeestocultivateacommon identity underpinned by Veoliavalues, the company introduced aHospita-lity & Quality Contest. Under the supervi-sion of the management, all sites wereencouraged to takepart,with thewinnersreceiving their prizes at a dinner for all em-ployees.Sincetheannualcompetitionwaslaunched,in2011, the sitesofourenviron-mentalserviceactivitieshave beenwork-ing to enhance their image by seekingimprovements designed to ensure thatpremises and employees fully reflectVeolia’s corporate identity.Anactionplanisdrawnup for each site to establish stan-dards andmake customer reception areasmorewelcomingwhile introducingsimilarimprovements to offices and operatingareas.Asubstantivecampaignhasalsobeenintroduced tohelp employees ensure thattheir own appearance and conduct are inkeepingwith Veolia culture.The campaign to improve quality hasfocused on promoting environmentally

responsible practiceswithin the companyalong with ways of improving the workenvironment.More than 1,000employeestook part in the first contest, which led tothe presentation of awards for the bestcontributions.The initiativegaveeveryoneanopportunity to submit suggestionsandplayanactivepart in improving the imageof their site. Taking part in this campaignalsohelpedemployees tobuild theiraware-ness of Veolia's values and better applythem in their respective business units.

Impact: This event has helped high-light thecreativityof teams,bringingthemtogether ona jointproject.Managerswereinstrumental in making the initiative asuccess,drivenbyafirmbelief in the impor-tance of strengthening employee ties toVeolia Environnement.

Makingemployees and clientsmore awareofwhatVeolia stands for is a real challenge.However, it is one that canbemet througha standardizedapproach involving simple,professional actions,suchasemployeeandsite presentations and visitor reception.Employees’ enthusiastic support for theHospitality & Quality Contest has nowhelped Veolia to focus on streamlininghospitality practices across its differentsites in China.The contest also providesthe foundations of a drive to improvein-houseenvironmental andsocial prac-tices,whichhelpsoptimize costs.

Improving our welcometo reflect our values:a Hospitality& Quality Contest

Upholding our values to usher in change

Working for Veoliashould be a source of pridefor employees. ”“

Solidarity andTeam Spirit

Initiative date2011

Contactfang [email protected]

China


Concept: In 2012, Proactiva MedioAmbientewon the jury's special award forsocial innovations in recognition of itspolicy on corporate social responsibilityand HR management. Proactiva is firmlycommitted to implementing measuresdesigned to reflectVeoliaEnvironnement’sreputation as a service company in tunewith local needs.

Ithas launchedanumberof initiativesoverthe past few years to support local com-munities.

Since 2009, the company’s knowledge-sharing program inMexico has encour-aged all employees to work toward thisgoal. Before the program was introduced,different sites would occasionally unveiltheir own initiatives to support the localcommunity.

The introduction of a joint approachbacked by everyone at Proactiva MedioAmbiente in Mexico was designed toensure improved follow-up and coordi-nation between initiatives. The goal was

to foster employee pride in belonging tothe companyby rallying themtoaprojectable to convey key Veolia values.

Action:Everyyear,eachProactivaMedioAmbiente site in Mexico sets targets anddrawsupanactionplan to cultivate closerties between the company and localstakeholders, such as users, institutionsand associations. This mainly involvessharing companyexpertisewith regard toenvironmental protection, sustainabledevelopment and hygiene.These initiatives always have a “fun feel.”Workshops, events and team games atcompany sites provide a real forum fordiscussion between those involved.

Last year, 86% of sites inMexico took part.171 employees volunteered to help imple-mentthevarious initiatives,representing6% of the Proactiva Medio Ambienteworkforce inMexico.

Other employees and their families joinedin the activities and were encouraged todemonstrate their social commitment

throughdonations to the local community.Thiscampaigntocoordinate thecompany'ssocial initiatives has also provided em-ployees with an opportunity to supporttheir local community inamorestructuredway, improving on the sporadic supportshownbefore theprogramwas introduced.Each site compiles a detailed report on itsactivities and their results, complete withtangible examples.Proactiva displayspos-ters at all sites inMexico to keep everyoneinformed of the latest developments.

Impact: Proactiva'sknowledge-sharingprogramhashelped raiseemployeeaware-ness of the company's environmentaland social values, allowing them to act asitsambassadors.The initiativealsoprovidesa form of recognition for the employeeswhocontributetothecampaignbyshowingthem that they have solid skills and ex-pertise to share.

Bycreatingdirect linksbetweensitesandtheir social surroundings, the initiativehelps to boost employee motivationthrough clearer understanding of thepositive impact they can have on theirfellow citizens.

As for employee support for theproject, thefigures speak for themselves, with 7,259donationsmade(clothes,toys,books,etc.) to32 communities and organizations to helppeople inneed.

The initiative also gives Proactiva MedioAmbiente greater credibility among cus-tomersasacompanythat isanintegralpartof the local community, in tunewith localconcerns and working to build a betterenvironmental and social future for localpeople.

Cultivatingties withlocal communities


Initiative date2012

ContactspMa corporativoana Monserrat vela alcántaralidia pérez [email protected]@proactiva.com.mx

Mexico


• Resource center for the parents of children with autism spectrum disorders(ASDs) in conjunction with the association Behind the Glass• Sweet chestnuts shop: outlet for products made at sheltered workshopsin NorthMoravia• “I think, therefore, I am”project at theWaldorf Dusíkova kindergarten• Association for improvements in the treatment of children with cysticfibrosis (Nemocných cystickou fibrózou, o.s.)• Center for disabled skiers (Centrum handicapovaných lyžařů, o.s.)• Pre-school education program: interactive whiteboard for a nursery schoolin Kyšice• Support for the integration of children with physical andmental disabilitiesat an elementary and nursery school in Křenovice• Fitness course for people of all ages with the association Labyrinth (Kladnocenter for sports, education and services).

The Veolia Environnement Foundation supported over 160 projectsin the Czech Republic in 2013.

A few examples of projects backed by Minigrants

Concept: Veolia Environnementemployees are the face of the company inits relations with local communities andsocial and economic stakeholders. Theycarrygreat responsibility and shapemuchof the company's success and reputation.The concept of service—which lies at thecore of all Veolia Environnement businesslines—is embodied by our people in thefield through funding initiatives andvolunteerprograms.IntheCzechRepublic,the Veolia Environnement Foundationsponsors employees tohelp thempursueprojects in which they have a personalinterest.

Action: Since 2008, employees havebeen able to support and launch a socialproject lasting up to 12 months. Theemployees from the water business werethe first to takeup the challengewith theirenthusiastic backing for the “Minigrants”project,whichallowsthemtomakeadirectcontribution to the local community.Employees across all Veolia businesseshave now joined the campaign, leading tosupport for environmental initiatives inschools, work in retirement homes, reno-vations, sports events for people withdisabilities andmore.

The campaign has supportedmore than400 projects since it was introduced.Employeesareaskedtopresenttheirprojectin detail using a form available on theFoundation website. The marketing andcommunications departments thenworkwith HR and the Foundation to shortlista number of projects. The approach hasalso served to create a more tight-knitworkforce,withemployeeswithoutaccesstoa computer teamingupwith colleaguesor managers to send in their application.

Employees receive a textmessage, e-mailor letter informing them of their projectselectionaspartofanoverall approachdes-igned to ensure everyone feels personallyinvolved from start to finish. Those whoqualify for a Minigrant are asked to drawupa final report on the implementationoftheir project.

Impact: The initiative has helpedVeolia Environnement build a strongerreputationamongcustomers intheCzechRepublic.

The company has demonstrated its com-mitment to local development whiledisplaying a solid awareness of the issuesaffecting different communities throughan approach that mirrors the everyday

concerns of the Czech population. Theinvolvement of employees from all acti-vities isareflectionof thecompany’sunitedfront in tackling the real issues affectingpeople and society. The number of projectapplicationshas increased eachyear sincethe initiative was launched, reflectingemployees’ commitment to the campaignandtheirwillingnesstoplayanintegralpartin thecommunity.Managersareextremelyproudoftheir teamsandoftenjointhemforfun events organized aroundprojects. Theinitiative has significantly improvedrelationsbetweenemployeesandbusinesssupportservices.At thesametime,throughtheir involvement in the selection process,HR departments also gain a better under-standingof employees, their concerns andtheir skills.

Local employeeoutreach initiatives:Minigrants


Initiative datefiPh campaign in 2012

Contactnadační fond veoliaJan [email protected]

Czech Republic


Concept: Veolia Environnement'simpact on the international stage is some-thing that is taken to heart by employeeswho commit to emergencyhumanitarianrelief programs in partnership with theVeolia Environnement Foundation. TheFoundationworks with specialist bodiesliketheUNRefugeeAgency(UNHCR)andisoften calledupon toprovidedisaster relief.WhentheearthquakeinJapancausedthetidalwave that triggered the Fukushimanuclear disaster, the companywasquicktooffer itsassistanceandexpertise.VeoliaEnvironnement teamedupwithAreva todevelopawatertreatmentsolutioninunderthreemonths, but the first response camefromouremployeesonthegroundinJapan

whovolunteered theirhelp toprovide theirfellowcitizenswithurgentlyneededdrinkingwater. The city of Minamisanriku—devastated by the tsunami and shelteringa largenumberof refugees—cametoVeoliafor help.

Action: A Veoliaforce team memberworking forVeolia Japanquickly contactedthe Veolia Environnement Foundationfollowing the disaster. The FoundationheededhercallanddispatchedaVeoliaforcerepresentativetocoordinatetheinstallationof twomobilewater treatmentunits,flownin from Francewithin two days. Some 20Japanese employees and three Frenchexpatriatesvolunteered theirhelp tosetup

the system and provide drinking waterfor local people.Thevolunteers came fromall over Japan to work inMinamisanrikuand the surrounding area, using tankertrucks to carry thewater produced by thetreatment systems. All wore the properprotective gear and were equipped tocontinuouslymeasure radiation levels. Incontact with the French Institute forRadioprotection (IRSN) at least four timesaday, theywere closelymonitored tohelpthem fulfill theirmission in linewith thehighestsafetystandards.VeoliaforceworkedwithVeolia Japantodrawupanevacuationplan in theeventof a suddendeteriorationin the situation.

Themobile drinkingwater systemwasused for a full three months. The Foun-dation has now left the units in Japan,ready to be deployed in the area in case offuture emergencies.

Impact: Japanese employees felt theywereabletoprovideatangiblecontributionduring what was a truly traumatic timefor their country,which also helped themdealwith the disaster on a personal level.In mobilizing their efforts, they forged astrong bond with one another and withthe population. Their involvement alsomade themmoreawareof the full rangeofskills theyhavetoofferandthe importanceof the services they provide. The VeoliaFoundation gave further proof of its pro-fessionalism and pragmatism by trustingin local expertise to get the project upand running.

Although life is now back to normal inJapan,thefeelingofsolidaritythatemergedduring these events is still tangible amongVeolia employees in the country.

The commendablecommitmentof Japanese employeesin the wake ofthe tsunami


Initiative date2011

[email protected]@veoliawater.co.jp

Japan

SOCIAL INITIATIVES: IDEAS FOR PROGRESS 23

Veolia ensures that all employees can develop theirskills and pursue a fulfilling career.

We work alongside each individual to help everyoneadvance in their career.Overcoming hurdles, coping with change, targetingfuture goals...We stand by our people to support them as they growwithin the company.

The Campus network and our internal mobilityopportunities serve to improve employabilityand promote knowledge-sharing to anticipate businessneeds and prepare for the future.

Supportingemployees’ careerdevelopment

SOCIAL INITIATIVES: IDEAS FOR PROGRESS24

Concept: Our company strives toensure that every employee is treatedfairly. Nonetheless, there is still genuineconcernamongsomeemployeesabouthowtheir differences areperceivedwithin thecompany. Changing the way workersregard themselvesandeachother ispartofthecompany’s social responsibility. It’s alsoa well-known tool for improving perfor-mance. When employees feel fully inte-grated into theirwork environment, theirdesire to go on contributing their skillsandmotivation increases;when they aremore open to others, they becomemorereceptive to new ideas and teamwork.

Therefore, disabilities in the workforceneed to be openly acknowledged, so thateach employee has an opportunity torethink any preconceived notions. InFrance,companiesaregivenlegal incentivesto employ the disabled, and face higher

taxes if they fail to do so.Dalkia France isfully awareof the importanceof inform-ing its employees about disabilities. In2012, it created a guide for employeesentitled “False stereotypes about disa-bility.”

Action: The guide was prepared byHRD France,with help from the commu-nications department. Their task was tocomeupwithasimple,informativestrategyfor reaching every employee—managersand non-managers alike. Comic stripsfocusing on various situations involvingdisability help to make the guide moreappealing. The goal of the publicationwas to highlight six essential points:• Not all disabilities are visible;• Hiringshouldbebased first and foremostonskills,sincemanypositionscanbeadapt-ed to disabled employees if necessary;• Disabled employees are full-fledged

members of the workforce;• The occupational physician is availabletoprovidehelpwithcreatingoradaptinga job position;• By recognizing the quality of the workperformed by disabled employees, wecreate better working conditions;• Dalkia encourages collaboration withthe sheltered sector (i.e.,vocational reha-bilitation centers and other employersof the disabled).

Thisshort,highly instructiveguidewassentto all of Dalkia France’s 9,000 employees,alongwitha lettersignedbythecompany’sCEO.

Impact: The guide offers a tangibledemonstration of Dalkia France’s com-mitment to diversity throughout thecompany. As a result of this initiative,employeeswhowere reluctant to acknow-ledge a disability have found it easier toapproach the occupational physician andtheir linemanager todiscuss the issue.Thevalue of apublication suchas this is that itgives employees the freedom to speak up.Someemployees find it easier to askques-tions about how toworkmore effectivelywithdisabledco-workers.At thesametime,the guide offers disabled employees areminder that the company hired themfor their skills and that theyhavea rightfulplace within the company.

Dispellingpreconceptions aboutdisabilities

Supporting employees’ career developmentSocial Equity andDiversity

Hiring should be basedfirst and foremost on skills,since many positionscan be adapted to disabledemployees. ”

“

Initiative date2012

ContactDalkia FranceGloria [email protected]

France


Concept: It is a company’s responsi-bility toensure thatall employeesare inthebestpossiblepositiontosucceedintheir job.Integrationofdisabledemployeesisacrucialpart of these efforts. Disabled employeesworkingforVeoliaEnvironnementbusinessunits contribute to theperformance of thecompany as a whole, just like any otheremployee. However, although they aretreated just like any other employee, thegoal is to ensure their disability does nothinder their ability togrow in their job andpursue their career.

In Ecuador, Interagua HR personnelwork alongside employees to promote afulfillingwork experience for everyone.

Action:The first taskwas todeterminewhich employees were dealing with dis-abilities.Besidesthefactthat it isnotalwayseasy to talkabout such issues,somepeopleare simplynot aware that theyare eligibletobenefit fromaspecial statusasadisabledemployee. This factor alone significantlyaffects thenumberofdeclarationsmadeby

disabledworkers incompaniesandhindersany attempt to ensure that disabled em-ployees represent the4%of the totalwork-force required by law.

Interaguausedtheannualmedicalcheckuptoprovide informationonthevarioustypesof official disability andencourageeligibleemployees to officially declare their situa-tion. The 15 employees identified throughthis campaignweregivenadisability cardallowing themtoprovideevidenceof theirentitlement. The HR team was closelyinvolved in helping them complete therequiredprocedures.Asa result,employeeswere granted the full range of benefitsassociated with their new status in thecompany, including everything from taxbreaks to savings on transport.

Interagua took on 45 disabled employeesbetween 2008 and 2012. All candidateswent througha standard recruitmentpro-cess including a trial period and wereregistered with the national associationfor disabledpersons (CONADIS). Interagua

also works with the municipality ofGuayaquil and the center for integrationin theworkplace (CIL) to recruit disabledworkers.Candidates areoftenhired forpo-sitions inwhich they are in contact withcustomers (call-center representatives,receptionists, etc.). They also benefit frominternalmobility and training opportuni-ties. The company naturally seeks tocontinuously adapt itswork environmentand facilities to the needs of disabled em-ployees. An in-house mentoring systemprovides a smoother induction processfor all new personnel. Internal arrange-ments have been revised to ensure theyare adapted to all employees, irrespectiveof their physical capabilities.

Impact: Thehands-on involvementofHR teamshas beenverywell received. Theresult is awin-win strategythroughwhichthe company canmeet legal requirementsand disabled employees can contributefully to company life.The inherent senseofrecognitiongives themgreater confidenceinachieving theirgoalsandenhances theircommitment to Interaguaas awhole.Theinitiative also sends out a very positivemessage to all employeeswith regard toempowerment and team spirit.

Helping employeesovercome disabilitiesin career development

Supporting employees’ career development

Disabled employeesworkingfor Veolia Environnementcompanies contributeto the performance ofthe company as a whole,just like anyother employee.”

“

Social Equityand Diversity

Initiative dateMay 2012

ContactInteragua C.LtdaCeleste Viteri Mackli@[email protected]

Ecuador


Concept: For thepast fewyears,VeoliaPropreté France has beenworking to raisethe awareness of its HR teams and man-agers regardingthe importanceofwomen’scontributions to its business lines. This hasled to campaigns to informandhireyoungwomen, along with efforts to better inte-grate women into a very male-orientedworkplace (locker rooms, parking spacesfor pregnant women, etc.) and a drive tohelp femaleexecutivespursue their career.

As a result of this proactive approach, thepercentageofwomeninourenvironmentalservice activities worldwide grew from18.2%in2011 tomorethan18.8%inoneyear.

Thegoalistoattractandretainfemaletalent,which is why the company is pursuing aproactive approach tobetter integrate andencouragewomenthroughouttheircareer.

In line with the move to introduce actionplans to promote gender equality, theBrittanybranchofVeolia PropretéCentre-Ouest (Center West of France) has givenexpectant mothers the opportunity totelecommuteasoftenaspossible toensurethey can continue working at Veoliaunder the best possible conditions.

Action: In 2010,anumberof expectantmothersweregiventheopportunitytowork

fromhometwodaysaweek,providedsucha system is compatible with their jobrequirements.Todate,fouremployeeswitha range of different responsibilities at theBrittany branch have taken advantage ofthe system. The employee first arrangesan interviewwith a supervisor to outlineher needs and themanager explains howthe telecommuting system works withinthe company.

Thesemeasuresaredesignedtoensurethatthe employee can connect remotely andthat she can be reached by the company.This possibility of telecommuting isavailable at anypointbeforetheemployeegoes on maternity leave with a view toensuring well-being throughout thepregnancy.

Impact:Byseeking toprovideamoreflexibleworkenvironment for expectantmothers, the company also helps themstaymotivatedand focusedonachievingtheir goals.

The system has had an immediate impacton thewell-beingof employees,whoavoidtiringcommutesandare lessworriedaboutpregnancy-related issues.

Inaddition,throughitsdirector,itsmanagersand its HR team, the Brittany branch hassent out a very strong positivemessage towomenwhomight beworried about theiremployer’s stance on reconciling needsinside and outside theworkplace.

This allows Veolia to make its employeesmore aware of their commitments to thecompany while cultivating a relationshipbased onmutual trust.

Telecommutingfor expectantmothers


Initiative date2010

ContactVeolia Propreté Centre-OuestFranceStéphane [email protected]

France


Concept: VeoliaEnvironnement reliesonawiderangeof talent toadapt tochang-ingmarkets. This diversity is reflected inthe campaign to open up Veolia’s profes-sionstomorewomen.Withinthecompany,this is important in attractingpeoplewithpotentialwhile developing skills; outsidethe company, it is vital to Veolia’s ability

to listen to and understand the needs ofclients.

Created onMarch 8, 2012 (InternationalWoman’s Day), Veolia’s in-house evoila!network aims to promote this genderbalance in business lines traditionallyassociated with men.

Action: Theevoila!network isavailableviaextranettoallemployees inall countriesat every level of the company. It clarifiesVeolia’s commitments and actions inrelation to gender balance, such as thementoring program. The network hosts“Les Matinales” meetings with peopleinvolved in promoting this goal.

The resource is also designed to shareinitiatives andbest practices to promotecareer development for women in thecompany. It focuses on “Veolia genderbalance” training programs provided bythe Campus network. These testimonials,discussions and articles serve to developthe issue and encourage firm suggestionson thematter. The network currently has273 members.

Impact: The evoila! network initiallygrew in France and is now expandingworldwide. It showcases the various ini-tiatives implemented to promote equalopportunity around the globe and is partof the drive to develop gender balance atVeolia Environnement.

Employees can use the following linkto registerwith the evoila! network:http://www.veolia-evoila.com.

Evoila! an internalnetwork to promotegender balance


Veolia Environnementrelies on a wide rangeof talent to adaptto changing markets. ”

“

Initiative date2012

ContactVeolia [email protected]

Worldwide


Concept: In2012,VeoliaEnvironnementunderscored its commitment to increasethe number of women in its workforce.Veolia’s commitment is rooted in the beliefthatwomen represent a real pool of talentfor every company. The goal is to attractmore women, build their confidence andencourage them to pursue their profes-sional goals through careers that offerreal opportunities.In Japan, where the government is alsoseeking to promote women in the work-place amid a contraction in the workingpopulation,Veoliahas launchedacompre-hensive plan to achieve these goals.The company has approached gender

parity from a global standpoint, goingbeyond a simple abstract commitmentto“diversity” tomake it a real source ofimpetuswithin the company.

Action:The first step is,of course,hiring.Veolia Japan has pursued an active recruit-mentpolicyamongschoolstoattractfemaleengineers and is seeking to hire womenwith equivalent skills for key positions.The next step is to expand on this talentwithin the company. Japanese women—in a society that still has a very traditionalview of their role in the economy—needto be encouraged to pursue a career.Veoliahas committed toorganizingevents

and initiatives to develop their leadershipskills in theworkplace.Thispolicyhasbeenbackedbyacampaigntoraisetheawarenessof all employees,andespeciallymanagers,with regard to the gender balance.The companyhas clearlyunderstood theimportance of reassuring female em-ployees that they can combine familycommitmentswith a career.Veoliahaschosentoaddressallemployees—men and women—to promote a balancebetweenlifeatworkandlifeathome.Somedepartments have introduced paternityleave,andadaywithnoovertimehasbeenputinplaceforallemployees.ManyJapanesepeoplework late into the evening,whichis oneof themainmental barriers discour-aging mothers from pursuing a career.Veoliaaimstopreventsuchpracticesamongits employees.Lastly,thecampaigntosharebestpracticeswith the customer ShowaDenko K.K.wasareal sourceofmotivationfor thecompany.As a result, the company has become anintegral part of a new trend in Japanesesociety that seeks to promote the role ofwomen in the economy.

Impact: Career development is nowareality for women working at Veolia inJapan.In 2012,women represented 30%of em-ployees awarded a promotion, eventhough they still accounted for just 20%of the workforce.Asa reflectionof the company’s long-termcommitment to gender balance, a femaleofficer nowsits on themanagement com-mittee. And as another positive sign of anewmindset, both men and women atVeoliahavechosen to takemorepaid leave.In2012,onemanwasboldenoughtopioneerthe new system of paternity leave.

Promoting the femaletalent pool: an actionplan in Japan

Supporting employees’ career developmentSocial Equityand Diversity

Initiative date2011

ContactTamie [email protected]

Japan


Concept: In2009,theEuropeanAgencyfor Safety and Health at Work reportedthat 50%–60%of all lostworking days areconnected towork-related stress. Conse-quently, thereareclearmoralandeconomicreasonswhygovernments andbusinessesshould address the issue.

Krüger,aVeoliaWater subsidiary, is a com-pany on a human scale,which empowersitsemployeesandencourages real respons-iveness and flexibilityinmeetingtheneedsof customers across awide range of sectors.In this respect, it is highly focused on devel-oping participatory initiativeswith its em-ployees to make themaware of their activecontribution to the business. Measuresinclude annual satisfaction surveys,mentoring systems, and knowledge-sharingwithin the company and clubs toorganize staff activities.As a result, itwas

only natural that Krüger adopt a similarapproach to tackle the issue of work-relatedstress.Thegoalwastoworkhand inhandwith employees to test methods ofpreventinganddealingwith theproblem.

Action: To begin with, managers andemployeeswere informedofthecompany’scampaign to prevent work-related stress.This made everyone more aware of theirownsituationwhileprovidinganopportu-nity for anyemployees interested in takingadvantage of the available stress assess-ments to contact the HR department.

In-house prevention sessions wereorganized over a one-month period.

Some 20 employees who volunteered totakepart in theprogramweregiven tipsbya specialist consultant during four half-day

sessions. This intensive support helpedemployees rid themselves ofmany of theirconcernsbyairingthemintheopenandbybetter anticipating factors that can causestress.

One employee on disability also took partin a pilot session on stress management.Thiswas organizedoutside the company.

Every week for twomonths, the employeein question was given support to bettermanage stress andovercome the illness.

Impact:All employeeswere receptiveto Krüger’s determination to address theissueand its decision tooffer pilot supportinitiatives based on voluntary involve-ment. Participants on the whole appreci-atedthepreventionsessionandweregiventhe opportunity to share their feedbackto help the company to better adapt theprogram to the specific needs of Krügeremployees. In addition, the employeebenefiting frompersonal support to over-come stress was able to return to workearlier than expected.

Drawing on this positive experience,Krüger chose to launchnew support ini-tiatives in2013: 17 employeesare currentlyonanawarenessprogram,withanewcyclealready scheduled for the month of Au-gust.

Taking stepsto prevent stressat work

Supporting employees’ career developmentPreventiveHealthcare

Initiative date2012

ContactKrügerAnne [email protected]

Denmark


Concept: More than one-third oftraining provided for Veolia employeesaroundtheworldfocusesonriskprevention,health and safety. Although the companycontinues to pursue its efforts in this area,it sometimes encounters difficulties inencouraging changes in the behavior ofemployeeswhomaybestuck intheroutineof the job or rooted in everyday habits. Asa result, the various companies thatmakeup Veolia are constantly striving to findnew,more creative ways of introducingeffective prevention measures tailored tospecific local cultural requirements. Theculture of businesses and countries has

a direct impact on the way employeesperceive safety issues. In theUnitedStates,VES Industrial Services has beenpursuinga “positive attitude” campaign. The goalis to promote new safety improvementsby empowering employees.

Action: To help everyone understandthe importance of risk prevention, all em-ployeeswere invitedto identifydangers forthemselves throughpeer observation andanalysis of colleagues’workenvironments.Tounderscoretheconstructivenatureofthecampaign, it was launched as a voluntaryinitiative.Anyemployeesinterestedinpeer

observation were given training to helpthem monitor their colleagues’ workenvironment more effectively and turntheir findings into useful feedback.

Veolia provided a special form allowingemployees to observe a colleague’s fullwork cycle. These forms are handed in tothe manager or safety officer and thefeedback is used to build a companydatabase on risk assessment. In additionto the direct impact that empowermentcanhaveonemployeeawareness,oneprac-tical goal of peer observation is the abilityto focusonareasof improvement in safetyandriskprevention.Employeeswhoareabletoput themselves intheshoesofcolleaguesarenaturally able toprovidemore tangibleinput, and there is no risk of the processbeingseenasavalue judgmentby the em-ployee under observation. The entireini-tiative isbasedonasenseofmutual trust.

Impact:Managerswere naturally notpart of the process, since the focus is onimprovingworking conditions rather thanon appraising employees. Listening tofeedback from employees and takingeffectivestepstoeliminaterisks is,however,a clear management commitment.

In theend,all employeesat every level ofthecompanyhavefelt thepositive impactof this risk prevention initiative: it hashelpedempowerobservers,observedandmanagers alike. This has resulted in an80% reduction inwork absences.A simpleinitiative thathashadasignificant impact,allowingVESIndustrialServicestoprovideafrontlinedemonstrationof its commitmenttopromotingoneofVeoliaEnvironnement’skey priorities.

Usingpeer observationto improve safety

Supporting employees’ career development Prevention & Safety

Initiative dateLaunched in 2009;second campaign in 2013

ContactMartin [email protected]

United States


- Reviewing accidents and incidents:When an accident or incident occurs,any review should focus not just on the direct cause(s) but alsothe underlying cause(s), resulting from individual, organizational andtechnical issues.

- Work area self-assessment: To help raise awareness of work areahazards andmeasures to correct them,managers can schedule safetyself-assessments for each work situation with technicians.

- Cleanliness and tidiness: Teams that have improved their workenvironment through better organization and who follow simple rulesusually experience fewer incidents and accidents at work.

- “Safety chats”: The visible involvement of managers is themain driver inlowering the number of workplace accidents. One way to improve thisdialogue is to hold regular teammeetings (or “safety chats”) dedicatedto workplace health and safety.

- Safety inspections by supervisors: Safety inspections by higher-ups areconducted by themembers of theManagement Committee and focusexclusively on prevention, health and safety topics.

- Five minutes for a life: An assessment of occupational risks is the firststep in any health & safety policy.Wemust always take the time to thinkbefore we act.

Dalkia’s six best practices in the field

Concept: There are a number ofconditionstobemet inthedriveto improvesafety at work and reduce the risk ofaccidents.They includeopen,constructivedialogue to raise awareness of problems;effective corrective andpreventive action;a clear, unwavering commitment on thepart of executives;managerial awareness;and the individual and collective involve-ment of every employee. The next step isto find the easiest, most consistent wayof bringing these different factors intoplaywithin the company. In 2009,Dalkiadrew up six best practices for health &safety management in the field withprecisely this in mind.

Action: In 2012, as part of Dalkia’sfifth International Prevention,Health&Safety Week, senior management reaf-firmed itsdetermination to roll out thesepractices, which form a cornerstone ofthe company’s health & safety policy.

Each of the six best practices is describedin a booklet designed to guidemanagersand employees in implementing relevantmeasures. A number of Dalkia businessunits have made films, available on theMy.Dalkia intranet, providing concreteexamples of ways in which they havesuccessfully introduced practices, alongwith testimonials from teams in the field.This practical approach has been backedby detailedmonitoring of changes in thenumber of reported accidents and regularupdates on results. Every month, a chartshowing safety performance along withkey figures and targets is posted on theMy.Dalkia intranet.

Impact: The sharp reduction in thefrequency and severity of accidents at

Dalkia since 2008 (especially in countriesthat have broadly implemented the sixbest practices) would seem to reflect thepositive impact of the campaign to changeapproaches for the better. Managementinvolvement inpromoting these practiceshas helped provide prevention, health &safety advisors with active support and

a ready ear to listen to their feedback.Throughtheirdiscussions intheprevention,health & safety community on ways ofimplementingbest practices anddrawingon feedback, advisors are able to continu-ously build on their experience indealingwithsafetyissuesatDalkiatobettersupport employees in the field.

Helping managersand their teamsto incorporatesafety issues


Initiative dateDeployed since 2009

ContactDalkiaMichel [email protected]

Worldwide


Visit: carry out regular safety inspectionsInvolve: get involved personallyValue: value teams and employees and take action where necessaryReact: react to dangerous situations and put in place fundamental rulesExchange: regularly talk to teams about safety and communicate in a simple,focused fashion

The five VIVRE safety priorities

Concept: The VIVRE initiative wasintroduced with the backing of the CEOandmembersof theVeoliaPropretéFranceServices Executive Committee. It aims toensure that prevention, health & safetypolicyis implementedconsistentlythrough-out the company.

To this end,a two-day training coursewasorganized forallmembersof thisExecutiveCommitteeandeverylevelofmanagement.TheprogramwasdesignedandrunbyteamsatCampusVeolia Environnement in Jouy-le-Moutier, just outside Paris, and by theQHSE department for our environmentalservice activities. It aims to share the sametools,methods,fundamentalsandapproachacross the board. The goal is to ensure thateachmanager applies the fiveVIVREprin-ciples in a specific, consistentmanner.

VIVRE (meaning“to live”in French) standsforVisit,Involve,Value,ReactandExchange.Each of these verbs applies first and fore-most tomanagers,whomust all be clearlyinvolved in prevention, health & safetyissues and act as role models for theirteams in each of these areas.

To help promote the tenets of VIVRE,members of the Veolia Propreté FranceExecutive Committee were personally in-volved inrollingout initiatives in their field.And tomake it easier to communicate thebasics, the QHSE department created anumberof key resources, includinga sum-mary of basic safety guidelines for eachbusiness line anda communications cam-paignwithrelatedresources,plus jobsheetsto outline specific rules for employees andencourage them to support the initiative.Thegoal is toensurethatprevention,health& safety basics are properly applied to

build a solid safety culture and reduceaccidents as far as possible.

Action: A two-day training programwas introduced in2010and rolledoutwiththe support of the Veolia Propreté FranceExecutive Committee, firmly rooted in thereality of frontline requirements.Coursesare adapted to the specific needs of part-icipants and are always organizedat anoperational site. Participantsuse thesite toapply what they have learned throughpracticalassignments.Toprovideadditionalsupport, trainees’ immediatesupervisorsareonhandatboth the start and theendofsessions.

During the course, managers are givenmanyopportunities todiscussmethods ofconducting safety inspections, analyzingrisks simply,dealingwith dangerous situa-tions or conduct, explaining and enforcingsafety rules, rewarding good conduct andpenalizing poor conduct. The course alsocovers the procedure for dealing with ac-cidents atwork.

Training underscores the importance ofidentifying best practices in prevention,health & safety, reminding managersthat they have the means to improve

the safety performance of their teamsby focusing on everyday practices anddrawing on available resources, either toidentify shortcomings and correct them,or to build on strengths.

Impact: The Veolia Propreté FranceExecutiveCommitteemonitorsdeploymentof the training program with the help ofCampus Veolia andtheQHSEdepartment.Seventy percent of the target group hasnowreceived training.The initiative coversall Veolia Propreté France regions andsubsidiaries,withSARP IDFandSARPI alsoinvolved in the campaign to roll out theprogram.

VIVRE is a benchmarkusedbyallmana-gers, ensuring everyone is in a positionto help their teams adapt to local needsbasedonprinciplesandmethodsadvocatedbymanagement.Theirmethodofhandlingsafety issues is a lotmore incisive and anyissues that might otherwise be seen aslimitations are turned into anopportunityfor constructive discussionwith teams.

The 50% reduction in the number ofaccidentsreportedatVeoliaPropreté Franceis largely a reflection of the effectivenessof the VIVRE program.

Providing trainingto give everyonethe means to applyprevention, health& safety fundamentals


Initiative date2010

ContactsVeolia Propreté FranceCampus Veolia [email protected]@[email protected]

France


Concept: Veolia Environnement iskeenly aware that safeguarding its em-ployees worldwide is essential if it is tomake a credible claim of being a sociallyresponsible employer.

The company takes account of the non-occupationalhazardstowhichitsemployeesare exposed. The issue of addiction is anespecially delicate one for businesses toaddress.Nonetheless, it isacritical elementofanycomprehensiveapproachtoprotect-ing employee health.

Drugs and alcohol pose a danger not onlyto the employee, but also to the companyandtheemployee’sworkenvironment. InFrance’sLanguedoc-Roussillonregion,VeoliaPropretéFrancechosetotackle theproblemhead-on by making all of its employeesmore aware of the risks involved in usingpsychoactive substances.

Action:Veolia Propreté Franceenlistedthe help of Elicole, an organization withspecial expertise in this field, to give em-ployees an opportunity to speak freelywith someone fromoutside the company.Its initiativewas designed to be informa-tive and empowering rather than sancti-monious or punitive. First, themanagerialstaff received training to ensure theyhaveaproper understanding of the legal impli-cations and the need to remain cognizantof the risks posed by the use of psychoac-tive substances in theworkplace. Inpartic-ular, the company’s supervisors, whoserole places them at the heart of the work-force, attendedadaylong training session.Designedtohelpthemrecognizethevariouspsychotropic drugs and review currentlaws, this training was instrumental inconveyingthe scopeandcomplexityof theissue. But the primary goal of the trainingwas to help participants reflect onways

topreventandmanage these risks and or-ganize on-site testing, including breath-alyzerandsaliva tests.Supervisors,whoareoften called on to provide critical supportto employees coping with day-to-daystruggles, are in a better position thanothermanagers to identify a riskof drugoralcoholabuse,but theymayfeelpower-less to respond. Through this awarenesstraining, they can take a calmer and moreeffective approach to managing theseoftentimes sensitive situations.

Hourly workers at the company receivedtwo hours of training as well. The highlyinteractive instructionalmethod includedrole-playing and group discussion aboutthe risks posed to the company. Themessagerelayedbytheexperts fromElicoleis in keepingwith the company’s values:when it comes to the dangers of psy-choactive drugs, each employee is part ofa united, responsible workforce andmustbe attentive to his or her co-workers whileprotecting the company, its people and itscustomers.

Impact:Byclearlydemonstratinghowdrugs and alcohol interfere with an em-ployee’sability tocarryouthisorherduties,this training helped to provide greaterlegitimacy for any random testing thecompany may choose to perform. Theworkforce was highly receptive to theentire initiative. Employees now realizethat the company recognizes their abilityto help prevent these risks through theirbehavior. In addition, they now under-stand that their employer is attentive totheir daily problems and can realisticallyassess risk-laden situationsandattemptto address them as a team.

Helping employeesface up to the issueof drugs and alcoholin the workplace

Supporting employees’ career developmentPreventiveHealthcare

Initiative date2012

ContactVeolia Propreté Méditerranée FranceChristian [email protected]

France


The first step is to helpthese senior employeesrealize that they area valuable companyresource. ”

“

Concept: Givenour corporate cultureand the technical nature of our business,employeesplayapivotalroleinconsolidatingtheGroup’sknow-how.InFrance,legislativeinitiativesrequirethatwegivespecialatten-tiontoolderemployees.DalkiaandCampusVeolia Environnement have taken thatopportunity to expand their efforts topromote the transfer of skills within thecompany.Theirworkdrawsonanongoinganalysisofthephysicalburdensimposedbycertain tasks, with age being an aggra-vating factor.

Withall that inmind,DalkiaFrancedecidedto forge an agreementwith its workplacepartners to monitor the careers of senioremployees. In particular, the company isoffering training tohelp its employees shifttheir focus, to ensure the closing years oftheir careerprove rewarding forboth themand the company.

Action:Thetrainingsessionsorganizedby the Energy Training Department atCampusVeoliaEnvironnementaretargeted

to employees who are set to retire withintwo years.

The first part of the training helps themprepare for their future lives in retirementby guiding them through the various bu-reaucratic procedures anddescribing theirrights as a retiree.The course is alsomeantto help themplan their future so they canlook forward to their retirement.An attor-ney, a physician and a psychologist are onhand to offer their advice.

In addition, the training looks at the finalyearsofemploymentandways topromotethe transfer of knowledgewithin the com-pany. The first step is to help these senioremployees realize that they are a valuablecompany resource—an essential factor inensuring theyview the final years of theircareer in apositive light. Thewide range ofemployeestakingpart inthis two-daytrain-ing lets participants compare their expe-riencesandgainabetterunderstandingofthe value of their individual career path.Workers acquire new perspective on their

tasksandresponsibilitiesandcometoviewthemselvesnotasdepartingemployeesbutasastorehouseofinformationforthefuture.As a result, theywill need to design andimplement a plan for passing on theirknowledge. After the training sessions,someemployeeswillbecomementors,whileotherswill serve as occasional instructorsor examiners at Veolia Environnementtraining facilities.

Impact: This training has the directeffect of bringingparticipants together torenewwhatamountstotheirmoralcontractwith the company: Dalkia France offersreassurance to older employees and reaf-firms its commitment tohelpingthemfindfulfillment, while workers take positiveaction regarding the end of theirworkinglife.

Right up until retirement, they play anintegral role in company projects whilecontentedlymakingplans for their futurelives. In that sense, the training is trulyhelpful inpreventinganumberof psycho-social risks. Since thenumber of employeessigningupforeachnewcoursecontinuestorise,the trainingcouldemergeasaprimarycomponent of Dalkia’s policy on senioremployees—onethatcoincideswithFrance’snew IntergenerationalContractsprogram,inwhich olderworkers pass on their skillsto recent hires.

Enhancingopportunitiesfor employeesnearing retirement

Supporting employees’ career development Employability

Initiative date2011

ContactDalkia FranceCampus Veolia EnvironnementFrédéric [email protected]

France

Concept:VeoliaEnvironnement’scom-mitment to employee training has been acornerstone of the company’s identity fora number of years now.This commitmentis embodiedbyanetworkofCampus sitesand training centers in 11 countries.

The company is firmly focused onhelpingits employees to develop their skills andpursue their career, backed by CampusVeolia in theUnitedKingdom. To this end,a global policy to promote apprentice-ships in the companywas introduced aspart of the recruitment process and topromote internalmobility.The companyis particularly intent on employing youngpeopleandwomen(forpositions tradition-ally associated with men), as well aspeople who have been unemployed forsome time orwho are experiencing socialhardship.Allof thisprovidesaverytangiblemeans of improving diversity at Veolia.

Action: The apprenticeship develop-ment policywas first implemented in late

2011acrossallVESUKsites forabroadrangeof positions including engineers, accoun-tants andmaintenance technicians.Morethan300apprenticesweretrainedbetweenAugust 2011 and July 2012.

The main theme of the initiative lies inbuildingonVeolia’sneeds to ensure thatapprentices master the skills and prac-tices required toprovideaperfect fitwiththe company’s changing needs.

CampusVeoliatrainedaproject-managementteam andmentors, then helpedHR repre-sentatives to roll out the program. It alsohostedanumberof apprentices todevelopthem in relevant technical expertise, pro-viding assistance inmastering basic skills(reading,writing and arithmetic) wherenecessaryandraisingawarenessofVeolia’scorporate culture. The broad selection ofjobscoveredbytheapprenticeshipprogramrequired the introduction of customizeddevelopmentcourses foreachtargetgroup.Individual training sessions helped to set

theseskillsagainsttheneedsofthecompanyand the industry. That required extensivework to listen to and talk with managerstakingonapprenticesaspartof their teams.

Impact:Oneof thebiggest challengeswascateringtothreeverydifferentgroupsthrough a single development program:helping new employees hired on appren-ticeships to settle in;enabling talented,en-thusiastic employees to advance theircareer; and reaching out to people dislo-cated from the job market to encouragethemtosucceedandbuild theirmotivation.

The sheer number of apprentices is proofthat there was real demand for this typeof program.Hiring apprentices effectivelythrough external assessment centers,upgradingemployee skills andsupportinginternal mobility are all measures thatdemonstrate ways inwhich the appren-ticeshipprogramhashelpedto improvethecompany’s HR performance. As a result, itseems only natural that this traininginitiative should continue in the long term,allowing the company to build on theprofessionalismof its employees to bettermeet the needs of clients.Thecompanycontinues toextend its rangeof apprenticeship programmes across thebusiness and are on course to its aim ofproviding 300 apprenticeships betweenAugust 2012 and July 2013.

Usingapprenticeshipsto improveemployability


The company is firmlyfocused on helpingits employeesto develop their skills andpursue their career. ”

“SOCIAL INITIATIVES: IDEAS FOR PROGRESS 35

Initiative date2011

ContactMarguerite [email protected]

United Kingdom


Concept:VeoliaEnvironnementencour-agesemployeestogrowintheir jobbyhelp-ing them not only to acquire and improvetheir skills in stepwith technical and tech-nological advances, but also by enablingthemtoeffectivelyapplytheseskills intheirdaily assignments.

The importance of learning in the com-pany is reflected in the drive to assistnew employees every step of theway intheir job.Sedibex—whichoperates oneofEurope’s largest waste-management andresource-recovery facilities, with morethan 450 industrial clients—has fully em-braced this approach.

Continuous improvement in waste-treat-ment methods comes against a backdropof increasingly sophisticated innovations

and regulatory requirements.As a result,thereisanongoingneedtoaligntheskillsof employeeswith these requirements.The campaign to refresh knowledge is alsoa source of motivation for employees whoare extremely committed and often pas-sionateabout their job.However,it isnotal-ways easy for an employee who alreadyhassolidprofessionalexperienceandaware-nessof the jobtoassumetheroleof trainee.Toaddress this issue,Sedibexdecidedtoen-list the help of an employeewho has beenworking at the site since it opened, in 1977.

Action: The shift supervisor—fullycommitted to the assignment,with a realunderstanding of the history of the siteandthe taskathand—nowworks full-timeto train new supervisors while assistingemployeeswhoneed to refresh their skills.

Operations managers decide which em-ployees require training and refer them tohim.

Training covers nearly a dozen differentissues. An initial group presentationprovides a theory-based overview beforethe instructorworkswith thegroup in thefield. This leads into individual follow-upduringwhich each operatorworks along-side a more experienced colleague toimprovetechnical skillsandgraduallybuildautonomy. The operations manager thensanctions the trainee’s ability to workunsupervised.

Impact:Since the in-housementoringprogram was launched in 2010, twosupervisorsand40employeesoutofa totalof 79 have successfully refreshed theirskills. The experience of the supervisoroverseeing the training program is effec-tively brought intoplay.This cooperativeapproach has fostered a highly positiveteamdynamicwithin the company andhas helped to forge stronger interper-sonal relations.

Given theneed tohandlehazardouswasteat theSedibex site, this trainingpolicyalsodirectly contributes to improving healthand safety.

Drawing on in-houseskills to trainnew employees


The importance oflearning in the companyis reflected in the driveto assist new employeesevery step of the wayin their job. ”

“

Initiative dateLaunched in 2010

ContactsSedibex, [email protected]@sarpindustries.fr

France

Concept: Veolia Environnement haswon an international reputation for itsexpertise,built on thewide range of skillsin its workforce and solid experience incontract management, particularly in thefield ofwater treatment and distribution.

More than ever before, Veolia’s ability toadapttoeachcustomer’sneedsrepresentsavital competitive advantage.Veolia formed a new company in January2011,VeoliaEaud’Île-de-FranceSNC,tomarkthe renewal of its contract with SyndicatdesEauxd’Île-de-France to supplywater to142 municipalities in Greater Paris. Em-ployeesfromSade,aVeoliaWatersubsidiary,andVeoliaEauBanlieuedeParis,nowworksidebysideat thenewcompany,providinga more efficient water management anddistribution service. A new positionwascreated to reflect the new organization:WorkSiteandNetworkOperationsManager.

Action:TheNetworkOperationsSuper-visorsatVeoliaEauBanlieuedeParisandtheProject Foremen at Sade had very similaror complementary responsibilities. In 2011,several working groups with membersdrawn from General Management, theHR department and the operationsdepartments determined that these twopositions ought to be combined into one,inpart topreventduplicationof effort andimprove customer service.

But themovewas also designed to helpemployees find their rightfulplacewithinthe organization, enhance their skills andbecomepartofasharedcorporateculture.

The new position,Work Site and NetworkOperationsManager, involves coordinatingandmonitoringworksitesandperformingwork on the network.As a result, networkoperationssupervisorsandproject foremen

have both gained expanded operationalresponsibilities, in a position that spans awider scope of action. To help these em-ployeessucceedintheirnewpost,atrainingcurriculumwasdeveloped in close collabo-rationwithCampusVeoliaEnvironnementand on-site staff.

Meanwhile, the HR department focusedon the formal employment issues involved(job classification, compensation, etc.) toensurethatthe100orsoemployeesaffectedreceived a fair, attractive employmentpackage.

Theemployeesmoving into thisnewposi-tion are currently enrolled in traininglasting sixmonths or more, depending oneachemployee’sneeds.Fromthecompany’sstandpoint, it is essential that theyconsoli-date their expertise and receive support incarrying out their new responsibilities.

Impact: The company is currentlyrecruiting additional personnel for thepost,whowill be receive special training.

The Work Site and Network OperationsManager position is now fully integratedintothecompany’s functionalorganization,with a clearly defined job description thatis understoodby the entireworkforce.Thediscussiondevoted to thisnewposition isatangible reflectionof the company’s desiretomake progress by soliciting input fromits employees.

As a result, operational and functionalemployeeswere able towork together, attheir ownpace, to develop a shared visionforVeolia Eau d’Île-de-France—anessentialprerequisite for developing a unifyingcorporate culture.

A new job titleto match the newcorporate culture



Initiative date2011

ContactsVeolia Eau d’Î[email protected]@veolia.com

France

SOCIAL INITIATIVES: IDEAS FOR PROGRESS38 SOCIAL INITIATIVES: IDEAS FOR PROGRESS38

Concept: Veolia is firmly focusedonhelpingemployees topursuetheir career.Thegoal is to allowpeople tobuild on theirexperiencewhile enabling thecompany tocontinue benefiting from their expertiseand ensuring they play an active part inshapingVeolia’s future.Offeringemployeesthe opportunity to take up managerialpositionsthroughinternalpromotionisalsoa means of ensuring that management isin tunewith real needs in the field andhasa solid understanding of the company. Yetinitialsupport forpeopleswitchingtoanewposition is crucial.Althoughemployeesarechosen based on their talent andmanage-ment potential, they are also required tochange their positionwithin the company.

Thataffectsdecision-makingandresponsi-bility aswell as relationshipmanagement.Asa result,DalkiaCentreMéditerranéehaschosen to offer a specific induction initia-tive for employees takingupmanagementpositions.

Action:Since2008,changeofstatushasinvolvedmore thanasimplemanagementdecision. Dalkia Centre Méditerranée hasgradually built a trainingprogram lastingabout sixmonths,which is reviewedeveryyear to adapt to company changes andnew employee requirements. The HRdepartmentcoordinates theway inwhichthe program is implemented and bringsin consultantswhenneeded.Thisprovides

participants with a personal test-basedassessment and the opportunity to takepart in two workshops on managementtechniques. To promote acquisition of thenecessary skills, each employee is asked todraw up a step-by-step plan chosen inconjunctionwithasupervisor.Customizedtraining coursesmaybeprovided in somecases based on perceived needs.

This internal-promotion training pro-gram allows new managers to be partof a dynamic group learning processwhilepromotingeachindividual’spersonaldevelopment.

Impact:Ontakingupaposition,newlypromoted employees are sometimes reluc-tant to juggle training with the everydayrequirements of their job. However, theyare very quick to appreciate the quality ofthe training provided. The course is anopportunity to share a common culture,whichalsoallowsDalkiatoprojectastrongerimage to clients.

The goal of buildingmanagement able topromote success fromwithin has alreadypaidoff:100%ofthe42employeestrainedin the past four years are still with thecompany.

Training in supportof internal promotionto open upmanagementopportunities


Offering employees theopportunity to take upmanagerial positionsthrough internal promotionis also a means of ensuringthat management is in tunewith real needsin the field. ”

“


ContactDalkia FranceBernard [email protected]

France


Developinge2ectivehuman resourcesmanagementVeolia continues to make progress streamliningand standardizing its procedures, which frees up energyfor innovation, company spirit and improvements to ouremployee relations model.

Our goal is to strive for HR excellence that is reflectedin the company’s operations, by enlisting our workforce inthe task of structuring our practices and monitoring ourperformance.

We want everyone to share a common vision, rootedin respect for our corporate culture, so that togetherwe can move ahead toward a New Veolia.


Concept: For several years,Veoliahasbeen working with employee represen-tatives todevelopabetterunderstandingofworkplacehardship.TheDiversityChartersigned in 2009and thepartnershipagree-mentwiththeAGEFIPH(theFrenchagencypromoting employment for the disabled)have raisedemployeeawareness ofdisabil-ity issues throughout the company andpromptednewdiscussion of occupationalhealth andworkplace quality of life. Forexample,VeoliaPropretéSud-Ouest (South-Westof France) decided toaddasection onworkplacehealthto its2011Diversity report.And fouryears ago, theAquitaine region-al office joined a pilot business initia-tive on “Workplace Health and SafetyManagement,”establishedbyDIRECCTE,ARACT, CARSAT and AFNOR (a varietyof French government agencies andprivate organizations operating in thefield of occupational health, safety andstandards).

In 2011, the companydecided toexpand its

participation in this collective regionaldiscussion by taking part in a test project,“Workplace health and quality of life inAquitaine,” inwhich participatory healthprogramswere set up in a variety ofworkenvironments.

Action: TheVeolia PropretéAquitaineofficefocuseditseffortsonworkplacehealthand difficult working conditions.Amul-tidisciplinary taskforcewas formed thatincludedoperators, representatives fromthe Central Works Council, HRmanagersand experts in health and safety protec-tion. Their work, directed by the HRDepartment in tandem with the Perfor-manceandSustainableDevelopmentunit,is being driven by a concern for corporatesocial responsibility.

The taskforce began itswork bymappingoccupational risks for each jobposition, soas to identifyspecificpotential contributorstoworkplacehardship. It then setup sepa-rate initiatives for 10 different positions

andestablishedaworkgroup for eachone;three of these workgroups were headedby employee representatives. To date, anassessmentandproposedactionplanhavebeen created for seven of the 10 positions.The taskforce convened inDecember 2012to decide on final actionplans to be imple-mented for each position. In each case, aproject leaderwas appointed fromamongtheoperationsor supportpersonnel,basedon the type of actions to be carried out.

Impact: In late 2012, the initial resultswere presented to themunicipal govern-mentsandthe fiveother companies takingpart in the regional initiative.This sharingofdata is part of aneffort by these corpo-rate partners to establish appropriateassessment toolsandprogress indicatorswith the aim of improving employeeworking conditions. In the process, VeoliaPropreté Aquitaine has shown itself to bea forerunner in this area.

Theemployeescontributingtothetaskforcehave come to realize that their employeris aware of the arduous nature of certaintasks and how age, gender or physicalcondition canmake those tasks evenmoredifficult.

By taking part in this campaign, they arehelping to protect their own workplacehealth and also that of their co-workers.Moreover, the deployment of these actionplans in the field will provide concreteevidence for the entireworkforce that thecompany is committed to promoting abetter quality of life in the workplace.Veolia hopes to ensure that all of its em-ployees can continue to carry out theirwork responsibilitieswith peace ofmindfor many years to come.

Identifying arduouswork conditionsto improve workplacequality of life

Developing e2ective human resources managementPreventiveHealthcare

Initiative date2011

ContactVeolia Propreté Sud-Ouest (France)Xavier [email protected]

France

Concept: Support for the workforcemust include an ongoing effort to trainemployees inmanaging theirwork envi-ronment, so they can perform their tasksat no risk to theirwell-being. In Romania,Apa Nova Bucaresti decided to draft anambitious health and safety awarenesspolicy. To ensure the project would yieldquick, tangible results throughout theworkforce and at every site, the companyneeded to implement some substantialinitiatives in thespaceofayear.Tothatend,it prepared a comprehensive and detail-ed package of steps to be taken, withquantified, measurable targets. Thoughsparked by contingent needs, the com-mitment to heath and safety awareness

now represents a strategic objective inRomania.

Action:Aproject teamwasappointedin early 2011. For itsmembers—a financialexpert, a communicator, an attorney, atraining specialist and experts in healthand safety awareness, all reporting to aprojectmanager—the experience provedhighly productive. Together they wereable to develop an awareness program,named ASAPEV, based on targeted, com-plementary measures.The team’s success in obtaining Europeanfunding reflecteda judgmentbyEuropeanUnion(EU)experts thatApaNovaBucarestihad done an impressive job of identifying

the needs in the field and defining thecompany’s objectives.Numerous steps were taken over thefollowing year, affecting every site andevery employee:- An awareness campaign targeted to theentire workforce, including posters,brochures, workshops andmore- Riskassessmentsconductedfor80activitiesand 90 job positions- Two-day training sessions onhealth andsafety risks, given to 400 operators andmanagers- Training for seven employees on chemi-cal risk management- Training for two managers in OHSASstandards- The purchase of safety equipment

Performance indicators were monitoredthroughout the campaign, tomeasure thesuccessofeachinitiativeandkeepEuropeanfundmanagersuptodateonprogress soasto make sure that the funding would bereleased.Ultimately the companywas responsiblefor justoverone-fifthof theprogram’scosts,with EU funding covering the rest.

Impact: The decision to focus maxi-mumattentiononsafetyawareness insucha short period of timehas yieldedpositiveresults. Since the initiative, the companyhas been fortunate to experience no acci-dents or incidents. Funding from the EUmade itpossible to take quick,worthwhileaction. That’s naturally a source of pride,not just for the project’s teammembersbut for all of the company’s managers,who feel they have its support intackling the technical and human riskthat they confront as part of their day-to-day responsibilities.

An ambitiouscollective initiativeto provide safetytraining to employees

Developing e2ective human resources management Safety & Prevention


Initiative date2011

ContactApa Nova BucarestiAndrei [email protected]

Romania


About one fourth of work-related accidents and illnesses in Veolia EauFrance’sWestern-Center region are related tomusculoskeletal disorders. Thisobservation prompted a suggestion during the INNOVIA contest: providethe services of a physical therapist to train employees in proper posture andmovement. Sixty workers received training in 2012 and additional sessionshave been scheduled for 2013. This initiative has been warmly receivedby employees,who have found the training to be quite effective.

A campaign to preventmusculoskeletal disorders

Concept:Whenwe enlist employeesto help us continuously improve ourpractices and procedures,we gain an effec-tive tool for mobilizing their support forchange and implementing actions thatrespond to specific needs.

Across our businesses worldwide, Veoliaconductsnumerousemployeecontestsandchallengesdesignedtogenerateinnovations.Since 2010, for example,Veolia Eau FranceCentre-Ouest (the Center-West regionaloffice) has been conducting the INNOVIAproject, inwhich two or three challengesare held each year on a particular topicchosen by the steering committee.

After two competitions that dealt withtechnicaltopicsandoneonclientrelations,the regiondecided to brainstorm its per-sonnel onhow theirworking conditionscould be improved.

Afterall,employeewell-beingisanessentialfactor in protecting all employees fromhealth risks. The regional officewanted togatheremployeeinputinordertodeterminethemosteffectivewaysto influenceon-the-job behavior via tools, procedures, equip-ment or simply communication.

Action: InMay2012a competitionwaslaunched with the question: “In order foryou to work more effectively and underbetter conditions at Veolia, what do youthinkneeds to change?”For these contests,theprojectcoordinatorateachsitecompilesemployee suggestions and forwards themto the steering committee for its review.

Each employee receives an email, and thecontest topic is posted at every site, toencourage employee awareness and par-

ticipation. Once the period for submittingideashasended,anawardceremonyisheldtowhichall of theparticipants are invited.Beyond the incentive of possiblywinninganaward,employeesrelishtheopportunityto convey their ideas to management viathe steering committee.

Moreover,theexplicitpurposeofthecontestis to implement the best ideas in the field.In this case,a total of 104 suggestionswerecollected and evaluated by the steeringcommittee.Theywere entered in the IDEOdatabase,aconceptmanagement toolusedby the Veolia water business around theworld.

The top proposalswere reviewed for theirfeasibility,and25projectswere eventuallyselected for deployment throughout theregion.

Impact: Severalof the ideas thatwere

chosen offer genuine potential for im-provingworkingconditionsandwillhavea real impact onprotecting the physicaland psychological health of employees.

Among the proposals that will directlyaffect employeeworking conditions are acampaign to let plant technicians workmore frequently inpairs soas to reduce thenumber ofworkers operating alone, and asuggestion that employees be able to usetheir Individual Training Entitlement oncourses in eco-driving.Other ideas,suchasthe expanded use of telecommuting andthe creation of an Email-Free Day, arehelping to prevent job-related stress.

In addition to gaining the satisfactioninherent in being part of a company thataddresses their needs so as to provideoptimal working conditions, employeescometoembrace thecompanycultureandits focus on respect for itsworkers.

INNOVIA: collaboratingwith employeesto improve theirworking conditions

Developing e2ective human resources managementPreventiveHealthcare

Initiative date2012

ContactVeolia Eau Centre-Ouest FranceAnita Leliè[email protected]

France

Concept: Veolia Environnement iscommitted to maintaining the same highstandards for employee relations in everycountry where it operates, and ensuringthat they apply to employees at everylevel. Since the safety of every employeeis a priority concern, extensivemeasureshave been taken worldwide to improveaccidentprevention. InChina, low incidentreporting rates prompted an effort bymanagers, health & safety supervisorsandHRdepartments to improve transpar-ency.Employees tend to report onlymajoraccidents,not day-to-day incidents,out offearofbeingreprimanded.Butwhensafetyproblems go unreported, it is impossibleto anticipate and resolve themover time.The“I see, I act” campaign focuses on thisfundamental behavior to createapositiveculture, rather than one based onpunishment.

Action:Beginningin2009,VeoliaWaterprepared and distributed a printed guidein Southeast Asia. This resource provedso successful that the health & safetydepartment adopted it for use in China.The “I see, I act” document promotes aproactiveapproach toaccidentprevention.Each employee is encouraged to reporthazardous activities or conditions and canpropose solutions. It’s anapproach rootedinperformance rather than supervision.

Softwarewasdevelopedin-housetoreplacetheExcel formthatwas initiallydistributedat each site. By aggregating data, thissoftware canprovidea statistical profile ofthenumberand typeof incidents reportedand the corrective action taken.Asa result,each site or team can monitor its ownindicators. They can make their resultsavailable to each region connected to the

network, so as to share their experiencesmorewidely. The software also lets themtarget areas for improvement and launchappropriate campaigns to raise employeeawareness.

Although the “I see, I act” resource wasspecifically designed to help employeesidentifywaysto improvesafety,someeffortwas requiredduring the rollout topromoteits use.The critical challenge is to ensurethe tool is used effectively, and thatrequires employee support. A commu-nications campaign was conducted thatincludedaspecial logo,t-shirtsandan“I see,I act” reporting logbook that was distrib-uted to every employee. Safety committeesappointed at each site regularly announceprizes for the highest reporting rates andmost innovative ideas. Managers havemadeanessential contributionbyexplain-ing how important it is to report incidentsand by encouraging employees to alerttheir supervisors to potentially hazardousactions and working conditions.

Impact:The“Isee,Iact”initiative isnowpartoftheanalyticalproceduresadoptedbyemployees from Veolia's water businessesinChina. It has changed their views aboutreporting:theyreadilygrasptheunderlyinggoal of continuous improvementandnow,backedby the trust of their company, theyfeel integral to its future progress.

“I see, I act”: helpingemployees takethe lead in improvedsafety monitoring


Each employee isencouraged to reporthazardous activitiesor conditions and canoffer solutions. ”


Initiative date2011

ContactMichael [email protected]

China


Concept: SinceVeoliaEnvironnementhas been operating in Oman 2006, it hasgarnereda reputation in the country for itsprofessionalismandcustomerfocus,aswellas itsdesire tohelp train itsOmaniworkersaspart of agenuine skills transfer policy. In2011 the company captured two newcontracts inOman, includinga strategic al-liancewithMajis Industrial ServicesCom-panytooperateandmaintainwaterservicesat the Port of Sohar over a six-year period.EncouragedbyMajïs,whichsharesthesameambition for employability and peopledevelopment, Veolia chose to take anin-depth look at how it couldbest providesupport to its employees, most of whomhad little or no background in the waterindustry and limited experiencewith cor-porateculture.Inadditiontoexpandingtheirtechnical expertise, the company neededto instill motivation and loyalty in itsemployees in order to create amore pro-fessional workforce. It’s essential foremployees to understand their role andmeasure their contribution to companyperformance, and they can do that by

taking their individual goals to heart andforging closer ties with their manager.

Action: The first stepwas to prepare aclearandprecisesummaryofthecompany’sobjectivesandperformancestandards.Next,indicators were defined for each objec-tive. Somewere applicable to every levelof the organization, while others weretailoredtoaspecificposition.Theseperfor-manceindicatorswereweightedtoindicatetheir relative importance inassessingeachemployee’s responsibilities. Amanual de-signed for bothmanagers and employeesserves as a helpful guide for conductingperformance appraisals, based on moni-toringof those indicators. It describeseachstep in theappraisalandtheprocedures tobe followed.The evaluator receivessupportfrom the contract manager and HR per-sonnel.Managersattendedan informationsession so as to become comfortable withthe process and tools involved. Employeestookpart inan information sessionaswell,ledbythecontractmanager,whodescribedthe performance appraisal program,the

stakesinvolvedandthebenefits tobegained.Subsequently,eachemployeemetwithhisor her linemanager to prepare a personal-ized set of performance indicators.As aresult, the dialogue between managerand employee is based on a positive,constructive framework.At theendof theyear,managerswillmeetwith their employees toevaluate their per-formanceandsetgoals for thecomingyear.In addition,managers have been advisedto conduct interim appraisals during theyear, if necessary, to reviewprogresswiththeir employees.

Impact: The transparency of thisprocess isamotivating factor foremployees.Theygaina clearunderstandingofwhatthe company expects from them, aswellasa forumforobjectivedialoguewith theirmanager, where they can express theirconcernsandpromote their achievements.Managers,meanwhile, receive support inperforming their job. They can refer todefined indicators andmore easily iden-tifyeachemployee’sneeds soas to improveindividualperformance.Employeesbecomemoreinvestedintheworktheydo,knowingthat promotions, salary increases and bo-nusesareawardedonthebasisofobjectivecriteria defined in the appraisal process.And everyone comes to realize they’re allon the same team,working to improve thecompany’s performance on behalf of itscustomers.

Helping employeesmake an objectiveevaluation oftheir performance

Developing e2ective human resources management Employability

It’s essential for employeesto understand theirrole and measuretheir contributionto company performance.”

“

Initiative date2012

ContactDenis [email protected]

Oman

Concept: Veolia’s strength lies in itsemployees’ability topropose solutions forimproving technical procedures,customerrelations and the company’s internal or-ganization. By empowering employees intheir responsibilities, the companyencour-ages them to take a personal stake in itssuccess. A participatory innovation cam-paign launchedbyDalkia inBenelux,“OneDalkia,” illustrates this commitment to in-ternal progress.

Action: Dalkia Belgium’s manage-mentanddepartmentswere surveyed in2011toidentifypotentialareasforimprove-ment.Workshops andmonthlymeetingsbetween operational teams andmanage-ment to analyze performance indicatorsgeneratedawealthof ideas,whichwereallcompiled in a database. A “One Dalkia”

committee then identified 20 topics to beaddressed in 2012. Project taskforces werecreated, each with four managers. Onemanagerwasdesignatedtheproject leader,responsible for steering the project tocompletion. The initiative became a realchallenge, closely monitored by the Com-municationsDepartment,which regularlyasked the teams to report on their project’sstatus.Every threemonths,thecommittee,madeupofrepresentativesfromeachofthesupport departments and an operationalmanager, assessed the initiative’s overallprogress.

Once a project was completed, the entireworkforce was notified of the identifiedimprovement via the intranet and theÉnergie Flash in-house newsletter—itselfthe result of a “One Dalkia” project and

distributed monthly to every employeewithhis or her payslip.

Anumber of ideas tomake the companymore cohesive were implemented as aresult of the initiative: company-widefestivitiesfortheFêtedelaSaintEloiholiday,aninter-companyrunningrace,groupsportsevents and more. The special trainingsessions devised for the company’s latestyoung recruits and a newly created“worksite start-up sheet” reflect anotherprimarygoaloftheinnovationsgeneratedthrough“OneDalkia”:directly improvingemployee performance.

Impact:Of the20projects for improve-ment that were introduced in 2012, 15have now been implemented in the field.Five taskforces are currently finalizingthe details for practical implementationof the last projects of 2012.

With these small, manager-led projectgroups, improvements can be proposedquickly to ensure an efficient decision-making process. In addition to cost andtime savings, theproject offers solutionsthat reflect actual economic and work-place conditionswithin the company.

ByrelyingontheCommunicationsDepart-ment to rally employee support at eachstageof theprocess,the“OneDalkia”projecthas become amajor contributor to solida-rity between employees.As a result, thecompany has been able to take steps toimprove efficiency in a positive atmos-phere.Since the improvementsaredirectlyvisiblewithin eachworkingenvironment,they create a virtuous circle,as employeesseek out further opportunities for conti-nuous improvement.

Mobilizing managersfor greater e3ciency:“One Dalkia”



Initiative date2011

ContactDalkia NVSARaf [email protected]

Belgium


Concept: Empowering employeesthroughacultureof trust andautonomy ispart of Dalkia’smanagement philosophy.Ithelpsthecompanymaintainandpromoteinventiveness in engineering, flexibilityin itsworkpractices anda commitment toDalkia clients among its employees.

This empowerment offers a means ofimproving employee safety. Althoughsafety involves an ongoing dialoguebetween managers and employees, theuse of appropriate, up-to-date tools canalso lead to quantitative and qualitativeprogress in reducing the number of acci-dents. Dalkia Australia has chosen aninnovative approach by installing anapplication on smartphones assigned toemployees that allows for easier trackingof risks and accidents.

Action: From the outset, employeeinvolvement in the app’s designwas a keyfactor in its success. Every stakeholderwas consulted, including customers, tech-nicians, administrators andmanagers, inordertodevelopacompletelyfunctionaltool.

Armedwiththisapplicationforassessingworkplace risks and preparing reports,employees are encouraged to be atten-tive to safety at all times.The engineer ateach site can nowuse the tool to preparesafety reports directly and have themsigned by all the employees involved.

To make sure that the workforce is com-pletely comfortablewith the app,“super-users” were identified and trained sothey in turn could train their co-workersin each region. In addition, training

materials for use of the application areavailable on the intranet. Its designersmodified the app to reflect initial userresponse, collecting user feedback on anongoing basis. Today, the support Depart-ment continually makes improvementsin response to comments it receives.As a result, the smartphone is easy forany employee to use, regardless of theirfamiliaritywithnew technology.Workerssave time in the process, while safetyawareness topics canbeaddressed imme-diately as they arise.

Impact: This smartphone is a compre-hensive and mobile solution that allowsemployees to conduct their tasks effec-tively at all times. The reliability of theinformation processed in real time has adirect impact on customer satisfaction.

Now in use at every Dalkia facility inAustralia, this tool has helped to create auniform, performance-oriented culturefocusedonqualityandsafety. Theaccidentfrequency rate has fallen from 14.20 in2010 to 3.13 today—a testament to theimmediate impact of adding thissmartphoneapplicationtothecompany’sinformation system. This innovation onbehalf of improved safety was singledout for recognition and encouragementat the 2012 Dalkia Awards.

An innovativeand responsiblesolution for improvingsafety


The use of appropriate,up-to-date tools can alsolead to quantitative andqualitative progressin reducing the numberof accidents. ”

“

Initiative date2011

ContactDuncan St [email protected]

Australia

Concept: Business performance islargely dependent on the commitment ofemployees to the business plan and theirability to work together toward commongoals.Dalkia Irelandchoseto implementaninnovative program fully focused on pro-motingaperformance culture throughouttheworkforce.Thegoalistofosteracollectivedrive to get everyone involved in improv-ing the solutions provided to customers.The “Human Nature at Work” programaims topromote amajor change inbusi-ness culture, allowing Dalkia Ireland toshowcase its image and its excellence in acomplex economic environment.

Action:Dalkia Ireland chose to roll outthe “Human Nature at Work” program inwaves. The initial wave involved a one-year campaign targetingdecisionmakers.In 2011, theprogramturned its attention tokey managers through another one-yearinitiative.

Atthesametime, anewsystemofindivid-ual interviews wasmade available to allemployees. This “Performance Develop-ment Discussion” was brought in toreplace the traditional annual perfor-mance appraisal to better link individualtargets for eachposition toDalkia Ireland'soverall strategy and objectives. All teammanagers received training in this newapproachtoemployee interviews.Throughthis system,Dalkia Irelandaims toquicklyalign theentire companywith thedrive topromote a positive performance culture.As part of this campaign,workshopswereorganizedthroughout2011tobringeveryoneon board. Ideas emerging from HumanNature at Work were also developedthrough quarterlymeetings between allteammembers.

The educational approach involved inHuman Nature at Work has helped fosterdiscussion between employees, making

them more aware of objectives throughsmall working groups, with instructorsproviding minimal input and servingmainly to keep the discussion flowing.

To better immerse employees in the initia-tive, small pamphlets were given out toeveryone ahead of time to help themcontribute to talks on the various topicscovered. By working together to promotemotivation,empowerment,self-awareness,strategyandleadership,employeesembark-ed on an innovative approach to learningmore about the tools available within thecompanytoimproveperformance.Thiswasexactly what Dalkia Ireland intended inempoweringall employees as key contrib-utors to the success of the company.

Impact: Through this program andthenewapproachtoperformanceatDalkiaIreland, employees are muchmore awareofthewayinwhichtheirroleties inwiththecompany’s objectives.TheHumanNatureat Work initiative provided the opport-unity to focus themanagement concernson the relationship needs of the em-ployees. Sharing, informing and listeningall provide key drivers to motivate teams.Theprogramwillcontinuetoberolledoutin2013andnowincludesafocusonmeasuringperformance through the use ofmanage-mentchartsatevery levelof thecompany.

“Human Natureat Work”:encouraging collectiveintelligence

Developing e2ective human resources managementSolidarity andTeam Spirit

Business performanceis largely dependenton the commitmentof employeesto the business plan.”



ContactDalkia IrelandAileen [email protected]

Ireland


Concept:Access to training,which iscritical to employee career advancement,represents a key challenge for VeoliaEnvironnement’s future.Thedevelopmentof new technology offers the potential foraqualitativeandquantitative leap forwardinemployeeskillsdevelopment.Since2008,all water activities andDalkia employeesin theCzechRepublichavebeenable to logonto eCampus, which provides access toknowledge in avariety of fields.ECampuswas designed as an orientation toolwithin the company,disseminating thevalues and standards expected of itspersonnel and allowing employees of alllevels and backgrounds to find trainingsuited to their needs. The challenge hasbeen to make this resource both simpleand attractive while offering a host ofopportunities.

Action: Trainingmodulesareavailablein multiple formats (flash animation,videos, audiomaterials, etc.) so as to hold

the interest of employees, who may notalways be comfortablewith independentlearning activities. The eCampus trainingportaloffersaccessto informationaboutthecompany,computerand language courses,training in sustainable development,modules on health and safety awareness,etc. Its offerings amount to several thou-sandhoursofonlinetraining.Somecoursesare offered in different languages (Czech,Slovak, English, French), depending onthecontentandtargetaudience.Moreover,users can create their ownonline trainingusingtheeBuilderprogram,which includespredefinedmodules. Certain courses canbe enhanced based on requests received.To ensure the curriculum is truly effective,testing is conductedbefore andafter eachcoursesothatemployeescanevaluate theirownperformance. The Veolia Environne-ment Campus in Prague forwards regularreports to HRmanagers.

The training portal offers the ability to

create and send informationalmessagesautomatically, so users can be notified inadvance of courses they are required toattend(workplacesafetyanddrivertraining,for example). In addition to the structuredcoursesavailable,eCampusprovidesaccessto a large number of documents withwhich employees can supplement theirknowledge.

Impact: Todate, the portal hashostedmorethan3,267onlinecourses.HRmanagersare interested in making use of thisresource to expand employees’ skills, sothey are continually in contact with theproject team to design new content.“Blended learning”programsthat combinetraditional, instructor-led training withonlinemodulesarebecoming increasinglycommon,since theyarebothcost-effectiveforthecompanyandeffectiveforemployees.Moreover, eCampus is a helpful tool forintegrating new employees. There theycan findmaterials for learningmoreaboutthe company, along with resources forrefining their knowledge in order tosucceed in their position. As Veolia’stransformation continues, eCampusoffers managers a chance to enhancetheir skills in managing interpersonalrelations and supervising their teams.

An online campusto instill a desirefor training


The development ofnew technology offersthe potential fora qualitative andquantitative leap forwardin employee skillsdevelopment. ”

“


ContactInstitute of Environmental ServicesLibor [email protected]

Czech Republic

Concept:Dalkiahas strengthened itsposition in central Europe over the pastseveral years, largely through its ability tooffer innovative technical solutions tailoredtotheneedsoflocalclients.Therapidgrowthof the company in this region has beendriven by the acquisition of newbusinessinterests and headcount, along with acampaign to hire and train new talent. InHungary,Dalkia has developed a numberofpartnershipswithuniversities toprovidea seedbed of talent for the future.

In a context of demanding client require-ments and rapid growth in business, theprofessionalism of employees alreadyworking for the company is also vital. Theloyalty of these employees and the devel-opment of their skills is a crucial factor.

In 2009, Dalkia Hungary conducted asatisfaction survey among employees tobetter target their needs. This providedemployees with an opportunity to voicetheirdesiretoberecognizedbythecompanyandtopursueclearercareergoals.Thisgaverise to a talent and career managementprogram,withDalkiaHungary seeking tomesh the initiativewith its internal skillsrequirements.

Action: Themanagement committeeteamed up with the HR department totarget 20 key positionswithin the com-pany for which it was vital to identifyemployees with the relevant skills. Jobdescriptions were first compiled withrelevant departmentmanagers and thensent out to all employees. That resultedin some 50 employees submitting appli-cations. Candidates applying through thissystemwere then trained in the skills theyneeded to improve tomake themeligibleto one day take up the position in whichthey expressed an interest.

A selection processwas then put in placeinvolving independent consultants toshortlist 18applicants inSpring2012.Theseapplicants now benefit from an individ-ual three-year development plan. In thefirstyear,eachapplicantworksonastrategicprojectdefinedbymanagement.Somearerequired to train colleagues as a meansof improving their coaching skills. The re-sults of these projectswill be presented tothemanagement committee in late 2013.

In addition to producing tangible resultsfor the company, these specific projectsare designed to progressively identify andassess needswith regard to improving oracquiring skills while providing indivi-

dual training sessions on specific issues.Employees also receive support from anin-house mentor to help them completethe program alongside their currentresponsibilitieswithin the company. TheHR department also ensures that bothmentors and mentees benefit from theadvice of specialist consultants once amonth.

Impact: Through the Talentum pro-gram,all employeesnowhave theopportu-nity to receive support in pursuing theirgoalswithinthecompany.Candidateswhoare chosen for the program are able todeveloptheir skillsandbetter identify theirstrengths and weaknesses. In turn, thisknowledge helps them tomake progressandbetterpursuetheircareerpathwithinthecompany. Even though not all employeeswill end up in the position they initiallytargeted, the program offers highlyconstructive prospects since each em-ployee is able to develop his potentialand better focus on his strengths tofurther his career with the company.

Career management:the Talentum program


All employees nowhave the opportunityto receive supportin pursuing their goalswithin the company.”


Initiative date2011

ContactDalkia HungaryAndrea [email protected]

Hungary


Concept: Veolia Environnementcontinues to focus on developing itsmanagement and leadership culture as akey priority. In every country, initiativeshavebeen introduced tomeet theneedsofmanagers andhelp themtobetter supportthe company's business plan. InAustralia,a 2010 survey of employees was used inconjunction with specific managementinterviews to clearly identifywhat kindofsupport managers from waste manage-ment business needed.This quickly led to the goal of providingtraining for all managers to promotecontinuous improvement in managerialpractices throughout the company. Thebroadly dispersednature of the 100 or sosites managed in Australia makes theneed for comprehensive training all themore important in promoting cohesion

anddevelopingcommunication.Since2011,Veolia Improving People (VIP) has beensending out a strong, positive signal to allmanagers demonstrating the company’sdeterminationtosupport themintheir role.

Action: Three training programs arenowupandrunning:VIPMEfornewVeoliamanagers or those about to step up into amanagement role,VIPU formiddlemana-gement and VIPUS for senior executives.Thegoal istoprovideacustomizedresponsetoneedsat every level ofmanagement,en-suring that thosewho receive training canimmediately apply the skills they havelearned along the way. Courses cover thefull range of key issues—including com-munication, coaching, change, businessplanning, financial management andpersonal leadership—but always froman

operational standpoint specific to therelevant level ofmanagement.Programs for local managers and middlemanagement involve twoworkshops las-ting two-to-threedays.The first isdesignedto improve skills and reviewmanagementmodelswithaviewtoimmediatelyapplyingthemin theworkplace; the secondaims tobuild on their new knowledge.VIPUS,which is aimedat senior executives,comprises four workshops during whichparticipants develop projects and presenttheir recommendationstogeneralmanage-mentforapproval.Theyarealsoassistedbycoaches from outside the company.

Impact:This layeredapproachtomana-gement has helped customize trainingcontent to needs more effectively.Withmore than 200managers trained, leader-ship improvements have had an imme-diate, tangible effect in the workplace,as reflected in the findingsof a staff surveyin 2012,which revealed an upswing in theviewsofemployees.However,thegreatestacknowledgementof theusefulnessandperformanceof thetraininginitiativehasundoubtedlybeenthedecisionto involvemanagersfromotherVeoliabusinesslinesin the 2013program.Developing the skillsofmanagersisacrucialpartofthecampaignto transformthe companyasawhole.As aresult, Veolia is eager to support them bymakingthempartofasharedmomentum.

Supportingmanagementperformance


Veolia Environnementcontinues to focuson developingits managementand leadership cultureas a key priority. ”

“

Initiative date2011

ContactClare [email protected]

Australia

Concept: In the course of its growth,VeoliaEnvironnementhasbroughttogetheremployees fromavariety of disciplines towork side by side. In South Korea, the com-panyhasestablishedaconcretestrategyforbroadeningthecorporateculturewhenem-ployees from its various businesses havecome together in order to consolidate officespaceorcarryouta jointproject.Adesire forharmony in theworkplace is a natural partof Asian culture, so Veolia’s teams in SouthKoreawere especially keen to foster thisequilibrium among employees fromdifferentbackgrounds.Thekeytothevariousteam-buildingexercisesconductedinSouthKorea is knowledge:knowledgeof oneself,of others andof the company.

Action: InDongbu,afterVeolia signeda second contract with Dongbu Steel in2010, a campaignwas launched to ensurethatthe42employeescomingfromdifferentdivisions of Veolia Water Korea wouldcoalesce into awinning team. Two entire

weeks were devoted to that objective. Auniversityprofessormoderatedadiscussionon the topic of “Win-win growth for boththe company and employees.” Severalworkshops were conducted on balancingwork and private life, skills enhancement,workplace synergies and working as ateam.Through these activities, employeesgainedabetterunderstandingof their roleand their bond with the company. Theyalso learned more about themselves bytakingpart inanumberofoutdooractivities.Inaddition,eachemployeereceivedtraininginthebasictenetsofVeolia’scorporateculture.Having established this group dynamic,the companywasquicklyable to identifythe steps it needed to take in order tocreate lasting cohesion within its work-force. For example,a librarywith resourceson the water industry is now available toall employees.

In2012,theopeningofnewofficesinSeoultohostthedifferentteamsofwaterbusinesses

prompted an initiativeof adifferent kind.At amajor event heldatthenewlocationinSeptember, representatives from five de-partments—Engineering, Project Mana-gement, Service & Consumables, ProjectDevelopmentandOperations—wereeachgiven a week to perform the challengingtask of describing their work to the otheremployees at the site. Biweekly mealswere held at which the various teamscould talk and interact, with each em-ployee receiving a passport as proof of hisor her participation. Posters and informa-tion sessions were used to mobilize thestaff. Each teamwas encouraged to devel-op a shared identity built around its ob-jectives and values. All of the participantsgainedanopportunity to learnmoreabouteach other and about each employee’s res-ponsibilities.

Leisure activities, such as cooking classes,walksand familydays,gaveemployees thechance to get acquaintedwith co-workersinadifferent,morepersonal environment.Activity clubswereproposed toencourageinteractionamongemployeesfromdifferentteams,withminimumquotas establishedto ensure a goodmix of participants.

Impact:Today,VeoliaEnvironnement’sSouth Korean workforce is a testamenttohowthe companyasawhole cangrowand expand in ways that are rewardingforbothemployeesandclients. Its successin consolidating personnel from differentVeolia businesses can be credited to a setof practices for continually building andstrengthening cohesiveness amongVeoliaworkers. As a result, employees can workquickly and effectively bymastering theirenvironment,andwillviewcorporatechangeas a door to new career opportunities.

Boosting team spiritto promote synergyin the workplace

Developing e2ective human resources managementSolidarity andTeam Spirit


Initiative date2012

ContactJames [email protected]

South Korea

On May 22, 2012, the social innovation awardsceremony paid tribute to five best practicesin human resources.

The jury also presented a special prizeto Proactive Medio Ambiente.

Read on for a background and progress reporton these different initiatives.


Spotlighton award-winninginitiatives in 2012

Business Planning

Unveiled in late2010bytheHRdepartmentfor the water business in the UK, thebusiness-planning initiativehasnowbeenexpanded to include all company entities.The initiative has been instrumental inhelping to roll out Veolia’s new strategyas it seeks to reorient its approach. It hasplayed a key part in employee empower-mentbyenablingallemployeestovisualizetheircontributiontocompanyperformance.This initiative could not have come at abetter time to promote the emergence oftheNewVeolia:optimizingbusinessman-agement in line with strong demand fortransparency and accountability.

Supporting foreignemployees

Waste management business initiativesto better support foreign employees wonthe solidarity award in 2012 and have notwaned since, especially in France and theUK. By late 2012,nearly80%ofmanagersandrepresentativesfromhumanresourcesat Veolia Propreté France had taken ane-learning course on diversity. Test initia-tiveshavebeen introducedwith thehelpofan independent consultancy,which hasmade it possible to ensure zero discrimi-nation in the hiring process. The publica-tion of a new report on foreign nationalsanda satisfaction survey in 2012 provideda clear picture of the situation, alongwithrelated expectations tohelp set ambitiousnew goals. This commitment to supportnon-French employees extends beyondthe borders of France alone: in the UKandGermany,around 16%of employeestrained are from outside the country.

“Walkabouts” to promotesafety

The campaign to encourage managers tovisit sites they do not have to supervise—allowing them to gain a fresh insight intoissues related to safety at work—contin-ued in 2012, with six new visits arrangedover the course of the year. The originalityof this approach and the overall commit-mentofDalkia Ireland to improve safetywas acknowledged and rewarded witha prestigious prize in 2012, presentedby independent experts at a nationalceremony.

Special jury awardfor Proactiva

Thejurygaveaspecialawardtothetrainingpolicy of Proactiva Medio Ambiente inrecognitionof itsvariousefforts topromotethe development of skills and expertiseamong employees. In Brazil, Mexico andEcuador,initiatives introducedtoachievethese goals have been ongoing andhavebeen improved, leading tovery encourag-ing results. The program introduced inMexico has helped to increase the level ofemployee training and enhance profes-sional skills and knowledge, andwill nowbe furtherdeveloped. InBrazil,an initiativedesigned to show employees the impor-tanceofacquiringbasic skillshasalsobeena success,withanumber of employees setto return to school in 2013.

Encouraging employeesto look a=er their health

The social innovations jury chose to createa special award dedicated to preventivehealthcare,underscoringthe importanceofthe issuewithin the company. The awardwas presented in recognition of a wholerangeof initiatives introducedtoprotect thehealth of Veolia Transdev drivers in Perth(Australia). In December 2012, a letter ofcommitment to health and safety fromtheHRdepartment andmembers of theVeolia Environnement European WorksCouncildemonstrated the determinationof the company’s seniormanagementandsocialpartners toseekcontinuous improve-ment in prevention, health and safety inline with their respect for all employees.


Action to improveattitudes toward disability

The disability policy implemented by thepublic transit authority in the French cityof Saint-Etienne captured the imaginationof theVeolia Environnement jury throughits ability to overcome obstacles to hiringpeoplewithdisabilities. HRseniormana-gement underscored the importance itassigns to the issueofdiversity throughaletterofcommitmentin2012.NewVeolia’ssocial cohesion must be rooted in anactive policy designed to promote equalopportunityworldwide.Thedrivetomonitorkey progress indicatorsworldwide shouldensure that disabled employees are betterintegrated in all areas of our business.


Throughout the world, in all of our businesses,employees have shared a number of best practicesin human resources with us.

The following initiatives are good examples.

For more detailed information about these practices,contact the Veolia Environnement HR Department:[email protected]

More than270 socialinitiatives


Country Selection Social initiatives CompaniesTrophies2013

Australia Mock Courts Dalkia Australia

Australia T An innovative and responsible solution for improving safety Dalkia Australia

Smartphone safety app: an innovative and responsible solution

Australia An intranet for the VEA Group: One Veolia Veolia Environnement

Australia ‘Have Your Say’ StaZ Satisfaction Survey 2012 VES Australia

Australia T Supporting management performance VES Australia

Veolia Improving People (VIP)

Australia Beyond Blue National Workplace Training VES Australia

Australia Employee Well-being VES Australia

Australia Employ recent engineering graduates VES Australia

Australia and New Zealand Veolia Water Australia and New Zealand celebrate diversity Veolia Water Australia

Belgium T Mobilizing managers for greater e[ciency Dalkia NV SA

Belgium Safety awareness Dalkia NV SA

Brazil T Promoting the employability of people with disabilities Proactiva Meio Ambiente

Helping people with disabilities to find work

Chile Motivating people to focus on prevention Proactiva Medio Ambiente

China T “I see, I act”: helping employees take the lead in improved safety monitoring Veolia Water Asia-Pacific Ltd

'I see I act' campaign

China H&S cross-audits scheme Veolia Water Asia-Pacific Ltd

China Protecting meter readers from dog attacks Veolia Water Asia-Pacific Ltd

China Helping older-generation staZ adjust to advanced tools Veolia Water China

Shanghai Pudong Project

China Employee Help Center Veolia Water China

Lanzhou Project

China Encouraging eco-responsible behavior through Veolia Water China

a photography contest on biodiversity Beijing Lunan Wastewater Operation Co.

China H&S film shown in canteen every day Veolia Water China

Tianjin Shibei project

China Stretching exercises in the workplace Veolia Water China Liuzhou Project

China OZering equal opportunities to women in Urumqi Veolia Water North China - Urumqi

China Correcting unsafe working conditions through teamwork, Veolia Water Qingdao Soda Project

with the development of a new maintenance tool

China “Talent training” VES China

China T Improving our welcome to reflect our values: VES China

a Hospitality & Quality Contest

VES Hospitality Contest

China Technical training VES China

China E-learning modules on management and leadership VES China

China, South Korea, H&S self-assessments Veolia Water Asia-Pacific Ltd

Japan and Australia

China, South Korea, H&S handbooks Veolia Water Asia-Pacific Ltd

Japan and Australia

China, South Korea, H&S week Veolia Water Asia-Pacific Ltd

Japan and Australia

Czech Republic Challenge security Dalkia Ceska Republika

MORE THAN 270 SOCIAL INITIATIVES


Czech Republic Employer of the Year Dalkia Ceska Republika

Czech Republic Sherpa local Dalkia Ceska Republika

Czech Republic First-aid training Institute of Environmental Services

Czech Republic T An online campus to instill a desire for training Institute of Environmental Services

eCAMPUS (IES´ e-Learning Training Portal)

Czech Republic T Local employee outreach initiatives: Minigrants Nadační fond Veolia

Minigrants Veolia

Czech Republic Improving quality of life for senior citizens Veolia Voda

Czech Republic Road-awareness training Veolia Voda

Czech Republic Taking into account customers’ di[culties Veolia Voda

Czech Republic Supporting “sheltered cafés” for people with mental illnesses Veolia Voda

Denmark Interactive well-being program Krüger A/S

Denmark T Taking steps to prevent stress at work Krüger A/S

Mindfulness-based Stress Reduction

Ecuador T Helping employees overcome disabilities in career development Proactiva Medio Ambiente

Integration of disabled employees

Ecuador Monitoring safety management at all sites Proactiva Medio Ambiente

Egypt Kids are the ambassadors of Veolia worldwide VWS Egypt LLC

France T Opening up our business to people isolated from the job market Campus Centre-Est & Fondation VE

Innovative partnership to promote the employment

of people isolated from the job market

France Campus training programs to support women in their career Campus Veolia Environnement

France T Dispelling preconceptions about disabilities Dalkia

Disability guidelines

France Work-study club Dalkia Région Centre-Est

France T Training in support of internal promotion to open up Dalkia Centre-Est

management opportunities

Internal promotion program

France "Core business" training program Dalkia Centre-Ouest

France In-company Amma massage therapy Dalkia Est

France Gender-balanced operational teams Dalkia Est

France Safety challenge Dalkia Est

France "France's Best Cra\sman" award Dalkia France

(“Meilleur Ouvrier de France—MOF”)

France Tackling excessively tough work conditions: Dalkia France

from initial assessment to action plan

France Diversity policy Dalkia France

France Improving career management Dalkia France

France T Enhancing opportunities for employees nearing retirement Dalkia France et Campus VE

France National energy training days Dalkia France et Campus VE

France Retraining Dalkia Île-de-France

France Awareness of psychosocial risks Dalkia (Headquarters)

France Weather diversity Dalkia (Headquarters)

France Secure careers and new opportunities at Veolia Fondation VE

France Promoting sustainable development with "Médiaterre" Fondation VE

France Design safety guidelines OTV

France Literacy Sade Cgth

France Work-study opportunities at Sade Région Est Sade Cgth Région Est

France Awarding qualifications based on work experience Sade Cgth Région Ouest

France T Employee testimonials raise awareness of safety issues Sade Cgth Région Sud

Making an awareness-raising film based on feedback from accident victims

France Awareness of psychosocial risks SARP



France Training for local managers SARP

France Subcontracting through a company that promotes social integration SARPI

France Biodiversity Day SARPI

France T Drawing on in-house skills to train new employees SARPI

Personal mentoring at SEDIBEX

France Training contract for pipe technicians Société des Eaux de Marseille

France Alert system for isolated workers Société des Eaux de Marseille

France Involvement in the "100 chances, 100 jobs" campaign Société des Eaux de Marseille

France Training for sterilization operatives Stérience

France Campaign to promote the use of personal protective equipment (PPE) Veolia Eau CGE Région Sud-Est

France Interactive theater Veolia Eau d’Île-de-France

France T A new job title to match the new corporate culture: Veolia Eau d’Île-de-France

"Network Operations and Site Supervisor"

France Listening to employees Veolia Eau France

France Drawing strength from diversity Veolia Eau France

France T Embodying our commitment to diversity in our relations whith customers Veolia Eau France

Embracing the diversity of our customer base

France Risk Assessment Generator Veolia Eau France

France Streamlining safety qualifications & training Veolia Eau France

France Veolia Water's first "Rencontres Handicap" Veolia Eau France

France Preventing sexual orientation discrimination Veolia Eau France

France "Eau Siège Tous" events Veolia Eau France

France www.veoliaeau-gesat.fr: website for personal assistants Veolia Eau France

France Saint Exupéry project: managing and coping with change (training initiative) Veolia Eau France et Campus VE

France Health & Safety: managing back pain Veolia Eau France Grand Lyon

France Promoting diversity through a social commitment on the part of employees Veolia Eau France Grand Lyon

France Handbook on safety basics for France's central eastern region Veolia Eau France Région Centre-Est

France T INNOVIA: collaborating with employees to improve their working conditions Veolia Eau France Région Centre-Ouest

IDEO working conditions contest

France Informal chats on prevention, health & safety Veolia Eau France Région Centre-Ouest

France Supervisor safety inspections Veolia Eau France Région Centre-Ouest

France Agreement to encourage employees to serve as volunteer firefighters Veolia Eau France Région Centre-Ouest

France "Kart Emploi” youth-employment campaign in Lorient Veolia Eau France Région Centre-Ouest

France Disability partnership with "Retravailler dans l’Ouest" Veolia Eau France Région Centre-Ouest

France Partnership with "L’Exploratoire" in Rennes Veolia Eau France Région Centre-Ouest

France Partnership with assistance-through-employment organization ESAT Veolia Eau France Région Centre-Ouest

for declarations of intent to begin work

France Veolia Eau Région Centre Ouest partnership with the ETAP network Veolia Eau France Région Centre-Ouest

and the Pays d'Ancenis community of municipalities

France Partnership with École de la Deuxième Chance in the Loire Estuary region Veolia Eau France Région Centre-Ouest

France "One goal for employment" campaign with the Act Against Veolia Eau France Région Centre-Ouest

Exclusion Foundation (FACE)

France Leadership & crisis-management training program - St Cyr Coetquidan Veolia Eau France Région Centre-Ouest

et Campus VE Atlantique

France Safety training initiatives in the Paris region Veolia Eau France Région Île-de-France

France The QSE platform and sheltered workshops Veolia Eau France Région Sud

France Generating automatic regional risk assessments for Veolia Eau Sud Est Veolia Eau France Région Sud-Est

France T Evoila! An internal network to promote gender balance Veolia Environnement

France "Fréquence Veolia" radio station Veolia Environnement

France Veolia Environnment manager induction days (JIVE): 2012 Veolia Environnement

France An internal self-diagnostic tool for biodiversity Veolia Propreté France

France Training for employees working at waste drop-oZ centers Veolia Propreté France

France Development and deployment of the ELECTIA program throughout France Veolia Propreté France

France Annual performance review training Veolia Propreté France

France Start of the first annual survey on how Veolia Environmental Veolia Propreté France

Services employees in France view diversity



France “Guardian Angels” Veolia Propreté France

France Training for local managers: improving managerial skills Veolia Propreté France

France Elise partnership Veolia Propreté France

France Testing Veolia Propreté France

France “Taking stress seriously” Veolia Propreté France + CSP VE

France T Helping managers and their teams to incorporate safety issues Veolia Propreté France et Campus VE

VIVRE campaign at VES in France and rollout of a training program

to implement the five safety priorities

France A MOBIL’isante!! reorganization Veolia Propreté France Région Centre-Ouest

France Partnership with Retrilog Veolia Propreté France Région Centre-Ouest

France T Telecommuting to support expectant mothers Veolia Propreté France Région Centre-Ouest

Pregnancy and working from home

France In-company skills qualification Veolia Propreté France Région Centre-Ouest

France Integration as a commercial strength Veolia Propreté France Région Centre-Ouest

France Sustainable integration: Integration clause in public procurement contracts: Veolia Propreté France Région Centre-Ouest

municipal landfill operations

France Encouraging diversity in the hiring process Veolia Propreté France Région Centre-Ouest

France Social assessment Veolia Propreté France Région Île-de-France

France Safety Dialogue IDF Veolia Propreté France Région Île-de-France

France Citizens' collection programs to promote solidarity Veolia Propreté France Région Méditerranée

France "A day in the life..." Veolia Propreté France Région Méditerranée

France Improving equipment to prevent occupational illnesses Veolia Propreté France Région Méditerranée

France “Déclic Biodiversité” contest Veolia Propreté France Région Méditerranée

France Sponsoring "Art & Development" initiatives Veolia Propreté France Région Méditerranée

France Assessing psychosocial risks in sorting operations at the materials Veolia Propreté France Région Méditerranée

recovery facility in La Seyne sur Mer

France Promoting opportunities for people isolated from the job market through Veolia Propreté France Région Méditerranée

“CUI” initiatives to promote integration through employment

France "Clean Air" project Veolia Propreté France Région Méditerranée

France "Shh! We're working!" Veolia Propreté France Région Méditerranée

(“Silence, on travaille”)

France T Helping employees face up the issue of drugs and alcohol in the workplace Veolia Propreté France Région Méditerranée

Drug awareness

France Prevention & Safety – Road sweeping Veolia Propreté France Région Méditerranée

France Raising managers' awareness of issues related to illness Veolia Propreté France Région Méditerranée

France Promoting social cohesion in our line of business Veolia Propreté France

Région Nord Normandie

France T An innovative approach to protect biodiversity Veolia Propreté France

Promote biodiversity at all waste-treatment facilities Région Nord Normandie

France “Be Bold” ("Osons") campaign to put innovation at the heart of our business Veolia Propreté France

Région Nord Normandie

France Encouraging employees to promote biodiversity on an everyday basis Veolia Propreté France Région Rhin-Rhône

France Social equity and diversity: working with youth in the city Veolia Propreté France Région Rhin-Rhône

France T Action to promote integration: partnership with École de la Deuxième Chance Veolia Propreté France Région Rhin-Rhône

France Retraining as a basis for creative solutions Veolia Propreté France Région Rhin-Rhône

France Safety awards Veolia Propreté France Région Rhin-Rhône

France Encouraging women to work at Veolia Environmental Services in France Veolia Propreté France Région Sud-Ouest

France Career review for employees aged 45+ Veolia Propreté France Région Sud-Ouest

France T Identifying arduous work conditions to improve workplace quality of life Veolia Propreté France Région Sud-Ouest

Tackling overly tough conditions to improve quality of life at work:

a joint campaign

France Job adaptation (Limousin Poitou Charentes area) Veolia Propreté France Région Sud-Ouest

France Promoting health in the region Veolia Propreté France Région Sud-Ouest

France Incorporating safety into annual performance reviews: Veolia Propreté France Région Sud-Ouest

five priority initiatives (AQ area)

France Dealing with employees' social and personal di[culties (MP area) Veolia Propreté France Région Sud-Ouest



France Action to support employees with disabilities Veolia Propreté France Région Sud-Ouest

France Diversity Charter Ambassadors (MP area) Veolia Propreté France Région Sud-Ouest

France DECLIC - Water activities Veolia Water Information Systems

France "English breakfasts" Veolia Water Information Systems

France and Netherlands Company survey and joint working groups VWS Oil & Gas

Germany Channeling employees’ commitment to volunteer programs Veolia Environnement

Germany T Promoting a work environment compatible with parents’ needs Veolia Umweltservice GmbH

‘Krabbelko@er’ (baby suitcase) and “Eltern-Kind-Büro”

(parent-baby-oAces)

Germany Career management: Project ‘Perspektivwege’ Veolia Umweltservice GmbH

Germany Girls’ Day 2012 / Zukun\stag 2012 Veolia Umweltservice GmbH

Germany Security Day: Involvement and implication of employees in Germany Veolia Umweltservice GmbH

Germany Hand-wash basin on a truck Veolia Umweltservice GmbH

Germany Christmas donation: Cooperation with Pestalozzi-Sti\ung Hamburg Veolia Umweltservice GmbH

Germany Green Day 2012 Veolia Umweltservice GmbH

Germany Certificat Beruf und Familie (Work and family) Veolia Wasser GmbH

Germany Veolia Wasser sports day Veolia Wasser GmbH

Germany Sustainable development award Veolia Wasser GmbH

Germany Women and Economy VWS Deutschland GmbH

Hong Kong Beach Cleanup Activity & Day Tour 2012 VES Hong Kong

Hungary Financial and technical contribution to the Cegléd hospital Dalkia Energia Zrt.

Hungary T Career management: the Talentum program Dalkia Energia Zrt.

Talentum career management program

Hungary Team charity day Dalkia Energia Zrt.

Hungary Christmas: community outreach Dalkia Energia Zrt.

Hungary Customer contact Dalkia Energia Zrt.

Hungary Call-center reorganization Dalkia Energia Zrt.

Hungary Receptive and diverse workplace Veolia Water

India Rewarding loyal employees Veolia Water India

India T Looking a\er the health of each and every employee Veolia Water India

Annual Health Camp

Ireland T “Human Nature at Work”: encouraging collective Dalkia Ireland

intelligence and performance

Ireland Continuous Professional Development (CPD) Dalkia Ireland

Ireland Dalkia connexion Dalkia Ireland

Ireland Health & Safety Week Dalkia Ireland

Japan T Promoting the female talent pool: an action plan in Japan Veolia Water Japan

Hiring and promoting Female Talents

Japan-France T The commendable commitment of Japanese employees Fondation VE & Veolia Water Japan

in the wake of the tsunami

Lithuania SA8000 standard Vilniaus energija

Mexico Activities to promote integration of employees and their families Proactiva Medio Ambiente

Mexico Interactive communications on the water cycle Proactiva Medio Ambiente

Mexico T Cultivating ties with local communities Proactiva Medio Ambiente

Knowledge-sharing at Proactiva



New Zealand Installation of permanent signage Veolia Australia

Oman T Helping employees make an objective evaluation of their performance Veolia Water Oman

Performance management and assessment system

Oman Systematic and global training Veolia Water Oman

Poland Sponsoring energy start-ups Dalkia Lodz

Poland Lodz youth program Dalkia Lodz

Poland Cycle of commercial, technical and marketing workshops Dalkia Polska

Poland Dalkia Talents Academy Dalkia Polska

Poland Heating & electricity training Dalkia Polska

Poland Safety week Dalkia Polska

Poland First-aid training Dalkia Polska

Poland T An employee-backed foundation to promote solidarity Dalkia Polska

Dalkia Fundation – Career counseling as the best way

in the job-search process

Poland Cooperation with technical electrical school – patronage class Dalkia Poznan

Poland Site open house days Dalkia Poznan

Poland Accordion of self-determination Dalkia Warszawa

Poland Working with us and being a parent PWIK

Poland Environmental education/Teaching children about sorting Veolia Usługi dla Środowiska S.A.

Poland Environmental awareness among customers Veolia Usługi dla Środowiska S.A.

Portugal Budget management Dalkia Portugal

Romania Enjoy - Apa Nova Bucharest Youth Club Apa Nova

Romania Employee Satisfaction Survey Apa Nova

Romania T An ambitious collective initiative to provide safety training to employees Apa Nova Bucaresti

European Union Funds Health & Safety Program in Posdru

Romania Health & Safety Week Apa Nova Bucaresti, Apa Nova Ploiesti,

Veolia Water Services

Romania Best practices and case studies on occupational Health & Safety Issues Apa Nova Ploiesti

Romania Internal H&S training module for confined spaces Apa Nova Ploiesti

Romania Preventive Occupational Health & Safety Apa Nova Ploiesti

Romania Integration and adaptation program Apa Nova Ploiesti

Romania Occupational Health & Safety - a management priority Apa Nova Ploiesti

Romania A healthy life is a full life Dalkia Romania

Saudi Arabia Enhancing employees' skills and knowledge base for a solid ROI VWS Saudi Arabia

South Korea Fundraising payroll balance for donation Veolia Water Hynix Project

South Korea T Boosting team spirit to promote synergy in the workplace Veolia Water Korea

• Increasing teams’ synergy in Dongbu

• Team presentation week, Seoul oAce

• Hi High! Veolia

• Social cohesion and organizational change

Spain The district heating and cooling of Barcelona Dalkia

Switzerland Healthy living campaign Valorec

Taiwan Community Carnival VES Taïwan

United Arab Emirates Getting employees sensitized to HSE issues Fujairah 2 Water and Power Plan


United Kingdom SHE Prevent: “Take 2” Dalkia Industry UK

United Kingdom T "SHE Connect": responsible professional conduct and personal well-being Dalkia UK

Hearts and minds “SHE Connect” Campaign

United Kingdom “Take 5 for Safety” at Veolia Water Outsourcing Limited Veolia Water Outsourcing Limited

United Kingdom Supporting our Talent during Maternity Career Transition Veolia Water UK

United Kingdom Performance & Development Discussions – providing employees Veolia Water UK

with an opportunity to have meaningful conversations

with their line managers

United Kingdom T Using apprenticeships to improve employability Veolia Water UK

Apprenticeships/Skills development

United Kingdom Veolia Water UK’s Graduate Program VES UK

United Kingdom Employee Volunteering VES UK

United Kingdom Graduate Program VES UK

United Kingdom Implementation of UK Safety Management System VES UK

United Kingdom Restart Program VES UK

United Kingdom Monthly Health & Safety Award Scheme VWS (UK) Ltd

United Kingdom Diversity Awareness VWS (UK) Ltd

United Kingdom Online Flexible benefits - VWSectra VWS2

United Kingdom Project-Management Training VWS2

United States T Using peer observation to improve safety VES Industrial Services

Peer-to-Peer Safety Observation and Positive Intervention Program

United States “Leaders of Tomorrow” VES Technical Solutions

United States High-Performing Facility and Field Services Program VES Technical Solutions

United States Start Every Meeting with a Safety Message VES Technical Solutions

United States “Take 5 for Safety” VWNA

United States Daily Safety Talk VWNA

United States “S-Mail” VWNA

United States Tri-Fold, Safety Wallet Card VWNA

United States New Employee Safety Orientation Video VWNA

United States Incentive-based Wellness Program VWS NA

United States Wellness Program VWS NA

United States Alternative work schedule Veolia Energy North America

Worldwide T Promoting best practices to help managers and their teams Dalkia

to focus on safety at work

Six best practices in the field

Worldwide PANGEO program Water activities

Worldwide Veolia Water Senior Management Program Water activities and Campus VE

Worldwide Intercultural training for central union leaders Veolia Environnement




This document was compiled by the Veolia Environnement Communications andthe Human Resources Department in partnership with human resources managers

from di?erent business units.

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