In 2016, the Group set itself six CSR objectives for 2020 to achieve its ambition of “Contributing to harmonious progress”, reconciling economic performance with social and environmental responsibility, and contributing to the attainment of the Sustainable Development Goals set out by the UN.
Stepping up the energy transition involves a shift in the value of the sector to more environmentally-friendly activities and services that are closer to the end customer. It also creates a need to provide answers appropriate to each region based on a good grasp of local situations and resources.
To align its business model with environmental, social and societal challenges, in 2016 the Group set itself six CSR objectives for 2020.
1. A customer satisfaction score of 85% among its B-to-C customers
Focusing on customer requirements is essential to adapt the Group's products and services, and to help customers be players in the energy transition. This objective is measured by a satisfaction survey of representative samples from the individual and professional customer segments in ten countries where the Group operates, representing more than 21 million contracts.
2. A Group production capacity portfolio containing 25% renewable energy
The development of renewable energy is central to the Group’s strategy. The Group aims to be a leader of the energy transition based on lower costs and technological leaps to generate today’s competitive renewable energy. This ratio is measured based on total installed capacities at 100%.
3. A 20% reduction in the ratio of CO2 emissions for each source of energy production, as compared with 2012
Our stakeholders strongly support the discontinuation of coal-based power generation. This indicator is calculated within the scope of the energy production plants (electricity and heat) controlled and operated by the Group. It reveals the growing momentum of the Group's decarbonation strategy, launched in 2015 with the termination of all new coal-based projects, followed by a phased exit plan for all coal-based activities.
4. 100% coverage of the Group’s activities by an appropriate mechanism for dialogue and consultation with its stakeholder
A strong local presence for Group activities is a key growth lever. This presence involves regular meetings with NGOs and non-profits alongside long-term partnerships related to the Group’s activities. The measurement indicator is based on the implementation and monitoring of action plans with stakeholders identified with regards to the industrial activities of each Business Unit.
5. A workforce comprising 25% women
The gender diversity of the Group's workforce is a key performance, efficiency and creativity factor.
6. A work-related accident frequency rate of less than 3.
Employee health and safety is an essential Group performance factor. The Group has worked to reduce accident frequency over a number of years and has set itself a target internal accident rate of three accidents per million hours worked by 2020.