Priority No.2 - Commitment No.5


INVEST IN THE
DEVELOPMENT
OF OUR EMPLOYEES

 

Challenges

SUEZ ENVIRONNEMENT’s activities are changing and the skills required are evolving accordingly.

In the Water sector, small water cycle related activities (production and supply of drinking water and wastewater treatment) are now being completed by activities relating to the total water cycle (protection of resources) and to ecological engineering. The same trend is ongoing in the Waste sector: material and energy recovery from waste are supplementing waste collection and sorting. Customer-focused businesses are also undergoing a major change as new ranges of services are being developed. This means that training is a fundamental challenge for the Group; it offers everyone the opportunity to get involved in their career progression and guarantees the quality of the company’s expertise and technical know-how.

Performance

In a context of global cost management, SUEZ ENVIRONNEMENT’s training efforts remained at a high level in 2013.

As in previous years, over two-thirds of the employees benefited from training in 2013, regardless of their socioprofessional category. The annual training period exceeded 17 hours, which is in line with previous years and with the Roadmap’s targets for 2016 (18 hours per year).

Following the launch of the Training Catalog in late 2012, which includes the full range of training offered by the Group and its subsidiaries and the optimization of the effectiveness of the training processes effectiveness continued in 2013. The development of e-learning simplified the access to training for staff spread across major geographical entities (Agbar and United Water). We also noticed a higher involvement of internal trainers.

SUEZ ENVIRONNEMENT considers the prevention of risks relating to safety at work as a major change in the role of local managers; it accounted for around one-third of the Group’s training budget in 2013.

The adjustment of the training and skills development programs to new challenges is an ongoing process. A large number of sessions aimed at raising local management’s awareness of diversity issues and at improving well-being at work were organized by SUEZ ENVIRONNEMENT’s subsidiaries. A biodiversity training module, designed with an environmental protection organization, is under review for 2014.

As a result of this training policy, 75% of the executive positions offered by SUEZ ENVIRONNEMENT in France in 2013 were filled through an internal mobility process.

GRI Indicators
DMA LA — LA10
2016 targets
Quantitative objective
Achieve 18 hours of training(1) and personal development on average per employee each year.
Progress objective
Increase the proportion of employees who benefit from training (overall and by category).

Increase the proportion of recruitments through internal mobility (managers in France).



Indicators
Number of training hours per employee per year
(Overall) proportion of employees who have attended training
Proportion of executives and managers who have attended training
Proportion of senior technicians and supervisors who have attended training
Proportion of workers, employees, and technicians who have attended training
(1) – Training is understood here in the broader sense: academic training (including training in Sustainable Development issues), e-Learning, tutoring…

Best practices

Sino French Water (China)
Training for the challenges of tomorrow’s activities

Sino French Water, a subsidiary of SUEZ ENVIRONNEMENT and of NWS Holdings, its Hong Kong partner, serves a population of 15 million inhabitants in about 20 Chinese urban districts. To meet its development targets and improve its staff’s working conditions, SFW organized health and safety training sessions between February and April 2013. Over 600 of its 5,000 employees took part in these training sessions on the ISO 50001 training standard, as well as on information and communication technologies.

SEAAL (Algeria)
The transfer of know-how is central to the contractual relationship

Employee training is one of the key points in the human resources policy implemented by Société des Eaux et de l’Assainissement de la ville d’Alger, which is linked to SUEZ ENVIRONNEMENT through a management contract. The company has introduced an innovative training approach in order to establish the process of transferring know-how, which is central to the management contract, and to promote its experts. Fifty-three percent of the training is provided by internal trainers who simultaneously carry out their professional duties. Thanks to this approach, SEAAL provides almost 20,000 days of training to its employees every year.

Agbar
Training: A tool to support the company’s strategy

Training facilitates the transmission of knowledge and core values in the organization. It helps to develop employees’ talents with a view to achieving Agbar’s strategic objectives. Employees receive an average of one week of training per year, through agreements that Agbar has signed with recognized universities.

The training program is open to all employees and is tailored to individual professional needs, with offerings such as “Leadership as a Woman,” “Getting Things Done, project management and risk management.” All such training programs are integrated into employees’ performance evaluation plans.




GRI Indicators
LA10