Blue Solutions. Corporate social responsibility report

Transcription

1 Blue Solutions Corporate social responsibility report 2016

2 BLUE SOLUTIONS Contents 01 Message from the Chairman 02 The s CSR strategy 06 CSR profile of the Bolloré 08 Main indicators 10 Blue Solutions across the world 12 The trends that are shaping our markets 14 Materiality analysis 16 Innovating in response to major economic and environmental changes 22 Investing in men and women 28 Bringing the together around a shared corporate culture and ethical standards 32 Taking action for local development

3 CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 Message from the Chairman, Vincent Bolloré 01 Corporate social responsibility (CSR) is a major concern, whose importance should continue to grow in the upcoming years. Our CSR policy initiated in 2000 is part and parcel of the s overall strategy and governance system. It is implemented in the 143 countries in which the Bolloré carries out its three business activities. The Bolloré attaches great importance to the reduction of the environmental impact of its activities, the development of clean forms of transport and access to renewable energy sources. In 2016, the successfully continued the deployment of its car-sharing services with the launch of the Bluetorino service in Turin, and the winning of two new car-sharing contracts, in Singapore and Los Angeles (services to be launched at end-2017). In public transport, we delivered 38 6-meter Bluebuses to local communities and private companies, as well as meter buses to the Paris public transport operator RATP (with 21 additional buses to be delivered in 2017) for the launch of line 341 in May 2016, the RATP s first fully-electric standard bus line. Furthermore, in collaboration with the Vivendi group, we started to deploy our electricity storage systems, which provide power to the Canal Olympia concert halls in Africa. A complex was inaugurated in 2016, while six others are currently under study. These commercial successes, which offer city dwellers environment-friendly electric transport, or which promote the use of renewable energies including in developing countries, are responses to the challenges of sustainable development and climate change. In 2017, the Bolloré, which celebrated its 195 th anniversary at the beginning of the year, will continue to invest in its three major business lines transportation and logistics, communications and electricity storage. We are fortunate to be able to rely on capital which is mainly family-controlled, enabling us to implement a measured financial policy while investing for the long term. Our commercial successes, which offer city dwellers environment-friendly electric transport, or which promote the use of renewable energies including in developing countries, are responses to the challenges of sustainable development and climate change.

4 02 The s corporate social responsibility strategy BLUE SOLUTIONS MILESTONES Code of Ethics The became a member of the Global Compact Creation of the network of sustainable development correspondents Code of Business Conduct for the companies in the two Transport divisions The Bolloré s family- and heritage-based culture allows it to project its activities in the long term, to diversify them and to invest in innovative projects with full independence. Driven by a strong entrepreneurial spirit and the desire to create a link between people and their environment, the associates humanism to a results-based culture. In response to the main challenges of its business operations in 143 countries in the fields of Transportation and logistics, Communications, and Electricity storage and solutions, the Bolloré has defined four strategic CSR priorities for the period, adhered to by all subsidiaries including Blue Solutions. PRIORITY 1 Innovating in response to major economic and environmental changes In order to meet the high expectations of its clients and to adapt to the emergence of new economic trends and models, the Bolloré makes long-term investments in the development of innovative, connected offers which are respectful of people and the environment. As a subsidiary specialized in electricity storage solutions, Blue Solutions is actively involved in the s innovation effort. PRIORITY 2 Investing in men and women The financial performance of the Bolloré is based on the commitment of the women and men who work to achieve it. In its effort to establish a sustainable relationship, the strives to manage its employees careers over the long term by providing them with support and development opportunities in-house. The Bolloré s standards are adhered to in the management of the careers of Blue Solutions employees. PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards The presence of the Bolloré in 143 countries implies wide exposure of its business ethics. The has set up an organization to ensure that the good practices laid down in its Code of Ethics are shared by all employees and reduce the risks related to business ethics and respect for human rights. Blue Solutions applies the ethical standards defined by the. PRIORITY 4 Taking action for local development Through its operations in developing countries, particularly in Africa, the Bolloré is a key player in the economic and social development of the regions in which it operates. With its investments in port and rail infrastructures, it contributes to economic growth, the opening-up of certain countries, the development of public services and the up-skilling of local populations. Based in Brittany, in the historical location where the was founded in 1822, Blue Solutions gives particular attention to the region in which it operates and strives to be a benchmark company at the local level Under the partnership agreement signed with Compagnie nationale du Rhône (CNR), which manages the solar power plant of Bollène (Vaucluse), Blue Solutions installed 1 MWh of LMP batteries. 02. The Bluezone is a living area with an autonomous power supply which provides inhabitants with continuous electricity, drinking water and numerous services suited to local requirements.

5 CORPORATE SOCIAL RESPONSIBILITY REPORT Values Charter Introduction of CSR action plans by the divisions Mapping of the issues and challenges facing each division Definition of a framework for joint commitments including CSR issues for all managers Materiality analysis and defining of new priorities for the CSR strategy Performance The materiality analysis conducted in 2016 made it possible to identify the key issues for the. As part of the four major priorities of the CSR strategy, these issues will be monitored and assessed via key performance indicators to be selected and validated by the Ethics, CSR and Sponsorship Committee following a dedicated study in To fully incorporate the s CSR strategy, Blue Solutions will set up appropriate action plans to ensure the monitoring of these key indicators. Reporting serving the CSR process A company s extrafinancial performance is not defined just by its economic performance, but also by assessing its social impact (on employees, suppliers, civil society, etc.), as well as its environmental impact. A methodological framework has been defined to measure this new type of performance. Since 2009, the Bolloré has drawn on a network of CSR division directors and local contributors, who guarantee the reliability of the process and the information reported. It has a dedicated reporting tool that was used to improve data inspections at every level of consolidation (the company, the division and the ) by integrating the validation circuit defined by the divisions. The close cooperation that has arisen since 2014 between the teams (division and ) dedicated to CSR and local contributors continued in 2016, specifically concerning companies located internationally. Local teams were brought in at an early stage in the process and made aware of the reporting methodology and checking techniques, as well as the legal and extrafinancial issues that CSR involves. They were able to talk about the difficulties arising from their particular environments and discuss concepts that were hard to define or uncommon in local law, and benefit from suitable solutions that were subsequently sent to all contributors. In 2016, this collaborative work with the local CSR teams was expanded to include HR officers, Ethics officers and QHSE officers, thereby facilitating data collection and checking. This work will be continued in CSR efforts f Following the s materiality analysis and the review of the strategic priorities of its CSR policy in 2016, the will focus on defining extra-financial objectives and KPIs in f The work initiated in 2016 on a -wide vigilance plan, with specific adaptations for each business line, will continue in f Following the pilot project conducted in 2016 with Sitarail, the work on the deployment of a -wide Human Rights policy will continue in f The Bolloré will also continue its work on: the ISO process; measuring the socio-economic footprint of the s activities; mapping local stakeholders; labeling suppliers and evaluating subcontractors. 02

6 04 BLUE SOLUTIONS PRIORITY 1 Innovating in response to major economic and environmental changes PRIORITY 2 Investing in men and women Governance The s CSR governance involves two bodies: the Ethics, CSR and Sponsorship Committee and the CSR Department. The s CSR governance and the actions implemented by the Committee also apply to Blue Solutions. Ethics, CSR and Sponsorship Committee In 2014, the Ethics Committee became the Ethics and CSR Committee, confirming the fact that ethics is the cornerstone of the s CSR commitments. In 2016, for better coordination of the s societal initiatives, sponsorship was amalgamated into the Ethics and CSR Committee. The Committee is made up of a Chairman, the divisions Chief Executive Officers, the s Human Resources manager, the s Chief Legal Officer, the s Head of Internal Control, the Ethics manager, the Investor Relations manager, the Deputy Manager of Communications, the s Sponsorship manager and the s CSR manager. The purpose of this Committee is to determine the ethics, CSR and sponsorship priorities which the Ethics, CSR and Sponsorship managers will have to focus on in their 2017 initiatives. The Committee meets once or twice a year to review achievements and projects still under way, and determine new initiatives in the three areas. CSR Management The s CSR is managed by the s Vice-Chairman, who is also the s Chief Financial Officer. He is assisted by the Deputy Manager of Communications and the Investor Relations Manager. The s CSR team is backed by the divisions CSR Departments and their network of CSR delegates. The internal CSR network thus has over 200 contributors worldwide, allowing the deployment of the s CSR strategy within each entity and the escalation of the Bolloré s key extrafinancial data. Network of data protection officers The new shared mobility services offered by the (Autolib, Bluely and Bluecub) must ensure secure and efficient processing of the customers personal data in order to guarantee them total confidentiality. For this purpose, the Bolloré has added the following paragraph to its Ethics and Values Charter: [ ] The holders of confidential information commit to not divulging it to unauthorized persons and to abstaining from its use, directly or indirectly, for personal reasons [ ]. Moreover, to comply with the requirements of the CNIL (French data protection commission) and the European regulation on personal data, the has appointed a Data Protection Officer (DPO). The latter has formed an internal unit dedicated to data processing management, which takes part in the work of the DPO, in particular by: f keeping up-to-date records of personal data processing operations which are exempt from declaration; f submitting authorization requests to the CNIL; f issuing an opinion on personal data processing clauses included in contracts. In 2016, the DPO continued to take stock of the data processing operations to be carried out throughout the. The goal is to create a network of DPO delegates who will inform and train employees in this regard. Stakeholders The materiality analysis conducted in 2016 has made it possible to start updating stakeholder mapping. In order to push ahead with this process, the launched a pilot project within the Electricity storage and solutions division. This project should lead to the structuring of more effective dialogue with the division s stakeholders. This work will continue in 2017.

7 CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 The s corporate social responsibility strategy 05 PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards PRIORITY 4 Taking action for local development Media Local authorities International organizations Rating agencies and analysts employees Trade unions Blue Solutions NGOs Regulation agencies Countries of operation Clients Shareholders Suppliers Stakeholder mapping

8 06 CSR profile of the Bolloré BLUE SOLUTIONS Blue Solutions produces and sells electric batteries and supercapacitors using clean, innovative technology. Listed on the stock exchange since October 30, 2013, Blue Solutions is a company dedicated to the electricity storage solutions developed by the Bolloré. By diversifying its historical business as a producer of ultrafine paper and plastic films, the Bolloré has become a manufacturer of complete electrical components for condensers, now holding over a third of the global market. Based on this expertise and after twenty years of R&D, the has developed batteries and electricity storage solutions based on unique technology, the LMP (Lithium Metal Polymer) battery and supercapacitor technology. At a time when issues of sustainable development and electricity storage have become major challenges for people, cities and governments, the Bolloré is using this expertise to develop solutions for the storage and intelligent management of electricity. Blue Solutions now has over 300 researchers, engineers and technicians who produce these hightechnology batteries on two production sites in Brittany and Canada. At present, annual production capacity totals 500 MWh. It will be increased to 1.5 GWh by The batteries are used in mobile applications (electric vehicles), but also in stationary applications (electricity storage for individuals, companies, local councils, etc.) developed and sold by other entities within Blue Applications, which have experienced rapid growth on all continents since 2011.

9 CORPORATE SOCIAL RESPONSIBILITY REPORT Together, Blue Solutions and Blue Applications expect to be able to leverage their unique position as an integrator offering both batteries and comprehensive solutions to meet the new requirements associated with the energy transition. Car-sharing Public transport Mobile applications Electric vehicles Blue applications Stationary applications Network applications Off-grid applications

10 08 Main indicators BLUE SOLUTIONS Key stages 2001 Launch of production activity for LMP batteries and supercapacitors within Blue Solutions (formerly Batscap) Development of the Bluecar, presented in 2005 at the Geneva Motor Show Acquisition of assets in Avestor in Canada, to form Blue Solutions Canada (formerly Bathium). Signature of a partnership agreement with Pininfarina to manufacture the Bluecar Signature of a partnership with Gruau to manufacture the micro-bluebus Installation of the Ergué-Gabéric (Finistère) production units and inauguration of the Boucherville (Canada) factory, each with annual production capacity of 150 MWh (equivalent to 5, kWH LMP batteries) at the end of Launch of a major investment campaign with a view to significantly increasing Blue Solutions production capacity. Launch of Autolib in Paris Inauguration of a new battery production factory on the Ergué- Gabéric site in Brittany, bringing the production capacity to 300 MWh, equivalent to 10,000 batteries. Initial public offering (IPO) on October 30. Extension of the carsharing program with project launches in Lyon and Bordeaux. Partnership with Total: signature of the Bluesun joint venture. Pilot projects in stationary applications in Africa and Asia Launch of charging points program in the London metropolitan area. Development of stationary applications in Africa with the Bluezone program. Signature of an industrial agreement with the Renault for the manufacture of Bluecar and the development of car-sharing systems. Launch of the Utilib service Launch of the Blueindy car-sharing program in Indianapolis. Launch of Bluesummer (which will be rebranded E-Mehari ) and signature of a production and distribution agreement with the PSA group. Opening of a new plant to build the Bluetram and Bluebus (new generation tramway, without rail or power lines) in Brittany. Participation in the COP Launch of the Bluetorino car-sharing program in Turin. Launch of E-Mehari in partnership with Peugeot Citroën. Winning of car-sharing services in Singapore and Los Angeles.

11 CORPORATE SOCIAL RESPONSIBILITY REPORT PRIORITY 1 Innovating in response to major economic and environmental changes PRIORITY 2 Investing in men and women PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards PRIORITY 4 Taking action for local development 109 million euros in turnover 60% of Blue Solutions employees given training during the year 100% renewable-source electricity consumed in car-sharing activities in France 9 Bluezones developed in Africa 1 st line of fully-electric buses in Paris 92.1% retention rate 27% of purchases made in Brittany 79% of Blue Solutions France employees come from Brittany 2 MWh of storage installed at Ergué-Gabéric to reduced energy consumption

12 10 Blue Solutions across the world BLUE SOLUTIONS Breakdown of workforce per geographical area 32% Canada/United States 68% France TOTAL 455 employees across the world, spread over 5 sites Blue Solutions sites Use of Blue Solutions products across the world France: Ergué-Gabéric Blue Solutions France Canada: Boucherville Blue Solutions Canada United States: Palo Alto Capacitor Sciences EUROPE France Car-sharing Île-de-France: Autolib 4,000 electric vehicles Lyon: Bluely 305 electric vehicles Bordeaux: Bluecub 201 electric vehicles France Electric buses 6-meter Bluebus: more than 85 cities 12-meter Bluebus: RATP (Paris) Italy Car-sharing Turin: Bluetorino 77 electric vehicles Italy Electric cars Turin, Bluecar Italy: Production of electric vehicles UK Car-sharing London: Bluecity, opening soon Other European countries Bluebus Germany (Dresden, Augsbourg) Poland (Poznań) Spain (Gijón, Valladolid) Luxembourg Romania (Bucharest, Craiova) Switzerland (Zurich)

13 CORPORATE SOCIAL RESPONSIBILITY REPORT Blue Solutions sites Use of Blue Solutions products across the world ASIA Singapore Car-sharing BlueSG, launch in 2017 Cambodia Energy self-sufficient transport solutions Angkor AFRICA Guinea Bluezones Kaloum Kagbelen Dixinn Sonfonia Yattaya Niger Bluezones Niamey Dosso Togo Bluezones Cacaveli Benin Bluezones Zongo Republic of Côte d Ivoire Energy self-sufficient transport solutions Abidjan Cameroon Energy self-sufficient transport solutions Yaoundé Congo Energy self-sufficient transport solutions Brazzaville

14 12 The trends that are shaping our markets BLUE SOLUTIONS FRANCE No. 1 European market Over 27,000 electric vehicles sold TECHNOLOGY 250 km of autonomy in urban use with the Bluecar Development of electric mobility France is the first European market to have exceeded the mark of 100,000 electric vehicles on the road since In 2016, it became the no. 1 European market, ahead of Norway, with over 27,000 electric vehicles sold. The recent boost in the electric vehicle market is mainly due to the arrival of new lithium-based batteries. Blue Solutions has developed the LMP technology which provides 250 km of autonomy in urban use with the Bluecar. To cope with the growing demand, Blue Solutions is continuing to invest in research and development, as well as in production capacity. Increase in the share of renewables in energy mixes The Paris Agreement signed during the COP21 climate conference and due to come into force in 2020 involves commitments by signatory states to combat climate disruptions (keeping the increase in temperature to below 2 C and striving to limit it to 1.5 C; committing 100 billion euros per year from now until 2020 to projects which will enable countries to adapt to climate change or to lower greenhouse gas (GHG) emissions. In that context, the demand for sustainable mobility solutions from individuals and companies and the production of energy from renewable sources to reduce GHG emissions should continue to grow significantly in the upcoming years. The climate change issue is a major focus of the Bolloré s investment policy, through its Electricity storage and solutions division (turnover of 310 million euros in 2016, up 17%). In response to the various commitments made by governments to combat climate change, the Bolloré offers recognized innovative solutions based on its Lithium Metal Polymer (LMP ) battery car-sharing service with fully-electric vehicles, electric buses, stationary electricity storage system in order to promote the integration of renewable energies and electric mobility in industrialized as well as developing countries. Increase in energy demand and development of decentralized production While 85% of the world s population has access to electricity, over one billion people still have no access to it. The cost of providing electricity to these people through a centralized electric system is not economically viable. With the penetration of renewable energies, decentralized production solutions (microgrids) have arisen. These solutions facilitate outlying populations access to energy, as well as the development of industrial projects in remote off-grid regions. To cope with these challenges, the proportion of decentralized solutions is set to grow sharply in the future. Due to the intermittent nature of renewable energies, it is essential to combine them with storage solutions to ensure a 24/7 electricity supply. Between 2000 and 2020, the annual investment in decentralized solutions will increase ten-fold while production capacities will grow four-fold.

15 CORPORATE SOCIAL RESPONSIBILITY REPORT Growth in the European electric vehicle market 30,000 25,000 20, ,000 10,000 5,000 0 Norway France Germany United The Switzerland Austria Denmark Italy Sweden Belgium Spain Other Kingdom Netherlands (Source: Avere.) Average annual global growth in renewable energies, by source (1990 to 2014) 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1.9% 2.2% 46.2% 24.3% 13.2% TPES (1) Renewables Solar, Wind Biogas Solar, Biodiesels Geothermal Hydro- Clean photovoltaic power thermal electricity coal 11.7% 10.4% 3.1% 2.5% 1.5% (Source: IEA, Key renewable trends, 2016.) (1) TPES: Total Primary Energy Supply. Annual growth in global electricity production capacities Capacities in GW Capital expenditure in billions of dollars Addition of centralized production capacities (1) (GW) Addition of annual decentralized production capacities (2) (GW) Total annual addition of production capacities Annual investments in decentralized production capacities (in billions of dollars) (Source: Rise of Distributed Power, GE, 2014.) (1) Electricity production through large facilities (nuclear power plants, coal-fired plants, large dams, etc.). (2) Electricity production through small facilities (generators, photovoltaic installations, etc.).

16 14 Materiality analysis BLUE SOLUTIONS In 2016, in order to reinforce its CSR strategy, the Bolloré conducted a materiality analysis of its main activity-related CSR challenges. The process was conducted with the assistance of an external firm and involved three stages: f defining each division s CSR challenges through meetings with CSR officers and contributors and the analysis of the action plans and indicators used; f listing the challenges by category and according to their impact on the and its three divisions (societal, environmental, local development and HR challenges); f comparing these analyses with in-house data on the expectations of stakeholders (clients, employees, public authorities, NGOs). Defining of key challenges The defining of these key challenges has enabled the to set the four strategic priorities of its CSR policy. As a subsidiary of the Bolloré, Blue Solutions will use these key indicators and set up the required action plans to achieve the objectives laid down by the. Materiality matrix and key challenges The analysis and materiality matrix produced enabled to identify 13 challenges, 6 of which have been categorized as priorities. PRIORITY 1 Innovating in response to major economic and environmental changes Sustainable products and services (9) Energy and carbon trajectory (10) Management of environmental risks and compliance (11) Raw materials (12) PRIORITY 2 Investing in men and women Health and safety at work (5) Attracting talent and retaining employees (6) Skills management and development (7) Promotion of diversity (8) PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards Human rights (1) Fair practices (2) Vigilance and responsible purchasing (3) Protection of personal data (4) PRIORITY 4 Taking action for local development Contributing to local development (13) Photovoltaic panels in Cambodia, to offset the intermittent operation of the network and improve the management of energy consumption.

17 CORPORATE SOCIAL RESPONSIBILITY REPORT Low maturity 12 8 CSR priorities for Bolloré High maturity Low materiality + High materiality Key challenges 2 Fair practices 3 Vigilance and responsible purchasing 6 Attracting talent and retaining employees 7 Skills management and development 9 Sustainable products and services 13 Contributing to local development

18 16 BLUE SOLUTIONS Autolib, a new form of shared environment-friendly urban mobility.

19 CORPORATE SOCIAL RESPONSIBILITY REPORT PRIORITY 1 Innovating in response to major economic and environmental changes Developing and deploying clean and intelligent transport systems Investing for the protection of the environment

20 18 PRIORITY 1 Innovating in response to major economic and environmental changes BLUE SOLUTIONS CAPITAL EXPENDITURE FOR THE LMP BATTERY More than 3 billion euros invested 2,000 people hired DEVELOPMENT OF ELECTRIC MOBILITY THROUGH PUBLIC TRANSPORT 12-meter Bluebus Bluetram In order to meet the high expectations of its clients and to adapt to the emergence of new economic trends and models, Blue Solutions, a subsidiary of the Bolloré, makes long-term investments in the development of innovative, connected offers which are respectful of people and the environment. Developing and deploying clean and intelligent transport systems Implications for the Over the past twenty-old years, the Bolloré has invested over 3 billion euros and hired 2,000 people to develop its Lithium Metal Polymer (LMP ) battery and its various applications, in order to offer innovative mobility and electricity storage solutions. The various applications developed by the support two main levers of sustainable development: access to electric mobility (carsharing, public transport, electric vehicles, etc.) and increasing the share of renewable energies in electricity production through electricity storage. policy Developing new mobility offers Blue Solutions works in cooperation with the companies of the Bolloré to deploy electric car-sharing services based on the LMP technology. Blue Solutions and the Bolloré are pursuing their efforts to develop electric mobility by offering new public transport products: 12-meter Bluebus, Bluetram, etc. Investing for the protection of the environment Implications for the By improving the energy performance of its facilities and equipment, the reduces its operating costs. Beyond the financial impact, the s objective is to reduce the environmental impact of its activities and prevent pollution on three main levels: f greenhouse gas emissions; f waste production; f soil, surface water and groundwater pollution. policy Measuring and reducing the environmental footprint of our sites Reducing our sites environmental footprint involves the deployment of an environmental management system, the ongoing increase in the ISO certification of our industrial sites, as well as the analysis of the results of our industrial and environmental risk mapping process (measurement of waste, emissions and land use presented in Section 4. Risk factors of the registration document). This process also involves listing the preventive and corrective actions to implement, thus acting as a decision-making tool. Waste processing The is particularly attentive to the tracking of its waste on its various sites in France and across the world. The tracking process concerns hazardous waste (waste which cannot be disposed of in the same way as other waste due to its reactivity, flammability or toxicity, as this would create a risk for persons or the environment) and non-hazardous waste (which presents no risk for persons or the environment). It is an integral part of the s extrafinancial reporting process, involving specific classification of the 12-meter Bluebus equipped with 8 LMP batteries providing autonomy of up to 250 km. A clean public transport solution.

21 CORPORATE SOCIAL RESPONSIBILITY REPORT sites. The results obtained make it possible to track the hazardous and non-hazardous waste produced by each site, and identify the recovered or recycled portions. As an industrial company, Blue Solutions produces waste classed as hazardous in its manufacturing plants. Measuring and reducing our greenhouse gas emissions Every year, Blue Solutions measures the GHG emissions linked to its energy consumption. In 2016, in keeping with current regulatory requirements, Blue Solutions started the identification and measurement of the main factors of its scope 3 emissions. Significant events Measuring and reducing the environmental footprint of our sites Blue Solutions conducts an annual review of its environmental risks. Once the risks have been identified, Blue Solutions sets up appropriate action plans to limit their scope. Waste processing (See table page 21.) Developing stationary electricity storage solutions In partnership with Bluestorage, Blue Solutions develops intelligent energy storage and management solutions for companies, electricity-network operators and private individuals. For the full-scale testing of the potential of these solutions, a demonstrator was commissioned in 2015 on the Odet site. The facility is composed of 6 shelters, each equipped with 12 LMP batteries. It makes it possible to reinject 1 MW of power over a twohour period (i.e. 2 MWh) into the electric network of the Blue Solutions plants and that of the Plastic films division. The purpose of this demonstrator is to test the capacities of the LMP technology, and meet requests for reduced energy consumption from the grid (this is requested by the network operator to reduce the burden on the highvoltage network during peak periods). In 2016, 12 requests for capacity reserves were made and 4 load-shedding operations were actually triggered by the power grid operator. Significant events in 2016 In 2016, the Bolloré pushed ahead with the worldwide deployment of its car-sharing offers. Bluetorino was launched in Turin at the beginning of the year. The also won the bid for the deployment of a car-sharing service in Singapore with a fleet of up to 1,000 cars and 2,000 charging terminals. Moreover, the was selected by the city of Los Angeles to deploy a car-sharing service in its city center. Concerning public transport, Bluebus delivered its first 12-meter Bluebuses to the RATP in Paris while continuing to sell its 6-meter model. This new market is offering promising opportunities for Blue Solutions products. The principle of electrical load-shedding Traditional electricity supply to production systems is stopped Prior accumulation of energy in storage spaces The aggregator calls the load-shedding in the production unit Storage spaces take over to supply priority activities

22 20 BLUE SOLUTIONS Measuring and reducing our greenhouse gas emissions The production capacity for LMP batteries was further increased in In line with the measures taken for the first phase of the plant inaugurated in 2013, the design of the new equipment includes measures to reduce environmental impacts. f Limitation of discharges of volatile organic compounds (VOCs) A new facility for the treatment of VOCs by thermal oxidation was commissioned in early It has been very efficient as there has been no direct discharge without prior treatment in the process concerned. The battery production site s total VOC discharges amounted to 105 kg carbon eq. in 2016, versus 250 kg in f Energy efficiency The new facilities have optimized equipment in terms of energy consumption: high-performance engines with variablespeed drives; heat recovery systems set up at the level of the VOC treatment process and cathode manufacturing process. In fact, the good integration of energy-saving solutions in the design of the site was praised during the regulatory energy audit performed in December Measurements The emissions factors applied come from the French Agency for the Environment and Energy (ADEME) carbon base as of December 17, Scopes 1 and 2 (See table page 21.) 1. Mobile applications In the first phases of its life, the battery is used for mobile applications. It supplies significant power necessary to meet the performance and independence needs of the vehicles. The different cycles of the LMP battery Scope 3 Blue Solutions main scope 3 emissions are the following: f emissions from the business travel of Blue Solutions employees; f energy consumption from the use of Blue Solutions products. The data analyzed for employee business travel is the data for rail and air travel. For air journeys, the Bolloré has distinguished between medium-haul flights (less than 2,000 km) and long-haul flights. For medium-haul flights, the uses the emission factor for flights of 1,000 to 2,000 km with 100 to 180 passengers. For long-haul flights, the uses the emission factor for flights of 8,000 to 9,000 km with over 250 passengers (average flight 3. Recycling the battery The all-solid technology allows easy recovery of the battery components. 2. Stationary applications After losing 20% of their power or energy in its first use for mobile applications, LMP batteries are reused in some stationary applications, which require a high amount of stored energy rather than power. estimation for the ). For train journeys, the emission factor used is that of dieselpowered regional trains. As a subsidiary of the Bolloré, Blue Solutions uses the same emission factors. The data concerning the use of Blue Solutions products is not available due to the variety of activities and ensuing difficult calculation process.

23 CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 PRIORITY 1 Innovating in response to major economic and environmental changes Waste treatment Hazardous and non-hazardous waste, in metric tons 2015 data 2016 data Total quantity of hazardous waste evacuated Share of waste recycled or recovered Share of disposed waste Total quantity of non-hazardous waste evacuated Share of waste recycled or recovered Share of disposed waste Greenhouse gas emissions Scopes 1 and 2 Unit of measurement 2015 data 2016 data GHG emissions associated with energy consumption scope 1 tons of CO 2 eq. 1, , GHG emissions associated with energy consumption scope 2 tons of CO 2 eq. 2, , Greenhouse gas emissions associated with energy consumption scopes 1 and 2 tons of CO 2 eq. 4, , Scope 1 corresponds to direct emissions, like energy consumption excluding electricity, fuel combustion, emissions from industrial processes and fugitive emissions (due to leaks in refrigerants, for example). Scope 2 corresponds to indirect emissions associated with energy, such as electric consumption or steam, cold or heat consumption through distribution networks. Scope GHG emissions associated with employee business travel

24 22 BLUE SOLUTIONS Sparking the spirit of initiative and promoting entrepreneurship such is the goal of the Bluezone of Kaloum in Guinea, a 3.7-hectare ecological area where young people can set up businesses, innovate, study and engage in sports and cultural activities.

25 CORPORATE SOCIAL RESPONSIBILITY REPORT PRIORITY 2 Investing in men and women Having a top-level health and safety policy Attracting talent and retaining employees Developing our employees skills

26 24 PRIORITY 2 Investing in men and women BLUE SOLUTIONS 14 collective agreements were signed within Blue Solutions in 2016 NEW HIRES f Nearly 30% under 30 f Nearly 40% aged Bolloré 's financial performance, as well as that of Blue Solutions, is based on the commitment of the women and men who work to achieve it. In its effort to establish a sustainable relationship, the strives to manage its employees careers over the long term by providing them with support and by offering them career development opportunities in-house. As a responsible and recognized employer, Blue Solutions sees social dialogue as one of its priorities in the management of human resources. Convinced that it drives innovation and progress, the Bolloré encourages constant, high-quality dialogue with its staff. In France, as in Canada, employees working in industrial or commercial structures are represented by independent trade-union organizations or by representatives elected by the staff. Every year, numerous issues are negotiated with employee representatives and laid down in agreements. In 2016, 14 collective agreements were signed within Blue Solutions, of which: f 2 agreements relating to compensation; f 2 agreements relating to health and safety; f 3 agreements relating to working conditions; f 1 agreement relating to social dialogue; f 6 agreements relating to employee savings. Out of the nine agreements signed in France, an agreement on working conditions lays down commitments, initiatives and progress targets in a variety of areas such as recruitment, access to employment, occupational training and employee work-life balance. Within that agreement, various measures have been adopted such as the transfer of days of leave to an employee with a seriously ill or disabled child. Having a top-level health and safety policy Implications for the Ensuring employee health and safety is of key importance for the Bolloré. Blue Solutions has the same requirements in terms of health and safety on its sites. policy Safety policy The implements HSE (Health, Safety & Environment) processes and standards on all its sites. It strives to certify its HSE processes through recognized international standards applied by everyone everywhere. Health policy for employees The Bolloré has an effective social protection policy. It involves the set-up of healthcare and prevention programs especially suited to its regions of operation. On a broader level, the endeavors to offer supplementary health cover to its employees. Significant events Safety policy The company s Health, Safety, Quality & Environment Department is assisted by safety representatives on each industrial site. This Fire risk training.

27 CORPORATE SOCIAL RESPONSIBILITY REPORT Indicators Number of workplace accidents Frequency rate Severity rate Department, along with the Human Resources Department, work in close contact with the occupational health authority. While the number of workplace accidents increased in 2016 compared with 2015, the severity rate diminished, resulting in shorter periods of leave than in Reduction of occupational hazards The work situations that expose employees the most to work-related illnesses are operational jobs on the production line. The most common pathologies are musculoskeletal disorders of the dorsolumbar region. Several investments have been made to reduce employees exposure to these occupational hazards and with good outcomes. Specifically, this has involved: f installing devices that aid handling and manipulation; f steps taken to reduce arduous postures; f capital expenditure in better sound protection. Blue Solutions obtained ISO 9001: 2008 certification for its safety management. The company s policy is to implement preventive, protective, technical and organizational measures to counter the maximum number of harsh working conditions we are confronted with (noise, arduous postures, carrying heavy weights and exposure to chemicals). From 2013 to 2015, custom molded ear plugs were supplied. In 2016, the rules concerning the mandatory wearing of ear plugs were reviewed for the dielectric and packaging lines. Blue Solutions has set up a policy to prevent arduous working conditions. These commitments and initiatives fit into the ongoing active process to prevent workplace hazards that has been in place for several years (health and safety policy and collaboration with the company physician, etc.). This policy includes health monitoring (starting at age 50, all employees receive annual check-ups), improved mobility management policies and adapted workstations. The following measures were thus put in place: f joint analysis of arduous working conditions by the Human Resources Department, managers and operators; f the creation of individual risk monitoring sheets concerning exposure to physical hardship for all workstations concerned; f analysis of all arduousness factors in the risk assessment of each workstation (since 2016); f the set-up of special measures for employees working rolling shifts such as early retirement (compensation for the non-retroactivity of the personal arduousness account). Attracting talent and retaining employees Implications for the Blue Solutions is well aware that its development is directly linked to that of its employees, and that their expertise lies at the heart of the s economic success. To remain innovative and on the cutting edge in its business lines, Blue Solutions has made attracting talent and retaining employees a priority. This is reflected in the consistent and fair compensation policy implemented throughout the, the deployment of a dynamic recruitment policy and the proactive management of employee careers. policy A fair and consistent compensation policy To remain competitive, fair and foster motivation, the s compensation policy relies on two components. Compensation must not only be consistent with operational results and local market practices, but must also steer individual efforts toward the overall performance of Blue Solutions. It is part and parcel of meeting the objective of being an employer of choice in order to attract the new skills the needs and forms part of the corporate social responsibility effort.

28 26 BLUE SOLUTIONS 2 agreements relating to compensation 2 agreements relating to health and safety 3 agreements relating to working conditions 1 agreement relating to social dialogue Accordingly, as part of these guidelines, compensation and recognition can take various forms, whether monetary or non-monetary, particularly as part of social benefits, to offer an inspiring overall package to employees, primarily centered around: f fixed compensation, which rewards the employee s skills and responsibilities in the performance of their duties, and their contribution to the collective objective; f variable compensation, which rewards commitment and the achievement of quantitative and qualitative objectives; f deferred compensation schemes, such as profit-sharing and/or incentives in France, which reward collective success by sharing the value created by the company with employees; f social benefit programs, including retirement, social protection and saving schemes; f and non-monetary benefits which meet specific local needs and constitute sociallyresponsible measures (provision of dispensaries and flexible working hours). A dynamic recruitment policy In a context of worldwide competition, recruitment has become a strategic process for Blue Solutions. It plays a decisive role in the company s performance by drawing the best profiles, which fit in with the s culture and values. Moreover, Blue Solutions sees diversity as a source of complementarity, social balance and richness in its economic development. The recruitment of a diversity of profiles is thus considered as a value-creating asset, making it possible to: f foster innovation and creativity through the pooling of different skills; f better understand customer expectations by providing them with matching resources ; f penetrate high-growth markets in a context of globalized economy in which diversity is a prerequisite to access certain markets. Blue Solutions has undertaken not to set any age criteria for its recruitments. From the 58 external recruitments carried out in 2016, 16 of the people hired were under the age of 30 (27.6% of total recruitments), 25 were aged between 30 and 39 (43.1%), 16 were aged between 40 and 49 (27.6%) and 1 was over 50 (1.7%). A proactive career management policy Being aware that adherence to the company s end-goal implies long-term management of employees careers, Blue Solutions has been conducting annual interviews across all its entities. These interviews make it possible to assess the performance of employees on an annual basis, while making sure that they adhere to the s values. Significant events in 2016 A dynamic recruitment policy The policy towards schools implemented by Blue Solutions aims to reconcile the demands of young people pursuing their studies (highschool and college students), the requirements of the schools and the needs of the company. In France, numerous initiatives were conducted in Under the one day/one job discovery program, 33 middle-school pupils spent a day at the company. Under the industrial job discovery program of Association Jeunesse et Entreprises (AJE), four visits were organized for 120 students. Another focus of the policy concerns workstudy programs. Out of the 40 young people who have taken part in this program since 2010, 8 were offered a contract within Blue Solutions France following their internships. A proactive career management policy In 2016, 175 annual interviews were conducted across the company. These progress interviews provided an opportunity to discuss targets set and met, behavior, desired development, employee training and future targets. Developing our employees skills Implications for the Blue Solutions must anticipate upcoming changes in its business activities in order to remain at the cutting edge. It has thus set itself the objective of developing an ambitious training policy and promoting internal mobility. policy Training for skills planning With the current economic recovery and growing demand for certain categories of highskilled staff, it has become obvious that Blue Solutions can no longer solely depend on external recruitment for the talents it needs, but must also train employees and develop skills in-house. Consequently, employee training is a key priority for Blue Solutions. For the efficient targeting of skill requirements, tools such as occupational ladders have been set up across the Blue Solutions scope. These are precious monitoring tools for career paths and for anticipating needs. They lay out the possible career paths within a certain area and the steps needed to follow the path.

29 CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 PRIORITY 2 Investing in men and women 27 6 agreements relating to employee savings Significant events in 2016 Training for skills planning In 2016, 266 employees benefitted from training, with 7,613 hours of training provided, i.e., an average of 28.6 hours of training per employee. To cope with an exceptional situation in terms of production organization on the Bolloré Packaging site (production volumes, weekend operation of cross-linking units, replacements, etc.), crash training courses were deployed. Moreover, in order to raise the awareness of all production staff on the risk of workplace accidents, hazardous situations were filmed by the safety team. These videos were then shown to all production employees. Maintenance team. Promoting mobility and professional development opportunities In a changing economic environment, Blue Solutions adapts to structural and economic impacts by also promoting solidarity among its activities and its business lines. Accordingly, priority is placed on internal recruitment. Blue Solutions Human Resources Department advertises open positions via the in-house job boards. Each candidate is received by Human Resources and the manager of the recruiting department. f Onboarding procedure and training program for employees taking up new positions As soon as employees arrive in their new jobs, they are given a welcome folder. In addition, a training program for the job is defined in collaboration with the manager. These training courses are included in the current year s training plan. Some of them are held as a priority, according to the skills required. f Period of training/adaptation Each employee benefits from a three-month training/adaptation period. At the end of this period, the employee meets with his/her manager and HR Department to determine whether any additional measures are required (in-house training, external training, etc.). This meeting also serves to definitively validate the chosen posting. Promoting mobility and professional development opportunities On average, over a one-and-a-half-year period, one out of every four employees moves to a different job or changes job title within the division. In 2016, Blue Solutions recruited 18 employees internally (25.7% of total recruitment).

30 28 BLUE SOLUTIONS Blue Solutions France site. Solar power plant used for the full-scale testing of new products to improve renewable energy performance levels.

31 CORPORATE SOCIAL RESPONSIBILITY REPORT PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards An organization to ensure the use of best practices Ensuring that the s activities are respectful of human rights

32 30 PRIORITY 3 Bringing the together around a shared corporate culture and ethical standards BLUE SOLUTIONS The presence of the Bolloré in 143 countries implies wide exposure of its business ethics. The has set up an organization to ensure that the good practices laid down in its Code of Ethics are shared by all employees and reduce the risks related to business ethics and respect for human rights. An organization to ensure the use of best practices Implications for the Ensuring the use of best practices by our employees is of crucial importance for our clients and stakeholders. The organization put in place by the Bolloré ensures that the best practices laid down in its Code of Ethics are shared by all employees. As a subsidiary of the Bolloré, Blue Solutions implements the same practices as the Bolloré. policy Ethics are considered one of the s assets, a factor that contributes to reputation and loyalty. As a subsidiary of the Bolloré, Blue Solutions applies the same standards. The Bolloré created effective and consistent ethical measures in order to communicate clear rules of conduct to all of its employees. This policy is based on an Ethics Charter (2000), the commitments of which were reaffirmed in 2012 under the name Ethics and Values. It is backed by codes of conduct laid down by the divisions each time they deem it necessary to bring in an additional code. According to the Ethics and Values Charter, today, the scrupulous respect of the laws and regulations in force is not enough. This is why the Bolloré is committed to an ethical and responsible approach, based on strong commitments which are conducive to shared outcomes for its activities as a whole. Based on the s values and on the principles of the United Nations Global Compact regarding human rights, labor rights, the protection of the environment and the fight against corruption, this approach aligns economic performance with shared business ethics (see point I of the s Ethics Charter). This first point breaks down into a number of obligations: f preserve the s image and shared heritage; f ensure the necessary confidentiality, notably as regards personal data; f place relationships with the authorities under the Ethics umbrella; f pay very close attention to conflicts of interest; f ensure the reliability and accuracy of financial information; f maintain business relationships that comply with ethical standards; f ensure objectivity in choosing suppliers. The E-Mehari electric vehicle, one of Blue Solutions recent developments and a commercial success in 2016.

33 CORPORATE SOCIAL RESPONSIBILITY REPORT Ethics governance In order to ensure the effectiveness of these measures, the Ethics Committee defines and coordinates the roll-out of the ethics policy within the. Placed under the authority of the Committee Chairman appointed by the Chairmanship, the Committee is composed of the Chairmen and Chief Executive Officers of the and its divisions, the Internal Audit Manager, the s HR Manager, the Chief Financial Officer, the Chief Legal Officer of the holding company, the Ethics and Compliance manager, the divisions Ethics and Compliance managers, and any other person whom the Executive management wishes to include in the Committee for the performance of its missions. The Ethics manager is backed by the divisions Ethics managers. A network of ethics delegates has been deployed in the s Logistics division and is being set up in the other divisions. The Ethics manager comes under the direct authority of the Executive management. Ethics compliance management system set up within the divisions f The s Ethics and Values Code of Ethics, which is shared by all divisions, is the reference document in which the fundamentals of the ethics system are set forth. It constitutes the system s first reference base, while the second is the United Nations Global Compact, of which the Bolloré has been a signatory since This Code of Ethics is one of the documents given to new employees joining the and is mandatory for all managerial employees. f Code of conduct: this division-level document (Transportation and logistics business) defines the areas of ethics which are of extreme importance: transport safety, employee health and safety, the fight against corruption, fair competition and respect for the environment. To enable each person to closely take them into account within their entities, they are described in detail, along with the principles, rules of conduct and behaviors to adopt. This code is due to be amended in the near future in order to become a -wide standard. f Management system for ethics compliance and anti-corruption measures: to put the above-described ethics principles into practice, the Procedures Manual sets out the operational rules to be followed. It concerns risk assessment, awareness raising, training, rules concerning third-party gifts and entertainment, the selection of suppliers (due diligence), as well as accounting transparency and the auditing of the compliance management system. f Whistleblowing system: lastly, a whistleblowing procedure is in place in each division, allowing confidential reporting to the Ethics manager of facts relating to any serious breach in any of the following areas: finance, corruption, anti-competitive practices, discrimination or harassment, health and safety, or environmental protection. Significant events in 2016 The ethics policy reflects the s ambition to reconcile economic constraints with legal/ regulatory requirements and societal expectations in order to preserve and expand the relationships of trust which are necessary for developing its activities over the long term. In 2016, in its ongoing effort to extend its ethics policy, the decided to undertake the standardization of its ethics processes and their dissemination to all employees so that everyone would share the same reference points. The internal organization rests on: f an Ethics, CSR and Sponsorship Committee which defines the s ethics policy; f a Ethics manager, appointed to coordinate and implement the s ethics policy across all divisions. He/she has an ongoing advisory role vis-à-vis the Executive management. He/she is responsible for the deployment of compliance tools across the. In addition, he/she coordinates a network of Ethics managers in each division; f the divisions Ethics and Compliance managers are tasked with deploying the s compliance tools and ensuring compliance with the principles and rules laid down in the divisions Code of Ethics and code of conduct; f a whistleblowing procedure enables employees to report any malfunctions or irregularities detected in accounting or financial matters. Ensuring that the s activities are respectful of human rights Implications for the The Bolloré is present in 143 countries, including numerous developing countries (it is present in 46 African countries). Respect of human rights is thus an important issue in terms of company ethics. As a subsidiary of the Bolloré, Blue Solutions is as mindful of this issue as the Bolloré. policy Respect of human rights The Bolloré is a diversified international organization with a strong presence in developing countries. The issue of respect for human rights is very important for the from an ethical point of view. The Bolloré is committed to implementing an ethics and CSR policy which rests on strong commitments laid down in the Ethics and Values Charter. In this context, in point II Ensuring a trusting relationship with employees, it refers to the provisions of the International Labor Organization (ILO): the shall refrain from using child or forced labor, either directly or indirectly. A responsible purchasing policy The Bolloré includes environmental and ethics clauses in its framework contracts for the purchase of supplies. As a subsidiary of the Bolloré, Blue Solutions includes environmental and ethics clauses in its contracts for the purchase of supplies. Moreover, in its purchasing policy, Blue Solutions gives preference to local suppliers (French départements 29, 56, 22, 35, 44, 49 and 53). In 2016, Blue Solutions local purchases represented 27% of its total turnover.

34 32 BLUE SOLUTIONS In Togo, the Bluezone of Cacaveli provides support in education, training, the emergence of talents, and any initiative liable to contribute to local development.

35 CORPORATE SOCIAL RESPONSIBILITY REPORT PRIORITY 4 Taking action for local development Economic development of the country Defining a local sponsorship policy

36 34 PRIORITY 4 Taking action for local development BLUE SOLUTIONS With its locations in developing countries, particularly Africa, the Bolloré is a key player in the economic and social development of the regions in which it operates. With its investments in port and rail infrastructures, it contributes to economic growth, the opening-up of certain countries, the development of public services and the up-skilling of local populations. Economic development of the country Implications for the Participating in the economic development of the regions in which it operates is of key importance for the Bolloré s business. policy Fondation de la 2 e chance: combating exclusion and promoting solidarity The Fondation de la 2 e chance was created in 1998 by Vincent Bolloré, who was still the Foundation s President in Recognized for its public utility since 2006, it was awarded the IDEAS label on October 13, 2011 and secured its renewal in October This label, which is a vector of trust for donors, attests to the non-profit organization s implementation of good practices in terms of governance, financial management and monitoring of the effectiveness of its action. Blue Solutions also supports the Fondation de la 2 e chance by providing it with premises. Blue Solutions acts as the local branch of the Fondation de la 2 e chance for the Quimper Cornouaille region. 01 policy By giving priority to regional employment, Blue Solutions France plays a major role in the region s economic development. Defining a local sponsorship policy Implications for the As a committed player in the life of the territories in which it operates, the Bolloré implements a voluntary sponsorship policy. This policy reflects the values of the Bolloré and embodies the major thrusts of its corporate social responsibility policy. A global sponsorship policy with two main focuses In 2016, the Bolloré reviewed its sponsorship policy in order to improve its effectiveness and consistency across the entire scope of its activities. f Health: set-up of measures to deal with crises and emergencies, and development of prevention programs. f Education: revealing and supporting local talents. Cultural and sports sponsorship should be used to support major causes relating to health and education. In view of its activities and geographical locations, Blue Solutions favors local sponsorship The youth center of the Bluezone in Togo helps to develop educational and cultural activities. 02. The Bluecar and the Bluebus contribute to cleaner urban mobility.

37 CORPORATE SOCIAL RESPONSIBILITY REPORT Significant events in 2016 Fondation de la 2 e chance: combating exclusion and promoting solidarity In 2016, nine applicants received support for professional training and/or retraining. This support includes: f funding for training courses (HR assistant, personal care assistant, fashion industry certificate, etc.); f financial assistance to help people complete their training or get back to work (financial assistance with the purchase of a vehicle within the scope of a training program). A global sponsorship policy with two main focuses In 2016, in addition to its support to the Fondation de la 2 e chance, Blue Solutions conducted 42 local initiatives (mainly focused on sports, culture, humanitarian aid and aid for medical research) at a cost of 8,187 euros: f financial support to local cultural NGOs such as bagad and financial support to the Quimper branch of Association Jeunesse et Entreprises; f financial support for local cultural events: Festidreuz, Fête des cerisiers, etc.; f financial support for local sports events. Blue Solutions Canada also set up two local initiatives at a cost of 1,960 euros. Produit en Bretagne ( Made in Brittany ) label In 2016, Blue Solutions was awarded the Produit en Bretagne label. This association created in the 1990s brings together numerous Breton economic players who want to promote the manufacturing and purchase of products made in Brittany.