Priority No.2 - Commitment No.6




As in other companies, SUEZ ENVIRONNEMENT’s employees’ work expectations are changing, and sometimes rapidly especially among younger generations.

As in other companies, SUEZ ENVIRONNEMENT’s employees’ work expectations are changing, and sometimes rapidly especially among younger generations.


In 2013, 30% of SUEZ ENVIRONNEMENT’s staff replied to a survey or to a social barometer

This decrease, compared with 48% in 2012, is mainly explained by the fact that this process is not usually annual (it is generally done every two or three years).

Over the past few years, SUEZ ENVIRONNEMENT has involved its employees in major changes in the company and has helped them to deal with business-related changes. The involvement programs include collaborative days dedicated to discussions between employees notwithstanding their positions or ranks. They are adjusted to the requirements, specific features, and challenges of each entity and its associated territory. The sessions take place in small groups, so as to encourage interaction. In 2013, 360 employees took part in these days among French Business Units.

The opportunity for employees to be involved in civic initiatives also contributes to their committment and to their wellbeing at work. After carrying out a Civic Performance Review in 2012, SUEZ ENVIRONNEMENT wanted to launch a review of civic initiatives within the Group, in order to share a common vision and to formalize the procedures for employee volunteering. Initiatives already exist via the Aquassistance employee organization, which is involved both in emergency situations and in development assistance. This is also true at the Group level in Northern European countries. In 2013, employees specifically took part in the national food bank collection process in over 30 cities and 35 stores in France on a voluntary basis.

In line with the studies and work done in recent years on the quality of life at work, the Lyonnaise des Eaux headquarters has been trying out telecommuting for its sedentary employees since 2010. Following the very positive results of the satisfaction survey performed at the end of a one-year trial period, this policy was extended. SUEZ ENVIRONNEMENT SAS also introduced telecommuting for all employee categories in 2013.

2016 targets
Progress objective
Improve the participation rate in engagement and satisfaction surveys.

Through the internal surveys, develop plans to improve the engagement of employees.

Keep the resignation rate (voluntary turnover) as low as possible (lower than the average in the countries in which we operate).

Encourage dialog with staff representatives on the design and implementation of the Sustainable Development policy.

Resignation rate
Resignation rate

Best practices

Managers are the drivers for employee commitment

The Group’s British subsidiary, which is convinced that the commitment of its employees is key to its performance, has been implementing an active policy in this field for several years. An initial commitment survey, “U-Say,” was carried out among its 5,500 employees in 2011, in partnership with Best Companies, a company that specializes in employee motivation. The conclusions of this survey, which were very encouraging overall, highlighted the central role played by managers. Initiatives involving managers were prioritized, assessment meetings were made systematic, and new benefits were introduced for employees. The commitment programs introduced now include an electronic performance indicator that gives managers access to the results achieved by the members of their team. They can therefore identify and target personal commitments more accurately with those employees. This program will be fine-tuned once the new “U-Say” follow-up survey has been carried out in the autumn of 2014.

SEAAL (Algeria)
“Employees’ comments” (continued)

Following the internal “Employee Comments” (2011) and “Comments from Young Employees” (2012) surveys, which were aimed at all Société des Eaux et de l’Assainissement de la ville d’Alger’s entities, the General Management and the employee representatives introduced tangible measures to improve employee commitment. SEAAL, to which SUEZ ENVIRONNEMENT is linked through a management contract, has planned to develop managerial practices for management via the “Optimizing Personal Talents” program; it must also take more account of the expectations of young employee groups, i.e. apprentices and young hires. The employee recognition process, which is based on compensating individual and collective performance, is also a major driver for involving the teams.

Lydec (Morocco)
Mapping employees’ expectations

In 2012, Lydec launched a wide-ranging process aimed at listening to all its employees as part of its new Synergies 2020 corporate project. The employee participation rate amounted to 92%. This survey enabled a detailed map of employees’ expectations to be drawn up and strong points and areas for improvement to be identified, which have now been fully incorporated into human resources’ strategic projects. Various action plans are currently being implemented, primarily in the employee relations and compensation areas. This initiative, along with Lydec’s commitment to workplace health and safety and its anti-discrimination policy, has been recognized by the non-financial rating agency Vigeo, which awarded Lydec the title of “Top performer in CSR” for 2013.